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 modification of a logical relationship that allows an acceleration of the successor activity. A negative lead is equivalent to a positive lag.






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






3. 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






4. 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.






5. 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






6. 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






7. 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.






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






9. The document that describes the communication needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communica






10. It shortens the project schedule without changing the project scope - in order to meet schedule constraints - imposed dates - or other schedule objectives. -. This technique includes crashing and fast tracking.






11. 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






12. The process to identify and document project roles - responsibilities - and required skills - report relationships - and create a staffing management plan.






13. The process of analyzing activity sequences - durations - resource requirements - and schedule constrains to create the project schedule






14. Used to solicit proposals from prospective sellers






15. Allow for non-sequential activities (e.g. Loops or Conditional Branches); e.g. - GERT(Graphical Evaluation and Review Technique) and System Dynamics






16. Deliverable- oriented grouping of project components that organizes and defines the total scope of the project - work not in the WBS is outside the scope of the project.






17. 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






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






19. 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.






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






21. Process of defining how to conduct risk management activities for a project.






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






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






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






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






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






27. This is done to take care of risks that were not identified in the risk response plan - or their impact on objectives is greater than expected.






28. 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.






29. A provision in the project management plan to mitigate cost and/or schedule risk. Often used with a modifier to provide further details on what types of risk are meant to be mitigated.






30. The process of making relevant information available to project stakeholders in a timely manner - as planned. Performed throughout the entire project life cycle and in all management processes.






31. A documented list of project team members - their project roles - and communication information.






32. Describes the processes required to make the most effective use of the people involved with the project. It includes developing the human resource plan - acquiring the project team - developing the project team - and managing the project team.






33. 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






34. 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






35. 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






36. Mutually binding legal agreement that obligates the seller to provide the specified products - services - or results - and obligates the buyer to compensate the seller.






37. 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






38. The work that must be done to deliver a product with the specified features and functions






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






40. Project team accepts the risk - i.e. team decides not to change the project plan to deal with the risk - or is unable to identify any other suitable response strategy.






41. 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.






42. 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






43. Involves developing a better understanding of the product of the project






44. 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






45. The process of collecting and distributing performance information - including status reports - progress measurements - and forecasts to stakeholders.






46. A general data gathering and creativity technique that can be used to identify risks - ideas - or solutions to issues by using a group of team members or subject matter experts which data can be addressed later in Perform qualitative and quantitative






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






48. Modifications to the cost estimation prepared for the project






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






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