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PMP: Project Management Professional
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business-skills
Instructions:
Answer 50 questions in 15 minutes.
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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. Formal or informal system used in project mgmt to ensure that 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
Demings' 14 principles of Management
Closing the project
Phase results are verified and documented
2. Activity B msut be Finish by the time Activity A is finish
Compromising
Leadership and Managment Styles within the project managment life cycle
Cost plus percentage of cost
Finish to Finish
3. The narrative description of the project scope - including major deliverables - project assumptions - project constraints - and a description of work - that provides a documents basis for making future project decisions and for confirming or developi
Mediator
Elements of scope
Project Scope Statement
Team development Life Cycle
4. One choice does not include any other choices
Facilitator
Causal/econometric
Develop Project Team
Mutual Exclusivity
5. Delphi Technique Interviewing
Analogous or Top down Estimating
Oganization breakdown structure
Brainstorming
EEF - Enterprise Enviromental Factors
6. Used to asses the impact and consequnces of requested changes on the project
Change Control System
Scope Baseline
Sequence for Closure (for a project) Ver2
Business Risk
7. 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)
Critical Path Method
Finish to Finish
Work Package
Report Performance
8. Document what you do - Do what you document - Document any variance (from the normal process)
ISO 3 Steps
Conflict between functional manager and project manager
Mgmt Reserves
Risk Triggers
9. Model describing classes of stakeholders based on thier power - urgency and legitmacy
The 100% Rule
Salience Model
EEF - Enterprise Enviromental Factors
Proprietary Quality Management Methodolgies
10. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
Charateristics of a project
Analogous or Top down Estimating
Develop Human Resource Plan
Communications requirement analysis
11. Conflict Solution where there is an attempt to focus on the positive and distract the attention from the negative
Forcasting
Smoothing/Accommodating
Indentify Risk
Strong Matrix
12. Practice of providing more than what the customer request
Gold Plating
Critical Chain Method
Develop Project Team
Salience Model
13. 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.
Steps for using the Stakeholder Analysis
Just-in-time (JIT)
Assumptions
Variance Analysis
14. Develop Project Charter - Develop Project Mgmt. Plan - Direct and Manage Project Execution - Monitor and Control Work - Perform Integrated Change Control - Close Project or Phase
Sender Message/Receiver - Medium - type of format of the message
6 process for Project Integration Mangement
Residual Risk
Interactive Communication
15. Modern quality philosophy that states that approx 99.999% of the everything a company creates or processes it executes are error-free
Approved Change
Push Communications
Report Performance
6 sigma
16. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Formal Power
n *(n -1) /2
Manage Project Team
Phase results are verified and documented
17. It means that you are current on commincation activity and that you are kept in the project communication loop as musch as possible
Develop Project Charter
Root cause analysis
Controlling communication
Implied warranty
18. The control points of the Sigma proces. Typically the limits are set +/- 3 sigma
Rolling Wave Planning
Push Communications
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Closing the project
19. 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)
Fishbone AKA cause/effect diagram
Plan Communication
Pull Communication
Discretionary (Soft Logic)
20. Shows what has been accomplished at a given time frame
Design of Experiments
Multiplying the risk's probability of occurrence by its estimated impact
Stakeholder Mgmt Stategy
Progress Report
21. 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.
Develop Project Team
Scope Baseline
Finish to Finish
Mgmt by Objectives
22. 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.
Code of Accounts
Indentify Risk
Risk Breakdown Structure
Total Quality Management TQM
23. Communication with customer - other project - the media - and the public
External Comm
Free (or Total) float
Pure Risk
Pull Communication
24. 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
Acquire Project Team
90%
Push Communications
Finish to Finish
25. 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
Smoothing and withdrawal
Risk breakdown structure
Contraints
Influence/Impact Grid
26. Self Actualization - Esteem - Belonging - Saftey - Physological
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27. What is the output of Identify Risk?
Rolling Wave Planning
Risk Register
The 100% Rule
Rolling Wave Planning
28. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
n *(n -1) /2
Impact
Zero duration
Precendence Diagramming Method (activity on the node)
29. Classification Models (for Stakeholder Analysis)
Salience Model
Develop Project Charter
Perform Qualitative Risk Analysis
Develop Project Team
30. One of the biggest potential problems facing a project team member in a strong matrix is....
Conflict between functional manager and project manager
Sender Message/Receiver - Medium - type of format of the message
Cost plus percentage of cost
Perform Qualitative Risk Analysis
31. 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
People responsible for quality
Bottom-up estimating
Power/Influence Grid
Organization Process Assests (OPA)
32. The consequences (good or bad) or the amount at stake if something does occur
Organization Breakdown Structure
ISO 3 Steps
Leadership and Managment Styles within the project managment life cycle
Impact
33. 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
Power/Influence Grid
Sequence for Closure (for a project) Ver2
Milestone list
Impact
34. Conflict Solution where there is an action in which a direct order to resolve something is given. It is typically the worst type of conflict resolution.
Summary Schdule
PMIS
Sigma
Forcing
35. Type of grid that groups the stakeholders based on their level of authority and their active involvement in the project
Sigma
Power/Influence Grid
ISO 9000 (International Org for Standardization)
Offical
36. A constraint put in place by something external to the project team or organization
Work Package
External Contraints
ISO 9000 (International Org for Standardization)
Conflict between functional manager and project manager
37. 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
Push Communications
Resource breakdown structure
Breach
38. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
Create WBS
Zero duration
Mgmt Reserves
Scope Baseline
39. 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
Contraints
Mgmt by Objectives
Code of Accounts
Milestone Schedule
40. Cost associated with conformance to requirements and the step taken to elimate non-conformance
Sender Message/Receiver - Medium - type of format of the message
Delphi Technique
Cost of Quality
6 sigma
41. ID all potential project stakeholders - Identify the potential impact or support each other stakeholder could generate and classify them ...ie the grids - Assess how key stakeholders are likley to react or respond in various situations
External Comm
Offical
Create WBS
Steps for using the Stakeholder Analysis
42. Communication in writing or oral
Finish to Start (Most common)
Pareto Diagram
Written or oral
Risk Register
43. Type of power that comes from senior Mgmt at a company authorizing you to be a P.M. and whatever authority comes with that.
Finish to Finish
Risk Owner
Formal Power
Smoothing and withdrawal
44. Strategy defines as approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle
Formal Power
Forcasting
Secondary Risk
Stakeholder Mgmt Stategy
45. Type of Mgmt style where the PM sees what can be - where the company or team needs to go. Focusing more on the big picture of the company - with others focusing on the day to day events.
Conformance
Visionary
Scope Baseline
Mutual Exclusivity
46. Activity A start before Activity B finishes
Start to Finsh
Secondary Risk
Leadership and Managment Styles within the project managment life cycle
Visionary
47. 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
EEF - Enterprise Enviromental Factors
ISO 9000 (International Org for Standardization)
Pareto Diagram
RAM charts
48. A delay between activities. You use it when there is some type of constraint in which something must wait before it can continue
Milestone Schedule
Finish to Finish
Nonconformance
A Lag
49. 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.
Horizontal Comm
Influence/Impact grid
Power/Influence Grid
Bill of materials
50. Commuincation within the project
Resource leveling
Internal comm
Stakeholder Analysis
ISO 3 Steps
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