Test your basic knowledge |

Subjects : certifications, capm
Instructions:
  • Answer 50 questions in 15 minutes.
  • If you are not ready to take this test, you can study here.
  • 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. Seeking to shift the consequences of the risk to a third party together with the ownership for the response.






2. An estimating technique that uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters - such as scope - cost - budget - and duration. An example for the cost parameter is multiplying






3. Describes the processes required to ensure that the project includes only the essential work required to complete the project successfully. It includes collecting the requirements - defining the scope - verifying the scope and controlling the scope o






4. Process of assessing and combining the impact and the likelihood of identified risks. Prioritizes risks according to their potential effect on project objectives for further analysis or action.






5. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.






6. Documents how requirements will be analyzed - documented - and managed throughout the project






7. Seller is a subcontractor - vendor - or supplier - who will typically manage the work of the project. Buyer is the customer who has outsourced work to the seller.






8. A hierarchically organized depiction of the project organization arranged so as to relate the work packages to the performing organizational units.






9. 1. Performed by people; 2. Constrained by limited resources; 3. Planned - excuted - monitored - and controlled; 4. Ultimate goal is to achieve organizational objectives or stratregic plans






10. Involves immediate corrective or preventive action as a consequence of quality control measurements.






11. A formal - approved document used to define how the project is executed - controlled and monitored. It can either be at a detailed or high level and may contain one or more subsidiary plans.






12. The expected cost needed to complete all the remaining work for a schedule activity - work break down structure component - or the project.






13. A management control point where the resource plans - scope - schedule and actual cost are integrated and compared to earned value for performance measurement.






14. A mathematical technique to forecast future outcomes based on historical results. This is performed using run charts.






15. Process of monitoring the status of the project to update project progress and manage changes to the schedule baseline






16. A -specific version of the schedule model used to compare actual results to the plan to determine if preventive or corrective action is needed to meet the project objectives.






17. Determining which risks may affect the project and documenting their characteristics.






18. Policies - guidelines and procedures that can help the project management team with various aspects of organizational planning.






19. A technique for estimating that applies a weighted average of optimistic - pessimistic - and most likely estimates when there is uncertainty with the individual activity estimates.






20. Involves procedures required to close a contract as specified in the prescribed procedures for close procurements. Includes product verification and administrative closure.






21. The process of making relevant information available to project stakeholders in a timely manner - as planned. Performed throughout the entire project life cycle and in all management processes.






22. The expected total cost of a schedule activity - a work breakdown structure component - or the project when the defined scope of work will be completed.






23. It includes the processes required to ensure timely and appropriate generation - collection - dissemination - storage - retrieval - and ultimate disposition of project information.






24. Describes the processes required to ensure that the project satisfies the needs for which it is undertaken. It includes quality planning - performing quality assurance and control.






25. An accepted action performed to bring projected future project performance in line with the project plan. These actions have to be documented.






26. Bring together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product - service - or result






27. 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






28. A collection of formal (note: not informal) documented procedures - which defines how the documentation and project deliverables will be managed - changed and approved.






29. Forecasts of potential project schedule and cost results listing the possible completion dates or project duration and costs with their associated confidence levels.






30. A functional organization has a hierarchy in which every employee has one clear superior. Staff members are grouped by areas of specialization. Functional organizations may still have projects - but the perceived scope of the project is defined by th






31. 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.






32. The conclusion of a project phase is marked by a review of both key deliverables and project performance till date to determine if the project should continue into its next phase and detect and correct errors cost-effectively. These phase end reviews






33. Diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives.






34. Schematic displays of the logical relationships (dependencies) among the project schedule activities; always drawn from left to right to reflect project work chronology






35. Any modification to the agreed upon project scope as defined by the approved WBS






36. Involves setting a fixed total price for a defined product or service to be provided.






37. Predefined approaches to risk analysis and response in some organizations that have to be tailored to a particular project.






38. They possess a blend of functional and projectized characteristics. Weak matrices maintain many of the characteristics of a functional organization - and the Project Manager's role is more that of a coordinator or expediter than that of a manager. Si






39. Risk Audits examine and document the effectiveness of risk responses in dealing with identified risks and their root causes - as well as the effectiveness of the risk management process.






40. A table that links requirements to their origin and traces them throughout the project life cycle






41. Focused sessions that bring key cross-functional stakeholders together to define product requirements






42. Mutually binding legal agreement that obligates the seller to provide the specified products - services - or results - and obligates the buyer to compensate the seller.






43. Special category of revised cost estimates to an approved cost baseline.






44. Description of the product of the project - provides important information about any technical issues or concerns that would need to be considered during procurement planning






45. Documentation resulting from project activities. These files may also maintain records of other projects that are detailed enough to aid in developing cost estimates.






46. Allow for non-sequential activities (e.g. Loops or Conditional Branches); e.g. - GERT(Graphical Evaluation and Review Technique) and System Dynamics






47. Processes and procedures developed for the closing or canceling of projects.






48. 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.






49. Technologies or methods to transfer information among project stakeholders.






50. Used to rate or score seller proposals