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. 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






3. 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.






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






5. 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






6. Factors which - for planning purposes - are considered to be true - real or certain.






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






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






9. Meetings held to assess project status and/or progress.






10. Focused sessions that bring key cross-functional stakeholders together to define product requirements






11. Helps to determine which risks have the most potential impact on the project. Examines the extent to which the uncertainty of each project element affects the objective being examined when all the other uncertain elements are held at their baseline v






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






13. 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.






14. Collection of generally sequential project phases.






15. 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






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






17. Lists or files maintained with information on prospective sellers. These lists will generally have information on relevant past experience and other characteristics of the prospective sellers






18. The conclusion of a project phase is marked by a review of both key deliverables and project performance till date to determine if the project should continue into its next phase and detect and correct errors cost-effectively. These phase end reviews






19. 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.






20. Refers to the centralized management of one or more portfolios to achieve strategic business objectives. Portfolio management ensures that the portfolios are reviewed to ascertain that resources are allocated as per priority and the allocation is con






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






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






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






24. Forecasts of potential project schedule and cost results listing the possible completion dates or project duration and costs with their associated confidence levels.






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






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






27. Uses a project model that translates the uncertainties specified at a detailed level into their potential impact on objectives that are expressed at the level of the total project. Project simulation uses computer models and estimates of risk and are






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






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






30. A structured review of the seller's progress to deliver project scope and quality - within cost and on schedule - as compared to the contract.






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






32. 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






33. A formal - approved document used to define how the project is executed - controlled and monitored. It can either be at a detailed or high level and may contain one or more subsidiary plans.






34. The amount of time that a schedule activity can be delayed without delaying the early start date of any immediately following schedule activities.






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






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






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






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






39. Diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives.






40. The process in which the estimated costs of individual activities or work packages are aggregated to establish an authorized cost baseline.






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






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






43. An applicable restriction that will affect the performance of the project/process.






44. Risk Audits examine and document the effectiveness of risk responses in dealing with identified risks and their root causes - as well as the effectiveness of the risk management process.






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






46. 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






47. A process of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. It identifies the interests - expectations - and influence of the stakehold






48. 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






49. A general management technique used to determine whether a particular work can be accomplished by the project team or must be purchased from outside sources.






50. 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.