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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. Information Gathering Techniques from Identify Risks - tools and technique
Business Risk
Continous Improvement (Kaizen)
Causal/econometric
Root cause analysis
2. What is the output of Identify Risk?
3 Processes of quality managment
Fishbone AKA cause/effect diagram
Risk Register
PERT Program Evaluation Review Technique
3. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Director
Verbal and Non-verbal
Manage Project Team
Risk Owner
4. Activity A must be completed before Activity B
Work Package
Influence/Impact grid
Finish to Start (Most common)
Verbal and Non-verbal
5. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
Brainstorming
Mgmt Reserves
Interactive Communication
Discretionary (Soft Logic)
6. 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
Root cause analysis
Withdrawing/Avoiding
Sequence for Closure (for a project) Ver2
7. Conflict Solution Negotiation attempt to get everyone involved to give (concede) a little to find a common ground and resloution. It is sometimes viewed as undesirable because when everyone give something up there is a potential that the solution wil
6 process for Project Integration Mangement
Compromising
A lead
RAM charts
8. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Referent Power
Stakeholder Mgmt Stategy
Precendence Diagramming Method (activity on the node)
Contingency Reserves
9. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Variance Analysis
Maslow's Hierarchy of needs
Closing the project
Crashing
10. dministrative closure for the feasibility phase of a project requires that ________.
External Comm
Phase results are verified and documented
Brainstorming
Project Slack
11. Commuincation within the project
Smoothing and withdrawal
Reward Power
Run of Seven Rule
Internal comm
12. Conflict Solution where the PM ignores the problem and hopes it either fixes itself or disappears
Project Scope Statement
Concept of the Halo Theory
Withdrawing/Avoiding
PMIS
13. 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.
Offical
Scatter Diagram
Push Communications
Influence/Impact grid
14. Standard is associated with companies that wish to document their process and adhere to those processes
Rolling Wave Planning
Design of Experiments
Cost plus percentage of cost
ISO 9000 (International Org for Standardization)
15. A comprehesive list including all schedule activites required on the project
Develop Project Charter
IT indicates that there is a range of possible outcomes
Acquire Project Team
Activity List
16. Approach for scheduling that emphasizes resources flexibility - by using duration buffers for resources - and leveling over the course of the project to accommadate
Project Scope Statment
Critical Chain Method
The 100% Rule
Offical
17. Communication in writing or oral
Written or oral
Coaching
Indentify Risk
Crashing
18. 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
Develop Project Charter
Work Authorization System
Develop Project Team
Power/ Interest Grid
19. The Process of prioritizing risk for further analysis or action by assessing and combining their probability of occurrence and impact - The Process of numerically analyzing the effect of identified risks on overall project objectives
Just-in-time (JIT)
Perform Qualitative Risk Analysis
Resource leveling
Risk Breakdown Structure
20. Modern quality philosophy that states that approx 99.999% of the everything a company creates or processes it executes are error-free
Indentify Stakholders
Smoothing and withdrawal
6 sigma
Plan Communication
21. The company's quality system must conform to the criteria set forth in ISO 9001.
Registered to the international quality standards ISO 9001
Fringe
Precendence Diagramming Method (activity on the node)
Collaborating
22. 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
Rolling Wave Planning
Interactive Communication
Time series method
Critical Path Method
23. Process of collecting and distributing performance information - including status reports - progress measurements and forecast
Collaborating
Level of Scope development
Report Performance
Upper Control Limit (UCL) - Lower Control Limit (LCL)
24. Characteristics which indicate that a risk event is possible in the near future. They are identified when the risk are identified
Start to Start
Perform Qualitative Risk Analysis
Unoffical Comm
Risk Triggers
25. States that if you seven consecutive data points on either side of the mean - without crossing the other sid - the process is considered out of control and needs investigation
Life-cycle costing
Delphi Technique
Run of Seven Rule
Continous Improvement (Kaizen)
26. Communication with peers
Influence/Impact grid
Project Scope Statment
Horizontal Comm
Penalty Power
27. Company pays for quality in a proactive way - typically up front in the planning area of a project ie - increase morale
Fringe
ISO 3 Steps
Conformance
Finish to Finish
28. The amount of risk remaining after a risk response 9from the risk reponse plan) has been implemented
Hygiene factors
Withdrawing/Avoiding
Project Scope Statment
Residual Risk
29. Classification Models (for Stakeholder Analysis)
Salience Model
Compromising
Milestone Schedule
Risk Register
30. 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
Project Scope Statement
RAM charts
Mgmt by Objectives
31. The amount of time something can be delayed w/o delaying the PUBLISHED finish date
Project Slack
Written or oral
Scope Baseline
Influence/Impact Grid
32. 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
Bottom-up estimating
Rolling Wave Planning
Acquire Project Team
Contraints
33. 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
Resource leveling
Plan Communication
Forcasting
Organization Process Assests (OPA)
34. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
Judgemental methods
Charismatic
Fishbone AKA cause/effect diagram
Project Scope Statement
35. Used to asses the impact and consequnces of requested changes on the project
Change Control System
Statistical Independence
Brainstorming
Withdrawing/Avoiding
36. 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.
External Comm
Emphasis on defining scope
PMIS
Variance Analysis
37. Type of Mgmt style that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
Phase results are verified and documented
Time series method
Facilitator
Sample Testing
38. Forecasting methods that uses the assumption that is possible to identify the underlying factors that might influence the variable that is being forcasted
Salience Model
Benchmarking
Causal/econometric
Run Chart
39. Is a state in which the outcome of process are separate from another
Statistical Independence
PERT Program Evaluation Review Technique
Emphasis on defining scope
Plan Communication
40. 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
Commincations Mgmt plan
Risk Owner
Requested Changes
Push Communications
41. 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
Impact
External Contraints
External Comm
Referent Power
42. Process of using expert opinion - which could come from people already on the project or those outside the project or even the organization
People responsible for quality
Delphi Technique
Just-in-time (JIT)
Requested Changes
43. Team members - quality of their work - Project Manager - quality on the project - Senior Exe - quality standards at the company
People responsible for quality
Impact
Run Chart
Manage Project Team
44. What is the number source of conflict?
Scheduling
Delphi Technique
Confronting/ Problem solving
Vertical Comm
45. When Activity A starts Activity B can starts
Start to Start
Resource leveling
Finish to Start (Most common)
Run of Seven Rule
46. 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
Power/Influence Grid
Compromising
Elements of scope
Steps for using the Stakeholder Analysis
47. 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
Milestone Schedule
Sequence for Closure (for a project) Ver2
Create WBS
Bottom-up Estimating
48. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
Indentify Stakholders
Judgemental methods
Arrow diagramming method (ADM)
IT indicates that there is a range of possible outcomes
49. Considering both development and operating costs when evaluating project alternatives
Life-cycle costing
Expert Power
Influence/Impact Grid
Salience Model
50. 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
Multiplying the risk's probability of occurrence by its estimated impact
Influence/Impact Grid
Approved Change
Sender Message/Receiver - Medium - type of format of the message