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CAPM Exam > CAPM Exam > Flashcards

CAPM Exam Flashcards

1
Q

ABUSIVE MANNER

A

Treating others with conduct that may result in harm, fear, humiliation, manipulation, or exploitation. For example, berating a project team member because they have taken longer than expected to complete a project assignment may be considered humiliation.

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2
Q

Acceptance

A

A risk response appropriate for both positive and negative risks, but often used for smaller risks within a project.

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3
Q

Acceptance test driven development

A

A method used to communicate with business customers, developers, and testers before coding begins.

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4
Q

Acknowledgment

A

The receiver signals that the message has been received. An acknowledgment shows receipt of
the message, but not necessarily agreement with the message.

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5
Q

Active listening

A

The message receiver restates what has been said to understand and confirm the message fully, and it provides an opportunity for the sender to clarify the message if needed.
* The receiver confirms that the message is being received through feedback, questions, prompts for clarity, and other signs of confirmation.

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6
Q

Active observation

A

The observer interacts with the worker to ask questions and understand each step of the work
being completed. In some instances, the observer could serve as an assistant in doing the work.

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7
Q

Active problem solving

A

Active problem solving begins with problem definition. Problem definition is the ability to discern between the cause and effect of the problem. Root-cause analysis looks beyond the immediate symptoms to the cause of the symptoms—which then affords opportunities for solutions.

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8
Q

Activity list

A

The primary output of breaking down the WBS work packages.

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9
Q

Activity network diagram

A

These diagrams, such as the project network diagram, show the flow of the project work.

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10
Q

Actual Cost (AC)

A
  • The actual amount of monies the project has spent to date.
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11
Q

Adjourning

A

Once the project is done, either the team moves onto other assignments as a unit, or the project
team is disbanded, and individual team members go on to other work.

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12
Q

Adaptive leadership

A
  • A leadership style that helps teams to thrive and overcome challenges throughout a project.
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13
Q

Affinity Diagram

A
  • This diagram breaks down ideas, solutions, causes, and project components and groups them together with other similar ideas and components.
  • When stakeholders create a large number of ideas, you can use an affinity diagram to cluster similar ideas together for further analysis.
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14
Q

Affinity estimation

A

A method used to quickly place user stories into a comparable-sized group.

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15
Q

Agile

A
  • To develop a goal through periodic experimentation in order to fulfill the need of a complex
    decision.
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16
Q

Agile Adaption

A

To adapt the project plan continuously through retrospectives in order to maximize value creation during the planning process.

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17
Q

Agile Coaching

A
  • To help achieve goals that is either personal or organizational.
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18
Q

Agile Experimentation

A

To use the empirical process, observation, and spike introduction while executing a project to
influence planning.

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19
Q

Agile Manifesto

A

A statement that reflects agile philosophy that includes:
* Individuals and interactions over processes and tools
* Working software over comprehensive documentation * Customer collaboration over contract negotiation
* Responding to changes over following a plan

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20
Q

Agile Manifest Principles

A

A document that describes the twelve principles of the Agile Manifesto.

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21
Q

Agile Manifesto: Customer Satisfaction

A

To satisfy customers through early and continuous delivery of products, to test and receive feedback, to inform customers on progress, and to fulfill the customer’s value by completing priority requirements.

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22
Q

Agile Manifesto: Welcome Changes

A

To allow quick responses to changes in the external environment, and late in development to
maximize the customer’s competitive advantage.

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23
Q

Agile Manifesto: Frequent Delivery

A

To deliver software frequently to the customer, allowing for a quicker product release, faster provision of value to the customer and shorter delivery timeframe.

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24
Q

Agile Manifesto: Collocated Team

A

To have individuals work together daily on a project to implement osmotic communication, focus, and receive instant feedback to achieve a common goal.

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25
Q

Agile Manifest: Motivated Individuals

A

To give individuals the empowerment, environment, support, and trust needed to complete a
task successfully.

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26
Q

Agile Manifesto: Face to Face Conversation

A

The most efficient and effective way to communicate in order to receive direct feedback and influence osmotic communication.

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27
Q

Agile Manifesto: Working Software

A

Working software enables the measurement of progress, enhance customer satisfaction, and
maintain and improve the quality of the software to help support project goals.

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28
Q

Agile Manifesto: Constant Pace

A
  • To help team members establish a healthy work-life balance, remain productive, and respond to changes swiftly for progress during a project.
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29
Q

Agile Manifesto: Continuous attention

A
  • To enhance agility and time spent on work requirements in order to retain a well-balanced work
    environment.
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30
Q

Agile Manifesto: Simplicity

A
  • Allows team members to focus on what is necessary to achieve the requirements needed to create and deliver value to the project and customer.
31
Q

Agile Manifesto: Self-organization

A
  • A team that knows how to complete tasks effectively, has dedication to the project, and is expert
    on the process and project.
32
Q

Agile Manifesto: Regular Reflection

A
  • This allows a team to learn how to become more effective, what changes need immediate implementation, and behavior that needs adjustment.
33
Q

Agile Mentoring

A
  • To pass on and teach based on experience, knowledge, and skills to other individuals in the team
    or that work for the organization.
34
Q

Agile methodologies

A
  • A way to complete a goal effectively and efficiently. Examples of Agile Methodologies include XP, Scrum, and Lean.
35
Q

Agile modeling

A

A workflow depiction of a process or system a team can review before it is turned into code.
Stakeholders should understand the model.

36
Q

Agile Planning

A
  • The most important aspect of the Agile project. Planning happens at multiple levels such as strategic, release, iteration, and daily. Planning must happen up-front and can change throughout the project.
37
Q

Agile Practices

A
  • To make use of the Agile principles through activities.
38
Q

Agile Projects

A
  • A project that occurs based on the Agile Manifesto and Agile Principles.
39
Q

Agile Smells

A
  • Symptoms or indicators of problems that affect Agile teams and projects.
40
Q

Agile Space

A

A space that allows team members to establish collaboration, communication, transparency, and visibility.

41
Q

Agile Themes

A
  • Themes used to help the team focus on the functions of iteration.
42
Q

Agile Tooling

A

To increase team morale with software or artifacts.

43
Q

Alternative dispute resolution

A

When there is an issue or claim that must be settled before the contract can be closed, the parties involved in the issue or claim will try to reach a settlement through mediation or arbitration.

44
Q

Alternative Analysis

A
  • The identification of more than one solution. Consider roles, materials, tools, and approaches to
    the project work.
45
Q

Alternatives generation

A

A scope definition process of finding alternative solutions for the project customer while considering the customer’s satisfaction, the cost of the solution, and how the customer may use the product in operations.

46
Q

Ambiguity risks

A

Risks that have an uncertain, unclear nature, such as new laws or regulations, the marketplace
conditions, and other risks that are nearly impossible to predict.

47
Q

Analogous estimating

A
  • An approach that relies on historical information to predict the cost of the current project.
  • Analogous estimating is more reliable, however, than team member recollections.
  • Analogous estimating is also known as top-down estimating and is a form of expert judgment. It
    is the least reliable of all estimating approaches.
48
Q

Analysis

A
  • To develop possible solutions by studying the problem and its underlying need and to understand the information provided.
49
Q

Application Areas

A

The areas of expertise, industry, or function where a project is centered. Examples of application
areas include architecture, IT, health care, and manufacturing.

50
Q

Approved Iterations

A

After the deadline of iteration is reached, the team and stakeholders conduct a meeting for approval. Stakeholders approve the iteration if the backlog used supports the product increment.

51
Q

Artifact

A

A process or work output; e.g., documents, code

52
Q

Assumption Log

A

An assumption is something that is believed to be true or false, but it has not yet been proven to be true or false. Assumptions that prove wrong can become risks for the project. All identified project assumptions are recorded in the assumption log for testing and analysis, and the outcomes are recorded.

53
Q

Authority Power

A

Project management team members may have authority over other project team members, may have the ability to make decisions, and perhaps even sign approvals for project work and purchases.

54
Q

Autocratic

A

A decision method where only one individual makes the decision for the group.

55
Q

Automated Testing Tools

A

These tools allow for efficient and strong testing. Examples: Peer Reviews, Periodical Code-
Reviews, Refactoring, Unit Tests, Automatic and Manual Testing.

56
Q

Avoidance

A

A risk response to avoid the risk.

57
Q

Avoiding Power

A

The project manager refuses to act, get involved, or make decisions.

58
Q

Balanced matrix structure

A

An organization where organizational resources are pooled into one project team, but the
functional managers and the project managers share the project power.

59
Q

Being Agile

A

To work in a responsive way to deliver the products or services a customer needs and when they want the products or services.

60
Q

Benchmarking

A

Comparing any two similar entities to measure their performance.

61
Q

Benefit/Cost Ratio (BCR) Models

A

LOOK UP BENEFIT/COST RATIO MODEL

62
Q

Bid

A

From seller to buyer. Price is the determining factor in the decision-making process.

63
Q

Bidder Conference

A

A meeting of all the project’s potential vendors to clarify the contract statement of work and the
details of the contracted work.

64
Q

Bottom-up Estimating

A

The most accurate time-and-cost estimating approach a project manager can use. This estimating approach starts at “the bottom” of the project and considers every activity, its predecessor and successor activities, and the exact amount of resources needed to complete each activity.
* This estimating approach starts from zero, accounts for each component of the WBS, and arrives at a sum for the project. It is completed with the project team and can be one of the most time- consuming and most reliable methods to predict project costs.

65
Q

Brain writing

A
  • A data-gathering technique that’s similar to brainstorming, but provides brainstorming meeting participants with the questions and topics for brainstorming before the stakeholder identification meeting.
66
Q

Brainstorming

A
  • This approach encourages participants to generate as many ideas as possible about the project requirements. No idea is judged or dismissed during the brainstorming session.
  • The most common approach to risk identification; usually completed by a project team with subject matter experts to identify the risks within the project.
67
Q

Brainstorming

A

An effective and efficient way of gathering ideas within a short period of time from a group.

68
Q

Budget Estimate

A

This estimate is also somewhat broad and is used early in the planning processes and also in top-down estimates. The range of variance for the estimate can be from –10 percent to +25 percent.

69
Q

Burn Down Chart

A
  • A chart used to display progress during and at the end of iteration. “Burning down” means the backlog will lessen throughout the iteration.
70
Q

Burn Rate

A

The rate of resources consumed by the team; also cost per iteration.

71
Q

Burn Up Chart

A

A chart that displays completed functionality. Progress will trend upwards, as stories are completed. Only shows complete functions, it is not accurate at predicting or showing work-in- progress.

72
Q

Business Risks

A

These risks may have negative or positive outcomes. Examples include using a less experienced worker to complete a task, allowing phases or activities to overlap, or forgoing the expense of formal training for on-the-job education.

73
Q

Business Value

A

A quantifiable return on investment. The return can be tangible, such as equipment, money, or market share. The return can also be intangible, such as brand recognition, trademarks, and reputation.

CAPM Exam (1 decks)

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