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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 method used to identify all duties - responsibilities - and tasks that make up a single job function or role
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
Two-aix matrixes - flowcharts - dichotomy - graphic models
Job analysis
Questions that check for understanding or test for consensus

2. The purposes of training evaluation

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3. Four tools and techniques related to six sigma
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
DMAIC methodology - IPO model - flowcharting - evaluation models
The selection of measurement points which can have a large impact on the research's ability to be generalized
Managerial/administrative - supervisory - functional

4. RFP
Information that combined with understanding enables understanding
Request for proposal. A communication from an organization to potential vendors that defines the organizations needs and how to respond to those needs.
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Form - storm - norm - perform - and adjourn.

5. The four components of a learning objective
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
Image oriented - interactive - immediate - and intimate.
External coaching - internal coaching
Audience - Behavior - Condition - and Degree

6. The three levels of problems in systems thinking
Convergers - divergers - assimilators - and accommodators
Characteristics of adults as learners (CAL) conceptual framework
Structures - patterns - events
Performance Analysis

7. Types of Level 1 instruments
Electronic performance support system (EPSS)
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.
Questionnaires - follow-up interviews - observation checklists

8. Four stages of transition through M&As
Learner-centered - content-centered
Performance audit
Knowledge - skills
Disengagement - disidentification - disorientation - and disenchantment.

9. The theory that describes how intelligences reflect how people prefer to process information
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.
Multiple intelligences theory
Establish scope - create plan - implement plan - monitor/evaluate/revise plan

10. The tell approach to learning - based on the theory that learning occurs through exposure to logically presented information - usually involving lecture
Analytical - amiable - drivers - expressive
Websites where users post questions - thoughts and observations - and can reply to other users postings of the same
Cognitivism
Suggestopedia

11. The steps in the outsourcing process
Learning organizations - systems thinking
Phone - VoIP - online meetings - email - specialized software
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
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals

12. Four basic components of a process
Inputs - outputs - process controls - and resources.
To improve performance by systematically developing human expertise through organizational development and training
Reliability
Facilitation is used to involve participants - and to help them learn from one another.

13. BCR
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
Measures looking at opinions - behaviors - and attributes
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
Balanced scorecard

14. Five ways to use storytelling
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
Chat rooms are essentially synchronous (real-time) message boards.
Measures looking at opinions - behaviors - and attributes
Balanced scorecard

15. Knowledge Mapping
An effective - structured way that captures people's learning from an experience.
Convergers - divergers - assimilators - and accommodators
Culture - vision - strategy - and structure
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.

16. The factors that are defined during the performance gap analysis
Awareness - modeling - targeted interventions - desensitization - training
Howard Gardner
Surveys
Driving forces - restraining forces - current state - desired state

17. Qualitative
Measures looking at opinions - behaviors - and attributes
Information that combined with understanding enables understanding
Identify organizational values - development mission - develop vision - develop value statements
Terminal objectives

18. LMS
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments
Numbers or variables used to classify a system
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

19. Cordinal data
Seels and Glasgow instructional systems design model
Opener - bridge - main body - and close
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability
Numbers or variables used to rank order a system

20. The phases of strategic development
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
Agreeing with the client when another response would be better - being judgmental or too rigid - progressing at the wrong pace (too fast/too slow) for the client
Low frequency - high complexity - high consequence of error - high probability of change in the future
Formulation - Development - Implementation - Evaluation

21. The second component of the ASTD HPI model
Performance Analysis
Learning technologies
Written tests - oral Q&A - performance tests - role plays
Documentation audit - information system survey - identification of external information sources

22. The popularizer of the multiple intelligences theory
Howard Gardner
A description or design specification for how information should be treated and organized.
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Observe body language

23. Contrast mentoring to coaching
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Action plans - interviews - questionnaires - focus groups - performance contracts
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.

24. The three levels that - when in harmony - work to optimal performance in the Rummler and Brache's model
Organization - process - and job/performer.
Audience - Behavior - Condition - and Degree
Opportunity-centered
Engage learner's attention - present materials as input to brain - practice with ideas and skills - review to create new connections and applications

25. The five elements of learner engagement
Entertainment - interaction - control - usability - and customization
Experiencing - publishing - processing - generalizing - and applying
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Sorting - tabulating - and comparing raw to summarized data

26. The seven characteristics of good dialog
Groupthink
Relevance - inquiry - freedom - connectedness - reception - empowerment - play
Brainstorming - case studies - and role plays
The sum of the numbers divided by the total number of values

27. Change management
Scaling and integrity
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Agreeing with the client when another response would be better - being judgmental or too rigid - progressing at the wrong pace (too fast/too slow) for the client
Rehersal

28. Levels of listening
Written tests - oral Q&A - performance tests - role plays
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Passive - active - empathetic - listening for knowledge - listening for clarification
Audience - behavior - condition - and degree

29. Types of Level 3 instruments
Action plans - interviews - questionnaires - focus groups - performance contracts
Howard Gardner
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.
Silence

30. The three competency elements that constitute most jobs
Review strategies - measure performance - take correction action
Managerial/administrative - supervisory - functional
Audience - behavior - condition - and degree
A group of people who share a common interest - and are willing to share the experiences of their common interest.

31. The five criteria to measure performance after coaching
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.
Speed - quantity - quality/accuracy - thoroughness - timeliness
Perform a front-end analysis
Reality - feasibility - authority - and learning opportunities

32. The three tasks of business analysis
Visual - Auditory - and Kinestethic
Groupthink
Identify business goals - clarify those goals - determine specificity and measurability of the goals.
Written tests - oral Q&A - performance tests - role plays

33. The third component of the ASTD HPI model
Cause Analysis
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
Enabling objectives
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire

34. The way of learning that stresses experience and reflection - and uses an inductive learning process that takes a learner through five stages: experiencing - publishing - processing - generalizing - and applying
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
Experiential learning
Personal space
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.

35. The four most important skills for a coach
Reality - feasibility - authority - and learning opportunities
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.
Communication - client motivation - self-management - technical skills
Social contexting - contexting - authority - and concept of time

36. The six factors an instructional designer must consider before choosing techniques and training materials
Learning technologies
Organization - process - and job/performer.
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials
Relevance - inquiry - freedom - connectedness - reception - empowerment - play

37. Skills / knowledge areas that SMEs may lack
Adult learning theories - instructional design techniques
Subject-matter expert
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Form - storm - norm - perform - and adjourn.

38. Level 4 evaluation
Suggestopedia
Behavior
Learner-centered - content-centered
Learning technologies

39. When a WLP professional - prior to a learning session - plans seating arrangement - arranges refreshments - determines goals and expectations for the class - what are they attempting to affect
Focused on fundamental changes to thinking patterns and behaviors
A description or design specification for how information should be treated and organized.
External and environmental influences
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)

40. The methods learning organizations use to create and foster productive learning
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Kurt Lewin's forcefield analysis
Culture - vision - strategy - and structure
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.

41. Three process principles of strategic management development that are likely to remain constant across organizations
Ishikawa - fishbone
Reaction
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods

42. Triple-loop learning
Rehersal
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
An effective - structured way that captures people's learning from an experience.
Solution Selection

43. The learning theory that includes activities like behavioral modeling - simulations - role plays - skill drills - and rewards
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
Rapid instructional design (RID)
Behavorism
A description or design specification for how information should be treated and organized.

44. Mode
Form - storm - norm - perform - and adjourn.
Scaling and integrity
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
The most frequently occurring value

45. The tool instructors can leverage from WBT to immediately determine a group's understanding of the material
A variable the influences the dependent variable
Central tendency
A collection of code containing instructions for a computer to perform a specific action
Polling questions

46. The mode of training for which classroom training is most effective
Documentation audit - information system survey - identification of external information sources
Psychomotor skills
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
Feedback

47. The two management practices similar to complexity theory
Image oriented - interactive - immediate - and intimate.
Howard Gardner
Relevance - inquiry - freedom - connectedness - reception - empowerment - play
Learning organizations - systems thinking

48. Things a forcefield analysis ensures
Seels and Glasgow instructional systems design model
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need
Passive - active - empathetic - listening for knowledge - listening for clarification
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.

49. The technique trainers should use when they want to use the revelation technique
Kurt Lewin's forcefield analysis
Presentation software
A measure of the variability of scores from the mean
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise

50. The process that measures if the practitioner measured what they intended to measure
Scaling and integrity
Robert Mager
Validity
A variable that can have one of two possible values.