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






2. 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.






3. 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.






4. The process of analyzing activity sequences - durations - resource requirements - and schedule constrains to create the project schedule






5. Involves developing a better understanding of the product of the project






6. Charts that are used to show positions and relationships in a graphical format.






7. Process of estimating the type and quantities of resources like materials - people - equipment - or supplies required to perform each project activity






8. Describes how risk management will be structured and performed on the project.






9. Considers the characteristics of those prospective staff who are available to join the project team.






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






11. 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.






12. 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






13. 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






14. 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.






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






16. 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






17. 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.






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






19. Describes the processes required to ensure that the project satisfies the needs for which it is undertaken. It includes quality planning - performing quality assurance and control.






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






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






22. 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.






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






24. 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






25. The process of confirming human resource availability and obtaining the team necessary to complete project assignments.






26. Probability that a risk will occur.






27. 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.






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






29. They involve measuring value or attractiveness to the project owner. Includes considering the decision criteria and a means to calculate value under uncertainty.






30. 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.






31. 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






32. Process of monitoring the status of the project and product scope and managing changes to the scope baseline.






33. Describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products - services - or results.






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






35. It is used to identify stakeholders that can provide information on detailed project and product requirements. It contains the following information regarding the identified stakeholders: identification information (name - designation - location - co






36. 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






37. Process of formalizing acceptance of the completed project deliverables






38. Refers to the centralized management of one or more portfolios to achieve strategic business objectives. Portfolio management ensures that the portfolios are reviewed to ascertain that resources are allocated as per priority and the allocation is con






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






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






41. A general management technique used to determine whether a particular work can be accomplished by the project team or must be purchased from outside sources.






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






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






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






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






46. Process to monitor the status of the project to update the project budget and manage changes to the cost baseline.






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






48. 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






49. An authorized time-phased budget at completion (BAC) used to measure - monitor - and control overall cost performance on the project. Developed as a summation of the approved budgets by time period and is typically displayed in the form of an S-curve






50. 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.