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. 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






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






3. In a projectized organization - most of the organization's resources are involved in project work - and Project Managers have a great deal of independence and authority.






4. A modification of a logical relationship that directs a delay in the successor activity.






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






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






7. 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.






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






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






10. 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






11. Hybrid type of contractual agreements that contain aspects of both cost-reimbursable and fixed- price contracts. Some characteristics: · Open-ended - i.e. - full value of the agreement and the exact quantity of items to be delivered may not be define






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






13. 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






14. Description of the product of the project - provides important information about any technical issues or concerns that would need to be considered during procurement planning






15. Generally used when considerations like technical approach and technical skills are paramount in source selection






16. 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.






17. Process of changing the schedule baseline. It is done when schedule delays are very severe - and the project schedule has to be completely changed.






18. A calendar of working days and non- working days that determines those dates on which each specific resource is ideal or can be active; typically defines the resource specific holidays and resource availability periods; the calendars that specify whe






19. Describes how the procurement processes (from developing procurement documentation through contract closure) will be managed






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






21. 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






22. Structured review of the project plans and assumptions - prior project files - contracts - and other information.






23. 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.






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






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






26. A subdivision (fragment) of a project schedule network diagram - used to illustrate or study some potential or proposed schedule condition - such as changes in preferential schedule logic or project scope.






27. Activities should have a coding structure to allow sorting and/or extractions based on different attributes assigned to the activities.






28. Determining which risks may affect the project and documenting their characteristics.






29. 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






30. A collection of formal (note: not informal) documented procedures - which defines how the documentation and project deliverables will be managed - changed and approved.






31. An organizational placement strategy where the project team members are physically located close to one another in order to improve communication - working relationships - and productivity.






32. Technique that explores the validity of assumptions basing on which every identified project risk is conceived and developed. It identifies risks to the project from inaccuracy - instability - inconsistency - or incompleteness of assumptions.






33. Documents how requirements will be analyzed - documented - and managed throughout the project






34. Any form of schedule network analysis in which scheduling decisions are driven by resource constraints.






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






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






37. 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.






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






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






40. 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.






41. 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






42. Process of identifying and documenting relationships among the project activities. Sequencing can be performed by using project management software or by using manual or automated techniques.






43. 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






44. 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.






45. Involves developing a better understanding of the product of the project






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






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






48. Process of obtaining seller responses - selecting a seller - and awarding a contract






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






50. 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