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CAPM
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Subjects
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certifications
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capm
Instructions:
Answer 50 questions in 15 minutes.
If you are not ready to take this test, you can
study here
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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. Process to monitor the status of the project to update the project budget and manage changes to the cost baseline.
Control Costs
To-Complete Performance Index (TCPI)
Project Planning Methodology
Project Schedule Network Diagrams
2. For many procurement items - the procuring organization may elect to either prepare its own independent estimate - or have an estimate of costs prepared by an outside professional estimator - to serve as a benchmark on proposed responses.
Direct costs
Staffing Requirements
Total Float
Independent estimates
3. A deliverable is a unique - tangible and verifiable work/product. Each project phase is marked by the completion of one or more deliverables.
Control Account
Process Adjustments
Risk
Deliverable
4. Activities that assist in developing/enhancing the ability of team members to work together effectively and contribute to the success of the project team. It improves the people skills - technical competencies - and overall team environment and proje
Quality
Requirements Traceability Matrix
Team Development
Risk Register
5. Measuring - examining and testing undertaken to determine whether results conform to requirements; also called reviews - product reviews - audits - and walkthroughs
Define Activities
Staffing Requirements
Constraints
Inspection
6. 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.
Quality Improvement
Parametric Estimating
Plan Quality
Scope Changes
7. Outcome of activities performed to accomplish the project.
Work Results
Make-or-buy analysis
Analogous Estimating (top-down)
Budget Updates
8. Factors which - for planning purposes - are considered to be true - real or certain.
Budget Updates
Resource Leveling
Assumptions
Procurement Documents
9. Bring together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product - service - or result
Human Resource Practices
Project Plan
Focus groups
Staffing Requirements
10. 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.
Activity List
Plan Risk Responses
Project Human Resource Management
Mandatory Dependencies (or Hard Logic)
11. Processes and procedures developed for the closing or canceling of projects.
Inspection
Crashing
Quality Improvement
Work Breakdown Structure (WBS)
12. 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.
Project Files
Mathematical Analysis
Life Cycle Costing
Performance Reviews
13. An applicable restriction that will affect the performance of the project/process.
Communications management plan
Transference
Constraints
Scope Statement
14. 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.
Project Management Information Systems (PMIS)
Buyer-Seller relationship
Brainstorming
Risk management policies
15. The process to develop an approximation (estimate) of the monetary resources needed to complete project activities.
Estimate Costs
Additional Risk Response Planning
Parametric Estimating
Program
16. Diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives.
Product Scope
Decision Tree
Additional Risk Response Planning
Inspection
17. A structured review of the seller's progress to deliver project scope and quality - within cost and on schedule - as compared to the contract.
Procurement performance reviews
Direct costs
Administer procurements
Formal acceptance and closure
18. 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
Group Creativity Techniques
Project Planning Methodology
Stakeholder Analysis
Simulation
19. Formal and informal policies that are required for project plan development. Organizational policies include quality management - personnel administration and financial controls.
Organizational Policies
Plan Communications
Configuration Management System
Sub Network / Fragment Network
20. A partially complete document in a predefined format that provides a defined structure for collecting - organizing - and presenting information and data.
Templates
Revised Cost Estimates
Project Management Information Systems (PMIS)
Communications management plan
21. Describes how risk management will be structured and performed on the project.
Report Performance
Risk Management Plan
Data Precision Ranking
Plan Procurements
22. Charts/ Judgment provided based upon expertise in an application area - knowledge area - discipline - industry - etc. as appropriate for the activity being performed. Such expertise may be provided by any group or person with specialized education -
Project Files
Requirements Documentation
System or Process
Prioritized list of quantified risks
23. An estimating technique that uses the values of parameters - such as scope - cost - budget - and duration or measure of scale such as size - weight - and complexity - from a previous - similar activity as the basis for estimating the same parameter o
Benchmarking
Assumptions
Work Breakdown Structure (WBS)
Perform Qualitative Risk Analysis
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
Risk management policies
Make-or-buy analysis
Procurement resources
Control Costs
25. The calculated projection of cost performance that must be achieved on the remaining work to meet a specified management goal - such as the budget at completion (BAC) or the estimate at completion (EAC). It is the ratio of 'remaining work' to the 'fu
Analogous Estimating (top-down)
Control Charts
Project Files
Identify Stakeholders
26. 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.
Acquire Project Team
Training
Perform Qualitative Risk Analysis
Project Files
27. Policies - guidelines and procedures that can help the project management team with various aspects of organizational planning.
Grade
Human Resource Practices
Activity List
Sensitivity Analysis
28. Structured review of the project plans and assumptions - prior project files - contracts - and other information.
Documentation Reviews
Inspection
Risk Audits
Project Cost Management
29. Seeking to shift the consequences of the risk to a third party together with the ownership for the response.
Product description
Analogous Estimating (top-down)
Transference
Project Risk Management
30. 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
Data precision
Functional Organization
Indirect costs / Overhead costs
Risk Register
31. 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.
Sequence Activities
Estimate Costs
Quality Management Plan
To-Complete Performance Index (TCPI)
32. This compares technical accomplishments during project execution with the project management plan's schedule of technical achievement.
Technical performance measurement
Design of Experiments (DOE)
Procurement Documents
Additional Risk Response Planning
33. Involves setting a fixed total price for a defined product or service to be provided.
Change Requests
Fixed- price contracts
Project Cost Management
Project Schedule Network Diagrams
34. Modifications to the cost estimation prepared for the project
Life Cycle Costing
Define Activities
Resource Leveling
Revised Cost Estimates
35. Documentation resulting from project activities. These files may also maintain records of other projects that are detailed enough to aid in developing cost estimates.
Prevention vs. Inspections
Risk Management Plan
Risk Consequences
Project Files
36. Includes the processes that organize - manage - and lead the project team.
Mathematical Analysis
Project Records
Project Communications Management
Project Human Resource Management
37. Forecasts of potential project schedule and cost results listing the possible completion dates or project duration and costs with their associated confidence levels.
Projectized Organization
Graphical Evaluation and Review Technique (GERT)
External Dependencies
Probabilistic Analysis of the project
38. 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
Communication Requirements Analysis
Formal acceptance and closure
Sequence Activities
Procurement negotiations
39. 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
Project Time Management
Project Human Resource Management
Estimate to Complete (ETC)
Sequence Activities
40. 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
Performance Reviews
Expert Judgment
Scope Change Control System
Fast Tracking
41. Integrates scope - cost (or resource) - and schedule measures to help the project management team assess project performance.
Precedence Relationships
Project Portfolio Management
Procurement audits
Earned Value Analysis
42. Includes identified risks - risk owners - results of Perform qualitative risk analysis process - agreed upon response strategies - etc.
Project Human Resource Management
Risk Register
Prevention vs. Inspections
Lead
43. Includes the processes required to purchase or acquire products - services - or results needed from outside the project team.
Program Evaluation and Review Technique (PERT)
Project Procurement Management
Focus groups
Organization Breakdown Structure
44. 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.
Procurement resources
Project Human Resource Management
Additional Risk Response Planning
Project Integration Management
45. Document that formally authorizes a project. Provides project manager with the authority to apply organizational resources to project activities.
Decision Tree
Fast Tracking
Bidder Conferences
Project Charter
46. Technologies or methods to transfer information among project stakeholders.
Constraints
Prototypes
Constraints
Communications Technology
47. Includes the processes that help to estimate - budget - and control costs - so that the project can be completed within the approved budget.
Team Building Activities
Risk Audits
Fast Tracking
Project Quality Management
48. Reduce the probability and/or consequence of an adverse risk event to be within acceptable threshold limits.
Buyer-Seller relationship
Project Scope Management
Free Float
Mitigation
49. 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
Functional Organization
Assumptions
Project Risk Management
Close procurements
50. Risks that remain after planned responses have been implemented - as well as those that have been deliberately accepted.
Mitigation
Risk probability
Residual Risks
To-Complete Performance Index (TCPI)
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