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Subjects : certifications, 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. 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.






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






3. A matrix that assigns risk ratings to risks or conditions based on a combining probability and impact scales. Risks with high probability and high impact will require further analysis.






4. 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






5. Process of monitoring the status of the project and product scope and managing changes to the scope baseline.






6. Dependencies that are contractually required or those inherent in the nature of the work. Often involve physical limitations.






7. A structure that relates the project organizational breakdown structure to the work breakdown structure to help ensure that each component of the project's scope of work is assigned to a person or team. It illustrates the connections between work pac






8. Expectations The process of communicating and working with stakeholders to meet their needs and addressing issues as they occur. Project manager applies appropriate interpersonal skills to manage stakeholder expectations - for example - by building t






9. The amount of time that a schedule activity can be delayed without delaying the early start date of any immediately following schedule activities.






10. Generally used when considerations like technical approach and technical skills are paramount in source selection






11. The state - quality - or sense of being restricted to a given course of action or inaction. An applicable restriction or limitation - either internal or external to a project - which will affect the performance of the project or a process.






12. A documented tabulation of schedule activities that shows the activity description - activity identifier - and a sufficiently detailed scope of work description so project team members understand what work is to be performed.






13. The planned dates to perform schedule activities and the planned dates for meeting schedule milestones. Includes planned start and finish dates for the project's activities - milestones - work packages - planning packages - and control accounts. This






14. Describes how project scope will be managed and how scope changes will be integrated into the project. It should also include an assessment of the expected stability of the project scope






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






16. Risks that arise as a direct result of implementing a risk response.






17. 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.






18. Documents the characteristics of the product - result - or service which the project is undertaken to create.






19. 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






20. The process of identifying all people or organizations impacted by the project and documenting relevant information regarding their interests - involvement - and impact on project success.






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






22. Any numbering system used to uniquely identify each component of the work breakdown structure.






23. Any numbering system used to uniquely identify each component of the work breakdown structure.






24. 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






25. Any modification to the contents of the project plan or the supporting details.






26. 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.






27. Modifications to the cost estimation prepared for the project






28. Approved modifications to the project schedule that are used to manage the project






29. An estimating technique that uses parameters from a previous - similar project as the basis for estimating the same parameter/measure for a future project. Frequently used to estimate project duration when there is a limited amount of detailed inform






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






31. Collection of generally sequential project phases.






32. Subdivision of project deliverables into smaller - more manageable components






33. A partially complete document in a predefined format that provides a defined structure for collecting - organizing - and presenting information and data.






34. Describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products - services - or results.






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






36. Group of related projects managed in a coordinated way to obtain control and benefits that are not available if managed individually.






37. Modifications to the cost estimation prepared for the project






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






39. Activities should have a coding structure to allow sorting and/or extractions based on different attributes assigned to the activities.






40. 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.






41. 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.






42. 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






43. Technique to evaluate the degree to which data about risks is useful for risk management.






44. If the performing organization does not have a formal contracting group - then the project team will have to supply both the resources and expertise to support procurement activities






45. 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.






46. A process of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. It identifies the interests - expectations - and influence of the stakehold






47. It shortens the project schedule without changing the project scope - in order to meet schedule constraints - imposed dates - or other schedule objectives. -. This technique includes crashing and fast tracking.






48. Seeking to shift the consequences of the risk to a third party together with the ownership for the response.






49. 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.






50. Refers to the centralized management of one or more portfolios to achieve strategic business objectives. Portfolio management ensures that the portfolios are reviewed to ascertain that resources are allocated as per priority and the allocation is con







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