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 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






2. 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.






3. 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






4. 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.






5. A management control point where the resource plans - scope - schedule and actual cost are integrated and compared to earned value for performance measurement.






6. A formal - approved document used to define how the project is executed - controlled and monitored. It can either be at a detailed or high level and may contain one or more subsidiary plans.






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






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






9. 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.






10. Formal and informal policies that are required for project plan development. Organizational policies include quality management - personnel administration and financial controls.






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






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






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






14. Modifications to the cost estimation prepared for the project






15. Dependencies that are contractually required or those inherent in the nature of the work. Often involve physical limitations.






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






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






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






19. 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






20. An uncertain event or condition that - if it occurs - has a positive or negative effect on the project objective.






21. A deliverable is a unique - tangible and verifiable work/product. Each project phase is marked by the completion of one or more deliverables.






22. 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






23. Technologies or methods to transfer information among project stakeholders.






24. Process of redefining the cost performance/schedule/performance measurement/technical baseline. If cost variances are severe - re-baselining is needed to provide a realistic measure of performance.






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






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






27. A matrix that assigns risk ratings to risks or conditions based on a combining probability and impact scales. Risks with high probability and high impact will require further analysis.






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






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






30. Formal written notice from a person or organization responsible for contract administration - informing that the contract has been completed.






31. Schematic displays of the logical relationships (dependencies) among the project schedule activities; always drawn from left to right to reflect project work chronology






32. Requests to expand or reduce project scope - modify policies/ processes/plans/procedures/costs and - if approved - can affect budgets or revise schedules. These change requests are processed through the Perform Integrated Change Control process.






33. 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.






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






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






36. Specify lessons that can be learned from each and every project - even from projects which are failures. They need to be documented. Most companies prefer post-implementation meetings and case studies to document Lessons Learned






37. An applicable restriction that will affect the performance of the project/process.






38. Systematic process of planning - identifying - analyzing - responding - and monitoring and controlling project risk. It increases the probability and impact of positive events - and decrease the probability and impact of negative events in the projec






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






40. 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






41. A hierarchically organized depiction of the project organization arranged so as to relate the work packages to the performing organizational units.






42. 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






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






44. The amount of time that a schedule activity can be delayed without delaying the early start date of any immediately following schedule activities.






45. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.






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






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






48. 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






49. Allow for non-sequential activities (e.g. Loops or Conditional Branches); e.g. - GERT(Graphical Evaluation and Review Technique) and System Dynamics






50. It includes the processes required to ensure timely and appropriate generation - collection - dissemination - storage - retrieval - and ultimate disposition of project information.