SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
Test your basic knowledge |
CAPM
Start Test
Study First
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
Proposal
Total Float
Project Records
Training
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
Perform Quantitative Risk Analysis
To-Complete Performance Index (TCPI)
Assumptions
Project Integration Management
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.
Attribute Sampling vs. Variables Sampling
Project Portfolio Management
Work Results
Initiation
4. Meetings held to assess project status and/or progress.
Performance Reviews
Distribute Information
Project Procurement Management
Acceptance
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
Schedule Baseline
Manage Stakeholder
Acquire Project Team
Project Plan
6. Focused sessions that bring key cross-functional stakeholders together to define product requirements
Flowcharts
Data precision
Facilitated Workshops
Verify Scope
7. Processes and procedures developed for the closing or canceling of projects.
Inspection
Risk management policies
Project Portfolio Management
Cost-reimbursable contracts
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.
Project Scope
Forecasting
Requirements Management Plan
Projectized Organization
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
Work Authorization System
Mathematical Analysis
Project Human Resource Management
Checklists
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
Lead
Crashing
Checklists
Assumptions
11. Documents the characteristics of the product - result - or service which the project is undertaken to create.
Initiation
Quality Audit
Product Description
Quality Management Plan
12. Seller prepared documents that describe the seller's ability and willingness to provide the requested product.
Project Human Resource Management
Scope Changes
Proposals
Inspection
13. Factors which - for planning purposes - are considered to be true - real or certain.
Assumptions
Probabilistic Analysis of the project
Analogous Estimating (top-down)
Mitigation
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
Control Charts
Independent estimates
Resource Pool Descriptions
Project Selection Methods
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
Perform Quality Control
Close procurements
Functional Organization
Define Activities
16. Describes how the procurement processes (from developing procurement documentation through contract closure) will be managed
Project Integration Management
Procurement Management Plan
Determine Budget
Project
17. A management control point where the resource plans - scope - schedule and actual cost are integrated and compared to earned value for performance measurement.
Cost Management Plan
Control Account
Schedule Compression
Flowcharts
18. A hierarchically organized depiction of the project organization arranged so as to relate the work packages to the performing organizational units.
Organization Breakdown Structure
Project Quality Management
Estimate to Complete (ETC)
Lessons Learned
19. The amount of time that a schedule activity can be delayed without delaying the early start date of any immediately following schedule activities.
Similarities between Operations and Projects
Project Assumption Testing
Free Float
Define 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.
Program Evaluation and Review Technique (PERT)
Project Human Resource Management
Deliverable
Cost Performance Baseline
21. Structured review of the project plans and assumptions - prior project files - contracts - and other information.
Manage Stakeholder
Documentation Reviews
Procurement audits
Source Selection Criteria
22. A table that links requirements to their origin and traces them throughout the project life cycle
Scope baseline
Proposals
Requirements Traceability Matrix
Schedule Baseline
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.
Risk Categories
Facilitated Workshops
Report Performance
Performance Reviews
24. A partially complete document in a predefined format that provides a defined structure for collecting - organizing - and presenting information and data.
Forecasting
Root Cause Analysis
Templates
Control Schedule
25. Describes how risk management will be structured and performed on the project.
Risk Management Plan
Schedule updates
Root Cause Analysis
To-Complete Performance Index (TCPI)
26. Estimating or predicting future project status and progress based on knowledge and information available at the time of forecasting.
Forecasting
Documentation Reviews
Plan Procurements
Risk Management Plan
27. They involve measuring value or attractiveness to the project owner. Includes considering the decision criteria and a means to calculate value under uncertainty.
External Feedback
Change Requests
Work Breakdown Structure (WBS)
Project Selection Methods
28. Integrates scope - cost (or resource) - and schedule measures to help the project management team assess project performance.
Plan Risk Responses
Earned Value Analysis
Estimate Activity Durations
Transference
29. Defines the procedures by which project scope can be changed; includes paperwork - tracking systems and approval levels necessary for authorizing changes.
Risk Register
Scope Change Control System
Root Cause Analysis
Initiation
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
Stakeholder Analysis
Probabilistic Analysis of the project
Configuration Management System
Requirements Management Plan
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
Scope Management Plan
Scope Change Control System
Checklists
Project Life Cycle
32. Involves payments (cost reimbursements) to the seller for all legitimate actual costs incurred for completed work - plus a fee representing seller profit
Cost-reimbursable contracts
Quality Audit
Formal acceptance and closure
Stakeholder Analysis
33. Formal and informal policies that are required for project plan development. Organizational policies include quality management - personnel administration and financial controls.
Plan Procurements
Organizational Policies
Make-or-buy analysis
Subproject
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.
Differences between Operations and Project
Responsibility Assignment Matrix (RAM)
Facilitated Workshops
Inspection
35. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
Trend Analysis
Rework
Mandatory Dependencies (or Hard Logic)
Tolerances vs. Control limits
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.
Requirements Traceability Matrix
Subproject
Work Breakdown Structure (WBS)
Critical Path Method
37. Measuring - examining and testing undertaken to determine whether results conform to requirements; also called reviews - product reviews - audits - and walkthroughs
Project Communications Management
Stakeholder Analysis
Plan Communications
Inspection
38. Seeking to shift the consequences of the risk to a third party together with the ownership for the response.
Project Schedule Network Diagrams
Transference
Procurement resources
Subproject
39. Process of developing a detailed description of the project and product
Control Charts
Project Communications Management
Deliverable
Define Scope
40. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
Corrective Action
Contract
Administer procurements
Control Schedule
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
Qualified seller lists
Product Description
Subproject
Expert Judgment
42. Changing the project management plan to eliminate the threat entirely.
Collect Requirements
Cost Management Plan
Avoidance
Source Selection Criteria
43. The expected cost needed to complete all the remaining work for a schedule activity - work break down structure component - or the project.
Estimate to Complete (ETC)
Grade
Project Stakeholders
Contingency - Buffer - Reserve
44. The process of approximating the number of work periods needed to complete individual activities with estimated resources
Estimate Activity Durations
Performance Reports
Performance Reviews
Program Evaluation and Review Technique (PERT)
45. Incurred for the exclusive benefit of the project (e.g. - salaries of full-time project staff).
Sub Network / Fragment Network
Triggers
Direct costs
Budget Updates
46. Records of previous project results that can be used to identify risks.
Project Files
Critical Path Method
Project Cost Management
Group Decision Making Techniques
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.
Fixed- price contracts
Schedule updates
Buyer-Seller relationship
Organization Chart
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
Performance Reviews
Configuration Management System
Procurement audits
Quality Metrics
49. Any modification to the agreed upon project scope as defined by the approved WBS
Define Activities
Scope Changes
Transference
Human Resource Practices
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.
Project Cost Management
Control Scope
Project Files
Focus groups