Test your basic knowledge |

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. The process of collecting and distributing performance information - including status reports - progress measurements - and forecasts to stakeholders.






2. Forecasts of potential project schedule and cost results listing the possible completion dates or project duration and costs with their associated confidence levels.






3. A schedule compression technique in which phases or activities normally performed in sequence are performed in parallel. Fast tracking often results in rework and increased risk. Fast tracking only works if activities can be overlapped to shorten the






4. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.






5. Seeking to shift the consequences of the risk to a third party together with the ownership for the response.






6. Organize and summarize the information gathered - and present the results of any analysis as compared to the performance measurement baseline. Reports should provide status and progress of the project at the required level of detail.






7. The process of approximating the number of work periods needed to complete individual activities with estimated resources






8. Document that formally authorizes a project. Provides project manager with the authority to apply organizational resources to project activities.






9. Describes how risk management will be structured and performed on the project.






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






11. Generally used when considerations like technical approach and technical skills are paramount in source selection






12. A partially complete document in a predefined format that provides a defined structure for collecting - organizing - and presenting information and data.






13. 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.






14. Describes how project scope will be managed and how scope changes will be integrated into the project. It should also include an assessment of the expected stability of the project scope






15. Technique that explores the validity of assumptions basing on which every identified project risk is conceived and developed. It identifies risks to the project from inaccuracy - instability - inconsistency - or incompleteness of assumptions.






16. Methods used to distribute information to team members and other stakeholders.






17. For many procurement items - the procuring organization may elect to either prepare its own independent estimate - or have an estimate of costs prepared by an outside professional estimator - to serve as a benchmark on proposed responses.






18. Factors that limit a buyer's options. E.g. - funds availability






19. The amount of time that a schedule activity can be delayed without delaying the early start date of any immediately following schedule activities.






20. A management control point where the resource plans - scope - schedule and actual cost are integrated and compared to earned value for performance measurement.






21. Factors that - for planning purposes - will be considered true - real or certain.






22. An estimating technique that uses the values of parameters - such as scope - cost - budget - and duration or measure of scale such as size - weight - and complexity - from a previous - similar activity as the basis for estimating the same parameter o






23. An estimating technique that uses the values of parameters - such as scope - cost - budget - and duration or measure of scale such as size - weight - and complexity - from a previous - similar activity as the basis for estimating the same parameter o






24. 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.






25. 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






26. Project team must measure itself periodically against the expectations of those outside the project.






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






28. If the performing organization does not have a formal contracting group - then the project team will have to supply both the resources and expertise to support procurement activities






29. Bring together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product - service - or result






30. 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






31. Process of changing the schedule baseline. It is done when schedule delays are very severe - and the project schedule has to be completely changed.






32. Meetings with all prospective sellers and buyers prior to submittal of a bid or proposal. Used to ensure that all prospective sellers have a clear and common understanding of the procurement - and that no bidders receive preferential treatment.






33. 1. Operations do not have any timelines. Projects are temporary and have finite time duration. 2. Operation's objective is usually to sustain the business. Project's objective is to achieve the target and close the project.






34. A project is a temporary endeavor undertaken to create a unique product - service - or result






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






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






37. A modification of a logical relationship that allows an acceleration of the successor activity. A negative lead is equivalent to a positive lag.






38. Dependencies that are contractually required or those inherent in the nature of the work. Often involve physical limitations.






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






40. Modifications to the cost estimation prepared for the project






41. 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.






42. 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.






43. Predefined approaches to risk analysis and response in some organizations that have to be tailored to a particular project.






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






45. 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.






46. Group of related projects managed in a coordinated way to obtain control and benefits that are not available if managed individually.






47. Schematic displays of the logical relationships (dependencies) among the project schedule activities; always drawn from left to right to reflect project work chronology






48. A general management technique used to determine whether a particular work can be accomplished by the project team or must be purchased from outside sources.






49. Documents how requirements will be analyzed - documented - and managed throughout the project






50. List of risks includes those that pose the greatest threat or present the greatest opportunity to the project together with a measure of their impact.