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Test your basic knowledge |
PMP: Project Management Professional
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certifications
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pmp
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business-skills
Instructions:
Answer 50 questions in 15 minutes.
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study here
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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. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Monte Carlo Technique
Crashing
Change Control Board
Upper Control Limit (UCL) - Lower Control Limit (LCL)
2. In fixed pricing the most important consideration is ____.
Risk Triggers
External Comm
Project Scope Statment
Level of Scope development
3. Plan defines the communication needs of the stakeholders - the communications format and frequency and who delivers them. It can include reports meeting scehdules - changes process and contact information for the team.
Just-in-time (JIT)
Stakeholder Mgmt Stategy
Commincations Mgmt plan
Hygiene factors
4. 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
Bottom-up estimating
PERT Program Evaluation Review Technique
Cost of Quality
Forcing
5. On creating a written project scope statement to be used in the future project decision making.
Elements of scope
Plan Risk Mgmt
Emphasis on defining scope
Develop Project Charter
6. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Risk breakdown structure
Communications requirement analysis
Salience Model
Autocratic
7. Tool you can use initially in a project to evaluate what could potentially cause defects. You can use it during the project to review symptoms to determine the real problem (continue to ask questions until the root cause is determine)
Risk Triggers
Fishbone AKA cause/effect diagram
Root cause analysis
Coaching
8. Information Gathering Techniques from Identify Risks - tools and technique
Closing the project
Root cause analysis
Plan Communication
Steps for using the Stakeholder Analysis
9. 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.
n *(n -1) /2
Reward Power
Work Authorization System
Scope Baseline
10. Techinque of systemically gathering and analyzing quantitative and qualitative information to determine whose interest should be taken into account throughout the project
Finish to Finish
Stakeholder Analysis
Assumptions
Develop Project Team
11. Shows the type of resources broken down
Resource breakdown structure
Critical Chain Method
Forcing
Root cause analysis
12. A deliverable or project work component at the lowest level of each branch of the work breakdown structure
Charismatic
Work Package
n *(n -1) /2
Risk Owner
13. A planning technique which progressively details the work as information becomes firm - and allows for less detail in later project phase where uncertainty is greater is called
Perform Qualitative Risk Analysis
Salience Model
Rolling Wave Planning
90%
14. Displays a breakdown by resource type accross an organization. This breakdown makes it possible to view where resources are being used regardless of organizational group or division they are in. Can include non-H.R. resources as well as personnel
Crashing
Multiplying the risk's probability of occurrence by its estimated impact
Project management and quality
Resource breakdown structure
15. Forecasting method that uses historical data as the basis for estimating future outcomes
Elements of scope
Logic Bar Chart (Gantt Chart)
Time series method
Steps for using the Stakeholder Analysis
16. Type of grid that groups the stakeholders based on thier level of authority and their level of concern regarding the project outcomes
Influence/Impact grid
Power/ Interest Grid
Work Package
External Comm
17. Employee works a great deal on the project and assumes that the reward will be relative to the amount of effort or perceived effort
Life-cycle costing
Start to Start
Perform Qualitative Risk Analysis
Expectancy Theory
18. 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
Sequence for Closure (for a project) Ver2
Project Scope Statment
Judgemental methods
Director
19. Type of grid that groups the stakeholders based on their active involvement in the project and their ability to effect changes to the projects planning or execution.
Manage Stakeholders Expectations
Finish to Start (Most common)
Mediator
Influence/Impact grid
20. Communication that is not on the record
Unoffical Comm
Elements of scope
Influence/Impact Grid
Root cause analysis
21. Communication with peers
Judgemental methods
Horizontal Comm
Mgmt by Objectives
Risk Owner
22. Type of Grid that groups the stakholders based on their active involvement in the project and their ability to effect changes to the projects planning or execution
Project Scope Statment
Influence/Impact Grid
90%
internal risk can be controlled but external cannot be controlled
23. Plan Quality - Perform Quality Assurance - Perform Quality Control
Distribute Information
Project Scope Statment
3 Processes of quality managment
Vertical Comm
24. Modern quality philosophy that states that approx 99.999% of the everything a company creates or processes it executes are error-free
Fringe
Requested Changes
Level of Scope development
6 sigma
25. 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.
Risk Breakdown Structure
Demings' 14 principles of Management
Mediator
Residual Risk
26. Used to asses the impact and consequnces of requested changes on the project
n *(n -1) /2
Scatter Diagram
Change Control System
Offical
27. Conflict Solution where there is an attempt to focus on the positive and distract the attention from the negative
Resource breakdown structure
Smoothing/Accommodating
External Contraints
Activity List
28. 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
Work Authorization System
Smoothing and withdrawal
Perform Qualitative Risk Analysis
Compromising
29. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
Mgmt Reserves
Interactive Communication
PMIS
Approved Change
30. Communication up and down the organization
Risk Owner
Vertical Comm
Emphasis on defining scope
Arrow diagramming method (ADM)
31. What is the output of Identify Risk?
Risk Register
Resource leveling
Code of Accounts
Continous Improvement (Kaizen)
32. 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
RAM charts
Plan Communication
Breach
Work around
33. Communication with customer - other project - the media - and the public
Referent Power
Resource breakdown structure
External Comm
Staffing Mgmt Plan
34. Request made by someone on a project not approved and has no impact
Requested Changes
Sigma
Status Reports
Closing the project
35. Shows the risk that potentially occur broken down by risk category
Develop Project Charter
Charismatic
Risk breakdown structure
Forcing
36. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
Plan Communication
Director
Sender Message/Receiver - Medium - type of format of the message
Critical Chain Method
37. Communication that is on record such as as newsletter and annual report
Change Control System
Business Risk
Zero duration
Offical
38. A constraint put in place by something external to the project team or organization
Variance Analysis
External Contraints
Oganization breakdown structure
Hygiene factors
39. 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
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40. You determine how the much of something must be tested to ensure that defects are caught
Manage Stakeholders Expectations
Sample Testing
Facilitator
Run Chart
41. Forecasting methods that uses the assumption that is possible to identify the underlying factors that might influence the variable that is being forcasted
Arrow diagramming method (ADM)
Work Authorization System
Causal/econometric
Just-in-time (JIT)
42. Aka Standard Deviation. It is considered the quality standard. 1 Sigma - 68.26% 2 Sigma - 95.45% 3. Sigma - 99.73%
Organization Process Assests (OPA)
Sigma
IRR - Interal Rate of Return
Organization Breakdown Structure
43. A contigency put into action when a risk reesponse and any backup plans don't work. It is the reactive "wing it" reponse
Work Package
Impact
Work around
Oganization breakdown structure
44. Deals with how we are effeiciently using our money
Expert Power
Verbal and Non-verbal
Start to Finsh
IRR - Interal Rate of Return
45. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
Indentify Stakholders
Expert Power
Forcing
Perks
46. A cumulative histogram you can use to see where the key problems lie. You can see what is causing the most frequency of problems plus a cumulative percentage of the problem
Unoffical Comm
Sequence for Closure (for a project) Ver2
Resource leveling
Pareto Diagram
47. Mock-up technique that uses software to simulate project charactereristics to determine possible outcome
Milestone Schedule
Finish to Start (Most common)
Develop Project Team
Monte Carlo Technique
48. A jeopardy that results from the implementation of a risk repsonse
Code of Accounts
Distribute Information
Acquire Project Team
Secondary Risk
49. One advantages of sensitivity analysis is?
Team development Life Cycle
Horizontal Comm
IT indicates that there is a range of possible outcomes
Work Authorization System
50. Shows how the project organization is structure to accomplish project activities
Collaborating
Conflict between functional manager and project manager
Critical Chain Method
Oganization breakdown structure
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