Test your basic knowledge |

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 activites to consider when closing a presentation
To systematically plan an organization's future
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Social contexting - contexting - authority - and concept of time
Audience - behavior - condition - and degree

2. The elements of the 4-D cycle
Discovery - Dream - Design - and Destiny
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Numbers or variables used to classify a system
Business Analysis

3. The three building blocks of knowledge management
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors
Maslow's hierarchy - McGregor's Theory X and Y of management
Data - Information - Knowledge
Design

4. The framework developed by Patricia Cross to describe some differences between adult and child learners
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed
Interview - survey/questionnaire - observation - focus group - work diary/work log
Characteristics of adults as learners (CAL) conceptual framework
Scaling and integrity

5. The use of electronic technologies to deliver information and facilitate the development of skills
Learning technologies
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Central tendency
Current organization climate - available resources

6. The processes performance management is primarily concerned with
High cost - scheduling difficulties - and temporary (unless learners have opportunity to practice)
Social contexting - contexting - authority - and concept of time
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
Cognitive

7. The theory that describes a person starting at age 18 - moving from career exploration to a series of events including educational specialization that leads to a career path and a final career commitment

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8. Four steps to prepare for training delivery
Conduct a SWOT - establish strategic goals - develop strategies to achieve the strategic goals
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.
A measure of the variability of scores from the mean

9. The purpose of workforce planning
To improve performance by systematically developing human expertise through organizational development and training
Awareness - modeling - targeted interventions - desensitization - training
Learning Content Management System. Software that packages courses and learning materials for print - CD-ROM - and electronic publication.
Change Management

10. The characteristics of a complex system
Raw and non-contextual - and can exist in forms usable or not
Knowledge - skills - desire - environment - and opportunity
Reaction
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

11. Single-loop learning
Focused on learning and using new necessary skills through incremental change
Constraints analysis
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
Measures of quantity or numbers

12. The process that measures if the practitioner measured what they intended to measure
Virtual Reality. Computer-based technology that gives the user a realistic - 3-D - interactive experience that engages as many senses as possible.
Initiating - planning - executing - controlling - closing
Evaluation
Validity

13. The five factors that affect human performance
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire
Raw and non-contextual - and can exist in forms usable or not
Knowledge - skills - desire - environment - and opportunity
Simulations

14. The first component of the ASTD HPI model
Business Analysis
Groupthink
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
Structure

15. The e-Learning techniques allows learners to personally assess what can be learned - the value of the content - and the difficulty of the content
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
Navigation
Knowledge - skills - desire - environment - and opportunity
Identify organizational values - development mission - develop vision - develop value statements

16. Four benefits of web-based training
Review strategies - measure performance - take correction action
Technical competence - people skills - conceptual skills - results - taste - judgment - character
Cost-effectiveness - accessibility and application - learner access - and self-direction
Polling questions

17. The ability of the same measurement to produce consistent results over time
Reliability
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
To improve performance by systematically developing human expertise through organizational development and training
Electronic performance support system (EPSS)

18. The technique that should account for 50% of the preparation for a presentation
Cost-effectiveness - accessibility and application - learner access - and self-direction
Reaction
Rehersal
Skill variety - task identity - task significance - autonomy - feedback

19. The creator of the theory of three types of learning - knowledge - skills - and attitudes
Benjamin Bloom
Focused on fundamental changes to thinking patterns and behaviors
Ishikawa - fishbone
Understandable - accurate - functional

20. The method a trainer can use to encourage a participant to continue speaking
An unknown or uncontrolled variable that produces an effect
Disengagement - disidentification - disorientation - and disenchantment.
To systematically plan an organization's future
Walk towards a participant as they speak

21. Level 1 evaluation
Enabling objectives
Reaction
Awareness - modeling - targeted interventions - desensitization - training
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.

22. The purpose of strategic planning

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23. A method used to evaluation organizational effectiveness beyond financial measures
Identify business goals - clarify those goals - determine specificity and measurability of the goals.
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
Interview - survey/questionnaire - observation - focus group - work diary/work log
Balanced scorecard

24. Triple-loop learning
Form - storm - norm - perform - and adjourn.
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
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
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

25. LMS
Focused on learning and using new necessary skills through incremental change
Opportunity-centered
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).
Interviews

26. learning object
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
To systematically plan an organization's future
Semantic differential
Self-contained chunk of instructional material

27. Data
Measures looking at opinions - behaviors - and attributes
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
Balanced scorecard
Raw and non-contextual - and can exist in forms usable or not

28. The diagnostic model that identifies the performance problem cause - based on cause driving solution

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29. What does context refer to in designing learning
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities
Long-term process for performance improvement based on 1-on-1 interactions where mentee retains the responsibility for improvement
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend
Seels and Glasgow instructional systems design model

30. Confidence interval
The expected range of a measurement
Cause Analysis
Bloom's taxonomy - six sigma - Kepner-Tregoe
A measure of the variability of scores from the mean

31. BCR
Benefit-to-cost ratio (Total Benefit / Total Program Cost)
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
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
Learning

32. The four components of a learning objective
Current organization climate - available resources
Social contexting - contexting - authority - and concept of time
Focused on fundamental shifts in how people view themselves - and intentional alterations of beliefs and values about the world and themselves
Audience - Behavior - Condition - and Degree

33. Information Chunking
Diagnose the problem - generate alternative actions/behaviors - identify consequences for those actions/behaviors
The process that enables organizations to create short reference materials with relevant information by reducing information into codified - categorized - and reusable content.
Pareto analysis
Opener - bridge - main body - and close

34. The second component of the ASTD HPI model
Charts - graphs
Performance Analysis
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.
External coaching - internal coaching

35. The process where each member of a group makes their opinions conform to the perceived group consensus
Groupthink
Bloom's taxonomy - six sigma - Kepner-Tregoe
Brainstorming - case studies - and role plays
The extent to which an instrument represents the program's content

36. Karl Albrecht's progressive psychological phases of change response
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
The expected range of a measurement
Threat - problem - solution - habit
Inputs - outputs - process controls - and resources.

37. 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
Management - performance
Knowledge - skills - desire - environment - and opportunity
Objectivity - confidentiality

38. Two types of coaching situations that primarily differ on the degree of confidentiality and sensitivity
Maslow's hierarchy - McGregor's Theory X and Y of management
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
External coaching - internal coaching
Perform a front-end analysis

39. Three process principles of strategic management development that are likely to remain constant across organizations
Presentation software
Subject-matter expert
The extent to which an instrument predicts future results
Managers are responsible for their own development - executives are responsible for the development of their subordinates - the organization is responsible for providing growth opportunities

40. Continuous
Validity
Harless' front-end analysis model
A variable whose quantification can be broken down into very small units - often called analog (opposed to discrete)
Focused on learning and using new necessary skills through incremental change

41. The steps in the outsourcing process
Identify organizational values - development mission - develop vision - develop value statements
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
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
Audience - Behavior - Condition - and Degree

42. the meaning of significant - in a statistical context
Rehersal
Ideas - processes - procedures - methods of operation - concepts - principles - and discoveries
Subject-matter expert
In statistics - it means probably true

43. What is the best thing to do first when a client wants a designer to develop a training to improve declining business process
Terminal objectives
Balanced scorecard
Perform a front-end analysis
Structure and processes - resources - information - knowledge and skills - motives - and wellness.

44. The six factors an instructional designer must consider before choosing techniques and training materials
No area is overlooked - forces to be used are known - there is time to develop other strategies if the analysis reveals the need
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials
Dictatorship - anarchy - democracy
Thinking about the whole organization - rather than individuals - and looking primarily at processes

45. The guidelines Carl Rogers describes as critical elements to remember in adult learning situations
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Focused on learning and using new necessary skills through incremental change
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

46. Three tools for determining learner preferences
A description or design specification for how information should be treated and organized.
Establish scope - create plan - implement plan - monitor/evaluate/revise plan
Presentation software
Productivity Environmental Preference Survey (PEPS) - Canfield Learning Style Inventory - and Learning Style Questionnaire

47. Four characteristics of highly motivated clients
Cost-effectiveness - accessibility and application - learner access - and self-direction
Performance audit
Raw and non-contextual - and can exist in forms usable or not
Eager to succeed - open to support - interested in different tactics/methods and trying those out - learning oriented

48. EPSS
Electronic Performance Support System. Software that provides just-in-time help - guidance - coaching - or assistance to improve job performance.
Reliability
Disengagement - disidentification - disorientation - and disenchantment.
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.

49. What is an SME
Phone - VoIP - online meetings - email - specialized software
Form - storm - norm - perform - and adjourn.
Developing employees - motivating employees - deploying employees - aligning people to process to increase performance
Subject-matter expert

50. Two types of personality inventory instruments
Structure
Capture attention - help message to be remembered - establish rapport - build credibility - and build team unity.
Myer-Briggs Type Indicator (MBTI) - DiSC personality profile
Audience - Behavior - Condition - and Degree