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






2. Process of formalizing acceptance of the completed project deliverables






3. 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






4. Activities specifically taken by management and team members to help individual team members work together effectively - thereby improving team performance






5. The process of collecting and distributing performance information - including status reports - progress measurements - and forecasts to stakeholders.






6. Process of numerically analyzing the effect of identified risks on overall project objectives.






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






8. 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






9. 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






10. 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.






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






12. A schedule network analysis technique used to determine the amount of scheduling flexibility on various logical network paths in the project schedule network - and to determine the minimum total project duration. Early start and finish dates are calc






13. 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.






14. Methods used to distribute information to team members and other stakeholders.






15. Defines the procedures by which project scope can be changed; includes paperwork - tracking systems and approval levels necessary for authorizing changes.






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






17. 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






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






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






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






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






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






23. Meetings that are regularly scheduled to exchange and analyze information about the project and its performance.






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






25. 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.






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






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






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






29. Process of implementing risk response plans - tracking identified risks - monitoring residual risks - identifying new risks - and evaluating risk process effectiveness throughout the project.






30. 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.






31. Seller is a subcontractor - vendor - or supplier - who will typically manage the work of the project. Buyer is the customer who has outsourced work to the seller.






32. Process of monitoring the status of the project to update project progress and manage changes to the schedule baseline






33. 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






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






35. 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






36. 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.






37. 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






38. Collection of generally sequential project phases.






39. Estimating or predicting future project status and progress based on knowledge and information available at the time of forecasting.






40. A documented tabulation of schedule activities that shows the activity description - activity identifier - and a sufficiently detailed scope of work description so project team members understand what work is to be performed.






41. 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






42. Used to generate - classify - and prioritize product requirements. Some methods used to reach group decisions are: unanimity - majority - plurality - and dictatorship.






43. 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.






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






45. 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






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






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






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






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






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