SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
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. In the area of legal risks the reasons for licensing of projects
A lead
Make money and to protect the public
Conflict between functional manager and project manager
Expert Power
2. Considering both development and operating costs when evaluating project alternatives
Life-cycle costing
Internal comm
Start to Finsh
Bottom-up Estimating
3. Techinque of systemically gathering and analyzing quantitative and qualitative information to determine whose interest should be taken into account throughout the project
Strong Matrix
Written or oral
Pull Communication
Stakeholder Analysis
4. 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
Team development Life Cycle
Penalty Power
Confronting/ Problem solving
Stakeholder Analysis
5. Process of improving the competencies - team interaction - and the overall team environment to enhance project team
Charateristics of a project
Develop Project Team
3 Processes of quality managment
Indentify Stakholders
6. 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
A lead
Perks
Work Package
7. 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
Contraints
Risk Register
Indentify Risk
Verbal and Non-verbal
8. Document what you do - Do what you document - Document any variance (from the normal process)
Report Performance
Pareto Diagram
ISO 3 Steps
Monte Carlo Technique
9. Team members - quality of their work - Project Manager - quality on the project - Senior Exe - quality standards at the company
Gold Plating
Organization Breakdown Structure
Milestone Schedule
People responsible for quality
10. Self Actualization - Esteem - Belonging - Saftey - Physological
Warning
: Invalid argument supplied for foreach() in
/var/www/html/basicversity.com/show_quiz.php
on line
183
11. Is a state in which the outcome of process are separate from another
ISO 3 Steps
Smoothing/Accommodating
Statistical Independence
Emphasis on defining scope
12. Shows what has been accomplished at a given time frame
Offical
Variance Analysis
Progress Report
Conformance
13. 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)
Pull Communication
Monte Carlo Technique
Rolling Wave Planning
14. The company's quality system must conform to the criteria set forth in ISO 9001.
LAG
Fringe
Registered to the international quality standards ISO 9001
People responsible for quality
15. 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
Organization Breakdown Structure
Mgmt by Objectives
Power/Influence Grid
Change Control Board
16. In the project coordinator form of a matrix organization - project coordinators often....
Project Selection
Often assign project tasks to the various functionals managers
Forcasting
Verbal and Non-verbal
17. 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.
Registered to the international quality standards ISO 9001
Assumptions
Sigma
Mutual Exclusivity
18. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Develop Project Team
Manage Project Team
Time series method
Reward Power
19. If the contract is not completed by the contractor either for failure to comply - bankruptcy etc. this is know as
Breach
Cost of Quality
Contraints
Project Scope Statment
20. Delphi Technique Interviewing
Rolling Wave Planning
Brainstorming
Controlling communication
Resource leveling
21. 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
Secondary Risk
Distribute Information
Push Communications
Emphasis on defining scope
22. Best form power to use. Someone receives a benefit for doing something that is needed
Distribute Information
Conformance
Vertical Comm
Reward Power
23. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Continous Improvement (Kaizen)
Crashing
Influence/Impact grid
Expert Power
24. 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.
Bottom-up estimating
Plan Communication
Verbal and Non-verbal
ISO 3 Steps
25. Key tool for comparing a product or service to other standards
Benchmarking
Scope Baseline
Offical
Arrow diagramming method (ADM)
26. What is the number source of conflict?
Mandatory Constraints (Hard logic)
Scheduling
Resource breakdown structure
Project Scope Statment
27. Modern quality philosophy that states that approx 99.999% of the everything a company creates or processes it executes are error-free
6 sigma
Emphasis on defining scope
People responsible for quality
Risk Triggers
28. Benefits that everyone receives in the company i.e Ins or paid holidays
Work around
Formal Power
Time series method
Fringe
29. In fixed pricing the most important consideration is ____.
Level of Scope development
A lead
Mandatory Constraints (Hard logic)
Scatter Diagram
30. Information Gathering Techniques from Identify Risks - tools and technique
Root cause analysis
Continous Improvement (Kaizen)
Cost plus percentage of cost
Forcasting
31. Shows a pattern between two variables associated with a process. This helps see a correlation (or lack of) between variable - if it exists
Scatter Diagram
Scheduling
Arrow diagramming method (ADM)
Cost of Quality
32. Product Verfication - lesson learned - Updating records - reporting - archiving - formal acceptance
The 100% Rule
Coaching
Closing the project
Brainstorming
33. The conflict resolutions modes that are least likely to resolve situations
Mutual Exclusivity
Charateristics of a project
Horizontal Comm
Smoothing and withdrawal
34. 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
Charismatic
Oganization breakdown structure
Bottom-up estimating
Work Package
35. 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
Warning
: Invalid argument supplied for foreach() in
/var/www/html/basicversity.com/show_quiz.php
on line
183
36. Schedule typically used in executive repoting with each milestone having a zero duration. It lack detail - generally listing only the main project milestones as diamonds instead of the Gantt bars
Smoothing and withdrawal
Milestone Schedule
Controlling communication
Rolling Wave Planning
37. Type of grid that groups the stakeholders based on thier level of authority and their level of concern regarding the project outcomes
Smoothing/Accommodating
Charismatic
Rolling Wave Planning
Power/ Interest Grid
38. Shows a reporting relationship between the resources in a organization. This structure is typically shown in company division - departments and group. Typicall is does not show details related to project organization and work
Organization Breakdown Structure
Monte Carlo Technique
Elements of scope
Conflict between functional manager and project manager
39. An after the fact look at what caused a difference between the basline and the actual performance
Manage Stakeholders Expectations
Make money and to protect the public
Variance Analysis
The 100% Rule
40. Used to asses the impact and consequnces of requested changes on the project
Withdrawing/Avoiding
Change Control System
Forcasting
Conformance
41. Company pays for quality in a proactive way - typically up front in the planning area of a project ie - increase morale
Cost plus percentage of cost
Conformance
ISO 9000 (International Org for Standardization)
Pull Communication
42. Process of using expert opinion - which could come from people already on the project or those outside the project or even the organization
Delphi Technique
Compromising
Acquire Project Team
Manage Project Team
43. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
Develop Human Resource Plan
Unoffical Comm
Zero duration
Code of Accounts
44. Develop Project Charter - Develop Project Mgmt. Plan - Direct and Manage Project Execution - Monitor and Control Work - Perform Integrated Change Control - Close Project or Phase
Run of Seven Rule
Risk Breakdown Structure
internal risk can be controlled but external cannot be controlled
6 process for Project Integration Mangement
45. Formula use to calculate time or cost. It performs a weighted avg of the pessimistic - optimistic - and realistic estimates.
Statistical Independence
PERT Program Evaluation Review Technique
Level of Scope development
LAG
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
Pareto Diagram
Root cause analysis
Gold Plating
LAG
47. Shows the type of resources broken down
Upper Control Limit (UCL) - Lower Control Limit (LCL)
ISO 3 Steps
Resource breakdown structure
Perform Qualitative Risk Analysis
48. Which organization does conflict occur the most in managing projects
Fringe
Risk Triggers
Strong Matrix
Develop Human Resource Plan
49. An accelerant of an activity You use a lead when something can begin before its predecessor is totally complete
Mgmt Reserves
A lead
Bottom-up estimating
Project Slack
50. Form of power is one that project managers must earn on their own.
Perks
Discretionary (Soft Logic)
Expert Power
Zero duration