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Test your basic knowledge |
CAPM
Start Test
Study First
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. A project is a temporary endeavor undertaken to create a unique product - service - or result
Grade
Life Cycle Costing
Project
Acceptance
2. 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
Cost Performance Baseline
Quality
Crashing
Earned Value Analysis
3. Charts that are used to show positions and relationships in a graphical format.
Project Quality Management
Organization Chart
Project Charter
Risk Audits
4. Process of formalizing acceptance of the completed project deliverables
Independent estimates
Similarities between Operations and Projects
Mathematical Analysis
Verify Scope
5. Describes how individual requirements meet the business need for the project.
Estimate Activity Resources
Schedule Baseline
Requirements Documentation
Project Charter
6. Defines the process by which the procurement can be modified. It includes paperwork - tracking systems - dispute resolution procedures - and approval levels necessary for authorizing changes.
Define Activities
Risk Register
Contract Change Control System
Contingency - Buffer - Reserve
7. A modification of a logical relationship that allows an acceleration of the successor activity. A negative lead is equivalent to a positive lag.
Work Results
Lead
Program Evaluation and Review Technique (PERT)
Focus groups
8. Allows for probabilistic treatment of both network logic and activity duration estimates
Resource Leveling
Graphical Evaluation and Review Technique (GERT)
Probabilistic Analysis of the project
Prevention vs. Inspections
9. Integrates scope - cost (or resource) - and schedule measures to help the project management team assess project performance.
Mathematical Analysis
Statistical Sampling
Project Planning Methodology
Performance Reviews
10. Any form of schedule network analysis in which scheduling decisions are driven by resource constraints.
Project Charter
Resource Leveling
Perform Qualitative Risk Analysis
Re-baselining
11. 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.
Mandatory Dependencies (or Hard Logic)
Procurement performance reviews
Acceptance
Projectized Organization
12. The process of confirming human resource availability and obtaining the team necessary to complete project assignments.
Quality Assurance
Acquire Project Team
Project Plan Updates
Total Float
13. 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.
Distribute Information
Documentation Reviews
Risk Audits
Schedule Baseline
14. The document that describes the communication needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communica
Communications management plan
Project Schedule Network Diagrams
Distribute Information
Procurement Management Plan
15. The process in which the estimated costs of individual activities or work packages are aggregated to establish an authorized cost baseline.
Quality Metrics
Lag
Project Files
Plan Risk Management
16. A requirement imposed by a governmental body and its compliance is mandatory.
Inspection
Bidder Conferences
Regulation
Scope Statement
17. Process of defining how to conduct risk management activities for a project.
Grade
Pareto Diagram/ Chart
Plan Risk Management
Risk Management Plan
18. They possess a blend of functional and projectized characteristics. Weak matrices maintain many of the characteristics of a functional organization - and the Project Manager's role is more that of a coordinator or expediter than that of a manager. Si
Documentation Reviews
Brainstorming
Matrix Organization
Critical Path Methodology (CPM)
19. Factors that will limit the project management team's options (e.g. - a predefined budget)
Free Float
Communications Technology
Data precision
Constraints
20. Describes the processes required to ensure that the project is completed within the approved budget. It includes estimating the cost - determining the budget - and controlling the costs.
Responsibility Assignment Matrix (RAM)
Risk Database
Project Cost Management
Assumptions
21. Factors that limit a buyer's options. E.g. - funds availability
Parametric Estimating
Constraints
Perform Qualitative Risk Analysis
Interviews
22. The expected cost needed to complete all the remaining work for a schedule activity - work break down structure component - or the project.
Trend Analysis
Regulation
Work Results
Avoidance
23. Seeking to shift the consequences of the risk to a third party together with the ownership for the response.
Project Communications Management
Quality Improvement
Transference
Product description
24. Risks that remain after planned responses have been implemented - as well as those that have been deliberately accepted.
Collect Requirements
Risk Consequences
Contract Change Control System
Residual Risks
25. Process of obtaining seller responses - selecting a seller - and awarding a contract
Conduct Procurements
Product Analysis
Project Files
Design of Experiments (DOE)
26. Documentation resulting from project activities. These files may also maintain records of other projects that are detailed enough to aid in developing cost estimates.
Expert Judgment
Scope Change Control System
Project Files
Procurement negotiations
27. Used to generate - classify - and prioritize product requirements. Some methods used to reach group decisions are: unanimity - majority - plurality - and dictatorship.
Perform Qualitative Risk Analysis
Group Decision Making Techniques
Forecasting
Scope Statement
28. 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
Procurement resources
Identify Stakeholders
Risk Register
Project Risk Management
29. A technique for estimating that applies a weighted average of optimistic - pessimistic - and most likely estimates when there is uncertainty with the individual activity estimates.
Product Scope
Program Evaluation and Review Technique (PERT)
Process Adjustments
Change Control System
30. 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.
Quality Audit
Resource Leveling
Projectized Organization
Distribute Information
31. Structured review of the project plans and assumptions - prior project files - contracts - and other information.
Lag
Documentation Reviews
Project Plan Updates
Project Time Management
32. The process to develop an approximation (estimate) of the monetary resources needed to complete project activities.
To-Complete Performance Index (TCPI)
Estimate Costs
Communications Technology
Quality Policy
33. Factors that - for planning purposes - will be considered true - real or certain.
Project Procurement Management
Assumptions
Quality Management Plan
Mathematical Analysis
34. Testing identified assumptions against two criteria: assumption stability and consequences on the project if the assumption is false.
Perform Quality Control
Crashing
Project Assumption Testing
Attribute Sampling vs. Variables Sampling
35. Describes how project scope will be managed and how scope changes will be integrated into the project. It should also include an assessment of the expected stability of the project scope
Information Distribution Methods
Matrix Organization
Scope Management Plan
Schedule Compression
36. This is done to take care of risks that were not identified in the risk response plan - or their impact on objectives is greater than expected.
Close procurements
Additional Risk Response Planning
Project Human Resource Management
Bottom-up Estimating
37. 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
Constraints
Project Portfolio Management
Training
Contract
38. Includes the processes that organize - manage - and lead the project team.
Project Human Resource Management
Documentation Reviews
Conduct Procurements
Develop Schedule
39. Meetings held to assess project status and/or progress.
Identify Stakeholders
Performance Reviews
Assumptions Analysis
Project Human Resource Management
40. An analytical technique used to determine the basic underlying reason that causes a variance or a defect or a risk. Root cause may underlie more than one variance or defect or risk. Root cause analysis is done as part of corrective action - Helps ide
Acceptance
Decision Tree
Root Cause Analysis
Develop Schedule
41. 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.
Performance Reviews
Product Analysis
Prioritized list of quantified risks
Quality
42. 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.
Collocation
Procurement performance reviews
Budget Updates
Prevention vs. Inspections
43. A functional organization has a hierarchy in which every employee has one clear superior. Staff members are grouped by areas of specialization. Functional organizations may still have projects - but the perceived scope of the project is defined by th
Risk Consequences
Communication Requirements Analysis
Functional Organization
Critical Path Method
44. Risks that arise as a direct result of implementing a risk response.
Grade
Source Selection Criteria
Secondary Risks
Mandatory Dependencies (or Hard Logic)
45. Descriptions of which resources will be available at what times and in what patterns necessary for schedule development
Corrective Action
Direct costs
Resource Pool Descriptions
Checklists
46. A structured review of the seller's progress to deliver project scope and quality - within cost and on schedule - as compared to the contract.
Work Breakdown Structure (WBS)
Procurement performance reviews
Secondary Risks
Cost Performance Baseline
47. 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
Activity List
Project Quality Management
Constraints
Time and Material (T&M) Contracts
48. Process of developing a detailed description of the project and product
Simulation
Schedule Baseline
Avoidance
Define Scope
49. A table that links requirements to their origin and traces them throughout the project life cycle
Requirements Traceability Matrix
Procurement audits
Project Quality Management
Communications management plan
50. Process of documenting project purchasing decisions - specifying the approach - and identifying potential sellers.
Project Schedule Network Diagrams
Prevention vs. Inspections
Constraints
Plan Procurements