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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.
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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. Projects are frequently divided into better manageable components or subprojects. Subprojects are often contracted to an external enterprise or another functional unit in the performing organization.






2. 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






3. Includes identified risks - risk owners - results of Perform qualitative risk analysis process - agreed upon response strategies - etc.






4. 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






5. Process of defining how to conduct risk management activities for a project.






6. Process of developing a detailed description of the project and product






7. 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.






8. 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






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






10. Factors that - for planning purposes - will be considered true - real or certain.






11. Schematic displays of the logical relationships (dependencies) among the project schedule activities; always drawn from left to right to reflect project work chronology






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






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






14. 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.






15. 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.






16. Approved modifications to the project schedule that are used to manage the project






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






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






19. Process of formally authorizing a new project or the next phase of an existing project; links the project to the ongoing work of the performing organization






20. Application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.






21. Considers the characteristics of those prospective staff who are available to join the project team.






22. Changing the project management plan to eliminate the threat entirely.






23. Describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products - services - or results.






24. Includes the processes that organize - manage - and lead the project team.






25. 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.






26. Involves immediate corrective or preventive action as a consequence of quality control measurements.






27. Describes the processes required to ensure that the project includes only the essential work required to complete the project successfully. It includes collecting the requirements - defining the scope - verifying the scope and controlling the scope o






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






29. This compares technical accomplishments during project execution with the project management plan's schedule of technical achievement.






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






31. Predefined approaches to risk analysis and response in some organizations that have to be tailored to a particular project.






32. 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.






33. The expected cost needed to complete all the remaining work for a schedule activity - work break down structure component - or the project.






34. Project Simulation uses a model that translates the specified detailed uncertainties of the project into their potential impact on project objectives.






35. A documented list of project team members - their project roles - and communication information.






36. Repository that provides for collection - maintenance - and analysis of data gathered and used in the risk management process. Use of this database assists risk management throughout the organization and - over time - forms the basis of a risk lesson






37. 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






38. Describes the extent to which a risk is known or understood. Measures extent of data available as well as reliability of data.






39. Costs allocated to the project by the performing organization as a cost of doing business (e.g. - salaries of corporate executives). Usually calculated as a percentage of direct costs.






40. 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






41. 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.






42. 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.






43. 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






44. 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






45. Risks that remain after planned responses have been implemented - as well as those that have been deliberately accepted.






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






47. 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.






48. Outcome of activities performed to accomplish the project.






49. Dependencies determined by the Project Management Team; involve a relationship between project activities and non-project activities (i.e. - dependencies on issues that are beyond the scope of the project). These dependencies are outside the project






50. 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







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