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. Process of implementing risk response plans - tracking identified risks - monitoring residual risks - identifying new risks - and evaluating risk process effectiveness throughout the project.






2. 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






3. Effect on project objectives if the risk event occurs.






4. 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.






5. An accepted action performed to bring projected future project performance in line with the project plan. These actions have to be documented.






6. Involves payments (cost reimbursements) to the seller for all legitimate actual costs incurred for completed work - plus a fee representing seller profit






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






8. Methods used to distribute information to team members and other stakeholders.






9. Meetings with all prospective sellers and buyers prior to submittal of a bid or proposal. Used to ensure that all prospective sellers have a clear and common understanding of the procurement - and that no bidders receive preferential treatment.






10. Application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.






11. Considers the characteristics of those prospective staff who are available to join the project team.






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






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






14. A table that links requirements to their origin and traces them throughout the project life cycle






15. Precedence Diagramming Method (PDM) includes four types of dependencies or relationships between activities: 1. Finish to Start; 2. Finish to Finish; 3. Start to Finish; 4. Start to Start






16. An organizational placement strategy where the project team members are physically located close to one another in order to improve communication - working relationships - and productivity.






17. 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.






18. The process of approximating the number of work periods needed to complete individual activities with estimated resources






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






20. Describes the processes required to ensure that the project includes only the essential work required to complete the project successfully. It includes collecting the requirements - defining the scope - verifying the scope and controlling the scope o






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






22. 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.






23. Estimating or predicting future project status and progress based on knowledge and information available at the time of forecasting.






24. The process of identifying all people or organizations impacted by the project and documenting relevant information regarding their interests - involvement - and impact on project success.






25. Collection of generally sequential project phases.






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






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






28. 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






29. 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.






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






31. 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.






32. Structured method to guide the project team during development of project plan. Standard forms and templates or even complicated simulations may be used.






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






34. 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






35. Process of defining and documenting stakeholders' needs to meet the project objectives






36. 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.






37. 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.






38. Process of formalizing acceptance of the completed project deliverables






39. Project Simulation uses a model that translates the specified detailed uncertainties of the project into their potential impact on project objectives.






40. Describes the need - justification - requirements - and current boundaries for the project.






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






42. Process of developing options and actions to enhance opportunities and to reduce threats to project objectives. Includes the identification and assignment of individuals to take responsibility for each agreed-to and funded risk response.






43. Testing identified assumptions against two criteria: assumption stability and consequences on the project if the assumption is false.






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






45. 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






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






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






48. 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.






49. 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.






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