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. 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.






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






3. Responses to emerging risks that was previously unidentified or accepted. These were not planned in advance of the occurrence of the risk event.






4. A formal or informal approach to obtain information from stakeholders by talking to them directly






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






6. Describes the need - justification - requirements - and current boundaries for the project.






7. 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.






8. Records of previous project results that can be used to identify risks.






9. Modifications to the cost estimation prepared for the project






10. Organize and summarize the information gathered - and present the results of any analysis as compared to the performance measurement baseline. Reports should provide status and progress of the project at the required level of detail.






11. Dependencies that are contractually required or those inherent in the nature of the work. Often involve physical limitations.






12. Process of monitoring the status of the project and product scope and managing changes to the scope baseline.






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






14. Incurred for the exclusive benefit of the project (e.g. - salaries of full-time project staff).






15. 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






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






17. A mathematical technique to forecast future outcomes based on historical results. This is performed using run charts.






18. Includes the processes required to purchase or acquire products - services - or results needed from outside the project team.






19. Describes how the procurement processes (from developing procurement documentation through contract closure) will be managed






20. 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.






21. Allow for non-sequential activities (e.g. Loops or Conditional Branches); e.g. - GERT(Graphical Evaluation and Review Technique) and System Dynamics






22. The process of making relevant information available to project stakeholders in a timely manner - as planned. Performed throughout the entire project life cycle and in all management processes.






23. A general data gathering and creativity technique that can be used to identify risks - ideas - or solutions to issues by using a group of team members or subject matter experts which data can be addressed later in Perform qualitative and quantitative






24. Risk Audits examine and document the effectiveness of risk responses in dealing with identified risks and their root causes - as well as the effectiveness of the risk management process.






25. This involves calculating the theoretical early and late start and finish dates for all project activities without regard to any resource pool restrictions.






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






27. 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






28. 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.






29. Predefined approaches to risk analysis and response in some organizations that have to be tailored to a particular project.






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






31. 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






32. 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.






33. 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






34. Factors that limit a buyer's options. E.g. - funds availability






35. Any modification to the contents of the project plan or the supporting details.






36. Process of defining and documenting stakeholders' needs to meet the project objectives






37. 1. Performed by people; 2. Constrained by limited resources; 3. Planned - excuted - monitored - and controlled; 4. Ultimate goal is to achieve organizational objectives or stratregic plans






38. 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






39. An authorized time-phased budget at completion (BAC) used to measure - monitor - and control overall cost performance on the project. Developed as a summation of the approved budgets by time period and is typically displayed in the form of an S-curve






40. Description of the product of the project - provides important information about any technical issues or concerns that would need to be considered during procurement planning






41. 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.






42. 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






43. 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






44. Project team must measure itself periodically against the expectations of those outside the project.






45. Determining which risks may affect the project and documenting their characteristics.






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






47. 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






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






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






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