SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
Test your basic knowledge |
CAPM
Start Test
Study First
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. It can include correspondence - memos - meeting minutes - and documents describing the project.
Control Charts
Project Integration Management
Project Records
Make-or-buy analysis
2. Documentation resulting from project activities. These files may also maintain records of other projects that are detailed enough to aid in developing cost estimates.
Risk Database
Cost Management Plan
Project Files
Residual Risks
3. Complete set of indexed contract documentation - including the closed contract - that is prepared for inclusion with the final project files
Procurement file
Quality Policy
Buyer-Seller relationship
Administer procurements
4. Also called risk symptoms or warning signs - they are indications that a risk has occurred or is about to occur. They may be discovered in the risk identification process and watched in the risk monitoring and control process.
Templates
Triggers
Prototypes
Re-baselining
5. Structured method to guide the project team during development of project plan. Standard forms and templates or even complicated simulations may be used.
Proposals
Project Planning Methodology
Project Plan
Project Stakeholders
6. Generally used when considerations like technical approach and technical skills are paramount in source selection
Residual Risks
Proposal
Project Human Resource Management
To-Complete Performance Index (TCPI)
7. Involves setting a fixed total price for a defined product or service to be provided.
Grade
Fixed- price contracts
Scope Changes
Inspection
8. An uncertain event or condition that - if it occurs - has a positive or negative effect on the project objective.
Risk
Process Adjustments
Checklists
Fast Tracking
9. The work that must be done to deliver a product with the specified features and functions
Crashing
Project Scope
Bottom-up Estimating
Information Distribution Methods
10. 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.
Scope Statement
Functional Organization
Critical Path Methodology (CPM)
Constraints
11. 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.
Initiation
Resource Pool Descriptions
Life Cycle Costing
Checklists
12. Judgment provided based upon expertise in an application area - knowledge area - discipline - industry - etc. as appropriate for the activity being performed. Such expertise may be provided by any group or person with specialized education - knowledg
Expert Judgment
Constraints
Lead
Requirements Traceability Matrix
13. Repository that provides for collection - maintenance - and analysis of data gathered and used in the risk management process. Use of this database assists risk management throughout the organization and - over time - forms the basis of a risk lesson
Change Control System
Human Resource Practices
Risk Database
Work Authorization System
14. Schematic displays of the logical relationships (dependencies) among the project schedule activities; always drawn from left to right to reflect project work chronology
Verify Scope
Project Schedule Network Diagrams
Rework
Constraints
15. Allow for non-sequential activities (e.g. Loops or Conditional Branches); e.g. - GERT(Graphical Evaluation and Review Technique) and System Dynamics
Constraints
Proposal
Conditional Diagramming Methods
Team Building Activities
16. Includes the processes required to purchase or acquire products - services - or results needed from outside the project team.
Communication Requirements Analysis
Control Account
Group Creativity Techniques
Project Procurement Management
17. The process of collecting and distributing performance information - including status reports - progress measurements - and forecasts to stakeholders.
Trend Analysis
Report Performance
Procurement Statements of Work (SOW)
Project Communications Management
18. 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.
Project Plan
Cost-reimbursable contracts
Project Plan Updates
Performance Reviews
19. It compares cost performance over time - schedule activities or work packages overrunning and under running the budget - and estimated funds needed to complete work in progress.
Project Files
Project Portfolio Management
Performance Reviews
Observations
20. Responses to emerging risks that was previously unidentified or accepted. These were not planned in advance of the occurrence of the risk event.
Coding Structure
Similarities between Operations and Projects
Workaround plans
Project Closeout
21. Descriptions of which resources will be available at what times and in what patterns necessary for schedule development
Develop Human Resource Plan
Mathematical Analysis
Collect Requirements
Resource Pool Descriptions
22. Persons or organizations who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project. They may also exert influence over the project - its deliverables - and the
Project Stakeholders
Perform Qualitative Risk Analysis
Information Distribution Methods
Re-baselining
23. The total amount of time that a schedule activity may be delayed from its early start without delaying the project finish date - or violating a schedule constraint. Calculated using the critical path method technique and determining the difference be
Total Float
Administer procurements
Project Plan
Rework
24. Risks that arise as a direct result of implementing a risk response.
Secondary Risks
Checklists
Contingency - Buffer - Reserve
Program Evaluation and Review Technique (PERT)
25. 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.
Additional Risk Response Planning
Expert Judgment
Proposals
Monitor and Control Risks
26. Deliverable- oriented grouping of project components that organizes and defines the total scope of the project - work not in the WBS is outside the scope of the project.
Assumptions
Work Breakdown Structure (WBS)
Develop Schedule
Monitor and Control Risks
27. 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
Lag
Quality Assurance
Project Scope
Project Risk Management
28. Risks that remain after planned responses have been implemented - as well as those that have been deliberately accepted.
Performance Reports
Residual Risks
Crashing
Project
29. Clarify the structure - requirements and other terms of the purchases so that mutual agreement can be reached prior to signing the contract.
Estimate to Complete (ETC)
Schedule updates
Procurement negotiations
Administer procurements
30. Formal written notice from a person or organization responsible for contract administration - informing that the contract has been completed.
Formal acceptance and closure
Project Portfolio Management
Decomposition
Team Building Activities
31. 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
Quality Metrics
Performance Reviews
Independent estimates
32. Activities should have a coding structure to allow sorting and/or extractions based on different attributes assigned to the activities.
Change Requests
Coding Structure
Risk Audits
Proposal
33. The policies - guidelines - or procedures that govern the recruitment of staff.
Rework
Avoidance
Organization Breakdown Structure
Recruitment Practices
34. The document that describes the communication needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communica
Risk management policies
Scope Changes
Communications management plan
Resource Pool Descriptions
35. 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.
Project Plan
Control Account
Schedule Compression
Quality Improvement
36. A deliverable is a unique - tangible and verifiable work/product. Each project phase is marked by the completion of one or more deliverables.
Communication Requirements Analysis
Resource Pool Descriptions
Deliverable
Scope Statement
37. A table that links requirements to their origin and traces them throughout the project life cycle
Estimate Activity Durations
Assumptions Analysis
Requirements Traceability Matrix
Technical performance measurement
38. Used to identify project and product requirements; some of the techniques used are: Brainstorming - Nominal group technique - The Delphi technique - Idea/mind mapping - and Affinity diagram.
Work Authorization System
Group Creativity Techniques
Project Quality Management
Program
39. The expected cost needed to complete all the remaining work for a schedule activity - work break down structure component - or the project.
Communication Requirements Analysis
Control Costs
Work Results
Statistical Sampling
40. Incurred for the exclusive benefit of the project (e.g. - salaries of full-time project staff).
Project Team Directory
Brainstorming
Direct costs
Distribute Information
41. 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.
Estimate at Completion (EAC)
Matrix Organization
Residual Risks
Buyer-Seller relationship
42. This compares technical accomplishments during project execution with the project management plan's schedule of technical achievement.
Lessons Learned
Technical performance measurement
Quality Assurance
Team Building Activities
43. Defines the procedures by which project scope can be changed; includes paperwork - tracking systems and approval levels necessary for authorizing changes.
Qualified seller lists
Inspection
Scope Change Control System
Benchmarking
44. Any numbering system used to uniquely identify each component of the work breakdown structure.
Code of Accounts
Project Schedule Network Diagrams
Rework
Quality
45. Focused sessions that bring key cross-functional stakeholders together to define product requirements
Performance Reviews
Facilitated Workshops
Critical Path Method
Product Scope
46. Requests to expand or reduce project scope - modify policies/ processes/plans/procedures/costs and - if approved - can affect budgets or revise schedules. These change requests are processed through the Perform Integrated Change Control process.
Quantitatively based durations
Product Description
Source Selection Criteria
Change Requests
47. Used to generate - classify - and prioritize product requirements. Some methods used to reach group decisions are: unanimity - majority - plurality - and dictatorship.
Lead
Workaround plans
Group Decision Making Techniques
Re-baselining
48. Documents the characteristics of the product - result - or service which the project is undertaken to create.
Cost Performance Baseline
Monitor and Control Risks
Product Description
Pareto Diagram/ Chart
49. 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
Stakeholder register
Data Precision Ranking
Parametric Estimating
Project Procurement Management
50. Formal and informal policies that are required for project plan development. Organizational policies include quality management - personnel administration and financial controls.
Fast Tracking
Organizational Policies
Define Scope
Control Charts