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Certified Professional In Learning And Performance Cplp

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. The purpose of an after-action review

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2. The three fundamental principles of HPI
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.
Constraints analysis
The explicit and systematic management of intellectual capital and organizational knowledge for the purpose of improving organizations and the people in the organizations; as well as - associated processes like creating - gathering - organizing - ret
An unknown or uncontrolled variable that produces an effect

3. The process where each member of a group makes their opinions conform to the perceived group consensus
Data that has been given context
The sum of the numbers divided by the total number of values
Groupthink
Behavior

4. Steps of managing a change project
Technical competence - people skills - conceptual skills - results - taste - judgment - character
External coaching - internal coaching
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
Initiating - planning - executing - controlling - closing

5. Sequencing and structure are closely related. What is the order in which skills and information are taught
Sequence
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
Electronic performance support system (EPSS)
Rehersal

6. Level 4 evaluation
Rote skills - and prerequisite material
Formulation - Development - Implementation - Evaluation
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors
Behavior

7. Nominal data
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.
Numbers or variables used to classify a system
Behavorism
A collection of code containing instructions for a computer to perform a specific action

8. Three drawbacks of classroom training
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
Bloom's Taxonomy
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Social contexting - contexting - authority - and concept of time

9. Process Map
Pilot tests - technical reviews - production reviews
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
Passive - active - empathetic - listening for knowledge - listening for clarification
Opportunity-centered

10. The steps in the outsourcing process
Formulation - Development - Implementation - Evaluation
Determining needs - defining scope and budget - creating and sending the RFP - evaluating proposals and selecting vendors - notifying the vendor and negotiating the contract - implementing the project - monitoring the project - completing and evaluat
A description or design specification for how information should be treated and organized.
Knowledge - skills

11. Extant
Managerial/administrative - supervisory - functional
Data from archival records - existing records - report - and data
Performance records - direct observation - supervisor checklists
In statistics - it means probably true

12. Knowledge Mapping
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Pilot tests - technical reviews - production reviews
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives

13. Four things a coach does
Data from archival records - existing records - report - and data
- measure - analyze - improve - control
Design
Identify performance gaps - gains commitment to learning - constructs practice to close gaps - drives application and reflection to improve competence

14. Describe noise - in communication theory
Navigation
Something that disrupts the flow of information between source and receiver
Terminal objectives
Pareto analysis

15. Three examples of active training techniques
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
Brainstorming - case studies - and role plays
Simulations
The outcome that depends on the independent variable and covariates

16. The technique that should account for 50% of the preparation for a presentation
Questions that stimulate discussion
Change Management
Rehersal
Behavior

17. Closed questions
Questions that check for understanding or test for consensus
Rapid instructional design (RID)
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
Websites where users post questions - thoughts and observations - and can reply to other users postings of the same

18. Five conflict responses
Reality - feasibility - authority - and learning opportunities
Competing - accommodating - avoiding - collaborating - and compromising.
Harless' front-end analysis model
Two-aix matrixes - flowcharts - dichotomy - graphic models

19. Qualitative
Low frequency - high complexity - high consequence of error - high probability of change in the future
A description or design specification for how information should be treated and organized.
Measures looking at opinions - behaviors - and attributes
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )

20. Covariates
Data that has been given context
The multiple dependent variables in a study with multiple independent variables
Electronic performance support system (EPSS)
Current organization climate - available resources

21. Three conditions that warrant multi-rater feedback
To improve performance by systematically developing human expertise through organizational development and training
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments
Data - Information - Knowledge

22. The tasks involved in the implementation phase of strategic development
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
Bloom's taxonomy - six sigma - Kepner-Tregoe
To improve performance by systematically developing human expertise through organizational development and training
Pilot tests - technical reviews - production reviews

23. The factors that are defined during the performance gap analysis
The expected range of a measurement
Control groups - management estimates - extant data - external studies
Driving forces - restraining forces - current state - desired state
Perform a front-end analysis

24. The learning domain that focuses on the skills and knowledge relating to an activity such as changing a car's oil
Visual - Auditory - and Kinestethic
Kurt Lewin's forcefield analysis
Cognitive
Facilitators establish the initial mood or climate of the class experience - and clarify the purpose of individuals as well as the general purposes of the group

25. A method used to evaluation organizational effectiveness beyond financial measures
Balanced scorecard
Review strategies - measure performance - take correction action
Culture - vision - strategy - and structure
Experiencing - publishing - processing - generalizing - and applying

26. Tacit knowledge

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27. Two types of job rotations
The most frequently occurring value
L = P + Q + R. Learning - Programmed instruction - Questioning - Reflection
Results
Cross-functional - cross-country/international

28. Knowledge
Information that combined with understanding enables understanding
Awareness - modeling - targeted interventions - desensitization - training
Something that disrupts the flow of information between source and receiver
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves

29. The two criteria for a successful training program that must be accounted for by the WLP professional
Convergers - divergers - assimilators - and accommodators
Current organization climate - available resources
Ishikawa - fishbone
Slides

30. The steps of a needs analysis
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Two-aix matrixes - flowcharts - dichotomy - graphic models
The outcome that depends on the independent variable and covariates
Measures looking at opinions - behaviors - and attributes

31. The difference between an icebreaker and an opening exercise
Business needs - performance needs - learning needs - and learner needs
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.
Email - whiteboard - bulletin boards - chat rooms - online presentation tools - WIKIs - Blogs - forums - social sites
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )

32. The three building blocks of knowledge management
Managerial/administrative - supervisory - functional
Passive - active - empathetic - listening for knowledge - listening for clarification
Data - Information - Knowledge
Psychomotor skills

33. Compare/contrast chaos and complexity
Identify business goals - clarify those goals - determine specificity and measurability of the goals.
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.
Learning organizations - systems thinking
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs

34. The two mechanisms the chaos and complexity theory focus on
Monetary impact/ROI
Balanced scorecard
Purpose and character of use (commercial or nonprofit educational use) - nature of the copyrighted work - amount of the work used in relationship to the whole of the work - effect on the market potential for or value of the copyrighted work
Information - feedback

35. Three advantages of interviews as a data gathering technique
Rote skills
The world is created in conversation
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods

36. What is the primary reason for 360-degree feedback
Bloom's taxonomy - six sigma - Kepner-Tregoe
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise
Information that combined with understanding enables understanding
To aid in career planning

37. Four characteristics of effective openers

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38. The theory that matches individual needs to instructional experiences
Visual - Auditory - and Kinestethic
Suggestopedia
Room size or number of participants is too large - when trainer wants to be more formal - when trainer has illegible handwriting - when the trainer presents the same program regularly.
Opportunity-centered

39. CBT
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
Harless' front-end analysis model
Lack of knowledge or skills - lack of physical resources - process problems - lack of information - lack of leadership - lack of information on consequences - lack of motivation - inadequate feedback - inadequate incentives - performer's lack of capa
Computer-based training. Any learning event that uses computers as the primary distributions method.

40. Four phases of succession planning
Management - performance
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
Objectivity - confidentiality
Opportunity-centered

41. The processes performance management is primarily concerned with
Benjamin Bloom
Sequence
Management - performance
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance

42. Examples of internal factors that influence an organization
Phone - VoIP - online meetings - email - specialized software
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
Numbers or variables used to classify a system

43. Malcolm Knowles' work tipped the instructional systems design scale. The two ends of that scale
Facilitators establish the initial mood or climate of the class experience - and clarify the purpose of individuals as well as the general purposes of the group
Thinking about the whole organization - rather than individuals - and looking primarily at processes
Extroversion/Introversion - Sensing/Intuition - Thinking/Feeling - Judgment/Perception
Learner-centered - content-centered

44. The seven basic self-governing behaviors
- measure - analyze - improve - control
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability
Sorting - tabulating - and comparing raw to summarized data
Control groups - management estimates - extant data - external studies

45. The method used to identify all duties - responsibilities - and tasks that make up a single job function or role
Numbers or variables used to classify a system
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
To aid in career planning
Job analysis

46. Open questions
Self-contained chunk of instructional material
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
Questions that stimulate discussion
Business needs - performance needs - learning needs - and learner needs

47. Meta-tag
Speed - quantity - quality/accuracy - thoroughness - timeliness
Visual - Auditory - and Kinestethic
Return-on-investment ( (Benefits - Costs) / Costs) * 100
An HTML tag identifying the context of the contents on a website or knowledge base.

48. List six external factors that may affect an organization
Economic - social - political and legislative - workforce - technological - and competitive.
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Theatre style
Personal space

49. The way a person prefers to learn new content
Business Analysis
Measures looking at opinions - behaviors - and attributes
Learning style
Audience - behavior - condition - and degree

50. The five elements of learner engagement
Audience - behavior - condition - and degree
Image oriented - interactive - immediate - and intimate.
Entertainment - interaction - control - usability - and customization
Establish scope - create plan - implement plan - monitor/evaluate/revise plan