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Test your basic knowledge |
PMP: Project Management Professional
Start Test
Study First
Subjects
:
certifications
,
pmp
,
business-skills
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. Conflict Solution that entails considering insights and views from a variety of sources and leads to consensus management which in turn leads to commitment
Visionary
Contingency Reserves
Fringe
Collaborating
2. Type of grid that groups the stakeholders based on thier level of authority and their level of concern regarding the project outcomes
Salience Model
Confronting/ Problem solving
Penalty Power
Power/ Interest Grid
3. Used to asses the impact and consequnces of requested changes on the project
Contraints
Change Control System
Start to Start
Compromising
4. 3 main components of the communication model
Progress Report
Sender Message/Receiver - Medium - type of format of the message
Risk Owner
3 Processes of quality managment
5. Modern quality philosophy that states that approx 99.999% of the everything a company creates or processes it executes are error-free
6 sigma
Finish to Start (Most common)
A Lag
Report Performance
6. Inputs to many processes that deal with variables external to the project - such as imfomation systems and company policies and procedures. They can include process definitions - templates - organizations communications needs
Organization Process Assests (OPA)
Distribute Information
90%
Charateristics of a project
7. One of the biggest potential problems facing a project team member in a strong matrix is....
Conflict between functional manager and project manager
Strong Matrix
Stakeholder Analysis
Steps for using the Stakeholder Analysis
8. Request that have been through the changes control system and approved. They are now part of the project with any potential ipact now affecting the project Difference between requested changes and approved changes
Run of Seven Rule
Mediator
Approved Change
IT indicates that there is a range of possible outcomes
9. A delay between activities. You use it when there is some type of constraint in which something must wait before it can continue
A Lag
Organization Process Assests (OPA)
Registered to the international quality standards ISO 9001
Rolling Wave Planning
10. Generally seen as the founding basis for total quality managment - Main Points are: 1. be proactive - not reactive 2. Utilize leadership and accountability 3. Measure and strive for constant improvement
11. A comprehesive list including all schedule activites required on the project
Often assign project tasks to the various functionals managers
PMIS
Activity List
Zero duration
12. The person responsible for a risk event if it occurs and is simialr to the person responsible for completing on activity
Risk Owner
Schedules - project priorities - resources
Charismatic
Manage Project Team
13. Responsiblity Assignment Matrix The tool lets the project team know who is involved in each area and what they are responsible for an in what area
Free (or Total) float
Perks
RAM charts
Risk Breakdown Structure
14. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Precendence Diagramming Method (activity on the node)
Often assign project tasks to the various functionals managers
Stakeholder Mgmt Stategy
The 100% Rule
15. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
Director
Resource breakdown structure
Requested Changes
External Contraints
16. Process of determining the project stakeholder information needs and defining a communication approach. Who needs what information - when they need it - how it will be provided to them and by whom.
External Contraints
Zero duration
Plan Communication
Multiplying the risk's probability of occurrence by its estimated impact
17. Used for very large volumes of information or for very large audiences that requires the recipients to access the communication content at their own discretion - Inclued intranet sites - e-learning - and knowledge repositories
Pull Communication
Fringe
Maslow's Hierarchy of needs
Power/Influence Grid
18. If the contract is not completed by the contractor either for failure to comply - bankruptcy etc. this is know as
EEF - Enterprise Enviromental Factors
Expectancy Theory
Breach
Mgmt by Objectives
19. Used to track technical performance such as how well something works or schedule or cost performance such as how things were completed on time or budget - respectively
Salience Model
Run Chart
IT indicates that there is a range of possible outcomes
internal risk can be controlled but external cannot be controlled
20. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Manage Project Team
Contingency Reserves
Work Package
Director
21. Used with sceduling enviroments in which a forward pass establishes the easrliest the activities can start (ES) and finish (EF) and a backward pass establishes the latest the activites can start (LS) and finish (LF)
Plan Risk Mgmt
Critical Path Method
Brainstorming
Multiplying the risk's probability of occurrence by its estimated impact
22. Type of grid that groups the stakeholders based on their level of authority and their active involvement in the project
Just-in-time (JIT)
Bill of materials
Power/Influence Grid
Upper Control Limit (UCL) - Lower Control Limit (LCL)
23. Cost associated with conformance to requirements and the step taken to elimate non-conformance
Sequence for Closure (for a project) Ver2
Project Selection
Cost of Quality
Team development Life Cycle
24. Key tool for comparing a product or service to other standards
Discretionary (Soft Logic)
Rolling Wave Planning
ISO 3 Steps
Benchmarking
25. The process of making relevant information availible to project stakeholders as planned
Forcing
Risk Triggers
Reward Power
Distribute Information
26. Shows a pattern between two variables associated with a process. This helps see a correlation (or lack of) between variable - if it exists
n *(n -1) /2
Scatter Diagram
Controlling communication
Develop Human Resource Plan
27. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
Stakeholder Analysis
Develop Human Resource Plan
Fishbone AKA cause/effect diagram
Commincations Mgmt plan
28. PM and team work to create a complete estimate from the bottom(activity level) up and roll it up to the total estimate. Main advantage - detail accuracy. Main dis ad - can take time to create
Fringe
Bottom-up estimating
Benchmarking
Develop Project Team
29. Formal or informal system used in project management to ensure that the work is done as planned. It ensures that right work is done in the right order at the right time by the right people
Scope Baseline
Schedules - project priorities - resources
Just-in-time (JIT)
Work Authorization System
30. Type of communication that convey more than just words (inflection of voice body language)
Commincations Mgmt plan
Compromising
Verbal and Non-verbal
A Lag
31. Communication formula
Create WBS
Organization Breakdown Structure
n *(n -1) /2
Oganization breakdown structure
32. Communication up and down the organization
Statistical Independence
Work around
Vertical Comm
Reward Power
33. Play a huge role in planning - When you perform project management part of the concept of Planning is to deal with items unkown. You must make assumptions for scheduling and bugeting. In most cases as the project evoles - you learn more about it.
Assumptions
Salience Model
Scope Baseline
Residual Risk
34. Calculating the expected monetary value (EMV) of a project risk is found by....
35. Shows the risk that potentially occur broken down by risk category
Milestone list
internal risk can be controlled but external cannot be controlled
LAG
Risk breakdown structure
36. Document what you do - Do what you document - Document any variance (from the normal process)
Mgmt by Objectives
Statistical Independence
ISO 3 Steps
Contraints
37. Type of communication method sent to a specific recipient who needs to know the information - This method ensures that the communication is distributed but does not certify that it actually reached or was understood by the intended audience Includes
Time series method
Push Communications
Resource breakdown structure
Sample Testing
38. Mock-up technique that uses software to simulate project charactereristics to determine possible outcome
Perks
Monte Carlo Technique
Critical Path Method
Time series method
39. A deliverable or project work component at the lowest level of each branch of the work breakdown structure
Charateristics of a project
Work Package
Salience Model
Elements of scope
40. What warranty type relates to merchantablily or fitness for use?
Scheduling
Cost of Quality
Forcasting
Implied warranty
41. Type of Mgmt style that brings out the best in the team - bringing mbrs to their potential or where they need to be with regard to the project
Crashing
Coaching
Closing the project
Mandatory Constraints (Hard logic)
42. Key tool that is a statistical method or tool - that helps identify which factors may influence specific variable of a product or process under development or in production. It lets you change many factors at once.
Project Scope Statment
Confronting/ Problem solving
Design of Experiments
Visionary
43. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
Mgmt Reserves
Impact
Reward Power
Upper Control Limit (UCL) - Lower Control Limit (LCL)
44. Commuincation within the project
Risk Owner
Cost of Quality
Internal comm
Forcasting
45. Is a state in which the outcome of process are separate from another
Impact
Penalty Power
Expectancy Theory
Statistical Independence
46. A constraint put in place by something external to the project team or organization
Variance Analysis
Reward Power
Collaborating
External Contraints
47. Concept that defines a low level of detail on the WBS for immediate work being accomplished while the work to be done in the future is only at the highlevel of decomposition in the WBS until it is soon to be started. The concept that utilizes the pro
Rolling Wave Planning
Controlling communication
Pull Communication
Expert Power
48. A jeopardy that results from the implementation of a risk repsonse
Unoffical Comm
Interactive Communication
Organization Process Assests (OPA)
Secondary Risk
49. Customer Satisfaction - Prevention over inspection - Continous Improvement - Management Responsibility
Project management and quality
Pure Risk
Stakeholder Mgmt Stategy
Push Communications
50. Information Gathering Techniques from Identify Risks - tools and technique
Delphi Technique
Milestone Schedule
Root cause analysis
Manage Stakeholders Expectations