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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. Four common mistakes HPI professionals make in selecting - designing - and implementing interventions
Business Analysis
Performance Analysis
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials

2. PERT
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.
Semantic differential
Rehersal
Ginzberg's theory

3. Explicit knowledge
Pedagogy
Rote skills - and prerequisite material
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
Questions that stimulate discussion

4. The e-Learning techniques allows learners to personally assess what can be learned - the value of the content - and the difficulty of the content
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles
Pilot tests - technical reviews - production reviews
Business needs - performance needs - learning needs - and learner needs
Navigation

5. The type of learning that E-Learning is outstanding for teaching because it has infinite patience
Defining objectives - identifying necessary data - selecting data collection methods - collecting data - analyzing and confirming data - and reporting on the data
Rote skills
Likert scale
Scaling and integrity

6. The difference between an icebreaker and an opening exercise
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.
Skill variety - task identity - task significance - autonomy - feedback
Learning style
Terminal objectives

7. The method by which a trainer recognize signs of boredom - disinterest - or lack of understanding
Dictatorship - anarchy - democracy
Observe body language
Perform a front-end analysis
Asynchronous

8. The fifth component of the ASTD HPI model
Failure to partner - failure to consider culture - failure to manage change - and failure to adapt to the client.
When the cause of the problem is a lack of knowledge or skills
Solution Implementation
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes

9. Five approaches to facilitate inclusion
Awareness - modeling - targeted interventions - desensitization - training
Behavorism
Robert Mager
Cross-functional - cross-country/international

10. The analysis that serves as a reality check to identify a project's limiting factors
Constraints analysis
Asynchronous
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles

11. The mode of training for which classroom training is most effective
The multiple dependent variables in a study with multiple independent variables
To systematically plan an organization's future
Psychomotor skills
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries

12. The way a person prefers to learn new content
Performance records - direct observation - supervisor checklists
Learning style
Websites where users post questions - thoughts and observations - and can reply to other users postings of the same
Constraints analysis

13. Things feedback to a learner that answered a question should do
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed
A variable in whole number or distinct units (opposed to continuous)
External and environmental influences
Identify organizational values - development mission - develop vision - develop value statements

14. A method used to evaluation organizational effectiveness beyond financial measures
Balanced scorecard
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries
The sum of the numbers divided by the total number of values

15. The linear scale use to rate statements and attitudes
Likert scale
Solution Selection
To aid in career planning
Written tests - oral Q&A - performance tests - role plays

16. Independent
Rehersal
Two-aix matrixes - flowcharts - dichotomy - graphic models
Form - storm - norm - perform - and adjourn.
A variable the influences the dependent variable

17. The fourth component of the ASTD HPI model
Solution Selection
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).

18. The HPI tool that uses the 80/20 rule
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
Pareto analysis
Solution Selection
Behavorism

19. The three levels of problems in systems thinking
Structures - patterns - events
Raw and non-contextual - and can exist in forms usable or not
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise
Walk towards a participant as they speak

20. The four parts of the International Federation's (ICF) ethical standards
Knowledge in one's personal memory - includes judgment - insights - experience - know-how - personal beliefs - and personal values.
Form - storm - norm - perform - and adjourn.
Preparation
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics

21. Training that related to actual job circumstances
HPI uses a results-based - systematic approach - HPI focuses on accomplishments before behavior - Organizations are systems.
Suggestopedia
Business Analysis
Functional context

22. LCMS
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.
Formative evaluation
Rapid instructional design (RID)
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

23. The core belief of appreciative inquiry theory
Charts - graphs
The world is created in conversation
Language - speech - environmental - and psychological
Raw and non-contextual - and can exist in forms usable or not

24. A computer application that is linked directly to another application to train or guide workers through a task
Electronic performance support system (EPSS)
Job aids - and EPSS
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
Learning style

25. Five stages of Tuckman's team-maturing model
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Questions that stimulate discussion
Form - storm - norm - perform - and adjourn.
Bloom's taxonomy - six sigma - Kepner-Tregoe

26. The technique that should account for 50% of the preparation for a presentation
Enabling objectives
Rehersal
Structure and processes - resources - information - knowledge and skills - motives - and wellness.
Functional context

27. The learning domain that focuses on the skills and knowledge relating to an activity such as changing a car's oil
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries
Cognitive

28. The four quadrants in W.E. (Ned) Herrmann's learning brain model
Knowledge - skills
Validity
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic

29. Examples of courseware
Ginzberg's theory
Reality - feasibility - authority - and learning opportunities
To systematically plan an organization's future
Self-study guides - job aids - instructor-led materials - technology-delivered training deliverables - assessments

30. Five technologies that can be used to connect clients to coaches
A variable in whole number or distinct units (opposed to continuous)
Phone - VoIP - online meetings - email - specialized software
Objectivity - confidentiality
Learner-centered - content-centered

31. When is training the appropriate solution to a performance problem
When the cause of the problem is a lack of knowledge or skills
Identify organizational values - development mission - develop vision - develop value statements
Information - feedback
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile

32. Four basic components of a process
Inputs - outputs - process controls - and resources.
Central tendency
Audience - Behavior - Condition - and Degree
Initiating - planning - executing - controlling - closing

33. Three process principles of strategic management development that are likely to remain constant across organizations
Data from archival records - existing records - report - and data
Learner-centered - content-centered
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
Understandable - accurate - functional

34. The method where instruction is provided in a self-directed format that is available at all times - even with a facilitator is not online
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Characteristics of adults as learners (CAL) conceptual framework
Balanced scorecard
Asynchronous

35. Two guiding principles of displaying quantative data in charts and graphs
A description or design specification for how information should be treated and organized.
Audience - Behavior - Condition - and Degree
Scaling and integrity
Bloom's Taxonomy

36. The three levels that - when in harmony - work to optimal performance in the Rummler and Brache's model
Cause Analysis
Driving forces - restraining forces - current state - desired state
Organization - process - and job/performer.
Knowledge - skills

37. The six interactive and interdependent components of an action learning program
Synchrononous occurs at a given time with a live instructor. Asynchronous is self-paced and available at any time.
Navigation
Problem - action learning group - emphasis on careful questioning and listening - resolution to take action - commitment to learning - group facilitator/learning coach
Performance records - direct observation - supervisor checklists

38. Mentoring
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
Self-contained chunk of instructional material
Pilot tests - technical reviews - production reviews
Proxemics

39. the meaning of significant - in a statistical context
A visual tools used to systematically describe actions/behaviors in a sequential flow - including all the steps and tasks for that process flow.
A description or design specification for how information should be treated and organized.
Silence
In statistics - it means probably true

40. Describe noise - in communication theory
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.
Culture - vision - strategy - and structure
Something that disrupts the flow of information between source and receiver
The selection of measurement points which can have a large impact on the research's ability to be generalized

41. Knowledge
Ishikawa - fishbone
Cost-effectiveness - accessibility and application - learner access - and self-direction
Information that combined with understanding enables understanding
Enabling objectives

42. Three examples of active training techniques
Brainstorming - case studies - and role plays
Adult learning theories - instructional design techniques
Perform a front-end analysis
Focused on fundamental changes to thinking patterns and behaviors

43. Open questions
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Silence
Andragogy - time pressures - goal orientation - previous knowledge and experience - relevent content - levels of motivation - and different learning styles
Questions that stimulate discussion

44. Nominal data
Numbers or variables used to classify a system
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
The whole is more than the sum of the parts - patterns are everywhere in the system - cause and effect is never simple - history does and does not repeat itself - change come from chaos - the future can and cannot be predicted

45. The three competency elements that constitute most jobs
Split-half
Audience - Behavior - Condition - and Degree
Managerial/administrative - supervisory - functional
To systematically plan an organization's future

46. The steps of a needs analysis
Interviews
Bloom's taxonomy - six sigma - Kepner-Tregoe
Organization - process - and job/performer.
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative

47. The system that uses knowledge - skills - and attitudes (KSAs) to describe three types of learning

48. The five criteria to measure performance after coaching
Feedback
To improve performance by systematically developing human expertise through organizational development and training
Determine business impact - improve the design of the learning experience - determine the content's adequacy
Speed - quantity - quality/accuracy - thoroughness - timeliness

49. The seven characteristics of good dialog
Enabling objectives
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Socratic questioning
Relevance - inquiry - freedom - connectedness - reception - empowerment - play

50. Information
An unknown or uncontrolled variable that produces an effect
Data that has been given context
Thinking about the whole organization - rather than individuals - and looking primarily at processes
The sum of the numbers divided by the total number of values