Test your basic knowledge |

Subjects : certifications, capm
  • Answer 50 questions in 15 minutes.
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  • Match each statement with the correct term.
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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. 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.

2. The conclusion of a project phase is marked by a review of both key deliverables and project performance till date to determine if the project should continue into its next phase and detect and correct errors cost-effectively. These phase end reviews

3. The work that must be done to deliver a product with the specified features and functions

4. 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

5. 1. Performed by people; 2. Constrained by limited resources; 3. Planned - excuted - monitored - and controlled; 4. Ultimate goal is to achieve organizational objectives or stratregic plans

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

7. Describes how individual requirements meet the business need for the project.

8. Features or services that characterize a product - result - or service

9. Describes the extent to which a risk is known or understood. Measures extent of data available as well as reliability of data.

10. Outcome of activities performed to accomplish the project.

11. Process of identifying and documenting relationships among the project activities. Sequencing can be performed by using project management software or by using manual or automated techniques.

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

13. 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.

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

15. 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

16. A group of documented procedure used to apply technical and administrative direction and surveillance to: a) Identify and document the system's functional and physical characteristics; b)Control any changes to such characteristics; c) Record and repo

17. Defines the process by which the procurement can be modified. It includes paperwork - tracking systems - dispute resolution procedures - and approval levels necessary for authorizing changes.

18. 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

19. It includes the processes required to ensure timely and appropriate generation - collection - dissemination - storage - retrieval - and ultimate disposition of project information.

20. Process of managing procurement relationships - monitoring contract performance - ad making changes and corrections as needed.

21. An accepted action performed to bring projected future project performance in line with the project plan. These actions have to be documented.

22. Integrates scope - cost (or resource) - and schedule measures to help the project management team assess project performance.

23. Describes the processes required to acquire goods and services from outside the project team. It includes planning procurements - conducting procurements - administering procurements - and closing procurements.

24. Dependencies determined by the Project Management Team; involve a relationship between project activities and non-project activities (i.e. - dependencies on issues that are beyond the scope of the project). These dependencies are outside the project

25. Process of estimating the type and quantities of resources like materials - people - equipment - or supplies required to perform each project activity

26. Checklists are structured tools - usually component specific - used to verify that a set of required steps has been performed and to ensure consistency in frequently performed tasks. These can be developed based on historical information and knowledg

27. Involves procedures required to close a contract as specified in the prescribed procedures for close procurements. Includes product verification and administrative closure.

28. Meetings held to assess project status and/or progress.

29. Mutually binding legal agreement that obligates the seller to provide the specified products - services - or results - and obligates the buyer to compensate the seller.

30. 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

31. Meetings that are regularly scheduled to exchange and analyze information about the project and its performance.

32. 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

33. A subdivision (fragment) of a project schedule network diagram - used to illustrate or study some potential or proposed schedule condition - such as changes in preferential schedule logic or project scope.

34. Structured review of the project plans and assumptions - prior project files - contracts - and other information.

35. Charts/ 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 -

36. 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.

37. Process of monitoring the status of the project to update project progress and manage changes to the schedule baseline

38. Risks that remain after planned responses have been implemented - as well as those that have been deliberately accepted.

39. Modifications to the cost estimation prepared for the project

40. It is used to identify stakeholders that can provide information on detailed project and product requirements. It contains the following information regarding the identified stakeholders: identification information (name - designation - location - co

41. 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.

42. 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.

43. Describes the need - justification - requirements - and current boundaries for the project.

44. Involves developing a better understanding of the product of the project

45. This involves calculating the theoretical early and late start and finish dates for all project activities without regard to any resource pool restrictions.

46. Describes the processes required to ensure that the project is completed within the approved budget. It includes estimating the cost - determining the budget - and controlling the costs.

47. 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

48. A calendar of working days and non- working days that determines those dates on which each specific resource is ideal or can be active; typically defines the resource specific holidays and resource availability periods; the calendars that specify whe

49. The document that sets out the format and establishes the activities and criteria for planning - structuring - and controlling the project costs. The cost management plan is contained in - or is a subsidiary plan of - the project management plan.

50. Documentation resulting from project activities. These files may also maintain records of other projects that are detailed enough to aid in developing cost estimates.