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. 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






2. 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






3. 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.






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






5. 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






6. Focused sessions that bring key cross-functional stakeholders together to define product requirements






7. Processes and procedures developed for the closing or canceling of projects.






8. 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.






9. 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






10. 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






11. Documents the characteristics of the product - result - or service which the project is undertaken to create.






12. Seller prepared documents that describe the seller's ability and willingness to provide the requested product.






13. Factors which - for planning purposes - are considered to be true - real or certain.






14. 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






15. 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






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






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






18. A hierarchically organized depiction of the project organization arranged so as to relate the work packages to the performing organizational units.






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






20. 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.






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






22. A table that links requirements to their origin and traces them throughout the project life cycle






23. It compares cost performance over time - schedule activities or work packages overrunning and under running the budget - and estimated funds needed to complete work in progress.






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






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






26. Estimating or predicting future project status and progress based on knowledge and information available at the time of forecasting.






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






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






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






30. 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






31. 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






32. Involves payments (cost reimbursements) to the seller for all legitimate actual costs incurred for completed work - plus a fee representing seller profit






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






34. 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.






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






36. 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.






37. Measuring - examining and testing undertaken to determine whether results conform to requirements; also called reviews - product reviews - audits - and walkthroughs






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






39. Process of developing a detailed description of the project and product






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






41. 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






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






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






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






45. Incurred for the exclusive benefit of the project (e.g. - salaries of full-time project staff).






46. Records of previous project results that can be used to identify risks.






47. 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.






48. 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






49. Any modification to the agreed upon project scope as defined by the approved WBS






50. 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.