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Subjects : certifications, capm
Instructions:
  • Answer 50 questions in 15 minutes.
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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. Describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products - services - or results.






2. Document that formally authorizes a project. Provides project manager with the authority to apply organizational resources to project activities.






3. Involves procedures required to close a contract as specified in the prescribed procedures for close procurements. Includes product verification and administrative closure.






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






5. Process of assessing and combining the impact and the likelihood of identified risks. Prioritizes risks according to their potential effect on project objectives for further analysis or action.






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






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






8. 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.






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






10. Persons or organizations who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project. They may also exert influence over the project - its deliverables - and the






11. 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.






12. Also called risk symptoms or warning signs - they are indications that a risk has occurred or is about to occur. They may be discovered in the risk identification process and watched in the risk monitoring and control process.






13. 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






14. Measuring - examining and testing undertaken to determine whether results conform to requirements; also called reviews - product reviews - audits - and walkthroughs






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






16. The work that must be done to deliver a product with the specified features and functions






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






18. Describes the processes required to ensure timely and appropriate generation - collection - dissemination and ultimate disposition of project information. It includes identifying stakeholders - planning communication - distributing information - mana






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






20. 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






21. A formal procedure for authorizing project work to ensure that work is done by the identified organization at the right time and in proper sequence.






22. A mathematical technique to forecast future outcomes based on historical results. This is performed using run charts.






23. A schedule network analysis technique used to determine the amount of scheduling flexibility on various logical network paths in the project schedule network - and to determine the minimum total project duration. Early start and finish dates are calc






24. A modification of a logical relationship that allows an acceleration of the successor activity. A negative lead is equivalent to a positive lag.






25. 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






26. 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






27. Structured review of the procurement process originating from the Plan Procurements process through Administer Procurements process. Objective is to identify successes and failures that warrant recognition in the preparation or administration of othe






28. The process of determining project stakeholders' information needs and defining a communication approach.






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






30. The process to develop an approximation (estimate) of the monetary resources needed to complete project activities.






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






33. 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






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






35. 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.






36. Responses to emerging risks that was previously unidentified or accepted. These were not planned in advance of the occurrence of the risk event.






37. 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






38. 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.






39. 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






40. A method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it.






41. Process of numerically analyzing the effect of identified risks on overall project objectives.






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






43. 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






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






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






46. An accepted action performed to bring projected future project performance in line with the project plan. These actions have to be documented.






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






48. The total amount of time that a schedule activity may be delayed from its early start without delaying the project finish date - or violating a schedule constraint. Calculated using the critical path method technique and determining the difference be






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






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







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