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






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






3. 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.






4. 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.






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






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






7. 1. Performed by people; 2. Constrained by limited resources; 3. Planned - excuted - monitored - and controlled; 4. Ultimate goal is to achieve organizational objectives or stratregic plans






8. Process of formally authorizing a new project or the next phase of an existing project; links the project to the ongoing work of the performing organization






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






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






11. 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.






12. 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






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






14. Repository that provides for collection - maintenance - and analysis of data gathered and used in the risk management process. Use of this database assists risk management throughout the organization and - over time - forms the basis of a risk lesson






15. A project is a temporary endeavor undertaken to create a unique product - service - or result






16. 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






17. 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






18. 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






19. Probability that a risk will occur.






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






21. Predefined approaches to risk analysis and response in some organizations that have to be tailored to a particular project.






22. Features or services that characterize a product - result - or service






23. This compares technical accomplishments during project execution with the project management plan's schedule of technical achievement.






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






25. 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






26. Describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products - services - or results.






27. 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






28. 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






29. 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.






30. 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






31. Description of the product of the project - provides important information about any technical issues or concerns that would need to be considered during procurement planning






32. Includes the processes that help to estimate - budget - and control costs - so that the project can be completed within the approved budget.






33. Collection of generally sequential project phases.






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






35. A deliverable is a unique - tangible and verifiable work/product. Each project phase is marked by the completion of one or more deliverables.






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






37. 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






38. 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






39. It consists of tools and techniques used to gather - integrate and disseminate the outputs of project management processes. Supports all aspects of the project from initiating through closing - and can include both manual and automated systems.






40. Process of formalizing acceptance of the completed project deliverables






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






42. Describes the processes required to ensure that the project satisfies the needs for which it is undertaken. It includes quality planning - performing quality assurance and control.






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






44. Diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives.






45. 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






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






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






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






49. Charts that are used to show positions and relationships in a graphical format.






50. Refers to the centralized management of one or more portfolios to achieve strategic business objectives. Portfolio management ensures that the portfolios are reviewed to ascertain that resources are allocated as per priority and the allocation is con