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CAPM
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certifications
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capm
Instructions:
Answer 50 questions in 15 minutes.
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Match each statement with the correct term.
Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.
This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. The process in which the estimated costs of individual activities or work packages are aggregated to establish an authorized cost baseline.
Bottom-up Estimating
Determine Budget
Administer procurements
Procurement file
2. Broader view of Project Cost Management - whereby other than project costs - we consider the effect of project decisions on the cost of using the project's product.
Benchmarking
Life Cycle Costing
Scope Statement
Project Selection Methods
3. Structured review of the project plans and assumptions - prior project files - contracts - and other information.
Documentation Reviews
Lag
Process Adjustments
Perform Quality Control
4. The calculated projection of cost performance that must be achieved on the remaining work to meet a specified management goal - such as the budget at completion (BAC) or the estimate at completion (EAC). It is the ratio of 'remaining work' to the 'fu
Triggers
Regulation
Control Charts
Stakeholder Analysis
5. This compares technical accomplishments during project execution with the project management plan's schedule of technical achievement.
Bid / quotation
Technical performance measurement
Attribute Sampling vs. Variables Sampling
Estimate Costs
6. A general data gathering and creativity technique that can be used to identify risks - ideas - or solutions to issues by using a group of team members or subject matter experts which data can be addressed later in Perform qualitative and quantitative
Corrective Action
Brainstorming
Collect Requirements
Conduct Procurements
7. Policies - guidelines and procedures that can help the project management team with various aspects of organizational planning.
Human Resource Practices
Total Float
Estimate Activity Resources
Estimate Costs
8. Action taken to bring a defective or nonconforming item into compliance with requirements or specifications. It is a frequent cause of project overruns in most application areas.
Risk Consequences
Rework
Initiation
Identify Risks
9. Precedence Diagramming Method (PDM) includes four types of dependencies or relationships between activities: 1. Finish to Start; 2. Finish to Finish; 3. Start to Finish; 4. Start to Start
Triggers
Estimate Costs
Precedence Relationships
Qualified seller lists
10. A modification of a logical relationship that directs a delay in the successor activity.
Scope Management Plan
Project Closeout
Quality
Lag
11. Involves immediate corrective or preventive action as a consequence of quality control measurements.
Similarities between Operations and Projects
Resource Pool Descriptions
Templates
Process Adjustments
12. The process of collecting and distributing performance information - including status reports - progress measurements - and forecasts to stakeholders.
Report Performance
Budget Updates
Project Files
Constraints
13. Allows for probabilistic treatment of both network logic and activity duration estimates
Graphical Evaluation and Review Technique (GERT)
Re-baselining
Control Charts
Rework
14. Costs allocated to the project by the performing organization as a cost of doing business (e.g. - salaries of corporate executives). Usually calculated as a percentage of direct costs.
Indirect costs / Overhead costs
Communications management plan
Conditional Diagramming Methods
Program
15. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
Project Team Directory
Tolerances vs. Control limits
Coding Structure
Decomposition
16. Lists or files maintained with information on prospective sellers. These lists will generally have information on relevant past experience and other characteristics of the prospective sellers
Corrective Action
Qualified seller lists
Resource Leveling
Estimate Activity Durations
17. A general management technique used to determine whether a particular work can be accomplished by the project team or must be purchased from outside sources.
Checklists
Control Schedule
Critical Path Method
Make-or-buy analysis
18. Collection of generally sequential project phases.
Product Analysis
Re-baselining
Project Life Cycle
System or Process
19. This is done to take care of risks that were not identified in the risk response plan - or their impact on objectives is greater than expected.
Prevention vs. Inspections
Additional Risk Response Planning
Plan Communications
Process Adjustments
20. This involves calculating the theoretical early and late start and finish dates for all project activities without regard to any resource pool restrictions.
Contingency - Buffer - Reserve
Change Control System
Mathematical Analysis
Conditional Diagramming Methods
21. Checklists are structured tools - usually component specific - used to verify that a set of required steps has been performed and to ensure consistency in frequently performed tasks. These can be developed based on historical information and knowledg
Checklists
Estimate at Completion (EAC)
Communications management plan
Risk Register
22. Technique to evaluate the degree to which data about risks is useful for risk management.
Identify Risks
Data Precision Ranking
Statistical Sampling
Conditional Diagramming Methods
23. Processes and procedures developed for the closing or canceling of projects.
Training
Team Development
Inspection
Resource Pool Descriptions
24. An applicable restriction that will affect the performance of the project/process.
Constraints
Make-or-buy analysis
Work Results
Procurement Statements of Work (SOW)
25. Seeking to shift the consequences of the risk to a third party together with the ownership for the response.
Quality Improvement
Expert Judgment
Transference
Phase Exits/ Stage Gates/ Kill Points
26. An authorized time-phased budget at completion (BAC) used to measure - monitor - and control overall cost performance on the project. Developed as a summation of the approved budgets by time period and is typically displayed in the form of an S-curve
Risk Categories
Project Assumption Testing
Cost Performance Baseline
Budget Updates
27. Describes the processes required to make the most effective use of the people involved with the project. It includes developing the human resource plan - acquiring the project team - developing the project team - and managing the project team.
Project Human Resource Management
Cost-reimbursable contracts
Project Team Directory
Communications Technology
28. Formal and informal policies that are required for project plan development. Organizational policies include quality management - personnel administration and financial controls.
Organizational Policies
Resource Leveling
Probability and impact matrix
Crashing
29. Describes how individual requirements meet the business need for the project.
Requirements Documentation
Forecasting
Mandatory Dependencies (or Hard Logic)
Human Resource Practices
30. Dependencies determined by the Project Management Team; involve a relationship between project activities and non-project activities (i.e. - dependencies on issues that are beyond the scope of the project). These dependencies are outside the project
Sequence Activities
External Dependencies
Code of Accounts
Forecasting
31. Approved modifications to the project schedule that are used to manage the project
Re-baselining
Contract Change Control System
Schedule updates
Project Scope Management
32. Process of changing the schedule baseline. It is done when schedule delays are very severe - and the project schedule has to be completely changed.
Risk
Procurement Documents
Control Costs
Re-baselining
33. Process of redefining the cost performance/schedule/performance measurement/technical baseline. If cost variances are severe - re-baselining is needed to provide a realistic measure of performance.
Root Cause Analysis
Project Records
Assumptions Analysis
Attribute Sampling vs. Variables Sampling
34. Also known as "job shadowing -" it is usually done externally by the observer viewing the user performing her job.
Estimate Activity Resources
Observations
Communication Requirements Analysis
Matrix Organization
35. Descriptions of which resources will be available at what times and in what patterns necessary for schedule development
Project Integration Management
Communications Technology
Project Records
Resource Pool Descriptions
36. A formal procedure for authorizing project work to ensure that work is done by the identified organization at the right time and in proper sequence.
Work Authorization System
Requirements Documentation
Work Breakdown Structure (WBS)
Data precision
37. Measuring - examining and testing undertaken to determine whether results conform to requirements; also called reviews - product reviews - audits - and walkthroughs
Configuration Management System
Organizational Policies
Project Schedule Network Diagrams
Inspection
38. The process to develop an approximation (estimate) of the monetary resources needed to complete project activities.
Estimate Costs
Pareto Diagram/ Chart
Procurement performance reviews
External Feedback
39. Provides a documented basis for making future project decisions and for confirming or developing common understanding of the project scope among the stakeholders
Project Communications Management
Facilitated Workshops
Project Procurement Management
Scope Statement
40. Factors which - for planning purposes - are considered to be true - real or certain.
Assumptions
Project Scope
Project Cost Management
External Feedback
41. Features or services that characterize a product - result - or service
Quality Policy
Product Scope
Differences between Operations and Project
Product description
42. Reduce the probability and/or consequence of an adverse risk event to be within acceptable threshold limits.
Mitigation
Project Planning Methodology
Data Precision Ranking
Quality
43. An analytical technique used to determine the basic underlying reason that causes a variance or a defect or a risk. Root cause may underlie more than one variance or defect or risk. Root cause analysis is done as part of corrective action - Helps ide
Design of Experiments (DOE)
Documentation Reviews
Risk Audits
Root Cause Analysis
44. Helps to determine which risks have the most potential impact on the project. Examines the extent to which the uncertainty of each project element affects the objective being examined when all the other uncertain elements are held at their baseline v
Observations
Procurement Documents
Sensitivity Analysis
Quality Policy
45. For many procurement items - the procuring organization may elect to either prepare its own independent estimate - or have an estimate of costs prepared by an outside professional estimator - to serve as a benchmark on proposed responses.
Assumptions Analysis
Project Quality Management
Independent estimates
Lead
46. Describes how the procurement processes (from developing procurement documentation through contract closure) will be managed
Quantitatively based durations
Decision Tree
Team Building Activities
Procurement Management Plan
47. Meetings with all prospective sellers and buyers prior to submittal of a bid or proposal. Used to ensure that all prospective sellers have a clear and common understanding of the procurement - and that no bidders receive preferential treatment.
Contingency - Buffer - Reserve
Bidder Conferences
Product Analysis
Control Schedule
48. Application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.
Information Distribution Methods
Benchmarking
Project Management
To-Complete Performance Index (TCPI)
49. Testing identified assumptions against two criteria: assumption stability and consequences on the project if the assumption is false.
Project Assumption Testing
Stakeholder Analysis
Conditional Diagramming Methods
Bid / quotation
50. They involve measuring value or attractiveness to the project owner. Includes considering the decision criteria and a means to calculate value under uncertainty.
Project Selection Methods
Risk probability
Configuration Management System
Initiation
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