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CAPM
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Subjects
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certifications
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capm
Instructions:
Answer 50 questions in 15 minutes.
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study here
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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. 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.
Scope Management Plan
Differences between Operations and Project
Project Team Directory
Cost Management Plan
2. Mutually binding legal agreement that obligates the seller to provide the specified products - services - or results - and obligates the buyer to compensate the seller.
Constraints
Contract
Proposal
Inspection
3. Meetings held to assess project status and/or progress.
Control Schedule
Focus groups
Product Analysis
Performance Reviews
4. 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
Responsibility Assignment Matrix (RAM)
Independent estimates
Scope Management Plan
Contingency - Buffer - Reserve
5. The process of determining project stakeholders' information needs and defining a communication approach.
Constraints
Plan Communications
Risk Management Plan
Qualified seller lists
6. Involves setting a fixed total price for a defined product or service to be provided.
Fixed- price contracts
Quantitatively based durations
Project Risk Management
Functional Organization
7. 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
Focus groups
Perform Quality Control
Resource Pool Descriptions
Procurement resources
8. An applicable restriction that will affect the performance of the project/process.
Performance Reports
Schedule Baseline
Constraints
Additional Risk Response Planning
9. A modification of a logical relationship that directs a delay in the successor activity.
Lag
Re-baselining
Quality Metrics
Responsibility Assignment Matrix (RAM)
10. Bring together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product - service - or result
Subproject
Estimate Activity Resources
Decomposition
Focus groups
11. A partially complete document in a predefined format that provides a defined structure for collecting - organizing - and presenting information and data.
Project Schedule
Training
Templates
Risk Audits
12. Process of implementing risk response plans - tracking identified risks - monitoring residual risks - identifying new risks - and evaluating risk process effectiveness throughout the project.
Estimate at Completion (EAC)
Life Cycle Costing
Plan Risk Responses
Monitor and Control Risks
13. Involves procedures required to close a contract as specified in the prescribed procedures for close procurements. Includes product verification and administrative closure.
Close procurements
Project Stakeholders
Functional Organization
Re-baselining
14. Costs allocated to the project by the performing organization as a cost of doing business (e.g. - salaries of corporate executives). Usually calculated as a percentage of direct costs.
Performance Reports
Indirect costs / Overhead costs
Analogous Estimating (top-down)
Risk management policies
15. Defines what kinds of competencies are required from what kind of individuals or groups and in what time frames.
Staffing Requirements
Transference
External Feedback
Rework
16. 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
Prototypes
Scope Change Control System
Verify Scope
17. Document that formally authorizes a project. Provides project manager with the authority to apply organizational resources to project activities.
Risk
Schedule Compression
Project Communications Management
Project Charter
18. Modifications to the cost estimation prepared for the project
Revised Cost Estimates
Control Account
Quality Management Plan
Project Scope
19. An estimating technique that uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters - such as scope - cost - budget - and duration. An example for the cost parameter is multiplying
Requirements Management Plan
Quantitatively based durations
Parametric Estimating
Bidder Conferences
20. 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
Analogous Estimating / Top-down
Assumptions
Risk Management Plan
Risk Database
21. 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.
Schedule Baseline
Earned Value Analysis
Control Account
Fast Tracking
22. 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.
Control Costs
Life Cycle Costing
Project Charter
Communication Requirements Analysis
23. 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.
Proposals
Scope Changes
Project Cost Management
Product Analysis
24. The process of analyzing activity sequences - durations - resource requirements - and schedule constrains to create the project schedule
Monitor and Control Risks
Root Cause Analysis
Performance Reports
Develop Schedule
25. 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.
Design of Experiments (DOE)
Collocation
Scope Changes
Lag
26. Includes the processes that organize - manage - and lead the project team.
Project Procurement Management
Plan Quality
Quality
Project Human Resource Management
27. A deliverable is a unique - tangible and verifiable work/product. Each project phase is marked by the completion of one or more deliverables.
Tolerances vs. Control limits
Deliverable
Re-baselining
Bidder Conferences
28. 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.
Stakeholder register
Coding Structure
Procurement Management Plan
Sequence Activities
29. A collection of formal (note: not informal) documented procedures - which defines how the documentation and project deliverables will be managed - changed and approved.
Stakeholder Analysis
Analogous Estimating (top-down)
Communications management plan
Change Control System
30. The process of making relevant information available to project stakeholders in a timely manner - as planned. Performed throughout the entire project life cycle and in all management processes.
Activity List
Distribute Information
Resource Calendar
Workaround plans
31. Schematic displays of the logical relationships (dependencies) among the project schedule activities; always drawn from left to right to reflect project work chronology
Mitigation
Project Schedule Network Diagrams
Data Precision Ranking
Project
32. A mathematical technique to forecast future outcomes based on historical results. This is performed using run charts.
Simulation
Trend Analysis
Focus groups
Risk Management Plan
33. The expected cost needed to complete all the remaining work for a schedule activity - work break down structure component - or the project.
Perform Quality Control
Transference
Work Results
Project Management
34. 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
Fast Tracking
Parametric Estimating
Procurement resources
Control Scope
35. Formal and informal policies that are required for project plan development. Organizational policies include quality management - personnel administration and financial controls.
Constraints
Independent estimates
Plan Risk Management
Organizational Policies
36. An uncertain event or condition that - if it occurs - has a positive or negative effect on the project objective.
Conditional Diagramming Methods
Residual Risks
Risk
Develop Schedule
37. Includes identified risks - risk owners - results of Perform qualitative risk analysis process - agreed upon response strategies - etc.
Life Cycle Costing
Qualified seller lists
Critical Path Methodology (CPM)
Risk Register
38. Process of obtaining seller responses - selecting a seller - and awarding a contract
Statistical Sampling
Constraints
Requirements Documentation
Conduct Procurements
39. They involve measuring value or attractiveness to the project owner. Includes considering the decision criteria and a means to calculate value under uncertainty.
Statistical Sampling
Quality
Risk probability
Project Selection Methods
40. 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
Projectized Organization
Earned Value Analysis
Quantitatively based durations
Communication Requirements Analysis
41. A documented list of project team members - their project roles - and communication information.
Control Account
Project Team Directory
Project Human Resource Management
Risk
42. Project team must measure itself periodically against the expectations of those outside the project.
Product Scope
Project Stakeholders
External Feedback
Project
43. The policies - guidelines - or procedures that govern the recruitment of staff.
Prioritized list of quantified risks
Recruitment Practices
Make-or-buy analysis
Functional Organization
44. 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
Conditional Diagramming Methods
Workaround plans
Root Cause Analysis
Constraints
45. Factors that - for planning purposes - will be considered true - real or certain.
Requirements Documentation
Data precision
Identify Risks
Assumptions
46. Includes the processes that help to estimate - budget - and control costs - so that the project can be completed within the approved budget.
Prototypes
Project Integration Management
Free Float
Project Cost Management
47. Complete set of indexed contract documentation - including the closed contract - that is prepared for inclusion with the final project files
Scope Statement
Subproject
Procurement file
Work Breakdown Structure (WBS)
48. 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.
Rework
Revised Cost Estimates
Project Schedule Network Diagrams
Project Human Resource Management
49. Project Simulation uses a model that translates the specified detailed uncertainties of the project into their potential impact on project objectives.
Interviews
Simulation
Project Plan
Control Account
50. The amount of time that a schedule activity can be delayed without delaying the early start date of any immediately following schedule activities.
Contingency - Buffer - Reserve
Tolerances vs. Control limits
Project Files
Free Float
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