Test your basic knowledge |

Comptia Project + Project Management

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. A planning technique that subdivides the project scope and project deliverables into smaller - more manageable components - until the project work associated with accomplishing the project scope and providing the deliverables is defined in sufficient
fast tracking (Technique)
activity
decomposition (Technique)
secondary risk

2. 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)
actual cost (AC)
float
co-location (Technique)

3. An estimating technique that uses the values of parameters - such as scope - cost - budget - and duration or measures of scale such as size - weight - and complexity from a previous similar activity as the basis of estimating the same parameter or me
project management body of knowledge
risk mitigation (Technique)
project management office (PMO)
analogous estimating (Technique)

4. 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
calendar unit
Gantt chart (Tool)
material
portfolio management (Technique)

5. Organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain.
lead (Technique)
contract (Output/Input)
work breakdown structure (WBS) (Output/Input)
project management office (PMO)

6. Identifying the specific actions to be performed to produce the project deliverables
project scope
define activities (Process)
specification limits
quality

7. Identifying quality requirements and/or standards for the project and product and documenting how the project will demonstrate compliance
milestone schedule (Tool)
plan quality (Process)
start to start (SS)
staffing management plan

8. Developing options and actions to enhance opportunities and to reduce threats to project objectives
plan risk response (Process)
historical information
variance
develop human resource plan (Process)

9. Indications that a risk has occurred or is about to occur. also called risk symptoms or warning signs. should be watched or monitored in the risk monitoring and control process.
stakeholder
Gantt chart (Tool)
risk avoidance (Technique)
triggers

10. Logical relationship where completion of the successor schedule activity is dependent upon the initiation of the predecessor schedule activity
start to finish (SF)
work authorization
resource calendar
assumptions analysis (Technique)

11. Adding features and functionality (project scope) without addressing the effects on time - costs - and resources or without customer approval
project scope management (Knowledge Area)
scope creep
manage project team (Process)
schedule network analysis (Technique)

12. 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
manage stakeholder expectations (Process)
work performance information
perform quality control (Process)
scope management plan(Output/Input)

13. Processes and activities needed to identify - define - combine - unify and coordinate the various processes and project management activities within the project management process groups
contingency reserve(Output/Input)
constraint (Input)
project initiation management (Knowledge Area)
co-location (Technique)

14. A mutually binding agreement that obligates the seller to provide the specified product or service or result and obligates the buyer to pay for it
external deliverable
contract (Output/Input)
lag (Technique)
finish to finish (FF)

15. Process which generates hundreds or thousands of probable performance outcomes based on probability distributions for cost and schedule on individual tasks. the outcomes are used to generate a probability distribution for a project as a whole.
project management
project initiation
project cost management (Knowledge Area)
Monte Carlo simulation

16. The process of completing each project procurement
effort
buffer
acceptance criteria
close procurements (Process)

17. Processes concerned with conducting risk management planning - identification - analysis - responses and monitoring and control on a project
root cause analysis (Technique)
subproject
performance reports (Output/Input)
project risk management (Knowledge Area)

18. Schedule activity that follows a predecessor activity as determined by their logical relationship
parametric estimating (Technique)
path convergence
successor activity
functional organization

19. Processes to purchase or acquire the products - services or results needed from outside the project team to perform the work
risk register (Output/Input)
project management office (PMO)
report performance (Process)
project procurement management (Knowledge Area)

20. A diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives. it is used when some future scenarios or outcomes of actions are uncertain. it incorporates probabilities and costs
determine budget (Process)
decision tree analysis (Technique)
sensitivity analysis
plan quality (Process)

21. Number of labor units required to complete a schedule activity or work breakdown structure component
external deliverable
effort
data date
estimate activity durations (Process)

22. The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact
perform qualitative analysis (Process)
threat
communications management plan (Output/Input)
tool

23. Risk response planning technique associated with threats that seeks to reduce the probability of occurrence or impact of a risk to below an acceptable threshold
risk mitigation (Technique)
scope management plan(Output/Input)
template
duration (DU or DUR)

24. Area of project management defined by its knowledge requirements and described in terms of its component processes - practices - inputs - outputs - tools and techniques
project management knowledge area
project charter (Output/Input)
preventative action
project life cycle

25. Formalizing acceptance of the completed project deliverables
manage stakeholder expectations (Process)
verify scope (Process)
requested change(Output/Input)
project scope

26. 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.
verification
constraint (Input)
project human resource management (Knowledge Area)
responsibility assignment matrix (RAM) (Tool)

27. Evaluation of whether or not a product - service - or system complies with a regulation - requirement - specification or imposed condition.
estimate costs (Process)
develop human resource plan (Process)
product
verification

28. Point in time that work was scheduled to start on a schedule activity. called planned start date.
schedule baseline
scheduled start date (SS)
three point estimate (Technique)
plan communications (Process)

29. Request for proposal - but may have a narrower or more specific meaning
initiating processes (Process Group)
invitation for bid (IFB)
precedence diagramming method (PDM) (Technique)
network path

30. Tracking - reviewing - regulating the progress to meet the performance objectives defined in the project management plan
monitor and control project work (Process)
external deliverable
triggers
analogous estimating (Technique)

31. Reviewing all change requests - approving changes - and managing changes to the deliverables - organizational process assets - project documents and project management plan
perform integrated change control (Process)
project organization chart (Output/Input)
contract (Output/Input)
buffer

32. Any form of schedule network analysis in which scheduling decisions are driven by resource constraints
role
resource leveling (Technique)
result
threshold

33. The earliest point in time on which the uncompleted portions of a schedule activity (or the project) can finish - based on the schedule network logic - the data date and any schedule constraints.
early finish date (EF)
summary activity
risk
project communications management (Knowledge Area)

34. Deliverable that is subject to approval by the project sponsor or customer
external deliverable
project team directory
opportunity
scheduled finish date (SF)

35. Point in time that work was scheduled to finish on a schedule activity. called planned finish date
scheduled finish date (SF)
s-curve
project scope management (Knowledge Area)
direct and manage project execution (Process)

36. Communicating and working with stakeholders to meet their needs and address issues as they occur
project team directory
manage stakeholder expectations (Process)
project management team
project charter (Output/Input)

37. The formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component
defect repair
approved change request (Output/Input)
technical performance measurement (Technique)
resource histogram

38. Assumptions are factors that - for planning purposes - are considered to be true - real - or certain without proof or demonstration
assumptions
calendar unit
staffing management plan
matrix organization

39. Document used to record and describe or denote selected items identified during execution of a process or activity
rolling wave planning (Technique)
log
project
product

40. Tracking team member performance - providing feedback - resolving issues and managing changes to optimize project performance
manage project team (Process)
monitor and control risks (Process)
start to finish (SF)
decision tree analysis (Technique)

41. 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
approved change request (Output/Input)
performing organization
variance analysis (Technique)
workaround

42. Logical relationship where completion of work of the successor activity cannot finish until the completion of work of the predecessor activity.
plan quality (Process)
finish to finish (FF)
define scope (Process)
program evaluation and review technique (PERT)

43. 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
product life cycle
risk management plan (Output/Input)
simulation
project cost management (Knowledge Area)

44. 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
scope management plan(Output/Input)
preventative action
procurement documents (Output/Input)
activity code

45. Describes when and how human resource requirements will be met
resource breakdown structure
input (Process) input
staffing management plan
project

46. Float (total float - free float)
work authorization
slack
earned value technique (EVT) (Technique)
project management team

47. Document that graphically depicts the project team members and their interrelationships for a specific project
contract (Output/Input)
strengths - weaknesses - opportunities - threats analysis (SWOT)
imposed date
project organization chart (Output/Input)

48. A component of work performed during the course of a project
actual cost of work performed
activity
to complete performance index (TCPI)
change control system (Tool)

49. A table that links requirements to their origin and traces them throughout the project life cycle
Delphi technique (Technique)
deliverable (Output/Input)
direct and manage project execution (Process)
requirements traceability matrix

50. Summary level project schedule that identifies the major deliverables and work breakdown structure components and key schedule milestones
project phase
root cause analysis (Technique)
request for information (RFI)
master schedule (Tool)