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Test your basic knowledge |
Comptia Project + Project Management
Start Test
Study First
Subjects
:
certifications
,
comptia-project-+
,
it-skills
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. Hierarchically organized depiction of the identified project risks arranged by risk category and subcategory that identifies the various areas and causes of potential risks.
risk breakdown structure (RBS)
claim
variance
portfolio
2. Identifying the specific actions to be performed to produce the project deliverables
define activities (Process)
specification
reserve analysis (Technique)
progressive elaboration (Technique)
3. Schedule activity that determines when the logical successor activity can begin or end
work authorization
predecessor activity
brainstorming (Technique)
rework
4. The formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component
slack
defect repair
monitor
failure mode and effect analysis (FMEA) (Technique)
5. Document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organization resources to the project activities
perform quantitative analysis (Process)
parametric estimating (Technique)
project charter (Output/Input)
earned value technique (EVT) (Technique)
6. The statue - 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.
constraint (Input)
historical information
project management plan (Output/Input)
project management information system (PMIS) (Tool)
7. Information and data on the status of the project schedule activities being performed to accomplish the project work collected as part of the direct and manage project execute processes. Information includes: status of deliverables - implementation s
milestone
earned value management (EV
work performance information
request for information (RFI)
8. Formalizing acceptance of the completed project deliverables
decision tree analysis (Technique)
planned value (PV)
risk avoidance (Technique)
verify scope (Process)
9. An imperfection or deficiency in a project component where that component does not meet requirements or specifications and needs to be either repaired or replaced
hammock activity
defect
activity identifier
late finish date (LF)
10. Processes concerned with conducting risk management planning - identification - analysis - responses and monitoring and control on a project
project risk management (Knowledge Area)
scope management plan(Output/Input)
percent complete
technical performance measurement (Technique)
11. Identifying all people or organizations impacted by the project and documenting relevant information regarding their interest - involvement and impact on project success
identify stakeholders (Process)
scope baseline
virtual team
flowcharting (Technique)
12. Organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain.
projectized organization
project management office (PMO)
estimate at completion (EAC)(Output/Input)
verification
13. Documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks
project initiation
preventative action
staffing management plan
project scope statement (Output/Input)
14. Project model that translates the uncertainties specified at a detailed level into the potential impact on objectives that are expressed at the level of the total project. Monte Carlo Analysis
simulation
project manager
s-curve
time scaled schedule network diagram (Tool)
15. A quantitative assessment of the likely amount or outcome. usually applied to project costs - resources - effort and durations.
inspection (Technique)
sensitivity analysis
estimate (Output/Input)
bottom-up estimating (Technique)
16. A change request that has been processed through the integrated change control process and approved
project scope management (Knowledge Area)
approved change request (Output/Input)
define scope (Process)
path divergence
17. The time in calendar units between the actual start date of the schedule activity and either the data date of the project schedule if the schedule activity is in progress or the actual finish date if the schedule activity is complete
risk avoidance (Technique)
actual cost of work performed
actual duration
special cause
18. Float (total float - free float)
slack
procurement management plan (Output/Input)
risk register (Output/Input)
inspection (Technique)
19. Identifying and documenting relationships among project activities
backward pass
sequence activities (Process)
requirement
BCWS
20. Processes and activities needed to identify - define - combine - unify and coordinate the various processes and project management activities within the project management process groups
sequence activities (Process)
project initiation management (Knowledge Area)
role
risk management plan (Output/Input)
21. Slack - Total amount of time that a schedule activity maybe delayed from its early start date without delaying the project finish date or violating a schedule constraint.
monitor
baseline
deliverable (Output/Input)
float
22. Budgeted cost of work scheduled
inspection (Technique)
BCWS
define activities (Process)
decision tree analysis (Technique)
23. Those criteria - including performance requirements and essential conditions which must be met before project deliverables are accepted
acceptance criteria
statement of work (SOW)
specification
sponsor
24. Management methodology for integrating scope - schedule and resources and for objectively measuring project performance and progress. performance is measured by determining the budgeted cost of work performed (earned value) and comparing it to the ac
Monte Carlo simulation
requirements traceability matrix
budget at completion (BAC)
earned value management (EV
25. Uncertain event or condition that has a positive or negative effect on projects objectives
duration (DU or DUR)
late finish date (LF)
risk
project risk management (Knowledge Area)
26. Estimating the type and quantities of material - people - equipment or supplies required to perform the activity
execute
estimate activity resources (Process)
schedule compression
near critical activity
27. Defined systematic procedure employed by a human resource to perform an activity to produce a product or result or deliver a service that may employ one or more tools
portfolio
activity identifier
technique
work package
28. Documents utilized in bid and proposal activities - which include the buyer's invitation for bid - invitation for negotiations - request for information - request for quotation - request for proposal and sellers responses
schedule management plan (Output/Input)
activity duration
procurement documents (Output/Input)
time and material contract (T&M)
29. Document that establishes criteria and activities for developing and controlling the project schedule
schedule management plan (Output/Input)
Monte Carlo analysis
time scaled schedule network diagram (Tool)
procurement documents (Output/Input)
30. Estimate of the amount of work that has been completed on an activity or a work breakdown structure component
threshold
calendar unit
percent complete
voice of the customer
31. Document that describes how the project scope will be defined - developed and verified and how the work breakdown structure will be created and defined and that provides guidance on how the project scope will be managed and controlled by the project
milestone
value engineering
scope management plan(Output/Input)
Delphi technique (Technique)
32. Subdivision (fragment) of a project schedule network diagram - usually representing a subproject or work package.
perform integrated change control (Process)
external deliverable
schedule management plan (Output/Input)
sub network
33. Collect project performance data with respect to a plan - produce performance measures and report and disseminate performance information
organizational process assets (Output/Input)
monitor
expected monetary value (EMV)
collect requirements (Process)
34. The person assigned by the performing organization to achieve the project objectives
project manager
result
common cause
work package
35. Total number of work periods required to complete a schedule activity or work breakdown structure component.
forward pass
slack
project quality management (Knowledge Area)
duration (DU or DUR)
36. Learning gained from the process of performing the project
co-location (Technique)
lessons learned(Output/Input)
activity code
root cause analysis (Technique)
37. Analysis. a statistical technique that calculates the average outcome when the future includes scenarios that may or may not happen. used in decision tree analysis.
expected monetary value (EMV)
project management office (PMO)
estimate to complete (ETC)(Output/Input)
work authorization system (Tool)
38. Any of all external environmental factors and internal organizational environmental factors that surround or influence the projects success. these factors are from any or all of the enterprises involved in the project and include organizational cultu
specification
practice
summary activity
enterprise environmental factors (Input/Output)
39. An organizational placement strategy where the project team members are physically located close to one another in order to improve communication - working relationships and productivity
co-location (Technique)
project scope
effort
activity
40. Centralized management of one or more portfolios - which includes identifying - prioritizing - authorizing - managing and controlling projects - programs and related work - to achieve specific strategic business objectives
portfolio management (Technique)
subproject
project human resource management (Knowledge Area)
work authorization
41. Source of variation that is not inherent in the system - is not predictable - and it intermittent. also referred to as assignable cause.
special cause
residual risk
decision tree analysis (Technique)
forecast
42. Logical relationship where completion of work of the successor activity cannot finish until the completion of work of the predecessor activity.
project communications management (Knowledge Area)
log
finish to finish (FF)
schedule performance index (SPI)
43. Any item - internal or external - that is required by a process before that process proceeds
network path
develop project team (Process)
fast tracking (Technique)
input (Process) input
44. Logical grouping of project management inputs - tools and techniques and outputs. includes initiating processes - planning processes - executing processes - monitoring and controlling processes and closing processes. NOT project phases
project management process group
verification
start date
enterprise environmental factors (Input/Output)
45. Collection of logically related project activities - usually culminating in the completion of a major deliverable. project phase is a component of the project life cycle
work package
procurement documents (Output/Input)
human resource plan
project phase
46. A table that links requirements to their origin and traces them throughout the project life cycle
resource histogram
variance analysis (Technique)
plan risk management (Process)
requirements traceability matrix
47. Analytical technique that uses three cost or duration estimates to represent optimistic - most likely and pessimistic scenarios.
three point estimate (Technique)
perform qualitative analysis (Process)
progressive elaboration (Technique)
sub network
48. Collection of generally sequential project phases whose name and number are determined by the control needs of the organization involved in the project
work breakdown structure component
project life cycle
communications management plan (Output/Input)
Monte Carlo analysis
49. Logical relationship where initiation of work of the successor activity depends on the completion of work of the predecessor activity
bottom-up estimating (Technique)
finish to start (FS)
project human resource management (Knowledge Area)
project management plan (Output/Input)
50. Centralized coordinated management of a program to achieve the program's strategic objectives and benefits
start to start (SS)
scheduled start date (SS)
estimate activity resources (Process)
program management