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Subjects : certifications, capm
  • Answer 50 questions in 15 minutes.
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  • Match each statement with the correct term.
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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. Structured review of the project plans and assumptions - prior project files - contracts - and other information.

2. Collection of generally sequential project phases.

3. 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.

4. Uses a project model that translates the uncertainties specified at a detailed level into their potential impact on objectives that are expressed at the level of the total project. Project simulation uses computer models and estimates of risk and are

5. Projects are frequently divided into better manageable components or subprojects. Subprojects are often contracted to an external enterprise or another functional unit in the performing organization.

6. Complete set of indexed contract documentation - including the closed contract - that is prepared for inclusion with the final project files

7. Forecasts of potential project schedule and cost results listing the possible completion dates or project duration and costs with their associated confidence levels.

8. Defines what kinds of competencies are required from what kind of individuals or groups and in what time frames.

9. The document that sets out the format and establishes the activities and criteria for planning - structuring - and controlling the project costs. The cost management plan is contained in - or is a subsidiary plan of - the project management plan.

10. 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.

11. 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.

12. Describes the processes required to acquire goods and services from outside the project team. It includes planning procurements - conducting procurements - administering procurements - and closing procurements.

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

14. Policies - guidelines and procedures that can help the project management team with various aspects of organizational planning.

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

16. Meetings that are regularly scheduled to exchange and analyze information about the project and its performance.

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

18. 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

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

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

21. Involves setting a fixed total price for a defined product or service to be provided.

22. 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.

23. 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.

24. Records of previous project results that can be used to identify risks.

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

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

27. Probability that a risk will occur.

28. 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.

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

30. 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.

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

32. 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.

33. This involves calculating the theoretical early and late start and finish dates for all project activities without regard to any resource pool restrictions.

34. Activities specifically taken by management and team members to help individual team members work together effectively - thereby improving team performance

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

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

37. A group of documented procedure used to apply technical and administrative direction and surveillance to: a) Identify and document the system's functional and physical characteristics; b)Control any changes to such characteristics; c) Record and repo

38. 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.

39. 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.

40. Documents the characteristics of the product - result - or service which the project is undertaken to create.

41. Provide a structure that ensures a comprehensive process of systematically identifying risks to a consistent level of detail and contributes to the effectiveness and quality of the Identify Risks process. They include categories like technical - exte

42. Action taken to bring a defective or nonconforming item into compliance with requirements or specifications. It is a frequent cause of project overruns in most application areas.

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

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

45. 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

46. 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.

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

48. Describes the processes required to ensure timely completion of the project. It includes defining activities - sequencing activities - estimating activity resources - estimating activity durations - developing the schedule - and controlling the sched

49. 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

50. A structure that relates the project organizational breakdown structure to the work breakdown structure to help ensure that each component of the project's scope of work is assigned to a person or team. It illustrates the connections between work pac