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. Terms used when the source selection decision will be based on price






2. This compares technical accomplishments during project execution with the project management plan's schedule of technical achievement.






3. 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






4. Includes identified risks - risk owners - results of Perform qualitative risk analysis process - agreed upon response strategies - etc.






5. 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






6. Process of changing the schedule baseline. It is done when schedule delays are very severe - and the project schedule has to be completely changed.






7. A method of estimating a component of work. The work is decomposed into more detail. An estimate is prepared of what is needed to meet the requirements of each of the lower - more detailed pieces of work. These estimates are then aggregated into a to






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






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






10. Deliverable- oriented grouping of project components that organizes and defines the total scope of the project - work not in the WBS is outside the scope of the project.






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






12. Focused sessions that bring key cross-functional stakeholders together to define product requirements






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






14. Any modification to the contents of the project plan or the supporting details.






15. 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.






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






17. Describes the extent to which a risk is known or understood. Measures extent of data available as well as reliability of data.






18. Technique to evaluate the degree to which data about risks is useful for risk management.






19. Repository that provides for collection - maintenance - and analysis of data gathered and used in the risk management process. Use of this database assists risk management throughout the organization and - over time - forms the basis of a risk lesson






20. Probability that a risk will occur.






21. 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






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






23. 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.






24. Predefined approaches to risk analysis and response in some organizations that have to be tailored to a particular project.






25. The planned dates to perform schedule activities and the planned dates for meeting schedule milestones. Includes planned start and finish dates for the project's activities - milestones - work packages - planning packages - and control accounts. This






26. 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.






27. Describes the processes concerned with identifying - analyzing - and responding to project risk. It includes planning risk management - identifying risks - performing qualitative risk analysis - performing quantitative risk analysis - planning risk r






28. 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






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






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.






31. 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






32. Any numbering system used to uniquely identify each component of the work breakdown structure.






33. 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.






34. 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






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






36. 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






37. Factors which - for planning purposes - are considered to be true - real or certain.






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






39. Effect on project objectives if the risk event occurs.






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






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






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






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






44. 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.






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






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






47. 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






48. 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.






49. The process of collecting and distributing performance information - including status reports - progress measurements - and forecasts to stakeholders.






50. Process of defining and documenting stakeholders' needs to meet the project objectives






Can you answer 50 questions in 15 minutes?



Let me suggest you:

Browse all subjects

Browse all tests

Most popular tests



Major Subjects

Tests & Exams


AP
CLEP
DSST
GRE
SAT
GMAT

Browse all subjects

Browse all tests

Most popular tests