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. A subsequent phase of a project is sometimes begun prior to approval of the previous phase deliverables when the risks involved are deemed acceptable. This practice of overlapping phases is often called fast tracking






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






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






4. Process of monitoring the status of the project and product scope and managing changes to the scope baseline.






5. Repository that provides for collection - maintenance - and analysis of data gathered and used in the risk management process. Use of this database assists risk management throughout the organization and - over time - forms the basis of a risk lesson






6. Process of redefining the cost performance/schedule/performance measurement/technical baseline. If cost variances are severe - re-baselining is needed to provide a realistic measure of performance.






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






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






9. Quantities to be performed for each specific category - and can be used to estimate activity durations






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






11. Process of identifying the specific actions to be performed to produce the project deliverables.






12. A documented list of project team members - their project roles - and communication information.






13. 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






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






15. Describes the processes concerned with identifying - analyzing - and responding to project risk. It includes planning risk management - identifying risks - performing qualitative risk analysis - performing quantitative risk analysis - planning risk r






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






17. 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.






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






19. Defines what kinds of competencies are required from what kind of individuals or groups and in what time frames.






20. Activities that assist in developing/enhancing the ability of team members to work together effectively and contribute to the success of the project team. It improves the people skills - technical competencies - and overall team environment and proje






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






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






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






24. 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






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






26. Testing identified assumptions against two criteria: assumption stability and consequences on the project if the assumption is false.






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






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






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






30. A schedule compression technique in which cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost. Crashing only works for activities where additional resources will shorte






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






32. The process of confirming human resource availability and obtaining the team necessary to complete project assignments.






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






34. The total amount of time that a schedule activity may be delayed from its early start without delaying the project finish date - or violating a schedule constraint. Calculated using the critical path method technique and determining the difference be






35. Process of formalizing acceptance of the completed project deliverables






36. 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






37. In a projectized organization - most of the organization's resources are involved in project work - and Project Managers have a great deal of independence and authority.






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






39. The process to identify and document project roles - responsibilities - and required skills - report relationships - and create a staffing management plan.






40. The state - quality - or sense of being restricted to a given course of action or inaction. An applicable restriction or limitation - either internal or external to a project - which will affect the performance of the project or a process.






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






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






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






44. Provides a documented basis for making future project decisions and for confirming or developing common understanding of the project scope among the stakeholders






45. 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 - knowledg






46. 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






47. Modifications to the cost estimation prepared for the project






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. 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






50. 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.