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. A structure that relates the project organizational breakdown structure to the work breakdown structure to help ensure that each component of the project's scope of work is assigned to a person or team. It illustrates the connections between work pac






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






3. Factors that - for planning purposes - will be considered true - real or certain.






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






5. 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






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






7. Describes the extent to which a risk is known or understood. Measures extent of data available as well as reliability of data.






8. Provide a structure that ensures a comprehensive process of systematically identifying risks to a consistent level of detail and contributes to the effectiveness and quality of the Identify Risks process. They include categories like technical - exte






9. Collection of generally sequential project phases.






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






11. 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.






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






13. Includes identified risks - risk owners - results of Perform qualitative risk analysis process - agreed upon response strategies - etc.






14. The process to develop an approximation (estimate) of the monetary resources needed to complete project activities.






15. Approved modifications to the project schedule that are used to manage the project






16. Process of estimating the type and quantities of resources like materials - people - equipment - or supplies required to perform each project activity






17. 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






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






19. 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






20. Process of identifying the specific actions to be performed to produce the project deliverables.






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






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






23. Descriptions of which resources will be available at what times and in what patterns necessary for schedule development






24. 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.






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






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






27. Modifications to the cost estimation prepared for the project






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






29. A documented tabulation of schedule activities that shows the activity description - activity identifier - and a sufficiently detailed scope of work description so project team members understand what work is to be performed.






30. 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.






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






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






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






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






35. Process of formalizing acceptance of the completed project deliverables






36. 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.






37. A method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it.






38. Defines what kinds of competencies are required from what kind of individuals or groups and in what time frames.






39. 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






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






41. 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.






42. Process of assessing and combining the impact and the likelihood of identified risks. Prioritizes risks according to their potential effect on project objectives for further analysis or action.






43. A method of estimating a component of work. The work is decomposed into more detail. An estimate is prepared of what is needed to meet the requirements of each of the lower - more detailed pieces of work. These estimates are then aggregated into a to






44. Technique to evaluate the degree to which data about risks is useful for risk management.






45. Organize and summarize the information gathered - and present the results of any analysis as compared to the performance measurement baseline. Reports should provide status and progress of the project at the required level of detail.






46. 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






47. Risk Audits examine and document the effectiveness of risk responses in dealing with identified risks and their root causes - as well as the effectiveness of the risk management process.






48. 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






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






50. It is a tool and technique which is used to determine the information needs of the project stakeholders. This is a key component for planning the project's actual communications. It would assist in determining and limiting who will communicate with w