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. Any numbering system used to uniquely identify each component of the work breakdown structure.






2. 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.






3. An uncertain event or condition that - if it occurs - has a positive or negative effect on the project objective.






4. 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






5. Reduce the probability and/or consequence of an adverse risk event to be within acceptable threshold limits.






6. A modification of a logical relationship that directs a delay in the successor activity.






7. Documents how requirements will be analyzed - documented - and managed throughout the project






8. Used to rate or score seller proposals






9. 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






10. 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






11. Policies - guidelines and procedures that can help the project management team with various aspects of organizational planning.






12. 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






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






14. 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.






15. 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






16. 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






17. Projects are frequently divided into better manageable components or subprojects. Subprojects are often contracted to an external enterprise or another functional unit in the performing organization.






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






19. 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






20. 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.






21. 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






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






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






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






25. Includes the processes that organize - manage - and lead the project team.






26. 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.






27. 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






28. A requirement imposed by a governmental body and its compliance is mandatory.






29. 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.






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






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






32. 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






33. Probability that a risk will occur.






34. 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






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






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






37. 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.






38. 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






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






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






41. For many procurement items - the procuring organization may elect to either prepare its own independent estimate - or have an estimate of costs prepared by an outside professional estimator - to serve as a benchmark on proposed responses.






42. Describes the processes required to ensure timely completion of the project. It includes defining activities - sequencing activities - estimating activity resources - estimating activity durations - developing the schedule - and controlling the sched






43. Activities that assist in developing/enhancing the ability of team members to work together effectively and contribute to the success of the project team. It improves the people skills - technical competencies - and overall team environment and proje






44. Project team must measure itself periodically against the expectations of those outside the project.






45. Describes the processes concerned with identifying - analyzing - and responding to project risk. It includes planning risk management - identifying risks - performing qualitative risk analysis - performing quantitative risk analysis - planning risk r






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






47. Provides a documented basis for making future project decisions and for confirming or developing common understanding of the project scope among the stakeholders






48. 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






49. 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






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