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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.
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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. A table that links requirements to their origin and traces them throughout the project life cycle
Requirements Traceability Matrix
Risk management policies
Project Integration Management
Checklists
2. Defines the procedures by which project scope can be changed; includes paperwork - tracking systems and approval levels necessary for authorizing changes.
Program
Determine Budget
Scope Change Control System
Brainstorming
3. 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
Control Charts
Scope Statement
Fast Tracking
Direct costs
4. 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 -
Formal acceptance and closure
Quality Management Plan
Close procurements
System or Process
5. 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
Revised Cost Estimates
Source Selection Criteria
Interviews
Team Development
6. The process of analyzing activity sequences - durations - resource requirements - and schedule constrains to create the project schedule
Develop Schedule
Project Closeout
System or Process
Develop Human Resource Plan
7. Reduce the probability and/or consequence of an adverse risk event to be within acceptable threshold limits.
Data precision
Organization Breakdown Structure
Mitigation
Graphical Evaluation and Review Technique (GERT)
8. A project is a temporary endeavor undertaken to create a unique product - service - or result
Procurement file
Project
Project Risk Management
Control Account
9. Predefined approaches to risk analysis and response in some organizations that have to be tailored to a particular project.
Make-or-buy analysis
Plan Risk Management
Risk management policies
Precedence Relationships
10. 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.
Schedule Baseline
Design of Experiments (DOE)
Project Human Resource Management
Indirect costs / Overhead costs
11. 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
Project Life Cycle
Matrix Organization
Responsibility Assignment Matrix (RAM)
Project Risk Management
12. Meetings with all prospective sellers and buyers prior to submittal of a bid or proposal. Used to ensure that all prospective sellers have a clear and common understanding of the procurement - and that no bidders receive preferential treatment.
Control Account
Matrix Organization
Program Evaluation and Review Technique (PERT)
Bidder Conferences
13. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
Scope Management Plan
External Dependencies
Tolerances vs. Control limits
Human Resource Practices
14. Activities specifically taken by management and team members to help individual team members work together effectively - thereby improving team performance
Project Files
Risk management policies
Project Selection Methods
Team Building Activities
15. Documentation resulting from project activities. These files may also maintain records of other projects that are detailed enough to aid in developing cost estimates.
Project Files
Mathematical Analysis
Qualified seller lists
Administer procurements
16. 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.
Code of Accounts
Source Selection Criteria
Perform Quantitative Risk Analysis
Triggers
17. 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
Fast Tracking
Monitor and Control Risks
Requirements Management Plan
Staffing Requirements
18. 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
Mandatory Dependencies (or Hard Logic)
Project Risk Management
Scope Statement
Analogous Estimating / Top-down
19. Schematic displays of the logical relationships (dependencies) among the project schedule activities; always drawn from left to right to reflect project work chronology
Estimate Activity Resources
Workaround plans
Project Schedule Network Diagrams
Performance Reviews
20. Also known as "job shadowing -" it is usually done externally by the observer viewing the user performing her job.
Observations
Control Scope
To-Complete Performance Index (TCPI)
Performance Reviews
21. Process of developing a detailed description of the project and product
Interviews
Define Scope
Earned Value Analysis
Matrix Organization
22. 1. Performed by people; 2. Constrained by limited resources; 3. Planned - excuted - monitored - and controlled; 4. Ultimate goal is to achieve organizational objectives or stratregic plans
Project Assumption Testing
Risk Management Plan
Technical performance measurement
Similarities between Operations and Projects
23. 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
Requirements Documentation
Risk Consequences
Communication Requirements Analysis
Project Files
24. Meetings held to assess project status and/or progress.
Performance Reviews
Earned Value Analysis
Tolerances vs. Control limits
Initiation
25. A mathematical technique to forecast future outcomes based on historical results. This is performed using run charts.
Control Schedule
Code of Accounts
Trend Analysis
Grade
26. 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.
Identify Stakeholders
Coding Structure
Constraints
Project Plan Updates
27. Outcome of activities performed to accomplish the project.
Work Results
Risk
Benchmarking
Life Cycle Costing
28. 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
Cost Performance Baseline
Quality Assurance
Activity List
Project Stakeholders
29. Allows for probabilistic treatment of both network logic and activity duration estimates
Brainstorming
Verify Scope
Transference
Graphical Evaluation and Review Technique (GERT)
30. 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.
Triggers
Contract Change Control System
Program Evaluation and Review Technique (PERT)
Scope baseline
31. It consists of tools and techniques used to gather - integrate and disseminate the outputs of project management processes. Supports all aspects of the project from initiating through closing - and can include both manual and automated systems.
Bid / quotation
Critical Path Method
Control Account
Project Management Information Systems (PMIS)
32. Incurred for the exclusive benefit of the project (e.g. - salaries of full-time project staff).
Functional Organization
Plan Risk Management
Direct costs
Projectized Organization
33. Includes the processes that help to estimate - budget - and control costs - so that the project can be completed within the approved budget.
Develop Schedule
Differences between Operations and Project
Project Records
Project Cost Management
34. The document that describes the communication needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communica
Work Breakdown Structure (WBS)
Proposal
Root Cause Analysis
Communications management plan
35. Describes the extent to which a risk is known or understood. Measures extent of data available as well as reliability of data.
Data precision
Prototypes
Change Requests
Project Cost Management
36. Forecasts of potential project schedule and cost results listing the possible completion dates or project duration and costs with their associated confidence levels.
System or Process
Control Schedule
Probabilistic Analysis of the project
To-Complete Performance Index (TCPI)
37. Describes the processes required to acquire goods and services from outside the project team. It includes planning procurements - conducting procurements - administering procurements - and closing procurements.
Program
Interviews
Project Procurement Management
Project Team Directory
38. Complete set of indexed contract documentation - including the closed contract - that is prepared for inclusion with the final project files
Constraints
Simulation
Risk
Procurement file
39. Formal written notice from a person or organization responsible for contract administration - informing that the contract has been completed.
Fast Tracking
Statistical Sampling
Formal acceptance and closure
Perform Quantitative Risk Analysis
40. The process of collecting and distributing performance information - including status reports - progress measurements - and forecasts to stakeholders.
Report Performance
Estimate Activity Durations
Project Cost Management
Triggers
41. 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.
Attribute Sampling vs. Variables Sampling
Communications management plan
Buyer-Seller relationship
Rework
42. 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
Project Scope
Project Files
Decomposition
Benchmarking
43. Group of related projects managed in a coordinated way to obtain control and benefits that are not available if managed individually.
Data Precision Ranking
Project Cost Management
Quality Assurance
Program
44. 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.
Project Management
Project Quality Management
Human Resource Practices
Lessons Learned
45. 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
Plan Risk Responses
Observations
Control Charts
Bidder Conferences
46. 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
Quality Metrics
Facilitated Workshops
Root Cause Analysis
Perform Quality Control
47. Dependencies that are contractually required or those inherent in the nature of the work. Often involve physical limitations.
Time and Material (T&M) Contracts
Project Cost Management
Mandatory Dependencies (or Hard Logic)
Observations
48. Measuring - examining and testing undertaken to determine whether results conform to requirements; also called reviews - product reviews - audits - and walkthroughs
Conduct Procurements
To-Complete Performance Index (TCPI)
Inspection
Forecasting
49. Modifications to the cost estimation prepared for the project
Revised Cost Estimates
Activity List
Earned Value Analysis
Risk Consequences
50. 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.
Fast Tracking
Contingency - Buffer - Reserve
Procurement Management Plan
Project Procurement Management
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