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. Includes the processes that help to estimate - budget - and control costs - so that the project can be completed within the approved budget.






2. Changing the project management plan to eliminate the threat entirely.






3. Lists or files maintained with information on prospective sellers. These lists will generally have information on relevant past experience and other characteristics of the prospective sellers






4. A method of estimating a component of work. The work is decomposed into more detail. An estimate is prepared of what is needed to meet the requirements of each of the lower - more detailed pieces of work. These estimates are then aggregated into a to






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






6. Policies - guidelines and procedures that can help the project management team with various aspects of organizational planning.






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






8. 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






9. The policies - guidelines - or procedures that govern the recruitment of staff.






10. Structured method to guide the project team during development of project plan. Standard forms and templates or even complicated simulations may be used.






11. A management control point where the resource plans - scope - schedule and actual cost are integrated and compared to earned value for performance measurement.






12. 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






13. 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.






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






15. A subdivision (fragment) of a project schedule network diagram - used to illustrate or study some potential or proposed schedule condition - such as changes in preferential schedule logic or project scope.






16. Generally used when considerations like technical approach and technical skills are paramount in source selection






17. 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.






18. 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






19. 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.






20. Effect on project objectives if the risk event occurs.






21. A schedule compression technique in which phases or activities normally performed in sequence are performed in parallel. Fast tracking often results in rework and increased risk. Fast tracking only works if activities can be overlapped to shorten the






22. Action taken to bring a defective or nonconforming item into compliance with requirements or specifications. It is a frequent cause of project overruns in most application areas.






23. Documents the characteristics of the product - result - or service which the project is undertaken to create.






24. 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






25. 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






26. Requests to expand or reduce project scope - modify policies/ processes/plans/procedures/costs and - if approved - can affect budgets or revise schedules. These change requests are processed through the Perform Integrated Change Control process.






27. Focused sessions that bring key cross-functional stakeholders together to define product requirements






28. 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.






29. An accepted action performed to bring projected future project performance in line with the project plan. These actions have to be documented.






30. Process of developing options and actions to enhance opportunities and to reduce threats to project objectives. Includes the identification and assignment of individuals to take responsibility for each agreed-to and funded risk response.






31. Structured review of the project plans and assumptions - prior project files - contracts - and other information.






32. 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






33. Process of changing the schedule baseline. It is done when schedule delays are very severe - and the project schedule has to be completely changed.






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






35. The process to develop an approximation (estimate) of the monetary resources needed to complete project activities.






36. Includes the processes that organize - manage - and lead the project team.






37. 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






38. A method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it.






39. 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






40. 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.






41. Involves immediate corrective or preventive action as a consequence of quality control measurements.






42. The process of collecting and distributing performance information - including status reports - progress measurements - and forecasts to stakeholders.






43. Collection of generally sequential project phases.






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






45. 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






46. Mutually binding legal agreement that obligates the seller to provide the specified products - services - or results - and obligates the buyer to compensate the seller.






47. For many procurement items - the procuring organization may elect to either prepare its own independent estimate - or have an estimate of costs prepared by an outside professional estimator - to serve as a benchmark on proposed responses.






48. Process of documenting project purchasing decisions - specifying the approach - and identifying potential sellers.






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






50. Process of obtaining seller responses - selecting a seller - and awarding a contract