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. Methods used to distribute information to team members and other stakeholders.






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






3. 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






4. 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.






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






6. 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.






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






8. Quantities to be performed for each specific category - and can be used to estimate activity durations






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






10. 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






11. Subdivision of project deliverables into smaller - more manageable components






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






13. A structure that relates the project organizational breakdown structure to the work breakdown structure to help ensure that each component of the project's scope of work is assigned to a person or team. It illustrates the connections between work pac






14. The process of identifying all people or organizations impacted by the project and documenting relevant information regarding their interests - involvement - and impact on project success.






15. 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.






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






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






18. 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.






19. Includes the processes that help to estimate - budget - and control costs - so that the project can be completed within the approved budget.






20. Process of redefining the cost performance/schedule/performance measurement/technical baseline. If cost variances are severe - re-baselining is needed to provide a realistic measure of performance.






21. Factors that will limit the project management team's options (e.g. - a predefined budget)






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






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






24. Structured method to guide the project team during development of project plan. Standard forms and templates or even complicated simulations may be used.






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






27. Collection of generally sequential project phases.






28. 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






29. 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






30. 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






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






32. It shortens the project schedule without changing the project scope - in order to meet schedule constraints - imposed dates - or other schedule objectives. -. This technique includes crashing and fast tracking.






33. Used to identify project and product requirements; some of the techniques used are: Brainstorming - Nominal group technique - The Delphi technique - Idea/mind mapping - and Affinity diagram.






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. 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






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






37. A partially complete document in a predefined format that provides a defined structure for collecting - organizing - and presenting information and data.






38. A requirement imposed by a governmental body and its compliance is mandatory.






39. Mutually binding legal agreement that obligates the seller to provide the specified products - services - or results - and obligates the buyer to compensate the seller.






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






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






42. 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






43. 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.






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






45. Testing identified assumptions against two criteria: assumption stability and consequences on the project if the assumption is false.






46. Also known as "job shadowing -" it is usually done externally by the observer viewing the user performing her job.






47. An uncertain event or condition that - if it occurs - has a positive or negative effect on the project objective.






48. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.






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






50. 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.