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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. Communication formula
Plan Communication
Fringe
n *(n -1) /2
Confronting/ Problem solving
2. In the area of legal risks the reasons for licensing of projects
Start to Start
Develop Project Charter
Project Scope Statement
Make money and to protect the public
3. 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.
Scope Baseline
90%
Offical
Secondary Risk
4. Used for - legal communication and project documents - When distance or extreme complexity are involve - official situations - presentations - primarily one directional communications
Work around
FORMAL Communication
Communications requirement analysis
Sequence for Closure (for a project) Ver2
5. Shows the overall state of the project - aka the sum of all reports
Status Reports
Smoothing and withdrawal
Project Scope Statement
Emphasis on defining scope
6. Conflict Solution that entails considering insights and views from a variety of sources and leads to consensus management which in turn leads to commitment
Charismatic
Power/ Interest Grid
Mgmt Reserves
Collaborating
7. Activity B msut be Finish by the time Activity A is finish
Internal comm
Analogous or Top down Estimating
Finish to Finish
Indentify Stakholders
8. 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
IT indicates that there is a range of possible outcomes
Work Authorization System
Penalty Power
Influence/Impact Grid
9. Process of developing a document that formally authorizes a project or a phase and document initial requirements that satisfy the stakeholders needs and expectations
Make money and to protect the public
ISO 3 Steps
Develop Project Charter
Closing the project
10. 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
ISO 9000 (International Org for Standardization)
Pareto Diagram
Mgmt Reserves
Resource breakdown structure
11. 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.
Internal comm
Influence/Impact grid
Bottom-up estimating
Fishbone AKA cause/effect diagram
12. Inputs to many process because they deal w/ variables external to the project such as government requlations and market conditions. Examples are org structure govt standards - personnel - policies business market
Coaching
Cost of Quality
internal risk can be controlled but external cannot be controlled
EEF - Enterprise Enviromental Factors
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
Risk Triggers
Status Reports
Rolling Wave Planning
Benchmarking
14. Conflict Solution where there is an attempt to focus on the positive and distract the attention from the negative
Total Quality Management TQM
Mandatory Constraints (Hard logic)
Sigma
Smoothing/Accommodating
15. Shows an aggregate or rolled up view of the various activites at the summary level. It gives senior management - the project management team - a picture of how long the summary level work packages are to take - and what sequence they occur
Summary Schdule
A Lag
ISO 9000 (International Org for Standardization)
IRR - Interal Rate of Return
16. ompany pays for quality in a reactive way - on the back end - decrease morale - decrease customer perception Cost of Conformance and nonconformance examples...
Nonconformance
Run of Seven Rule
Work Authorization System
Conflict between functional manager and project manager
17. Chart used Project Management on the left - Talbe of information (Usually activities - dates - resources etc) on Right - horizontal bars showing when those activities are occuring use it to track the day-to-day.
Power/ Interest Grid
Interactive Communication
Logic Bar Chart (Gantt Chart)
PMIS
18. The process of making relevant information availible to project stakeholders as planned
Project Scope Statement
n *(n -1) /2
Distribute Information
Bottom-up estimating
19. Proactive stance to development - one that makes improvement throughout a process
Horizontal Comm
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Activity List
Continous Improvement (Kaizen)
20. Shows what has been accomplished at a given time frame
Contraints
Design of Experiments
Root cause analysis
Progress Report
21. When an activity cannot be estimated with a resonable degree of confidence the work within the activity is decomposed into more detail. Estimates are made to the smallest incremental level need and then aggregated into a total quantity for each of th
Bottom-up Estimating
Influence/Impact Grid
Create WBS
Project Scope Statment
22. Any numbering system used to uniquely identify each component of the work breakdown structure
ISO 9000 (International Org for Standardization)
Cost plus percentage of cost
Project management and quality
Code of Accounts
23. dministrative closure for the feasibility phase of a project requires that ________.
Phase results are verified and documented
Fishbone AKA cause/effect diagram
Start to Start
6 sigma
24. 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
Charateristics of a project
IRR - Interal Rate of Return
Logic Bar Chart (Gantt Chart)
Leadership and Managment Styles within the project managment life cycle
25. 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.
A Lag
Perform Qualitative Risk Analysis
PMIS
Risk Register
26. Amount of time that an activity can slip or be delayed without delaying the finish date of the project (or activity or published project completion date)
LAG
Activity List
Power/Influence Grid
Work Package
27. 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
Implied warranty
Bottom-up Estimating
Impact
Confronting/ Problem solving
28. 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)
Statistical Independence
Fishbone AKA cause/effect diagram
Assumptions
Secondary Risk
29. Type of Mgmt style that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
Facilitator
Brainstorming
Visionary
Registered to the international quality standards ISO 9001
30. Estimate is usually a total time or cost estimate that has no significant detail. Info can be created quickly - lack detail
Elements of scope
Nonconformance
Analogous or Top down Estimating
Mediator
31. Type of Mgmt style that brings out the best in the team - bringing mbrs to their potential or where they need to be with regard to the project
Finish to Finish
Coaching
Organization Breakdown Structure
Compromising
32. The consequences (good or bad) or the amount at stake if something does occur
Unoffical Comm
Smoothing/Accommodating
Requested Changes
Impact
33. The company's quality system must conform to the criteria set forth in ISO 9001.
Registered to the international quality standards ISO 9001
Crashing
Risk Triggers
Free (or Total) float
34. Type of power that comes from senior Mgmt at a company authorizing you to be a P.M. and whatever authority comes with that.
Formal Power
Confronting/ Problem solving
ISO 3 Steps
6 sigma
35. Customer Satisfaction - Prevention over inspection - Continous Improvement - Management Responsibility
Project management and quality
Risk Owner
Perform Qualitative Risk Analysis
Stakeholder Analysis
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
Confronting/ Problem solving
IT indicates that there is a range of possible outcomes
Milestone Schedule
Influence/Impact Grid
37. Communication that is on record such as as newsletter and annual report
Time series method
Smoothing and withdrawal
Offical
Risk Owner
38. Invokes determining the latest that an activity can start w/o delaying the activites that follow it.
Fishbone AKA cause/effect diagram
Free (or Total) float
Statistical Independence
Pull Communication
39. 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.
Run Chart
Business Risk
Visionary
Demings' 14 principles of Management
40. 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
Referent Power
Precendence Diagramming Method (activity on the node)
Discretionary (Soft Logic)
Causal/econometric
41. One advantages of sensitivity analysis is?
Analogous or Top down Estimating
IT indicates that there is a range of possible outcomes
Withdrawing/Avoiding
Salience Model
42. Mock-up technique that uses software to simulate project charactereristics to determine possible outcome
Controlling communication
Monte Carlo Technique
Start to Finsh
Project management and quality
43. A contigency put into action when a risk reesponse and any backup plans don't work. It is the reactive "wing it" reponse
Project Scope Statment
Secondary Risk
Work around
A Lag
44. The person responsible for a risk event if it occurs and is simialr to the person responsible for completing on activity
RAM charts
Free (or Total) float
External Contraints
Risk Owner
45. An after the fact look at what caused a difference between the basline and the actual performance
People responsible for quality
Risk Triggers
Indentify Risk
Variance Analysis
46. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
Nonconformance
Conflict between functional manager and project manager
Arrow diagramming method (ADM)
Sequence for Closure (for a project) Ver2
47. Commuincation within the project
Project management and quality
Internal comm
Vertical Comm
Conformance
48. It means that you are current on commincation activity and that you are kept in the project communication loop as musch as possible
Controlling communication
Total Quality Management TQM
Bill of materials
Mediator
49. Practice of providing more than what the customer request
Gold Plating
Often assign project tasks to the various functionals managers
Sample Testing
Delphi Technique
50. 3 main components of the communication model
Total Quality Management TQM
Sender Message/Receiver - Medium - type of format of the message
Project management and quality
Analogous or Top down Estimating