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CAPM
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certifications
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capm
Instructions:
Answer 50 questions in 15 minutes.
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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. An analytical technique used to determine the basic underlying reason that causes a variance or a defect or a risk. Root cause may underlie more than one variance or defect or risk. Root cause analysis is done as part of corrective action - Helps ide
Transference
Root Cause Analysis
Mandatory Dependencies (or Hard Logic)
Similarities between Operations and Projects
2. Quantities to be performed for each specific category - and can be used to estimate activity durations
Quantitatively based durations
Team Building Activities
Scope baseline
Plan Communications
3. The expected cost needed to complete all the remaining work for a schedule activity - work break down structure component - or the project.
Inspection
Additional Risk Response Planning
Estimate to Complete (ETC)
Communications management plan
4. 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.
Report Performance
Plan Risk Management
Assumptions Analysis
Data precision
5. 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
Control Charts
Communication Requirements Analysis
Control Scope
Team Development
6. Process of assessing and combining the impact and the likelihood of identified risks. Prioritizes risks according to their potential effect on project objectives for further analysis or action.
Perform Qualitative Risk Analysis
Process Adjustments
Bid / quotation
Project Plan
7. Also known as "job shadowing -" it is usually done externally by the observer viewing the user performing her job.
Observations
Control Costs
Rework
Organizational Policies
8. Process of defining and documenting stakeholders' needs to meet the project objectives
Bidder Conferences
Develop Human Resource Plan
Plan Procurements
Collect Requirements
9. A provision in the project management plan to mitigate cost and/or schedule risk. Often used with a modifier to provide further details on what types of risk are meant to be mitigated.
Quantitatively based durations
Mandatory Dependencies (or Hard Logic)
Checklists
Contingency - Buffer - Reserve
10. Schematic displays of the logical relationships (dependencies) among the project schedule activities; always drawn from left to right to reflect project work chronology
Regulation
Team Building Activities
Project Schedule Network Diagrams
Project Quality Management
11. Includes the processes that organize - manage - and lead the project team.
Group Decision Making Techniques
Constraints
Activity List
Project Human Resource Management
12. A deliverable is a unique - tangible and verifiable work/product. Each project phase is marked by the completion of one or more deliverables.
Estimate Activity Durations
Deliverable
Requirements Management Plan
Conduct Procurements
13. Refers to the centralized management of one or more portfolios to achieve strategic business objectives. Portfolio management ensures that the portfolios are reviewed to ascertain that resources are allocated as per priority and the allocation is con
Information Distribution Methods
Initiation
Contingency - Buffer - Reserve
Project Portfolio Management
14. Records of previous project results that can be used to identify risks.
Data precision
External Feedback
Project Files
Fixed- price contracts
15. 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.
Estimate Activity Resources
Subproject
Program Evaluation and Review Technique (PERT)
Risk Register
16. A project is a temporary endeavor undertaken to create a unique product - service - or result
Control Charts
Sub Network / Fragment Network
Project
Project Files
17. 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
Graphical Evaluation and Review Technique (GERT)
Performance Reviews
Residual Risks
To-Complete Performance Index (TCPI)
18. Defines the procedures by which project scope can be changed; includes paperwork - tracking systems and approval levels necessary for authorizing changes.
Parametric Estimating
Contract
Scope Change Control System
Direct costs
19. 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
Report Performance
Flowcharts
Project Communications Management
Procurement file
20. Involves immediate corrective or preventive action as a consequence of quality control measurements.
Process Adjustments
Requirements Documentation
Organizational Policies
Mathematical Analysis
21. This compares technical accomplishments during project execution with the project management plan's schedule of technical achievement.
Precedence Relationships
Make-or-buy analysis
Technical performance measurement
Similarities between Operations and Projects
22. Terms used when the source selection decision will be based on price
Templates
Flowcharts
Bid / quotation
Project Procurement Management
23. Deliverable- oriented grouping of project components that organizes and defines the total scope of the project - work not in the WBS is outside the scope of the project.
Work Breakdown Structure (WBS)
Project Integration Management
Analogous Estimating (top-down)
Scope Statement
24. Focused sessions that bring key cross-functional stakeholders together to define product requirements
Close procurements
Decomposition
Facilitated Workshops
Prevention vs. Inspections
25. 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
Fast Tracking
Interviews
Matrix Organization
Quality Improvement
26. Charts that are used to show positions and relationships in a graphical format.
Team Building Activities
Responsibility Assignment Matrix (RAM)
Organization Chart
Mitigation
27. 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.
Expert Judgment
Differences between Operations and Project
Facilitated Workshops
Project Procurement Management
28. Project team accepts the risk - i.e. team decides not to change the project plan to deal with the risk - or is unable to identify any other suitable response strategy.
Project Risk Management
Acceptance
Risk Audits
Control Costs
29. Process of changing the schedule baseline. It is done when schedule delays are very severe - and the project schedule has to be completely changed.
Constraints
Sub Network / Fragment Network
Plan Procurements
Re-baselining
30. Group of related projects managed in a coordinated way to obtain control and benefits that are not available if managed individually.
Constraints
Program
Prioritized list of quantified risks
Attribute Sampling vs. Variables Sampling
31. Persons or organizations who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project. They may also exert influence over the project - its deliverables - and the
Re-baselining
Administer procurements
Project Stakeholders
Plan Risk Management
32. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
Corrective Action
Attribute Sampling vs. Variables Sampling
Status Review Meetings
Simulation
33. Involves payments (cost reimbursements) to the seller for all legitimate actual costs incurred for completed work - plus a fee representing seller profit
Cost-reimbursable contracts
Risk probability
Analogous Estimating / Top-down
Scope Changes
34. 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
Manage Stakeholder
Work Authorization System
Documentation Reviews
Similarities between Operations and Projects
35. Measuring - examining and testing undertaken to determine whether results conform to requirements; also called reviews - product reviews - audits - and walkthroughs
Inspection
Project Charter
Change Requests
Project Communications Management
36. The planned dates to perform schedule activities and the planned dates for meeting schedule milestones. Includes planned start and finish dates for the project's activities - milestones - work packages - planning packages - and control accounts. This
Plan Risk Responses
Differences between Operations and Project
Project Schedule
Risk Audits
37. This involves calculating the theoretical early and late start and finish dates for all project activities without regard to any resource pool restrictions.
Communications Technology
Proposals
Mathematical Analysis
Product Description
38. A documented list of project team members - their project roles - and communication information.
Conditional Diagramming Methods
Pareto Diagram/ Chart
Project Team Directory
Human Resource Practices
39. Includes the processes that help to estimate - budget - and control costs - so that the project can be completed within the approved budget.
Direct costs
Project Quality Management
Identify Stakeholders
Indirect costs / Overhead costs
40. 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.
Plan Quality
Design of Experiments (DOE)
Buyer-Seller relationship
Communication Requirements Analysis
41. A mathematical technique to forecast future outcomes based on historical results. This is performed using run charts.
Trend Analysis
Perform Quantitative Risk Analysis
Project Charter
Stakeholder register
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.
Quality Improvement
Free Float
Requirements Traceability Matrix
Identify Risks
43. Calculates the theoretical early start and finish dates - and late start and finish dates - for all activities without regard to any resource limitations. This is done by performing a forward and backward pass analysis through the schedule network.
Staffing Pool Description
Develop Human Resource Plan
Risk
Critical Path Method
44. Integrates scope - cost (or resource) - and schedule measures to help the project management team assess project performance.
Expert Judgment
Plan Risk Management
Simulation
Statistical Sampling
45. Used to generate - classify - and prioritize product requirements. Some methods used to reach group decisions are: unanimity - majority - plurality - and dictatorship.
Group Decision Making Techniques
Product description
Risk Management Plan
Lag
46. Considers the characteristics of those prospective staff who are available to join the project team.
Requirements Documentation
Staffing Pool Description
System or Process
Project
47. Broader view of Project Cost Management - whereby other than project costs - we consider the effect of project decisions on the cost of using the project's product.
Life Cycle Costing
Bidder Conferences
Make-or-buy analysis
Training
48. Subdivision of project deliverables into smaller - more manageable components
Brainstorming
Decomposition
Estimate Costs
Total Float
49. Process of monitoring the status of the project to update project progress and manage changes to the schedule baseline
Develop Schedule
Project Human Resource Management
Trend Analysis
Control Schedule
50. The process of approximating the number of work periods needed to complete individual activities with estimated resources
Project Plan
Project Selection Methods
Estimate Activity Durations
Stakeholder Analysis
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