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. 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.






2. Helps to determine which risks have the most potential impact on the project. Examines the extent to which the uncertainty of each project element affects the objective being examined when all the other uncertain elements are held at their baseline v






3. Describes the processes required to ensure that the various elements of the project are properly coordinated. It includes developing the project plan - managing the execution of the project plan - monitoring & controlling work - integrating the chang






4. Describes the processes required to ensure that the project includes only the essential work required to complete the project successfully. It includes collecting the requirements - defining the scope - verifying the scope and controlling the scope o






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






6. Describes the processes required to ensure timely completion of the project. It includes defining activities - sequencing activities - estimating activity resources - estimating activity durations - developing the schedule - and controlling the sched






7. Involves setting a fixed total price for a defined product or service to be provided.






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






9. Costs allocated to the project by the performing organization as a cost of doing business (e.g. - salaries of corporate executives). Usually calculated as a percentage of direct costs.






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






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






12. Effect on project objectives if the risk event occurs.






13. It consists of tools and techniques used to gather - integrate and disseminate the outputs of project management processes. Supports all aspects of the project from initiating through closing - and can include both manual and automated systems.






14. 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.






15. Incurred for the exclusive benefit of the project (e.g. - salaries of full-time project staff).






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






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






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






19. The process to develop an approximation (estimate) of the monetary resources needed to complete project activities.






20. 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.






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






22. Collection of generally sequential project phases.






23. 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.






24. Also known as "job shadowing -" it is usually done externally by the observer viewing the user performing her job.






25. 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.






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






27. 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






28. Process of obtaining seller responses - selecting a seller - and awarding a contract






29. Process of developing options and actions to enhance opportunities and to reduce threats to project objectives. Includes the identification and assignment of individuals to take responsibility for each agreed-to and funded risk response.






30. 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






31. Approved modifications to the project schedule that are used to manage the project






32. Structured review of the procurement process originating from the Plan Procurements process through Administer Procurements process. Objective is to identify successes and failures that warrant recognition in the preparation or administration of othe






33. 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






34. Involves immediate corrective or preventive action as a consequence of quality control measurements.






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






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






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






38. 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.






39. It shortens the project schedule without changing the project scope - in order to meet schedule constraints - imposed dates - or other schedule objectives. -. This technique includes crashing and fast tracking.






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






41. Special category of revised cost estimates to an approved cost baseline.






42. Risks that arise as a direct result of implementing a risk response.






43. Subdivision of project deliverables into smaller - more manageable components






44. 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.






45. Process of developing a detailed description of the project and product






46. Uses a project model that translates the uncertainties specified at a detailed level into their potential impact on objectives that are expressed at the level of the total project. Project simulation uses computer models and estimates of risk and are






47. Description of the product of the project - provides important information about any technical issues or concerns that would need to be considered during procurement planning






48. 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.






49. 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.






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