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Test your basic knowledge |
PMP: Project Management Professional
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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. Plan Quality - Perform Quality Assurance - Perform Quality Control
Oganization breakdown structure
3 Processes of quality managment
Analogous or Top down Estimating
Leadership and Managment Styles within the project managment life cycle
2. Shows the risk that potentially occur broken down by risk category
Mediator
Compromising
Risk breakdown structure
Concept of the Halo Theory
3. Communication up and down the organization
Manage Project Team
Vertical Comm
Project Scope Statment
Communications requirement analysis
4. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
Mgmt Reserves
Develop Human Resource Plan
Charismatic
Free (or Total) float
5. Approach for scheduling that emphasizes resources flexibility - by using duration buffers for resources - and leveling over the course of the project to accommadate
Concept of the Halo Theory
Milestone Schedule
Autocratic
Critical Chain Method
6. Type of Mgmt style that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
Facilitator
Precendence Diagramming Method (activity on the node)
Finish to Finish
Develop Project Team
7. Process of using expert opinion - which could come from people already on the project or those outside the project or even the organization
Resource breakdown structure
External Comm
Delphi Technique
Mandatory Constraints (Hard logic)
8. Is a state in which the outcome of process are separate from another
Statistical Independence
Resource breakdown structure
Plan Risk Mgmt
Controlling communication
9. 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
Plan Communication
A lead
Rolling Wave Planning
Upper Control Limit (UCL) - Lower Control Limit (LCL)
10. Type of communication that convey more than just words (inflection of voice body language)
Charismatic
Withdrawing/Avoiding
Verbal and Non-verbal
Benchmarking
11. 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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12. Which organization does conflict occur the most in managing projects
Often assign project tasks to the various functionals managers
Communications requirement analysis
Statistical Independence
Strong Matrix
13. 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
Organization Process Assests (OPA)
Project Scope Statement
Team development Life Cycle
Business Risk
14. What the project consist of - What is involved to create the project - What it is expected to do when complete ( to avoid confusion) What is the ? What are the elements
Mandatory Constraints (Hard logic)
Elements of scope
Bottom-up Estimating
Approved Change
15. On creating a written project scope statement to be used in the future project decision making.
Emphasis on defining scope
Mutual Exclusivity
n *(n -1) /2
Risk Register
16. The amount of time something can be delayed w/o delaying the PUBLISHED finish date
Oganization breakdown structure
Finish to Finish
Forcing
Project Slack
17. Quality philosophy that focus on proactive attitude toward quality with a detail toward statistical analysis to document improvement
Rolling Wave Planning
Total Quality Management TQM
Often assign project tasks to the various functionals managers
Maslow's Hierarchy of needs
18. Shows what has been accomplished at a given time frame
Variance Analysis
Progress Report
Offical
Risk Breakdown Structure
19. Type of power that comes from senior Mgmt at a company authorizing you to be a P.M. and whatever authority comes with that.
Continous Improvement (Kaizen)
Oganization breakdown structure
Formal Power
Horizontal Comm
20. 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
Total Quality Management TQM
Run Chart
Analogous or Top down Estimating
Project Scope Statment
21. 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
Risk Owner
Forcasting
Strong Matrix
22. Conflict Solution that entails considering insights and views from a variety of sources and leads to consensus management which in turn leads to commitment
Sample Testing
Collaborating
Nonconformance
Resource breakdown structure
23. Product Verfication - lesson learned - Updating records - reporting - archiving - formal acceptance
Critical Chain Method
Statistical Independence
Closing the project
Project Slack
24. Shows a pattern between two variables associated with a process. This helps see a correlation (or lack of) between variable - if it exists
Work Authorization System
Autocratic
Total Quality Management TQM
Scatter Diagram
25. A deliverable or project work component at the lowest level of each branch of the work breakdown structure
Work Package
Level of Scope development
Staffing Mgmt Plan
Work Authorization System
26. Type of Mgmt style that tries to find a common goal when there is a disagreement. This style is ideal when there are varying technical opinions or disagreement among resources managers
Mediator
Rolling Wave Planning
Push Communications
Free (or Total) float
27. 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)
Confronting/ Problem solving
Risk Owner
Finish to Start (Most common)
28. Customer Satisfaction - Prevention over inspection - Continous Improvement - Management Responsibility
Influence/Impact Grid
Project management and quality
RAM charts
Collaborating
29. The Process of predicating furture project performance based on the actual performance to date.
Perform Qualitative Risk Analysis
Forcasting
Work Authorization System
Push Communications
30. Employee works a great deal on the project and assumes that the reward will be relative to the amount of effort or perceived effort
Stakeholder Analysis
Scatter Diagram
Expectancy Theory
Autocratic
31. Forecasting method that incorporates intuitive judgement - opinions and probability estimates
Pull Communication
Judgemental methods
Analogous or Top down Estimating
Power/ Interest Grid
32. The Process of determing which risk may affect the project and documents their characteristics
Indentify Risk
Create WBS
Maslow's Hierarchy of needs
Run Chart
33. 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
Proprietary Quality Management Methodolgies
Scope Baseline
Statistical Independence
RAM charts
34. Form of power is one that project managers must earn on their own.
Root cause analysis
Risk Breakdown Structure
Expert Power
Fishbone AKA cause/effect diagram
35. 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
Bill of materials
Influence/Impact grid
IT indicates that there is a range of possible outcomes
Organization Breakdown Structure
36. Type of communication method between two or more parties performing a multidirectional exchange of information. It is the most efficient way to ensure a common understanding by all participants on specified topics - and inclues meetings - and phones
Progress Report
Just-in-time (JIT)
Interactive Communication
Activity List
37. A delay between activities. You use it when there is some type of constraint in which something must wait before it can continue
Elements of scope
Business Risk
Critical Path Method
A Lag
38. Commuincation within the project
Nonconformance
Elements of scope
Internal comm
Rolling Wave Planning
39. What warranty type relates to merchantablily or fitness for use?
Implied warranty
Resource breakdown structure
External Comm
Salience Model
40. Activity A must be completed before Activity B
Stakeholder Analysis
Finish to Start (Most common)
6 process for Project Integration Mangement
Resource breakdown structure
41. dministrative closure for the feasibility phase of a project requires that ________.
Phase results are verified and documented
Root cause analysis
Leadership and Managment Styles within the project managment life cycle
Demings' 14 principles of Management
42. What % of time does a Project manager spend on communications?
Emphasis on defining scope
IT indicates that there is a range of possible outcomes
Often assign project tasks to the various functionals managers
90%
43. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Mgmt by Objectives
Interactive Communication
Salience Model
Work Authorization System
44. Used for communication and information distribution on the project - not necessarily a hightech system but what ever is used for project communication on the project. Normally a mixture of technology and non-technology.
Smoothing/Accommodating
Pure Risk
Develop Project Team
PMIS
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.
Forcasting
Director
Visionary
Formal Power
46. Can come from the following factors: Business Need - Market Demand - technological advance - customer request - legal requirements
Schedules - project priorities - resources
Project Selection
External Contraints
Acquire Project Team
47. Invokes determining the latest that an activity can start w/o delaying the activites that follow it.
Manage Stakeholders Expectations
Free (or Total) float
A lead
Status Reports
48. The consequences (good or bad) or the amount at stake if something does occur
Report Performance
Vertical Comm
Impact
Written or oral
49. 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
Summary Schdule
Discretionary (Soft Logic)
Expert Power
50. Classification Models (for Stakeholder Analysis)
Analogous or Top down Estimating
Continous Improvement (Kaizen)
Scatter Diagram
Salience Model
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