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Test your basic knowledge |
CAPM
Start Test
Study First
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 functional organization has a hierarchy in which every employee has one clear superior. Staff members are grouped by areas of specialization. Functional organizations may still have projects - but the perceived scope of the project is defined by th
Assumptions Analysis
Critical Path Method
Functional Organization
Mathematical Analysis
2. 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.
Re-baselining
Revised Cost Estimates
Budget Updates
Bidder Conferences
3. An estimating technique that uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters - such as scope - cost - budget - and duration. An example for the cost parameter is multiplying
Pareto Diagram/ Chart
Functional Organization
Parametric Estimating
Quality Management Plan
4. 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.
Project Cost Management
Communication Requirements Analysis
Time and Material (T&M) Contracts
Projectized Organization
5. A management control point where the resource plans - scope - schedule and actual cost are integrated and compared to earned value for performance measurement.
Control Account
Work Results
Procurement Management Plan
Sub Network / Fragment Network
6. 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.
Information Distribution Methods
Quality Assurance
Project Plan
Project Human Resource Management
7. Factors that will limit the project management team's options (e.g. - a predefined budget)
Perform Quantitative Risk Analysis
Constraints
Project Portfolio Management
Design of Experiments (DOE)
8. Includes the processes that organize - manage - and lead the project team.
Avoidance
Project Human Resource Management
Project Plan
Performance Reports
9. 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.
External Dependencies
Work Authorization System
Estimate at Completion (EAC)
Resource Pool Descriptions
10. Formal and informal policies that are required for project plan development. Organizational policies include quality management - personnel administration and financial controls.
Organizational Policies
Inspection
Change Control System
Procurement Documents
11. Factors that limit a buyer's options. E.g. - funds availability
Organization Chart
Project Assumption Testing
Constraints
Cost Management Plan
12. A structured review of the seller's progress to deliver project scope and quality - within cost and on schedule - as compared to the contract.
Lag
Assumptions
Procurement performance reviews
Brainstorming
13. Structured method to guide the project team during development of project plan. Standard forms and templates or even complicated simulations may be used.
Scope Changes
Organization Chart
Procurement Statements of Work (SOW)
Project Planning Methodology
14. Modifications to the cost estimation prepared for the project
Control Schedule
Revised Cost Estimates
Cost Performance Baseline
Change Control System
15. Dependencies that are contractually required or those inherent in the nature of the work. Often involve physical limitations.
Mandatory Dependencies (or Hard Logic)
Lead
Qualified seller lists
Formal acceptance and closure
16. Describes the need - justification - requirements - and current boundaries for the project.
Project Communications Management
Scope baseline
Recruitment Practices
Product Analysis
17. A table that links requirements to their origin and traces them throughout the project life cycle
Requirements Traceability Matrix
Change Control System
Constraints
Coding Structure
18. Application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.
Procurement audits
Scope Change Control System
Project Management
Procurement Statements of Work (SOW)
19. 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
Data precision
Scope Statement
Perform Quantitative Risk Analysis
Scope Management Plan
20. An uncertain event or condition that - if it occurs - has a positive or negative effect on the project objective.
Project Communications Management
Risk
Responsibility Assignment Matrix (RAM)
Total Float
21. A deliverable is a unique - tangible and verifiable work/product. Each project phase is marked by the completion of one or more deliverables.
Cost Management Plan
Facilitated Workshops
Triggers
Deliverable
22. 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
Risk Categories
Project Records
Control Charts
Identify Stakeholders
23. Technologies or methods to transfer information among project stakeholders.
Product Analysis
Information Distribution Methods
Communications Technology
Project Human Resource Management
24. 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.
Workaround plans
Staffing Requirements
Checklists
Re-baselining
25. Any modification to the agreed upon project scope as defined by the approved WBS
Sequence Activities
Scope Changes
Collect Requirements
Probability and impact matrix
26. A requirement imposed by a governmental body and its compliance is mandatory.
Verify Scope
Product Description
Regulation
Communications management plan
27. 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.
Product Description
Resource Pool Descriptions
Scope baseline
Probability and impact matrix
28. Meetings held to assess project status and/or progress.
Phase Exits/ Stage Gates/ Kill Points
Performance Reviews
Distribute Information
Quality Assurance
29. Includes the processes required to purchase or acquire products - services - or results needed from outside the project team.
Work Authorization System
Project Procurement Management
Risk
Project Scope
30. Formal written notice from a person or organization responsible for contract administration - informing that the contract has been completed.
Cost Performance Baseline
Coding Structure
Simulation
Formal acceptance and closure
31. Schematic displays of the logical relationships (dependencies) among the project schedule activities; always drawn from left to right to reflect project work chronology
Analogous Estimating / Top-down
Project Schedule Network Diagrams
Identify Risks
Define Scope
32. Requests to expand or reduce project scope - modify policies/ processes/plans/procedures/costs and - if approved - can affect budgets or revise schedules. These change requests are processed through the Perform Integrated Change Control process.
Mathematical Analysis
Life Cycle Costing
Plan Procurements
Change Requests
33. 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.
Critical Path Method
Mitigation
Assumptions
Facilitated Workshops
34. Estimating or predicting future project status and progress based on knowledge and information available at the time of forecasting.
Scope Change Control System
Procurement audits
Work Breakdown Structure (WBS)
Forecasting
35. A documented list of project team members - their project roles - and communication information.
Analogous Estimating / Top-down
Project Team Directory
Rework
Project Plan
36. 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
Lessons Learned
Project Portfolio Management
Constraints
Product Description
37. An applicable restriction that will affect the performance of the project/process.
Trend Analysis
Differences between Operations and Project
Constraints
Cost Management Plan
38. 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
Resource Calendar
Project Risk Management
Contract
Triggers
39. Involves payments (cost reimbursements) to the seller for all legitimate actual costs incurred for completed work - plus a fee representing seller profit
Templates
Cost-reimbursable contracts
Conditional Diagramming Methods
Rework
40. 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
Analogous Estimating / Top-down
Project Communications Management
To-Complete Performance Index (TCPI)
Secondary Risks
41. A hierarchically organized depiction of the project organization arranged so as to relate the work packages to the performing organizational units.
Fixed- price contracts
Organization Breakdown Structure
Design of Experiments (DOE)
Perform Quality Control
42. 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
Distribute Information
Procurement resources
Estimate Activity Durations
Precedence Relationships
43. Process of implementing risk response plans - tracking identified risks - monitoring residual risks - identifying new risks - and evaluating risk process effectiveness throughout the project.
Monitor and Control Risks
Prioritized list of quantified risks
Similarities between Operations and Projects
Procurement Statements of Work (SOW)
44. The amount of time that a schedule activity can be delayed without delaying the early start date of any immediately following schedule activities.
Product description
Lead
Plan Risk Management
Free Float
45. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
Assumptions
Bidder Conferences
Corrective Action
Procurement Documents
46. Methods used to distribute information to team members and other stakeholders.
Determine Budget
Information Distribution Methods
Parametric Estimating
Workaround plans
47. Any form of schedule network analysis in which scheduling decisions are driven by resource constraints.
Sequence Activities
Scope Management Plan
Resource Leveling
Conduct Procurements
48. 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
Subproject
Matrix Organization
Cost-reimbursable contracts
Risk Audits
49. Allow for non-sequential activities (e.g. Loops or Conditional Branches); e.g. - GERT(Graphical Evaluation and Review Technique) and System Dynamics
Risk Database
Procurement Statements of Work (SOW)
Communication Requirements Analysis
Conditional Diagramming Methods
50. It includes the processes required to ensure timely and appropriate generation - collection - dissemination - storage - retrieval - and ultimate disposition of project information.
Qualified seller lists
Project Communications Management
Project Management Information Systems (PMIS)
Lag