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CAPM
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Subjects
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certifications
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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. 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.
Re-baselining
Corrective Action
Product description
Communications Technology
2. Describes the processes required to ensure timely and appropriate generation - collection - dissemination and ultimate disposition of project information. It includes identifying stakeholders - planning communication - distributing information - mana
Team Building Activities
Project Portfolio Management
Corrective Action
Project Communications Management
3. 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
Quality
Product Analysis
Time and Material (T&M) Contracts
Formal acceptance and closure
4. Forecasts of potential project schedule and cost results listing the possible completion dates or project duration and costs with their associated confidence levels.
Product Scope
Probabilistic Analysis of the project
Organizational Policies
Source Selection Criteria
5. Modifications to the cost estimation prepared for the project
Decomposition
Plan Quality
Perform Quality Control
Determine Budget
6. Process of monitoring the status of the project and product scope and managing changes to the scope baseline.
Matrix Organization
Performance Reviews
Control Scope
Stakeholder Analysis
7. Processes and procedures developed for the closing or canceling of projects.
Product Description
Sub Network / Fragment Network
Inspection
Cost Management Plan
8. An applicable restriction that will affect the performance of the project/process.
Constraints
Product Scope
Define Activities
Design of Experiments (DOE)
9. A mathematical technique to forecast future outcomes based on historical results. This is performed using run charts.
Assumptions
Trend Analysis
Project Communications Management
Risk Register
10. The expected cost needed to complete all the remaining work for a schedule activity - work break down structure component - or the project.
Facilitated Workshops
Work Results
Proposal
Estimate to Complete (ETC)
11. 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.
Facilitated Workshops
Deliverable
Make-or-buy analysis
Earned Value Analysis
12. Activities should have a coding structure to allow sorting and/or extractions based on different attributes assigned to the activities.
Assumptions Analysis
Coding Structure
Scope Management Plan
Differences between Operations and Project
13. A partially complete document in a predefined format that provides a defined structure for collecting - organizing - and presenting information and data.
Templates
Close procurements
Time and Material (T&M) Contracts
Scope Statement
14. 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
Risk Database
Functional Organization
Data precision
Risk management policies
15. A formal procedure for authorizing project work to ensure that work is done by the identified organization at the right time and in proper sequence.
Checklists
Control Scope
Work Authorization System
Root Cause Analysis
16. Factors which - for planning purposes - are considered to be true - real or certain.
Assumptions
Schedule Baseline
Functional Organization
Critical Path Methodology (CPM)
17. Documentation resulting from project activities. These files may also maintain records of other projects that are detailed enough to aid in developing cost estimates.
Scope Change Control System
Flowcharts
Project Management
Plan Quality
18. Factors that will limit the project management team's options (e.g. - a predefined budget)
Acceptance
Manage Stakeholder
Constraints
Plan Risk Management
19. Structured review of the project plans and assumptions - prior project files - contracts - and other information.
Performance Reviews
Product description
Documentation Reviews
Procurement performance reviews
20. Document that formally authorizes a project. Provides project manager with the authority to apply organizational resources to project activities.
Project Charter
Estimate Costs
Communications management plan
Project Plan
21. It compares cost performance over time - schedule activities or work packages overrunning and under running the budget - and estimated funds needed to complete work in progress.
Constraints
Assumptions Analysis
Performance Reviews
Plan Communications
22. Formal written notice from a person or organization responsible for contract administration - informing that the contract has been completed.
Independent estimates
Project Assumption Testing
Formal acceptance and closure
Scope Change Control System
23. 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.
Project Planning Methodology
Work Breakdown Structure (WBS)
Proposal
Staffing Pool Description
24. Changing the project management plan to eliminate the threat entirely.
Technical performance measurement
Process Adjustments
External Feedback
Avoidance
25. Any form of schedule network analysis in which scheduling decisions are driven by resource constraints.
Training
Quality Improvement
Conduct Procurements
Resource Leveling
26. They involve measuring value or attractiveness to the project owner. Includes considering the decision criteria and a means to calculate value under uncertainty.
Report Performance
Project Selection Methods
Manage Stakeholder
Control Scope
27. 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
Status Review Meetings
Risk Audits
Benchmarking
Residual Risks
28. 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.
Control Schedule
Constraints
Pareto Diagram/ Chart
Estimate Costs
29. Provides a documented basis for making future project decisions and for confirming or developing common understanding of the project scope among the stakeholders
Control Costs
Scope Statement
Make-or-buy analysis
Quality
30. 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.
Information Distribution Methods
Change Requests
Project Human Resource Management
Estimate at Completion (EAC)
31. Involves developing a better understanding of the product of the project
Organization Breakdown Structure
Estimate to Complete (ETC)
Project
Product Analysis
32. Collection of generally sequential project phases.
Project Life Cycle
Quality Assurance
Code of Accounts
Proposal
33. A management control point where the resource plans - scope - schedule and actual cost are integrated and compared to earned value for performance measurement.
Perform Qualitative Risk Analysis
Critical Path Methodology (CPM)
Differences between Operations and Project
Control Account
34. 1. Operations do not have any timelines. Projects are temporary and have finite time duration. 2. Operation's objective is usually to sustain the business. Project's objective is to achieve the target and close the project.
Differences between Operations and Project
Cost Management Plan
Additional Risk Response Planning
To-Complete Performance Index (TCPI)
35. A documented list of project team members - their project roles - and communication information.
Formal acceptance and closure
Project Team Directory
Deliverable
Inspection
36. Allow for non-sequential activities (e.g. Loops or Conditional Branches); e.g. - GERT(Graphical Evaluation and Review Technique) and System Dynamics
Mandatory Dependencies (or Hard Logic)
Conditional Diagramming Methods
Free Float
Probabilistic Analysis of the project
37. 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.
Project Management Information Systems (PMIS)
External Dependencies
Similarities between Operations and Projects
Estimate Activity Durations
38. Special category of revised cost estimates to an approved cost baseline.
Define Scope
Recruitment Practices
Bidder Conferences
Prevention vs. Inspections
39. 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
Project Portfolio Management
Estimate Costs
Project Management
Bottom-up Estimating
40. The process to develop an approximation (estimate) of the monetary resources needed to complete project activities.
Communications Technology
Earned Value Analysis
Inspection
Grade
41. 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.
Assumptions Analysis
Make-or-buy analysis
Precedence Relationships
Root Cause Analysis
42. A deliverable is a unique - tangible and verifiable work/product. Each project phase is marked by the completion of one or more deliverables.
Deliverable
Risk Consequences
Change Control System
Manage Stakeholder
43. The planned dates to perform schedule activities and the planned dates for meeting schedule milestones. Includes planned start and finish dates for the project's activities - milestones - work packages - planning packages - and control accounts. This
Estimate at Completion (EAC)
Project Schedule
Bidder Conferences
Free Float
44. 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
Project Files
Project Risk Management
Tolerances vs. Control limits
Simulation
45. Diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives.
Procurement file
Plan Risk Responses
Direct costs
Decision Tree
46. Approved modifications to the project schedule that are used to manage the project
Documentation Reviews
Responsibility Assignment Matrix (RAM)
Schedule updates
Training
47. Seeking to shift the consequences of the risk to a third party together with the ownership for the response.
Product Scope
Project Plan
Transference
Assumptions Analysis
48. 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
Mitigation
Change Control System
Responsibility Assignment Matrix (RAM)
Quality Audit
49. It includes the processes required to ensure timely and appropriate generation - collection - dissemination - storage - retrieval - and ultimate disposition of project information.
Project Communications Management
Project Cost Management
Group Decision Making Techniques
Prevention vs. Inspections
50. Includes the processes that help to estimate - budget - and control costs - so that the project can be completed within the approved budget.
Project Cost Management
Control Scope
Staffing Pool Description
Project Closeout
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