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






2. 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.






3. Structured review of the project plans and assumptions - prior project files - contracts - and other information.






4. 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.






5. 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






6. Meetings held to assess project status and/or progress.






7. 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






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






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






10. Used to generate - classify - and prioritize product requirements. Some methods used to reach group decisions are: unanimity - majority - plurality - and dictatorship.






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






12. The expected total cost of a schedule activity - a work breakdown structure component - or the project when the defined scope of work will be completed.






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






14. Systematic process of planning - identifying - analyzing - responding - and monitoring and controlling project risk. It increases the probability and impact of positive events - and decrease the probability and impact of negative events in the projec






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






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






17. 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






18. Outcome of activities performed to accomplish the project.






19. It includes the processes required to ensure timely and appropriate generation - collection - dissemination - storage - retrieval - and ultimate disposition of project information.






20. Policies - guidelines and procedures that can help the project management team with various aspects of organizational planning.






21. 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.






22. 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.






23. 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.






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






25. Considers the characteristics of those prospective staff who are available to join the project team.






26. Collection of generally sequential project phases.






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






28. A general data gathering and creativity technique that can be used to identify risks - ideas - or solutions to issues by using a group of team members or subject matter experts which data can be addressed later in Perform qualitative and quantitative






29. 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.






30. 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






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






32. A process of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. It identifies the interests - expectations - and influence of the stakehold






33. 1. Operations do not have any timelines. Projects are temporary and have finite time duration. 2. Operation's objective is usually to sustain the business. Project's objective is to achieve the target and close the project.






34. 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.






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






36. Activities should have a coding structure to allow sorting and/or extractions based on different attributes assigned to the activities.






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






38. 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






39. Bring together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product - service - or result






40. An uncertain event or condition that - if it occurs - has a positive or negative effect on the project objective.






41. 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






42. Action taken to bring a defective or nonconforming item into compliance with requirements or specifications. It is a frequent cause of project overruns in most application areas.






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






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






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






46. 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






47. Project Simulation uses a model that translates the specified detailed uncertainties of the project into their potential impact on project objectives.






48. 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.






49. Describes the processes required to make the most effective use of the people involved with the project. It includes developing the human resource plan - acquiring the project team - developing the project team - and managing the project team.






50. 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.