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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.
  • 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. Calculates the theoretical early start and finish dates - and late start and finish dates - for all activities without regard to any resource limitations. This is done by performing a forward and backward pass analysis through the schedule network.






2. A hierarchically organized depiction of the project organization arranged so as to relate the work packages to the performing organizational units.






3. 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.






4. Action taken to bring a defective or nonconforming item into compliance with requirements or specifications. It is a frequent cause of project overruns in most application areas.






5. 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.






6. Descriptions of which resources will be available at what times and in what patterns necessary for schedule development






7. Includes the processes required to purchase or acquire products - services - or results needed from outside the project team.






8. A general data gathering and creativity technique that can be used to identify risks - ideas - or solutions to issues by using a group of team members or subject matter experts which data can be addressed later in Perform qualitative and quantitative






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






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






11. An estimating technique that uses parameters from a previous - similar project as the basis for estimating the same parameter/measure for a future project. Frequently used to estimate project duration when there is a limited amount of detailed inform






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






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






14. 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.






15. Process of defining and documenting stakeholders' needs to meet the project objectives






16. 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






17. Involves setting a fixed total price for a defined product or service to be provided.






18. 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.






19. Formal written notice from a person or organization responsible for contract administration - informing that the contract has been completed.






20. Records of previous project results that can be used to identify risks.






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






22. Integrates scope - cost (or resource) - and schedule measures to help the project management team assess project performance.






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






24. The total amount of time that a schedule activity may be delayed from its early start without delaying the project finish date - or violating a schedule constraint. Calculated using the critical path method technique and determining the difference be






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






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






27. 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






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






29. Processes and procedures developed for the closing or canceling of projects.






30. 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.






31. 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.






32. A project is a temporary endeavor undertaken to create a unique product - service - or result






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






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






35. 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






36. Project team accepts the risk - i.e. team decides not to change the project plan to deal with the risk - or is unable to identify any other suitable response strategy.






37. A deliverable is a unique - tangible and verifiable work/product. Each project phase is marked by the completion of one or more deliverables.






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






39. A method of estimating a component of work. The work is decomposed into more detail. An estimate is prepared of what is needed to meet the requirements of each of the lower - more detailed pieces of work. These estimates are then aggregated into a to






40. 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.






41. Risks that arise as a direct result of implementing a risk response.






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






43. Documents the characteristics of the product - result - or service which the project is undertaken to create.






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






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






46. 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






47. The process of approximating the number of work periods needed to complete individual activities with estimated resources






48. Specify lessons that can be learned from each and every project - even from projects which are failures. They need to be documented. Most companies prefer post-implementation meetings and case studies to document Lessons Learned






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






50. 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







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