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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. 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
Develop Project Charter
Referent Power
Emphasis on defining scope
2. Any numbering system used to uniquely identify each component of the work breakdown structure
Code of Accounts
Develop Human Resource Plan
Commincations Mgmt plan
Continous Improvement (Kaizen)
3. From the Buyers perspective the riskiest form of contract is
internal risk can be controlled but external cannot be controlled
Cost plus percentage of cost
Work Package
6 sigma
4. An output of Define Activites that identies all milestones and indicated whether the milestone is mandatory
Finish to Start (Most common)
Milestone list
Plan Risk Mgmt
Penalty Power
5. Considering both development and operating costs when evaluating project alternatives
Cost of Quality
Leadership and Managment Styles within the project managment life cycle
Mgmt Reserves
Life-cycle costing
6. 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
Confronting/ Problem solving
Resource breakdown structure
Mgmt Reserves
Bottom-up estimating
7. States that 100% of the work of a project needs to be represented in the creation of the WBS. What is the 100% rule?
Internal comm
Leadership and Managment Styles within the project managment life cycle
The 100% Rule
Influence/Impact grid
8. 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
Influence/Impact Grid
Run of Seven Rule
Life-cycle costing
Plan Risk Mgmt
9. 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
Develop Human Resource Plan
Risk Register
Summary Schdule
Mandatory Constraints (Hard logic)
10. In the area of legal risks the reasons for licensing of projects
Smoothing/Accommodating
internal risk can be controlled but external cannot be controlled
Statistical Independence
Make money and to protect the public
11. Shows how the project organization is structure to accomplish project activities
Zero duration
Concept of the Halo Theory
Oganization breakdown structure
Visionary
12. Communication with customer - other project - the media - and the public
External Comm
Manage Project Team
Fishbone AKA cause/effect diagram
Mgmt Reserves
13. Communication in writing or oral
Written or oral
Push Communications
Mandatory Constraints (Hard logic)
Critical Path Method
14. Customer Satisfaction - Prevention over inspection - Continous Improvement - Management Responsibility
n *(n -1) /2
Design of Experiments
Project management and quality
Risk Triggers
15. Invokes determining the latest that an activity can start w/o delaying the activites that follow it.
Free (or Total) float
Risk breakdown structure
Run of Seven Rule
Level of Scope development
16. Describes when and how human resource requirments will be met. It is part of the Human Reources plan wich in turn is part of the Project Managment plan
Conflict between functional manager and project manager
Staffing Mgmt Plan
Scope Baseline
Status Reports
17. Worst form of power to use. People experience negative impact if they don't do what is desired
Commincations Mgmt plan
Power/Influence Grid
Business Risk
Penalty Power
18. Formula use to calculate time or cost. It performs a weighted avg of the pessimistic - optimistic - and realistic estimates.
Smoothing/Accommodating
IRR - Interal Rate of Return
Facilitator
PERT Program Evaluation Review Technique
19. A milestone has a ______duration
Elements of scope
Zero duration
Pareto Diagram
Critical Path Method
20. Forecasting methods that uses the assumption that is possible to identify the underlying factors that might influence the variable that is being forcasted
Causal/econometric
Scatter Diagram
Forcasting
Closing the project
21. Communication formula
Proprietary Quality Management Methodolgies
Influence/Impact grid
n *(n -1) /2
Visionary
22. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
Arrow diagramming method (ADM)
The 100% Rule
Risk Owner
Risk breakdown structure
23. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Salience Model
Stakeholder Analysis
Referent Power
Vertical Comm
24. Plan Quality - Perform Quality Assurance - Perform Quality Control
3 Processes of quality managment
Pull Communication
Gold Plating
Formal Power
25. The company's quality system must conform to the criteria set forth in ISO 9001.
Smoothing/Accommodating
Mandatory Constraints (Hard logic)
Interactive Communication
Registered to the international quality standards ISO 9001
26. Communication that is on record such as as newsletter and annual report
Offical
Internal comm
Progress Report
IT indicates that there is a range of possible outcomes
27. A comprehesive list including all schedule activites required on the project
Plan Risk Mgmt
Activity List
Bill of materials
Project Scope Statment
28. Team members - quality of their work - Project Manager - quality on the project - Senior Exe - quality standards at the company
6 sigma
People responsible for quality
Salience Model
Organization Process Assests (OPA)
29. 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.
Status Reports
Forcing
Finish to Finish
Milestone Schedule
30. Shows what has been accomplished at a given time frame
Progress Report
n *(n -1) /2
Sequence for Closure (for a project) Ver2
Nonconformance
31. 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.
PMIS
Just-in-time (JIT)
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Penalty Power
32. Deals with how we are effeiciently using our money
IRR - Interal Rate of Return
Confronting/ Problem solving
People responsible for quality
Critical Chain Method
33. A schedule network analysis technique applied to a schedule that has already been analyzed by the critical path method. It can be used when shared or critical required resources are only available at certain time - are only available in limited quan
Change Control Board
Arrow diagramming method (ADM)
Resource leveling
Expert Power
34. Key tool that is a statistical method or tool - that helps identify which factors may influence specific variable of a product or process under development or in production. It lets you change many factors at once.
Monte Carlo Technique
Design of Experiments
Project Slack
Pure Risk
35. What is the output of Identify Risk?
Just-in-time (JIT)
Risk Register
Oganization breakdown structure
Resource leveling
36. Shows the overall state of the project - aka the sum of all reports
Perform Qualitative Risk Analysis
Acquire Project Team
Risk breakdown structure
Status Reports
37. An inventory managment process that lets a company have little or no excess inventory in stock- Ideally a stocks ZERO inventory with supplies arriving only when needed for the products being built
ISO 3 Steps
Horizontal Comm
Commincations Mgmt plan
Just-in-time (JIT)
38. Best form power to use. Someone receives a benefit for doing something that is needed
Offical
Controlling communication
Project Scope Statement
Reward Power
39. An after the fact look at what caused a difference between the basline and the actual performance
Scheduling
Variance Analysis
Design of Experiments
Confronting/ Problem solving
40. Communication with peers
Mgmt by Objectives
Horizontal Comm
Business Risk
Develop Human Resource Plan
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
Variance Analysis
Horizontal Comm
Leadership and Managment Styles within the project managment life cycle
Statistical Independence
42. A deliverable or project work component at the lowest level of each branch of the work breakdown structure
Critical Chain Method
Work Package
Risk Breakdown Structure
RAM charts
43. Type of Mgmt style where managers have strong or unlimited power and authority
Bottom-up estimating
Collaborating
Secondary Risk
Autocratic
44. 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
Rolling Wave Planning
A lead
RAM charts
Project Selection
45. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
Impact
Perks
Salience Model
Conflict between functional manager and project manager
46. 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
Life-cycle costing
Project Scope Statment
Work Authorization System
Work Package
47. Type of grid that groups the stakeholders based on their level of authority and their active involvement in the project
3 Processes of quality managment
Bottom-up estimating
Risk Breakdown Structure
Power/Influence Grid
48. 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
Horizontal Comm
Compromising
Charismatic
49. 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
Maslow's Hierarchy of needs
Influence/Impact grid
Mediator
Residual Risk
50. Approach for scheduling that emphasizes resources flexibility - by using duration buffers for resources - and leveling over the course of the project to accommadate
Collaborating
Critical Chain Method
Project Selection
EEF - Enterprise Enviromental Factors
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