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. Meetings that are regularly scheduled to exchange and analyze information about the project and its performance.






2. 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.






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






4. Specify lessons that can be learned from each and every project - even from projects which are failures. They need to be documented. Most companies prefer post-implementation meetings and case studies to document Lessons Learned






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






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






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






8. 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






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






10. 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






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






12. Used to solicit proposals from prospective sellers






13. Defines the procedures by which project scope can be changed; includes paperwork - tracking systems and approval levels necessary for authorizing changes.






14. 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






15. 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






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






17. Includes the processes required to purchase or acquire products - services - or results needed from outside the project team.






18. 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.






19. 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.






20. 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.






21. Any numbering system used to uniquely identify each component of the work breakdown structure.






22. A structured review of the seller's progress to deliver project scope and quality - within cost and on schedule - as compared to the contract.






23. A method of estimating a component of work. The work is decomposed into more detail. An estimate is prepared of what is needed to meet the requirements of each of the lower - more detailed pieces of work. These estimates are then aggregated into a to






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






25. Involves procedures required to close a contract as specified in the prescribed procedures for close procurements. Includes product verification and administrative closure.






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






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






28. Formal and informal policies that are required for project plan development. Organizational policies include quality management - personnel administration and financial controls.






29. Risk Audits examine and document the effectiveness of risk responses in dealing with identified risks and their root causes - as well as the effectiveness of the risk management process.






30. 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






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






32. 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






33. Modifications to the cost estimation prepared for the project






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






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






36. 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






37. Used to rate or score seller proposals






38. Structured method to guide the project team during development of project plan. Standard forms and templates or even complicated simulations may be used.






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






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






41. The process of making relevant information available to project stakeholders in a timely manner - as planned. Performed throughout the entire project life cycle and in all management processes.






42. 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






43. Formal written notice from a person or organization responsible for contract administration - informing that the contract has been completed.






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






45. The process in which the estimated costs of individual activities or work packages are aggregated to establish an authorized cost baseline.






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






47. 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






48. 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






49. Technologies or methods to transfer information among project stakeholders.






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