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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. Shows the risk that potentially occur broken down by risk category
3 Processes of quality managment
Mgmt by Objectives
Risk breakdown structure
Bottom-up Estimating
2. 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
Just-in-time (JIT)
Bottom-up estimating
Maslow's Hierarchy of needs
Code of Accounts
3. Best form power to use. Someone receives a benefit for doing something that is needed
Sigma
Forcing
Visionary
Reward Power
4. Communication with peers
Summary Schdule
Horizontal Comm
Communications requirement analysis
Confronting/ Problem solving
5. A jeopardy that results from the implementation of a risk repsonse
Summary Schdule
Secondary Risk
Concept of the Halo Theory
Expectancy Theory
6. 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
LAG
Pareto Diagram
Closing the project
People responsible for quality
7. A delay between activities. You use it when there is some type of constraint in which something must wait before it can continue
A Lag
PMIS
Plan Communication
Status Reports
8. Information Gathering Techniques from Identify Risks - tools and technique
Strong Matrix
Resource breakdown structure
Root cause analysis
Risk Breakdown Structure
9. 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
Cost plus percentage of cost
Director
Stakeholder Analysis
RAM charts
10. 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.
Charismatic
Visionary
Mediator
Perform Qualitative Risk Analysis
11. In fixed pricing the most important consideration is ____.
Root cause analysis
Oganization breakdown structure
Work Package
Level of Scope development
12. A contigency put into action when a risk reesponse and any backup plans don't work. It is the reactive "wing it" reponse
3 Processes of quality managment
Work around
Closing the project
Autocratic
13. An after the fact look at what caused a difference between the basline and the actual performance
Influence/Impact grid
Work around
Variance Analysis
Start to Start
14. Risk for which insurance can be purchased - thereby transferring the risk for financial benefit to the party accepting the risk
Rolling Wave Planning
Bill of materials
External Comm
Pure Risk
15. Team members - quality of their work - Project Manager - quality on the project - Senior Exe - quality standards at the company
Referent Power
People responsible for quality
Change Control Board
Internal comm
16. 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
Statistical Independence
Sequence for Closure (for a project) Ver2
Milestone Schedule
Gold Plating
17. Used for very large volumes of information or for very large audiences that requires the recipients to access the communication content at their own discretion - Inclued intranet sites - e-learning - and knowledge repositories
Project Scope Statement
Pull Communication
Start to Start
Project Scope Statment
18. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
Develop Human Resource Plan
Finish to Finish
Smoothing and withdrawal
Cost plus percentage of cost
19. Type of Mgmt style where managers have strong or unlimited power and authority
Power/Influence Grid
Fishbone AKA cause/effect diagram
Autocratic
Communications requirement analysis
20. Type of Mgmt style that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
Rolling Wave Planning
Formal Power
Facilitator
Impact
21. Estimate is usually a total time or cost estimate that has no significant detail. Info can be created quickly - lack detail
Analogous or Top down Estimating
Scope Baseline
Manage Project Team
IRR - Interal Rate of Return
22. Communication formula
Progress Report
n *(n -1) /2
Milestone list
Charismatic
23. The person responsible for a risk event if it occurs and is simialr to the person responsible for completing on activity
Business Risk
Risk Owner
Power/Influence Grid
Conflict between functional manager and project manager
24. The process of making relevant information availible to project stakeholders as planned
RAM charts
Referent Power
Distribute Information
Expectancy Theory
25. Worst form of power to use. People experience negative impact if they don't do what is desired
IRR - Interal Rate of Return
Impact
Horizontal Comm
Penalty Power
26. 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
Risk Register
Implied warranty
Critical Path Method
27. Process of using expert opinion - which could come from people already on the project or those outside the project or even the organization
Life-cycle costing
The 100% Rule
Delphi Technique
Start to Start
28. 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
ISO 3 Steps
Expectancy Theory
Team development Life Cycle
Approved Change
29. An accelerant of an activity You use a lead when something can begin before its predecessor is totally complete
Verbal and Non-verbal
Assumptions
Milestone Schedule
A lead
30. Product Verfication - lesson learned - Updating records - reporting - archiving - formal acceptance
Business Risk
3 Processes of quality managment
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Closing the project
31. 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
RAM charts
Just-in-time (JIT)
Horizontal Comm
32. Modern quality philosophy that states that approx 99.999% of the everything a company creates or processes it executes are error-free
Start to Start
Activity List
6 sigma
Perform Qualitative Risk Analysis
33. 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
Indentify Risk
Milestone list
Referent Power
People responsible for quality
34. Benefits that everyone receives in the company i.e Ins or paid holidays
Interactive Communication
Statistical Independence
Project Slack
Fringe
35. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
Vertical Comm
Perks
Director
The 100% Rule
36. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
Change Control System
Perks
Director
Project Scope Statement
37. Invokes determining the latest that an activity can start w/o delaying the activites that follow it.
Free (or Total) float
Assumptions
Benchmarking
Just-in-time (JIT)
38. 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
Visionary
Influence/Impact Grid
Confronting/ Problem solving
Salience Model
39. Any numbering system used to uniquely identify each component of the work breakdown structure
Critical Path Method
Requested Changes
Code of Accounts
Organization Breakdown Structure
40. 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
Design of Experiments
Autocratic
Compromising
Contraints
41. Earlier in the project - the PM does directing - as the project evolves the PM shifts towards coaching. As the project gets a great deal of work accomplished - the PM goes to a Facilitator. The PM then goes to support at project closure
Often assign project tasks to the various functionals managers
Leadership and Managment Styles within the project managment life cycle
Develop Project Team
Verbal and Non-verbal
42. People make good project manager simply because they are good in their fields - regardless of background training in project management
Plan Risk Mgmt
Vertical Comm
internal risk can be controlled but external cannot be controlled
Concept of the Halo Theory
43. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Emphasis on defining scope
Contingency Reserves
Reward Power
Precendence Diagramming Method (activity on the node)
44. In the area of legal risks the reasons for licensing of projects
Fast Tracking
Bottom-up estimating
Expert Power
Make money and to protect the public
45. An output of Define Activites that identies all milestones and indicated whether the milestone is mandatory
Milestone list
Make money and to protect the public
Compromising
Run of Seven Rule
46. Communication that is not on the record
Unoffical Comm
Project Scope Statement
Oganization breakdown structure
Crashing
47. The Process deciding how to approach and conduct the risk managment activities for a project
Influence/Impact grid
Plan Risk Mgmt
Monte Carlo Technique
PERT Program Evaluation Review Technique
48. Type of grid that groups the stakeholders based on their level of authority and their active involvement in the project
Mandatory Constraints (Hard logic)
Power/Influence Grid
Brainstorming
Organization Breakdown Structure
49. Shows the type of resources broken down
Acquire Project Team
Run Chart
Mediator
Resource breakdown structure
50. Group whose function is to review - approve or reject changes on the project as they relate to the various areas of the represented bussiness
Time series method
Change Control Board
Verbal and Non-verbal
Bottom-up estimating