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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. It shortens the project schedule without changing the project scope - in order to meet schedule constraints - imposed dates - or other schedule objectives. -. This technique includes crashing and fast tracking.
Procurement Statements of Work (SOW)
Schedule Compression
Procurement resources
Scope Change Control System
2. 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
Project Selection Methods
Performance Reviews
Sensitivity Analysis
Make-or-buy analysis
3. Documentation resulting from project activities. These files may also maintain records of other projects that are detailed enough to aid in developing cost estimates.
Procurement resources
Project Files
Formal acceptance and closure
Quality
4. Dependencies determined by the Project Management Team; involve a relationship between project activities and non-project activities (i.e. - dependencies on issues that are beyond the scope of the project). These dependencies are outside the project
External Dependencies
Phase Exits/ Stage Gates/ Kill Points
Buyer-Seller relationship
Program Evaluation and Review Technique (PERT)
5. 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
Requirements Management Plan
Proposal
Root Cause Analysis
Tolerances vs. Control limits
6. Describes the extent to which a risk is known or understood. Measures extent of data available as well as reliability of data.
Data precision
Define Activities
Project Plan
Organization Breakdown Structure
7. Involves procedures required to close a contract as specified in the prescribed procedures for close procurements. Includes product verification and administrative closure.
Plan Procurements
Control Costs
Close procurements
Product Scope
8. Includes the processes required to purchase or acquire products - services - or results needed from outside the project team.
Project Procurement Management
Bottom-up Estimating
Differences between Operations and Project
Secondary Risks
9. Document that formally authorizes a project. Provides project manager with the authority to apply organizational resources to project activities.
Work Results
Critical Path Methodology (CPM)
Project Schedule Network Diagrams
Project Charter
10. Special category of revised cost estimates to an approved cost baseline.
Data precision
Budget Updates
Project Human Resource Management
Procurement file
11. Factors which - for planning purposes - are considered to be true - real or certain.
Assumptions
Quality Policy
Communications management plan
Procurement resources
12. Describes how risk management will be structured and performed on the project.
Prevention vs. Inspections
Risk Management Plan
Projectized Organization
Tolerances vs. Control limits
13. Generally used when considerations like technical approach and technical skills are paramount in source selection
Proposal
Project Human Resource Management
Procurement resources
Project Human Resource Management
14. 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
Manage Stakeholder
Project Time Management
Workaround plans
Fast Tracking
15. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
Corrective Action
Secondary Risks
External Feedback
Control Charts
16. 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.
Schedule Baseline
Distribute Information
Constraints
Activity List
17. The process to identify and document project roles - responsibilities - and required skills - report relationships - and create a staffing management plan.
Develop Human Resource Plan
Pareto Diagram/ Chart
Team Building Activities
Procurement Management Plan
18. 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.
Prioritized list of quantified risks
Contract Change Control System
Project Life Cycle
Scope Change Control System
19. List of risks includes those that pose the greatest threat or present the greatest opportunity to the project together with a measure of their impact.
Manage Stakeholder
Functional Organization
Prioritized list of quantified risks
Time and Material (T&M) Contracts
20. Persons or organizations who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project. They may also exert influence over the project - its deliverables - and the
Conduct Procurements
Quality Audit
Data Precision Ranking
Project Stakeholders
21. 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.
Design of Experiments (DOE)
Product description
Plan Risk Responses
Attribute Sampling vs. Variables Sampling
22. Application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.
Procurement Statements of Work (SOW)
Expert Judgment
Project Management
Forecasting
23. 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
Earned Value Analysis
Inspection
Assumptions
24. Process of defining and documenting stakeholders' needs to meet the project objectives
Quality Policy
Communications management plan
Collect Requirements
Requirements Management Plan
25. A provision in the project management plan to mitigate cost and/or schedule risk. Often used with a modifier to provide further details on what types of risk are meant to be mitigated.
Project Closeout
Project Assumption Testing
Contingency - Buffer - Reserve
Stakeholder register
26. Process of numerically analyzing the effect of identified risks on overall project objectives.
Perform Quality Control
Perform Quantitative Risk Analysis
Human Resource Practices
Procurement Management Plan
27. Process of managing procurement relationships - monitoring contract performance - ad making changes and corrections as needed.
Quantitatively based durations
Administer procurements
Forecasting
Project Closeout
28. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
Communication Requirements Analysis
Tolerances vs. Control limits
Risk Consequences
Prevention vs. Inspections
29. Dependencies that are contractually required or those inherent in the nature of the work. Often involve physical limitations.
Phase Exits/ Stage Gates/ Kill Points
Root Cause Analysis
Trend Analysis
Mandatory Dependencies (or Hard Logic)
30. Any numbering system used to uniquely identify each component of the work breakdown structure.
Quality Policy
Procurement performance reviews
Fixed- price contracts
Deliverable
31. A calendar of working days and non- working days that determines those dates on which each specific resource is ideal or can be active; typically defines the resource specific holidays and resource availability periods; the calendars that specify whe
Residual Risks
Project Records
Resource Calendar
Work Results
32. 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
Project Schedule
Prioritized list of quantified risks
Staffing Requirements
Regulation
33. Describes the processes concerned with identifying - analyzing - and responding to project risk. It includes planning risk management - identifying risks - performing qualitative risk analysis - performing quantitative risk analysis - planning risk r
Project Plan
Project Risk Management
Earned Value Analysis
Product description
34. Seller prepared documents that describe the seller's ability and willingness to provide the requested product.
Plan Risk Responses
Inspection
Team Development
Proposals
35. Describes the processes required to ensure timely completion of the project. It includes defining activities - sequencing activities - estimating activity resources - estimating activity durations - developing the schedule - and controlling the sched
Report Performance
Corrective Action
Project Time Management
Formal acceptance and closure
36. Mutually binding legal agreement that obligates the seller to provide the specified products - services - or results - and obligates the buyer to compensate the seller.
Organization Breakdown Structure
Team Building Activities
Contract
Independent estimates
37. A group of documented procedure used to apply technical and administrative direction and surveillance to: a) Identify and document the system's functional and physical characteristics; b)Control any changes to such characteristics; c) Record and repo
Configuration Management System
Stakeholder Analysis
Risk Consequences
Schedule Compression
38. The process of determining project stakeholders' information needs and defining a communication approach.
Risk Categories
Close procurements
Plan Communications
Training
39. 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.
Program Evaluation and Review Technique (PERT)
Scope Changes
Revised Cost Estimates
Similarities between Operations and Projects
40. They involve measuring value or attractiveness to the project owner. Includes considering the decision criteria and a means to calculate value under uncertainty.
Requirements Traceability Matrix
Scope baseline
Project Selection Methods
Risk Categories
41. An applicable restriction that will affect the performance of the project/process.
Direct costs
Constraints
Product Description
Estimate Activity Durations
42. Group of related projects managed in a coordinated way to obtain control and benefits that are not available if managed individually.
Lag
Perform Quantitative Risk Analysis
Project Schedule
Program
43. 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
Project Schedule Network Diagrams
Time and Material (T&M) Contracts
Trend Analysis
Project Scope Management
44. Meetings held to assess project status and/or progress.
Procurement audits
Benchmarking
Performance Reviews
Requirements Documentation
45. Seeking to shift the consequences of the risk to a third party together with the ownership for the response.
Transference
Conditional Diagramming Methods
Risk Database
Bottom-up Estimating
46. Probability that a risk will occur.
Interviews
Risk probability
Control Scope
Manage Stakeholder
47. Measuring - examining and testing undertaken to determine whether results conform to requirements; also called reviews - product reviews - audits - and walkthroughs
Determine Budget
Procurement Management Plan
Inspection
Constraints
48. A project is a temporary endeavor undertaken to create a unique product - service - or result
Flowcharts
Project
Monitor and Control Risks
Project Risk Management
49. 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.
Data precision
Constraints
Probability and impact matrix
Resource Calendar
50. A partially complete document in a predefined format that provides a defined structure for collecting - organizing - and presenting information and data.
Cost Performance Baseline
Constraints
Brainstorming
Templates
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