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. Describes how the procurement processes (from developing procurement documentation through contract closure) will be managed






2. Process of numerically analyzing the effect of identified risks on overall project objectives.






3. 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.






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






5. 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






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






7. Includes the processes that organize - manage - and lead the project team.






8. 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.






9. The process of analyzing activity sequences - durations - resource requirements - and schedule constrains to create the project schedule






10. An authorized time-phased budget at completion (BAC) used to measure - monitor - and control overall cost performance on the project. Developed as a summation of the approved budgets by time period and is typically displayed in the form of an S-curve






11. It is a tool and technique which is used to determine the information needs of the project stakeholders. This is a key component for planning the project's actual communications. It would assist in determining and limiting who will communicate with w






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






13. A formal - approved document used to define how the project is executed - controlled and monitored. It can either be at a detailed or high level and may contain one or more subsidiary plans.






14. They involve measuring value or attractiveness to the project owner. Includes considering the decision criteria and a means to calculate value under uncertainty.






15. Used to rate or score seller proposals






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






17. A -specific version of the schedule model used to compare actual results to the plan to determine if preventive or corrective action is needed to meet the project objectives.






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






19. Also called risk symptoms or warning signs - they are indications that a risk has occurred or is about to occur. They may be discovered in the risk identification process and watched in the risk monitoring and control process.






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






21. Application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.






22. 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






23. Activities specifically taken by management and team members to help individual team members work together effectively - thereby improving team performance






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






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






26. 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.






27. Changing the project management plan to eliminate the threat entirely.






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






29. An estimating technique that uses parameters from a previous - similar project as the basis for estimating the same parameter/measure for a future project. Frequently used to estimate project duration when there is a limited amount of detailed inform






30. A mathematical technique to forecast future outcomes based on historical results. This is performed using run charts.






31. 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.






32. Includes the processes that help to estimate - budget - and control costs - so that the project can be completed within the approved budget.






33. 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






34. Process to monitor the status of the project to update the project budget and manage changes to the cost baseline.






35. Projects are frequently divided into better manageable components or subprojects. Subprojects are often contracted to an external enterprise or another functional unit in the performing organization.






36. Factors which - for planning purposes - are considered to be true - real or certain.






37. Estimating or predicting future project status and progress based on knowledge and information available at the time of forecasting.






38. A collection of formal (note: not informal) documented procedures - which defines how the documentation and project deliverables will be managed - changed and approved.






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






40. The expected cost needed to complete all the remaining work for a schedule activity - work break down structure component - or the project.






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






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






43. Process of formalizing acceptance of the completed project deliverables






44. 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.






45. Allow for non-sequential activities (e.g. Loops or Conditional Branches); e.g. - GERT(Graphical Evaluation and Review Technique) and System Dynamics






46. A requirement imposed by a governmental body and its compliance is mandatory.






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






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






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






50. 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