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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. 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
External Dependencies
Plan Risk Management
Product Analysis
Observations
2. 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
Project Schedule Network Diagrams
Analogous Estimating (top-down)
Qualified seller lists
Contingency - Buffer - Reserve
3. Application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.
Scope Change Control System
Product Description
Observations
Project Management
4. Diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives.
Plan Communications
Project
Decision Tree
Assumptions Analysis
5. Process of identifying and documenting relationships among the project activities. Sequencing can be performed by using project management software or by using manual or automated techniques.
Sequence Activities
Project Risk Management
Scope Change Control System
Determine Budget
6. Describes the extent to which a risk is known or understood. Measures extent of data available as well as reliability of data.
Project Assumption Testing
Project Team Directory
Data precision
Mathematical Analysis
7. The process in which the estimated costs of individual activities or work packages are aggregated to establish an authorized cost baseline.
Re-baselining
Project Human Resource Management
Design of Experiments (DOE)
Quality Metrics
8. Provides a documented basis for making future project decisions and for confirming or developing common understanding of the project scope among the stakeholders
Project Management Information Systems (PMIS)
Stakeholder register
Scope Statement
Acquire Project Team
9. Includes all those activities designed to enhance the competencies of the project team members. Training can be formal or informal.
Training
Staffing Requirements
Technical performance measurement
Project Communications Management
10. Clarify the structure - requirements and other terms of the purchases so that mutual agreement can be reached prior to signing the contract.
Procurement negotiations
Identify Risks
Project Time Management
Project Risk Management
11. The state - quality - or sense of being restricted to a given course of action or inaction. An applicable restriction or limitation - either internal or external to a project - which will affect the performance of the project or a process.
Constraints
Requirements Management Plan
Cost Management Plan
Project Records
12. The amount of time that a schedule activity can be delayed without delaying the early start date of any immediately following schedule activities.
Independent estimates
Change Requests
Risk management policies
Free Float
13. 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
Procurement audits
Fast Tracking
Proposal
Focus groups
14. 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.
Stakeholder register
Plan Quality
Work Breakdown Structure (WBS)
Control Schedule
15. A modification of a logical relationship that allows an acceleration of the successor activity. A negative lead is equivalent to a positive lag.
Plan Communications
Trend Analysis
Close procurements
Lead
16. Any modification to the agreed upon project scope as defined by the approved WBS
Sequence Activities
Scope Changes
Focus groups
Project Procurement Management
17. 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
Time and Material (T&M) Contracts
Checklists
Distribute Information
Schedule Baseline
18. Description of the product of the project - provides important information about any technical issues or concerns that would need to be considered during procurement planning
Make-or-buy analysis
Product description
External Dependencies
Performance Reports
19. The process of analyzing activity sequences - durations - resource requirements - and schedule constrains to create the project schedule
Control Account
Code of Accounts
Develop Schedule
Organization Breakdown Structure
20. 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
Develop Human Resource Plan
Control Charts
Re-baselining
Total Float
21. Allows for probabilistic treatment of both network logic and activity duration estimates
Requirements Traceability Matrix
Graphical Evaluation and Review Technique (GERT)
Project Plan
Proposal
22. Considers the characteristics of those prospective staff who are available to join the project team.
Project Cost Management
Staffing Pool Description
Checklists
Design of Experiments (DOE)
23. 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
Project Selection Methods
Quality Policy
Data precision
24. 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.
Staffing Requirements
Similarities between Operations and Projects
Project Human Resource Management
Risk Register
25. 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.
Templates
Bidder Conferences
Facilitated Workshops
Lead
26. Modifications to the cost estimation prepared for the project
Project Cost Management
Bid / quotation
Quality
Revised Cost Estimates
27. Factors that - for planning purposes - will be considered true - real or certain.
Assumptions
Develop Schedule
Project Closeout
Project Files
28. Incurred for the exclusive benefit of the project (e.g. - salaries of full-time project staff).
Constraints
Project Cost Management
Performance Reports
Direct costs
29. 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
Project Integration Management
Project Files
Quantitatively based durations
Risk Database
30. Terms used when the source selection decision will be based on price
Quality Metrics
Statistical Sampling
Bid / quotation
Acquire Project Team
31. A formal or informal approach to obtain information from stakeholders by talking to them directly
Focus groups
Interviews
Organizational Policies
Quality Assurance
32. Documents how requirements will be analyzed - documented - and managed throughout the project
Configuration Management System
Requirements Management Plan
Procurement negotiations
Plan Procurements
33. Collection of generally sequential project phases.
Perform Quantitative Risk Analysis
Project Life Cycle
Project Team Directory
Parametric Estimating
34. Policies - guidelines and procedures that can help the project management team with various aspects of organizational planning.
Product description
Human Resource Practices
Assumptions
Prioritized list of quantified risks
35. The process of approximating the number of work periods needed to complete individual activities with estimated resources
Quantitatively based durations
Estimate Activity Durations
External Feedback
Work Authorization System
36. 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.
Perform Quantitative Risk Analysis
Develop Schedule
Performance Reports
Group Creativity Techniques
37. 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
Qualified seller lists
Estimate Activity Resources
Assumptions
Team Development
38. Formal written notice from a person or organization responsible for contract administration - informing that the contract has been completed.
Project Files
Formal acceptance and closure
Plan Risk Responses
Lead
39. Special category of revised cost estimates to an approved cost baseline.
Risk Database
Graphical Evaluation and Review Technique (GERT)
Prevention vs. Inspections
Observations
40. Defines what kinds of competencies are required from what kind of individuals or groups and in what time frames.
Staffing Requirements
Monitor and Control Risks
Matrix Organization
Cost Performance Baseline
41. Factors which - for planning purposes - are considered to be true - real or certain.
Subproject
Assumptions
Make-or-buy analysis
Project Life Cycle
42. Risks that arise as a direct result of implementing a risk response.
Time and Material (T&M) Contracts
Scope baseline
Secondary Risks
Projectized Organization
43. They possess a blend of functional and projectized characteristics. Weak matrices maintain many of the characteristics of a functional organization - and the Project Manager's role is more that of a coordinator or expediter than that of a manager. Si
Constraints
Matrix Organization
Organization Breakdown Structure
Corrective Action
44. 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
Free Float
Responsibility Assignment Matrix (RAM)
To-Complete Performance Index (TCPI)
Process Adjustments
45. 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.
Constraints
Product Analysis
Scope Management Plan
Contingency - Buffer - Reserve
46. Process to monitor the status of the project to update the project budget and manage changes to the cost baseline.
Quality Audit
Bid / quotation
Time and Material (T&M) Contracts
Root Cause Analysis
47. Probability that a risk will occur.
Risk Categories
Control Schedule
Risk probability
Performance Reports
48. The process to identify and document project roles - responsibilities - and required skills - report relationships - and create a staffing management plan.
Group Decision Making Techniques
Project Planning Methodology
Develop Human Resource Plan
Fast Tracking
49. Determining which risks may affect the project and documenting their characteristics.
Identify Risks
Program Evaluation and Review Technique (PERT)
Determine Budget
Risk probability
50. 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
Project Stakeholders
Inspection
Conduct Procurements
Simulation