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






2. 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






3. Charts that are used to show positions and relationships in a graphical format.






4. Process of formalizing acceptance of the completed project deliverables






5. Describes how individual requirements meet the business need for the project.






6. Defines the process by which the procurement can be modified. It includes paperwork - tracking systems - dispute resolution procedures - and approval levels necessary for authorizing changes.






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






8. Allows for probabilistic treatment of both network logic and activity duration estimates






9. Integrates scope - cost (or resource) - and schedule measures to help the project management team assess project performance.






10. Any form of schedule network analysis in which scheduling decisions are driven by resource constraints.






11. 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.






12. The process of confirming human resource availability and obtaining the team necessary to complete project assignments.






13. A -specific version of the schedule model used to compare actual results to the plan to determine if preventive or corrective action is needed to meet the project objectives.






14. 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






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






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






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






18. 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






19. Factors that will limit the project management team's options (e.g. - a predefined budget)






20. 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.






21. Factors that limit a buyer's options. E.g. - funds availability






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






23. Seeking to shift the consequences of the risk to a third party together with the ownership for the response.






24. Risks that remain after planned responses have been implemented - as well as those that have been deliberately accepted.






25. Process of obtaining seller responses - selecting a seller - and awarding a contract






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






27. Used to generate - classify - and prioritize product requirements. Some methods used to reach group decisions are: unanimity - majority - plurality - and dictatorship.






28. 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






29. 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.






30. 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.






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






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






33. Factors that - for planning purposes - will be considered true - real or certain.






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






35. 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






36. 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.






37. 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






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






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






40. 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






41. 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.






42. 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.






43. 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






44. Risks that arise as a direct result of implementing a risk response.






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






46. A structured review of the seller's progress to deliver project scope and quality - within cost and on schedule - as compared to the contract.






47. Hybrid type of contractual agreements that contain aspects of both cost-reimbursable and fixed- price contracts. Some characteristics: · Open-ended - i.e. - full value of the agreement and the exact quantity of items to be delivered may not be define






48. Process of developing a detailed description of the project and product






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






50. Process of documenting project purchasing decisions - specifying the approach - and identifying potential sellers.