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






2. An estimating technique that uses the values of parameters - such as scope - cost - budget - and duration or measure of scale such as size - weight - and complexity - from a previous - similar activity as the basis for estimating the same parameter o






3. 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






4. 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.






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






6. The conclusion of a project phase is marked by a review of both key deliverables and project performance till date to determine if the project should continue into its next phase and detect and correct errors cost-effectively. These phase end reviews






7. Technique that explores the validity of assumptions basing on which every identified project risk is conceived and developed. It identifies risks to the project from inaccuracy - instability - inconsistency - or incompleteness of assumptions.






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






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. 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






11. Describes the processes required to ensure timely and appropriate generation - collection - dissemination and ultimate disposition of project information. It includes identifying stakeholders - planning communication - distributing information - mana






12. 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.






13. 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






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






15. 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.






16. Includes all those activities designed to enhance the competencies of the project team members. Training can be formal or informal.






17. Includes the processes that help to estimate - budget - and control costs - so that the project can be completed within the approved budget.






18. Also known as "job shadowing -" it is usually done externally by the observer viewing the user performing her job.






19. 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.






20. An estimating technique that uses parameters from a previous - similar project as the basis for estimating the same parameter/measure for a future project. Frequently used to estimate project duration when there is a limited amount of detailed inform






21. 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






22. 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.






23. List of risks includes those that pose the greatest threat or present the greatest opportunity to the project together with a measure of their impact.






24. Incurred for the exclusive benefit of the project (e.g. - salaries of full-time project staff).






25. 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






26. 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.






27. A subsequent phase of a project is sometimes begun prior to approval of the previous phase deliverables when the risks involved are deemed acceptable. This practice of overlapping phases is often called fast tracking






28. 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.






29. 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






30. 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






31. Clarify the structure - requirements and other terms of the purchases so that mutual agreement can be reached prior to signing the contract.






32. 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.






33. Determining which risks may affect the project and documenting their characteristics.






34. A collection of formal (note: not informal) documented procedures - which defines how the documentation and project deliverables will be managed - changed and approved.






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






36. 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






37. 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






38. The expected total cost of a schedule activity - a work breakdown structure component - or the project when the defined scope of work will be completed.






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






40. Outcome of activities performed to accomplish the project.






41. Probability that a risk will occur.






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






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






44. Includes the processes required to purchase or acquire products - services - or results needed from outside the project team.






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






46. Process of numerically analyzing the effect of identified risks on overall project objectives.






47. A partially complete document in a predefined format that provides a defined structure for collecting - organizing - and presenting information and data.






48. Describes how the procurement processes (from developing procurement documentation through contract closure) will be managed






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






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