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






2. Checklists are structured tools - usually component specific - used to verify that a set of required steps has been performed and to ensure consistency in frequently performed tasks. These can be developed based on historical information and knowledg






3. 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






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






5. 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






6. Documentation resulting from project activities. These files may also maintain records of other projects that are detailed enough to aid in developing cost estimates.






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






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






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






10. 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






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






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






13. Documentation resulting from project activities. These files may also maintain records of other projects that are detailed enough to aid in developing cost estimates.






14. 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






15. Modifications to the cost estimation prepared for the project






16. 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






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






18. 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






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






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






21. Used to rate or score seller proposals






22. A formal or informal approach to obtain information from stakeholders by talking to them directly






23. The process of approximating the number of work periods needed to complete individual activities with estimated resources






24. A documented tabulation of schedule activities that shows the activity description - activity identifier - and a sufficiently detailed scope of work description so project team members understand what work is to be performed.






25. 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






26. Allows for probabilistic treatment of both network logic and activity duration estimates






27. Lists or files maintained with information on prospective sellers. These lists will generally have information on relevant past experience and other characteristics of the prospective sellers






28. 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






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






30. 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






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






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






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






34. Seller prepared documents that describe the seller's ability and willingness to provide the requested product.






35. Expectations The process of communicating and working with stakeholders to meet their needs and addressing issues as they occur. Project manager applies appropriate interpersonal skills to manage stakeholder expectations - for example - by building t






36. 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






37. Process of documenting project purchasing decisions - specifying the approach - and identifying potential sellers.






38. 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






39. 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.






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






41. 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






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






43. Modifications to the cost estimation prepared for the project






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






45. Seller is a subcontractor - vendor - or supplier - who will typically manage the work of the project. Buyer is the customer who has outsourced work to the seller.






46. 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.






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






48. 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.






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






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