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. Any form of schedule network analysis in which scheduling decisions are driven by resource constraints.






2. 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






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






4. Modifications to the cost estimation prepared for the project






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






6. Checklists are structured tools - usually component specific - used to verify that a set of required steps has been performed and to ensure consistency in frequently performed tasks. These can be developed based on historical information and knowledg






7. Activities that assist in developing/enhancing the ability of team members to work together effectively and contribute to the success of the project team. It improves the people skills - technical competencies - and overall team environment and proje






8. The work that must be done to deliver a product with the specified features and functions






9. 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.






10. 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.






11. An estimating technique that uses parameters from a previous - similar project as the basis for estimating the same parameter/measure for a future project. Frequently used to estimate project duration when there is a limited amount of detailed inform






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






13. 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.






14. Measuring - examining and testing undertaken to determine whether results conform to requirements; also called reviews - product reviews - audits - and walkthroughs






15. 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






16. 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






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






18. Judgment provided based upon expertise in an application area - knowledge area - discipline - industry - etc. as appropriate for the activity being performed. Such expertise may be provided by any group or person with specialized education - knowledg






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






20. Quantities to be performed for each specific category - and can be used to estimate activity durations






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






22. 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.






23. 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






24. Modifications to the cost estimation prepared for the project






25. Structured review of the procurement process originating from the Plan Procurements process through Administer Procurements process. Objective is to identify successes and failures that warrant recognition in the preparation or administration of othe






26. 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.






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






28. 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






29. A table that links requirements to their origin and traces them throughout the project life cycle






30. Used to identify project and product requirements; some of the techniques used are: Brainstorming - Nominal group technique - The Delphi technique - Idea/mind mapping - and Affinity diagram.






31. Outcome of activities performed to accomplish the project.






32. Meetings with all prospective sellers and buyers prior to submittal of a bid or proposal. Used to ensure that all prospective sellers have a clear and common understanding of the procurement - and that no bidders receive preferential treatment.






33. 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






34. Describes the extent to which a risk is known or understood. Measures extent of data available as well as reliability of data.






35. 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






36. Also known as "job shadowing -" it is usually done externally by the observer viewing the user performing her job.






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






38. Any numbering system used to uniquely identify each component of the work breakdown structure.






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






40. A documented list of project team members - their project roles - and communication information.






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






42. 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.






43. Precedence Diagramming Method (PDM) includes four types of dependencies or relationships between activities: 1. Finish to Start; 2. Finish to Finish; 3. Start to Finish; 4. Start to Start






44. Activities should have a coding structure to allow sorting and/or extractions based on different attributes assigned to the activities.






45. 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.






46. 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.






47. 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






48. 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






49. Bring together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product - service - or result






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







Sorry!:) No result found.

Can you answer 50 questions in 15 minutes?


Let me suggest you:

Browse all subjects

Browse all tests

Most popular tests



Major Subjects

Tests & Exams


AP
CLEP
DSST
GRE
SAT
GMAT

Browse all subjects

Browse all tests

Most popular tests