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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. CBT
Computer-based training. Any learning event that uses computers as the primary distributions method.
Validity
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed

2. Three conditions that warrant multi-rater feedback
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
Create a vision - communicate the plan - connect the people - congratulate success
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.

3. Types of formative evaluation
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
To aid in career planning
Pilot tests - technical reviews - production reviews
Rote skills

4. The components of the VAK model
Focused on fundamental changes to thinking patterns and behaviors
Visual - Auditory - and Kinestethic
Meta-evaluation
Electronic performance support system (EPSS)

5. Meta-tag
Likert scale
Awareness - modeling - targeted interventions - desensitization - training
An HTML tag identifying the context of the contents on a website or knowledge base.
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.

6. Sampling

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7. The two management practices similar to complexity theory
Phone - VoIP - online meetings - email - specialized software
Preparation
Learning organizations - systems thinking
Socratic questioning

8. The three foundations of action learning

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9. Continuous
Ginzberg's theory
Benjamin Bloom
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Phone - VoIP - online meetings - email - specialized software

10. Knowledge Mapping
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Visual - Auditory - and Kinestethic
Walk towards a participant as they speak
Determine business impact - improve the design of the learning experience - determine the content's adequacy

11. Dependent
The outcome that depends on the independent variable and covariates
Management - performance
Questionnaires - follow-up interviews - observation checklists
Pedagogy

12. List six external factors that may affect an organization
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
Solution Selection
Economic - social - political and legislative - workforce - technological - and competitive.
Language - speech - environmental - and psychological

13. Three tools for determining learner preferences
Information that combined with understanding enables understanding
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
Kurt Lewin's forcefield analysis
Experiential learning

14. Knowledge management
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
Reaction
Low frequency - high complexity - high consequence of error - high probability of change in the future
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

15. The five factors that affect human performance
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Knowledge - skills - desire - environment - and opportunity
Focused on fundamental changes to thinking patterns and behaviors
Websites where users post questions - thoughts and observations - and can reply to other users postings of the same

16. Examples of courseware
Speed - quantity - quality/accuracy - thoroughness - timeliness
Questionnaires - follow-up interviews - observation checklists
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.

17. The three levels of problems in systems thinking
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented
Structures - patterns - events
Performance records - direct observation - supervisor checklists
Cognitive

18. Four activites to consider when closing a presentation
Data - Information - Knowledge
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Learning Management System (LMS)
A collection of code containing instructions for a computer to perform a specific action

19. The six major factors that influence performance in Gilbert's behavior engineering model
Job aids - and EPSS
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
Written tests - oral Q&A - performance tests - role plays

20. Level 5 evaluation
Monetary impact/ROI
Honesty - fairness - lawfulness - compassion - respect - loyalty - dependability
Experiencing - publishing - processing - generalizing - and applying
Self-contained chunk of instructional material

21. Types of Level 4 instruments
Understandable - accurate - functional
Groupthink
Performance records - direct observation - supervisor checklists
Inputs - outputs - process controls - and resources.

22. The purpose of workforce planning
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
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
To improve performance by systematically developing human expertise through organizational development and training
Balanced scorecard

23. Double-loop learning
Focused on fundamental changes to thinking patterns and behaviors
An effective - structured way that captures people's learning from an experience.
Maslow's hierarchy - McGregor's Theory X and Y of management
Benefit-to-cost ratio (Total Benefit / Total Program Cost)

24. The two criteria for a successful training program that must be accounted for by the WLP professional
Pareto analysis
Current organization climate - available resources
Performance Analysis
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.

25. Skills / knowledge areas that SMEs may lack
Identify organizational values - development mission - develop vision - develop value statements
Adult learning theories - instructional design techniques
Managerial/administrative - supervisory - functional
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.

26. Two types of job rotations
The mid-point of the distribution - 50% of the values are above/below this value
Cross-functional - cross-country/international
Reality - feasibility - authority - and learning opportunities
Socratic questioning

27. Covariates
Skill variety - task identity - task significance - autonomy - feedback
The expected range of a measurement
The multiple dependent variables in a study with multiple independent variables
Questions that check for understanding or test for consensus

28. Two circumstances where e-learning is particularly useful
Rote skills - and prerequisite material
Change Management
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
The extent to which an instrument represents the program's content

29. Four cases when a trainer should not use a chart pack
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.
Experiential learning
Skill variety - task identity - task significance - autonomy - feedback
A description or design specification for how information should be treated and organized.

30. The instrument where participants rate two contrasting ideas or words by circling points on a line
Entertainment - interaction - control - usability - and customization
Semantic differential
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Low frequency - high complexity - high consequence of error - high probability of change in the future

31. Extant
Data from archival records - existing records - report - and data
Information that combined with understanding enables understanding
Adult learning theories - instructional design techniques
The multiple dependent variables in a study with multiple independent variables

32. The three fundamental principles of HPI
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
Solution Selection
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.
Interviews

33. The six interactive and interdependent components of an action learning program
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
Program Evaluation Review Technique. A diagramming technique that enables project managers to estimate a range of task durations by estimating optomistic - pessimistic - and likely durations for each task.
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.

34. Sequencing and structure are closely related. What is the order in which skills and information are taught
Pilot tests - technical reviews - production reviews
Design
Sequence
- measure - analyze - improve - control

35. Information Architecture
Asynchronous
Performance records - direct observation - supervisor checklists
No right or final answers - cause and effect not related to space and time - all solutions require careful consideration - behavior gets worse before it gets better - all systems have limits - foresight benefits the organization
A description or design specification for how information should be treated and organized.

36. Types of Level 5 instruments
Control groups - management estimates - extant data - external studies
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Questions that check for understanding or test for consensus
External and environmental influences

37. The steps in the outsourcing process
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
Structures - patterns - events
Experiencing - publishing - processing - generalizing - and applying
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.

38. Content validity

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39. Four basic components of a process
External coaching - internal coaching
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.
The world is created in conversation
Inputs - outputs - process controls - and resources.

40. Four stages of accelerated learning

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41. Five technologies that can be used to connect clients to coaches
Phone - VoIP - online meetings - email - specialized software
Semantic differential
Review strategies - measure performance - take correction action
Questionnaires - follow-up interviews - observation checklists

42. The four quadrants in W.E. (Ned) Herrmann's learning brain model
Cross-functional - cross-country/international
- measure - analyze - improve - control
Establish short-term objectives - create an action plan to achieve short-term objectives - allocate resources to the objectives - motivate employees to reach the objectives
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic

43. Qualitative
Ishikawa - fishbone
Measures looking at opinions - behaviors - and attributes
Data that has been given context
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.

44. The four most important skills for a coach
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Communication - client motivation - self-management - technical skills
Visual - Auditory - and Kinestethic

45. LCMS
Central tendency
Passive - active - empathetic - listening for knowledge - listening for clarification
The world is created in conversation
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.

46. The five stages of D. E. Super's developmental framework
Growth - exploratory - establishment - maintenance - decline
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
Monetary impact/ROI
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.

47. The factors that are defined during the performance gap analysis
Driving forces - restraining forces - current state - desired state
Reality - feasibility - authority - and learning opportunities
Numbers or variables used to classify a system
Opportunity-centered

48. The three levels that - when in harmony - work to optimal performance in the Rummler and Brache's model
Organization - process - and job/performer.
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Balanced scorecard
Cognitive

49. The tell approach to learning - based on the theory that learning occurs through exposure to logically presented information - usually involving lecture
Reality - feasibility - authority - and learning opportunities
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need
Proxemics
Cognitivism

50. Three basic management styles
Analytical - amiable - drivers - expressive
Dictatorship - anarchy - democracy
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.
Learning technologies