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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. Level 3 evaluation
Engage learner's attention - present materials as input to brain - practice with ideas and skills - review to create new connections and applications
Results
Solution Implementation
Do not discriminate in any aspect of employment based on disabilities - with reasonable accommodations such as interpreters - reading aids - instructional material modifications - etc.

2. learning object
Self-contained chunk of instructional material
Relevance - inquiry - freedom - connectedness - reception - empowerment - play
Action plans - interviews - questionnaires - focus groups - performance contracts
Knowledge - skills

3. The steps in the outsourcing process
Phone - VoIP - online meetings - email - specialized software
A variable the influences the dependent variable
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
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action

4. List David Kolk's four learning styles
Documentation audit - information system survey - identification of external information sources
Facilitation is used to involve participants - and to help them learn from one another.
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.
Convergers - divergers - assimilators - and accommodators

5. Four steps to prepare for training delivery
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
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
Gain understanding or learning objectives - learn the materials - practice the delivery - prepare questions to stimulate learning.
Performance records - direct observation - supervisor checklists

6. The learning theory that includes activities like behavioral modeling - simulations - role plays - skill drills - and rewards
The world is created in conversation
Behavorism
Characteristics of adults as learners (CAL) conceptual framework
Constraints analysis

7. Malcolm Knowles' work tipped the instructional systems design scale. The two ends of that scale
Numbers or variables used to classify a system
Learner-centered - content-centered
Data - Information - Knowledge
Structures - patterns - events

8. Three tasks for knowledge mapping
Written tests - oral Q&A - performance tests - role plays
Learner-centered - content-centered
Structure
Documentation audit - information system survey - identification of external information sources

9. Two circumstances where e-learning is particularly useful
Maslow's hierarchy - McGregor's Theory X and Y of management
Rapid instructional design (RID)
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
Rote skills - and prerequisite material

10. A method used to evaluation organizational effectiveness beyond financial measures
Numbers or variables used to classify a system
Solution Implementation
Balanced scorecard
Learning Management System. Software that automates administration - tracking - and reporting of learning events (ILT and online).

11. Mean
The sum of the numbers divided by the total number of values
Meta-evaluation
An HTML tag identifying the context of the contents on a website or knowledge base.
Howard Gardner

12. The process of giving advice or information from one person to another about the usefulness of an event - process or action
Feedback
Mentoring is longer term - and mentors do not have responsibility for participants improvement.
Two-aix matrixes - flowcharts - dichotomy - graphic models
Engage learner's attention - present materials as input to brain - practice with ideas and skills - review to create new connections and applications

13. Compare/contrast chaos and complexity
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.
Behavior
Low frequency - high complexity - high consequence of error - high probability of change in the future
Two-aix matrixes - flowcharts - dichotomy - graphic models

14. Nominal data
To systematically plan an organization's future
Numbers or variables used to classify a system
Feedback
Two-aix matrixes - flowcharts - dichotomy - graphic models

15. Four tasks typically done in the job analysis
Performance Analysis
Ginzberg's theory
Create new hire training - develop behavior-based interview questions - write performance objectives - prepare employees for career progression
Identify business goals - clarify those goals - determine specificity and measurability of the goals.

16. Three advantages of interviews as a data gathering technique
Rich data - comparable data across interviews with proper construction of interview protocol - and adds depth to quantative methods
Misplacing ownership - misaligning incentives - saving recognition - playing favorites - misspeaking praise
Feedback
Technical competence - people skills - conceptual skills - results - taste - judgment - character

17. The four parts of the International Federation's (ICF) ethical standards
Philosophy of coaching - definition of coaching - standards of ethical coaching conduct - pledge of coaching ethics
Simulations
Documentation audit - information system survey - identification of external information sources
Indicate whether response was correct - explain an incorrect response or clarify a correct response - give instructions on how to proceed

18. BE
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
Breakeven ( ( Program Costs / Investment ) / ( Benefits / Cash Inflow) )
Monetary impact/ROI
Performance records - direct observation - supervisor checklists

19. The type of results produced by quantative methods
Visual - Auditory - and Kinestethic
Weak manager judgments or experience levels - identified talent shortages - organization culture suports structured programs
Hard data
Benefit-to-cost ratio (Total Benefit / Total Program Cost)

20. Describe noise - in communication theory
Skill variety - task identity - task significance - autonomy - feedback
Technology - new products - shareholders - financial conditions - system challenges - process challenges - policies
Something that disrupts the flow of information between source and receiver
Documentation audit - information system survey - identification of external information sources

21. Four activites to consider when closing a presentation
Review of objective and key points - review participant benefits - call participants to action - ask participants if they have any questions.
Structure
problem - establish action plan - clarify values - identify alternatives - discover probable outcomes - eliminate alternatives systematically - start action
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.

22. The five principles of andragogy
Terminal objectives
Learner self-concept - Learner prior experience - Readiness to learn - Orientation to learning - and Motivation to learn
Learning organizations - systems thinking
Organization - process - and job/performer.

23. The third component of the ASTD HPI model
Silence
Cause Analysis
Organization - process - and job/performer.
Subject-matter expert

24. Skills / knowledge areas that SMEs may lack
Adult learning theories - instructional design techniques
The outcome that depends on the independent variable and covariates
Social contexting - contexting - authority - and concept of time
Information - resources - incentives/consequences - knowledge and skills - capacity - and motivation.

25. Four barriers to communication during training delivery
Perform a front-end analysis
A measure of the variability of scores from the mean
Language - speech - environmental - and psychological
Cost or budget - lesson content - learner background and expectations - time available - and facilities/equipment/materials

26. List 10 types of root causes

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27. The four quadrants in W.E. (Ned) Herrmann's learning brain model
Organization - process - and job/performer.
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
Time and resource intensive - undue influence of vocal member(s) - difficult to facilitate with a single facilitator to encourage participation and take notes
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic

28. The criteria for determining if a project is appropriate for action learning
The extent to which an instrument represents the program's content
External/organizational scans - identify business needs - identify change initiatives - collect data - analyze data - report on the data - design the change initiative
Relevance - inquiry - freedom - connectedness - reception - empowerment - play
Reality - feasibility - authority - and learning opportunities

29. DMAIC
- measure - analyze - improve - control
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
A collection of code containing instructions for a computer to perform a specific action
Interviews

30. Systems thinking
Central tendency
Measures looking at opinions - behaviors - and attributes
Capture attention - reveal trainer's style - raise participant's comfort level - introduce the topic of the presentation.
Thinking about the whole organization - rather than individuals - and looking primarily at processes

31. Types of Level 1 instruments
Questionnaires - follow-up interviews - observation checklists
The selection of measurement points which can have a large impact on the research's ability to be generalized
Chaos is simple systems generating complicated behavior. Complexity is complicated systems generating simple behavior.
Multiple intelligences theory

32. The facilitation tool that can create just enough tension to get people thinking
Silence
Feedback
Cost-effectiveness - accessibility and application - learner access - and self-direction
Howard Gardner

33. Two influences of great effect on employee motivation
Management - 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
External coaching - internal coaching
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.

34. Three pitfalls of coaching
Learning technologies
Opportunity-centered
Design
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

35. The instrument where participants rate two contrasting ideas or words by circling points on a line
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Electronic performance support system (EPSS)
Semantic differential
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend

36. 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.
Information that combined with understanding enables understanding
Performance audit
Walk towards a participant as they speak

37. The type of question - often starting with 'what if ...' - that is used to get learners to thinking freely
Experiencing - publishing - processing - generalizing - and applying
Silence
Hypothetical
Change Management

38. The HPI tool that uses the 80/20 rule
Managerial/administrative - supervisory - functional
Accelerated Learning
Pareto analysis
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.

39. Explicit knowledge
To improve performance by systematically developing human expertise through organizational development and training
Managerial/administrative - supervisory - functional
Knowledge that has been documented - includes books - manuals - training courses - job aids - software rules - databases - etc.
Cognitivism

40. Change management
Evaluation
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Numbers or variables used to rank order a system
Engage learner's attention - present materials as input to brain - practice with ideas and skills - review to create new connections and applications

41. The four most important skills for a coach
Review strategies - measure performance - take correction action
A description or design specification for how information should be treated and organized.
Communication - client motivation - self-management - technical skills
The expected range of a measurement

42. Types of Level 3 instruments
Action plans - interviews - questionnaires - focus groups - performance contracts
Competing - accommodating - avoiding - collaborating - and compromising.
Upper-left cerebral - lower-left limbic - upper-right cerebral - and lower-right limbic
Icebreakers do not have to relate to the session materials. Opening exercise introduces the session materials being taught.

43. The method by which a trainer recognize signs of boredom - disinterest - or lack of understanding
Formulation - Development - Implementation - Evaluation
Reliability
Focused on learning and using new necessary skills through incremental change
Observe body language

44. Knowledge Mapping
Design
Structure
Semantic differential
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.

45. The four characteristics of online communication
Seels and Glasgow instructional systems design model
Matching current - usually high-potential employees - with future roles within the company to systematic prepare them for a future role
Observe body language
Image oriented - interactive - immediate - and intimate.

46. the meaning of significant - in a statistical context
In statistics - it means probably true
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
Questions that stimulate discussion
Structures - patterns - events

47. An assessment done during formation
Cognitive
Formative evaluation
Phone - VoIP - online meetings - email - specialized software
Objectivity - confidentiality

48. Critical Path
Change is a process not an event. Change management is the process of directing change at each level of an organization.
Monetary impact/ROI
Speed - quantity - quality/accuracy - thoroughness - timeliness
The minimum time schedule for completing all the tasks in a project with several overlapping or dependent tasks.

49. What does context refer to in designing learning
Psychomotor skills
Functional context
The process that connects information - education - expertise - and practical application of people in an organization for the purposes of sharing and access.
Learner characteristics like age - educational background - cultural background - learner expectations - and learn motivation to attend

50. Predictive validity
Create safe haven for learning - create a comfortable environment - encourage participation - facilitate more than lecture.
Relevance - inquiry - freedom - connectedness - reception - empowerment - play
Change is a process not an event. Change management is the process of directing change at each level of an organization.
The extent to which an instrument predicts future results