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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. Type of grid that groups the stakeholders based on thier level of authority and their level of concern regarding the project outcomes
RAM charts
Coaching
Power/ Interest Grid
Stakeholder Analysis
2. Shows a pattern between two variables associated with a process. This helps see a correlation (or lack of) between variable - if it exists
Closing the project
6 sigma
Project Scope Statment
Scatter Diagram
3. ompany pays for quality in a reactive way - on the back end - decrease morale - decrease customer perception Cost of Conformance and nonconformance examples...
Business Risk
Communications requirement analysis
Project management and quality
Nonconformance
4. Invokes determining the latest that an activity can start w/o delaying the activites that follow it.
Rolling Wave Planning
Root cause analysis
Free (or Total) float
Pure Risk
5. Self Actualization - Esteem - Belonging - Saftey - Physological
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6. What is the output of Identify Risk?
Risk breakdown structure
Risk Register
Root cause analysis
Fishbone AKA cause/effect diagram
7. Calculating the expected monetary value (EMV) of a project risk is found by....
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8. Describes when and how human resource requirments will be met. It is part of the Human Reources plan wich in turn is part of the Project Managment plan
Root cause analysis
Mutual Exclusivity
Staffing Mgmt Plan
Plan Risk Mgmt
9. In fixed pricing the most important consideration is ____.
Demings' 14 principles of Management
Mgmt Reserves
Level of Scope development
Business Risk
10. Standard is associated with companies that wish to document their process and adhere to those processes
ISO 9000 (International Org for Standardization)
Influence/Impact grid
FORMAL Communication
Bottom-up estimating
11. Risk for which insurance can be purchased - thereby transferring the risk for financial benefit to the party accepting the risk
Mandatory Constraints (Hard logic)
EEF - Enterprise Enviromental Factors
Implied warranty
Pure Risk
12. When an activity cannot be estimated with a resonable degree of confidence the work within the activity is decomposed into more detail. Estimates are made to the smallest incremental level need and then aggregated into a total quantity for each of th
PMIS
Bottom-up Estimating
Salience Model
Design of Experiments
13. Shows the overall state of the project - aka the sum of all reports
Status Reports
Resource breakdown structure
Emphasis on defining scope
Contingency Reserves
14. Form of power is one that project managers must earn on their own.
Controlling communication
Sample Testing
Bottom-up Estimating
Expert Power
15. Process of developing a document that formally authorizes a project or a phase and document initial requirements that satisfy the stakeholders needs and expectations
Develop Project Charter
Mutual Exclusivity
internal risk can be controlled but external cannot be controlled
Scatter Diagram
16. One choice does not include any other choices
Acquire Project Team
Bottom-up estimating
Distribute Information
Mutual Exclusivity
17. Process that helps determine where a project fits in the big picture of planning at the company - It also could be used to address a goal-setting technique which emphasizes establishing attainable goals and monitoring for variance then adjusting as n
Mgmt by Objectives
Run of Seven Rule
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Continous Improvement (Kaizen)
18. Worst form of power to use. People experience negative impact if they don't do what is desired
Vertical Comm
Judgemental methods
Penalty Power
Proprietary Quality Management Methodolgies
19. Provides details of the planned Scope for the project - this includes the Project Scope Statment - WBS - WBS dictionary. It is the key output in the Create WBS.
Secondary Risk
Scope Baseline
ISO 9000 (International Org for Standardization)
Run Chart
20. Deals with the known Unkowns and is the Project Plan
Milestone list
Discretionary (Soft Logic)
Contingency Reserves
Expert Power
21. Close out any contracts w/ outside vendors - Deliver any required reports associated w/ closure (OPA updates) - Complete any close project or phase activites - Performed lessons learned - Complete the archives of any project files (OPA updates) - Rel
Change Control System
Breach
Sequence for Closure (for a project) Ver2
Work Authorization System
22. Factors that limits project options such as the number of people available - amount of time or money available to finish the job or other resources or assest issues
Organization Breakdown Structure
Risk Breakdown Structure
Monte Carlo Technique
Contraints
23. Quality philosophy that focus on proactive attitude toward quality with a detail toward statistical analysis to document improvement
Salience Model
Total Quality Management TQM
Develop Project Team
Cost of Quality
24. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
A Lag
Crashing
EEF - Enterprise Enviromental Factors
Nonconformance
25. A constraint that should be completed but is not absolutly required to be completed before subsequent item can start
Run Chart
Discretionary (Soft Logic)
Continous Improvement (Kaizen)
Verbal and Non-verbal
26. 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.
Report Performance
Assumptions
Contraints
Discretionary (Soft Logic)
27. States that 100% of the work of a project needs to be represented in the creation of the WBS. What is the 100% rule?
The 100% Rule
Secondary Risk
Variance Analysis
Staffing Mgmt Plan
28. Conflict Solution where there is an effort in which attempts are made to work out the actual problem. It is the best type of conflict resolution
Project Scope Statment
Bottom-up Estimating
Confronting/ Problem solving
Fringe
29. Deals with how we are effeiciently using our money
Mgmt Reserves
Start to Start
IRR - Interal Rate of Return
Scheduling
30. From the Buyers perspective the riskiest form of contract is
Manage Stakeholders Expectations
n *(n -1) /2
Hygiene factors
Cost plus percentage of cost
31. Forecasting methods that uses the assumption that is possible to identify the underlying factors that might influence the variable that is being forcasted
Indentify Risk
Conflict between functional manager and project manager
Risk Breakdown Structure
Causal/econometric
32. Doing activites in parallel that are that are normally in sequence. Inc cost could occur with rework but additional risk could occur because of possible rework.
Fast Tracking
Conformance
Assumptions
Stakeholder Analysis
33. Best form power to use. Someone receives a benefit for doing something that is needed
Risk breakdown structure
Reward Power
ISO 3 Steps
Power/Influence Grid
34. One advantages of sensitivity analysis is?
IT indicates that there is a range of possible outcomes
Sample Testing
Milestone list
Charateristics of a project
35. Shows an aggregate or rolled up view of the various activites at the summary level. It gives senior management - the project management team - a picture of how long the summary level work packages are to take - and what sequence they occur
Summary Schdule
Bottom-up Estimating
Smoothing and withdrawal
Interactive Communication
36. Communication with customer - other project - the media - and the public
IRR - Interal Rate of Return
Influence/Impact Grid
External Comm
Stakeholder Mgmt Stategy
37. 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
Causal/econometric
Approved Change
Coaching
Critical Path Method
38. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Conflict between functional manager and project manager
Manage Project Team
Sender Message/Receiver - Medium - type of format of the message
Crashing
39. A contigency put into action when a risk reesponse and any backup plans don't work. It is the reactive "wing it" reponse
A lead
Autocratic
Work around
Resource breakdown structure
40. Process of improving the competencies - team interaction - and the overall team environment to enhance project team
Sample Testing
Indentify Risk
Develop Project Team
Referent Power
41. Breakdown structure to help dreak down the risk on a project. It helps create a brainstorming type of environment that allows the team to identify and categorize additional risk. Similar to WBS but the team creates it.
Discretionary (Soft Logic)
Start to Start
Risk Breakdown Structure
Maslow's Hierarchy of needs
42. The process of making relevant information availible to project stakeholders as planned
Resource breakdown structure
Assumptions
Distribute Information
IT indicates that there is a range of possible outcomes
43. In the project coordinator form of a matrix organization - project coordinators often....
Often assign project tasks to the various functionals managers
Phase results are verified and documented
Rolling Wave Planning
Mgmt Reserves
44. Type of power comes from an attitude or presence that a person has and the corresponding type of influence this person has on the team. It could also come from someone who aligns with other people in a powerful posistion at the company or on the team
Influence/Impact grid
RAM charts
Referent Power
6 sigma
45. Type of Mgmt style where managers have strong or unlimited power and authority
Often assign project tasks to the various functionals managers
A lead
Make money and to protect the public
Autocratic
46. The process of subdividing project deliverables and project work into smaller more managable components
Fast Tracking
Create WBS
Project management and quality
Commincations Mgmt plan
47. Conflict Solution that entails considering insights and views from a variety of sources and leads to consensus management which in turn leads to commitment
Collaborating
Offical
Assumptions
PERT Program Evaluation Review Technique
48. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
Mgmt Reserves
Bottom-up estimating
Risk Breakdown Structure
Salience Model
49. Type of communication that convey more than just words (inflection of voice body language)
Verbal and Non-verbal
Project Scope Statement
Bottom-up estimating
n *(n -1) /2
50. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
Perks
Forcing
Manage Stakeholders Expectations
Run Chart