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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. Analyzing activity sequences - durations - resource requirements and schedule constraints to create the project schedule
actual cost of work performed
develop schedule (Process)
bottom-up estimating (Technique)
communications management plan (Output/Input)
2. Identifying and documenting relationships among project activities
staffing management plan
sequence activities (Process)
work authorization system (Tool)
late start date (LS)
3. Depiction in a diagram format of the inputs - process actions - and outputs of one or more processes within a system
flowcharting (Technique)
identify risks (Process)
scope change
inspection (Technique)
4. Something toward which work is to be directed - a strategic position to be attained - or a purpose to be achieved - a result to be obtained - a product to produced or a service to be performed
earned value (EV)
Monte Carlo simulation
objective
human resource plan
5. A category of projects that have common components significant in such projects - but are not needed or present in all projects. application areas are usually defined in terms of either the product or the type of customer or industry sector
work performance information
sub network
application area
estimate (Output/Input)
6. Implementing risk response plans - tracking identified risks - monitoring residual risks - identifying new risks and evaluating risk process throughout the project
monitor and control risks (Process)
probability and impact matrix (Tool)
planned value (PV)
risk
7. Continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available as the project progresses and thereby producing more accurate and complete plans that result from the successive iterat
root cause analysis (Technique)
progressive elaboration (Technique)
float
precedence relationship
8. The latest possible point in time that a schedule activity maybe completed based upon schedule network logic - the completion date and any constraints assigned to the schedule activities without violating a schedule constraint or delaying the project
late finish date (LF)
project management plan (Output/Input)
perform quality control (Process)
inspection (Technique)
9. Process of numerically analyzing the effect of identified risks on overall project objectives
project human resource management (Knowledge Area)
define activities (Process)
procurement documents (Output/Input)
perform quantitative analysis (Process)
10. Identifying all people or organizations impacted by the project and documenting relevant information regarding their interest - involvement and impact on project success
actual cost (AC)
identify stakeholders (Process)
conduct procurements (Process)
activity code
11. Document containing the results of the qualitative risk analysis - quantitative risk analysis and risk response planning. details all identified risks including description - category - cause - probability of occurring - impact on objectives - propos
risk register (Output/Input)
defect repair
performance reports (Output/Input)
path divergence
12. The enterprise whose personnel are directly involved in doing the work of the project
progressive elaboration (Technique)
performing organization
lessons learned(Output/Input)
decision tree analysis (Technique)
13. 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)
product life cycle
finish to finish (FF)
resource leveling (Technique)
14. Identifying and documenting project roles - responsibilities - and required skills - reporting relationships and creating a staffing management plan.
sub network
develop human resource plan (Process)
buyer
resource breakdown structure
15. Method of resolving the total variance in the set of scope - cost - and schedule variables into specific component variances that are associated with defined factors affecting scope - cost and schedule variables
standard
variance analysis (Technique)
milestone
contract (Output/Input)
16. A product - result or service generated by a process
output (Process)
opportunity
develop project management plan (Process)
analogous estimating (Technique)
17. Planning technique used to provide products - services and results that truly reflect customer requirements by translating those customer requirements into the appropriate technical requirements for each phase of project product development
monitor and control risks (Process)
voice of the customer
finish date
triggers
18. Cost - time - quality - technical or resource value used as a parameter and which may be included in product specification. crossing the threshold should trigger some action.
reserve
estimate activity durations (Process)
inspection (Technique)
threshold
19. Those processes performed to finalize all activities across all project management process groups to formally close the project or phase
closing processes (Process Group)
project scope statement (Output/Input)
determine budget (Process)
project procurement management (Knowledge Area)
20. Estimate or prediction of conditions and events in the projects future based on information and knowledge available at the time of the forecast. information is based on the project's past performance and expected future performance
Monte Carlo analysis
forecast
activity identifier
schedule performance index (SPI)
21. Degree - amount or volume of risk that an organization or individual will withstand
execute
risk tolerance
statement of work (SOW)
contingency reserve(Output/Input)
22. Point in time that work was scheduled to finish on a schedule activity. called planned finish date
scheduled finish date (SF)
deliverable (Output/Input)
enterprise environmental factors (Input/Output)
planned value (PV)
23. Processes and activities of the performing organization that determine quality policies - objectives and responsibilities so that the project will satisfy the needs for which it was undertaken
project quality management (Knowledge Area)
work authorization
technique
claim
24. Processes and activities needed to identify - define - combine - unify and coordinate the various processes and project management activities within the project management process groups
project initiation management (Knowledge Area)
project phase
pareto chart (Tool)
to complete performance index (TCPI)
25. Estimate of the amount of work that has been completed on an activity or a work breakdown structure component
grade
path divergence
manage stakeholder expectations (Process)
percent complete
26. A source of variation that is inherent in the system and predictable. on a control chart - it appears as part of the random process variation and is indicated by random pattern of points within the control limits. also referred to as random cause
s-curve
procurement documents (Output/Input)
common cause
functional organization
27. Technique for estimating that applies a weighted average of optimistic - pessimistic and most likely estimates when there is uncertainty with the individual activity estimates
close project or phase (Process)
program evaluation and review technique (PERT)
activity attributes (Output/Input)
performance reports (Output/Input)
28. Narrative description of products - services or results
statement of work (SOW)
project
backward pass
finish date
29. Adding features and functionality (project scope) without addressing the effects on time - costs - and resources or without customer approval
perform integrated change control (Process)
scope creep
path divergence
closing processes (Process Group)
30. The latest possible point in time that a schedule activity may begin based upon the schedule network logic - the project completion date and any constraints assigned to schedule activities without violating schedule constraint or delaying project com
plan quality (Process)
late start date (LS)
program
schedule baseline
31. The process of defining and documenting stakeholder needs to meet project objectives
precedence relationship
define activities (Process)
early finish date (EF)
collect requirements (Process)
32. Assurance that a product - service or system meets the needs of the customer and other identified stakeholders
late finish date (LF)
fixed price incentive fee contract (FPIF)
validation
finish to start (FS)
33. Point in time associated with a schedule activities' start.
start date
assumptions
fast tracking (Technique)
project phase
34. A change request that has been processed through the integrated change control process and approved
request for quotation (RFQ)
risk management plan (Output/Input)
effort
approved change request (Output/Input)
35. 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
scope management plan(Output/Input)
work authorization
schedule compression
stakeholder
36. Schedule activity that determines when the logical successor activity can begin or end
baseline
request for proposal (RFP)
resource breakdown structure
predecessor activity
37. A histogram - ordered by frequency of occurrence - that shows how many results were generated by each identified cause
pareto chart (Tool)
external deliverable
specification
project
38. The right to apply project resources - expend funds - make decisions or give approvals
enterprise environmental factors (Input/Output)
portfolio management (Technique)
authority
data date
39. ACWP
project
forward pass
actual cost of work performed
plan risk response (Process)
40. Structure in which the project manager has full authority to assign priorities - apply resources and direct the work of persons assigned to the project
activity attributes (Output/Input)
earned value (EV)
projectized organization
resource leveling (Technique)
41. Approach to optimize project life cycle costs - save time - increase profits - improve quality - expand market share - solve problems - and use resources more effectively
sub phase
value engineering
invitation for bid (IFB)
perform qualitative analysis (Process)
42. Source of variation that is not inherent in the system - is not predictable - and it intermittent. also referred to as assignable cause.
manage project team (Process)
schedule compression
start to start (SS)
special cause
43. Deliverable that is subject to approval by the project sponsor or customer
duration (DU or DUR)
activity attributes (Output/Input)
external deliverable
responsibility assignment matrix (RAM) (Tool)
44. Identifying early and late start dates as well as early and late finish dates for the uncompleted portions of project schedule activities
code of accounts (Tool)
project schedule network diagram (Output/Input)
schedule network analysis (Technique)
effort
45. Total costs actually incurred and recorded in accomplishing work performed during a given time period for a schedule activity or work breakdown structure component. actual cost can sometimes be direct labor hours alone - direct costs alone - or all c
perform qualitative analysis (Process)
template
actual cost (AC)
probability and impact matrix (Tool)
46. Formally documented change request that is submitted for approval to the integrated change control process
requested change(Output/Input)
influence diagram (Tool)
manage project team (Process)
variance analysis (Technique)
47. The smallest unit of time used in scheduling a project. calendar units are generally in hours - days - or weeks - but can also be in quarters years - months - shifts - or even minutes
claim
develop schedule (Process)
calendar unit
Monte Carlo analysis
48. Dependency between two project schedule activities or between project schedule activity and schedule milestone.
project manager
change control board (CCB)
input (Process) input
logical relationship
49. A component of work performed during the course of a project
project management
network logic
activity
variance
50. Structure that relates the project organizational breakdown structure to the work breakdown structure to help ensure that each component of the project scope of work is assigned to a person or team
resource calendar
responsibility assignment matrix (RAM) (Tool)
project initiation management (Knowledge Area)
risk breakdown structure (RBS)