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. Complete set of indexed contract documentation - including the closed contract - that is prepared for inclusion with the final project files






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






3. 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






4. 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






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






6. Probability that a risk will occur.






7. Lists or files maintained with information on prospective sellers. These lists will generally have information on relevant past experience and other characteristics of the prospective sellers






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






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






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






11. Any modification to the contents of the project plan or the supporting details.






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






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






14. Hybrid type of contractual agreements that contain aspects of both cost-reimbursable and fixed- price contracts. Some characteristics: · Open-ended - i.e. - full value of the agreement and the exact quantity of items to be delivered may not be define






15. 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.






16. Calculates the theoretical early start and finish dates - and late start and finish dates - for all activities without regard to any resource limitations. This is done by performing a forward and backward pass analysis through the schedule network.






17. An applicable restriction that will affect the performance of the project/process.






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






19. 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.






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






21. 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






22. 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.






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






24. 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






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






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






27. Responses to emerging risks that was previously unidentified or accepted. These were not planned in advance of the occurrence of the risk event.






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






29. It is used to identify stakeholders that can provide information on detailed project and product requirements. It contains the following information regarding the identified stakeholders: identification information (name - designation - location - co






30. 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






31. Outcome of activities performed to accomplish the project.






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






33. Factors that will limit the project management team's options (e.g. - a predefined budget)






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






35. A management control point where the resource plans - scope - schedule and actual cost are integrated and compared to earned value for performance measurement.






36. 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.






37. 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.






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






39. 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.






40. 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






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






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






43. 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.






44. 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






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






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. 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.






48. 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






49. 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






50. Reduce the probability and/or consequence of an adverse risk event to be within acceptable threshold limits.