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






2. A matrix that assigns risk ratings to risks or conditions based on a combining probability and impact scales. Risks with high probability and high impact will require further analysis.






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






4. A modification of a logical relationship that allows an acceleration of the successor activity. A negative lead is equivalent to a positive lag.






5. Provides a documented basis for making future project decisions and for confirming or developing common understanding of the project scope among the stakeholders






6. 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






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






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






9. 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






10. 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.






11. The process of determining project stakeholders' information needs and defining a communication approach.






12. 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.






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






14. If the performing organization does not have a formal contracting group - then the project team will have to supply both the resources and expertise to support procurement activities






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






16. 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.






17. Describes the processes required to acquire goods and services from outside the project team. It includes planning procurements - conducting procurements - administering procurements - and closing procurements.






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






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






20. Mutually binding legal agreement that obligates the seller to provide the specified products - services - or results - and obligates the buyer to compensate the seller.






21. Collection of generally sequential project phases.






22. It includes the processes required to ensure timely and appropriate generation - collection - dissemination - storage - retrieval - and ultimate disposition of project information.






23. The calculated projection of cost performance that must be achieved on the remaining work to meet a specified management goal - such as the budget at completion (BAC) or the estimate at completion (EAC). It is the ratio of 'remaining work' to the 'fu






24. 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.






25. 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






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






27. 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.






28. 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.






29. 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






30. Deliverable- oriented grouping of project components that organizes and defines the total scope of the project - work not in the WBS is outside the scope of the project.






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






32. Modifications to the cost estimation prepared for the project






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






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






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






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






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






38. 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






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






40. Process of assessing and combining the impact and the likelihood of identified risks. Prioritizes risks according to their potential effect on project objectives for further analysis or action.






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






42. It is a tool and technique which is used to determine the information needs of the project stakeholders. This is a key component for planning the project's actual communications. It would assist in determining and limiting who will communicate with w






43. Clarify the structure - requirements and other terms of the purchases so that mutual agreement can be reached prior to signing the contract.






44. The process of analyzing activity sequences - durations - resource requirements - and schedule constrains to create the project schedule






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






46. 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






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






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






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






50. Policies - guidelines and procedures that can help the project management team with various aspects of organizational planning.