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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. Doing activites in parallel that are that are normally in sequence. Inc cost could occur with rework but additional risk could occur because of possible rework.
Formal Power
Conformance
Fast Tracking
Nonconformance
2. The control points of the Sigma proces. Typically the limits are set +/- 3 sigma
Charateristics of a project
Time series method
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Progress Report
3. 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
Sequence for Closure (for a project) Ver2
Impact
Risk Breakdown Structure
A lead
4. 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
Bottom-up estimating
Finish to Finish
Bottom-up Estimating
Staffing Mgmt Plan
5. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Resource breakdown structure
Develop Project Team
Stakeholder Analysis
Precendence Diagramming Method (activity on the node)
6. In the area of legal risks the reasons for licensing of projects
Reward Power
Power/Influence Grid
Make money and to protect the public
Benchmarking
7. Benefits that everyone receives in the company i.e Ins or paid holidays
Finish to Start (Most common)
Life-cycle costing
Fringe
Delphi Technique
8. Process that helps determine where a project fits in the big picture of planning at the company - It also could be used to address a goal-setting technique which emphasizes establishing attainable goals and monitoring for variance then adjusting as n
Crashing
Mgmt by Objectives
Organization Process Assests (OPA)
External Comm
9. Which organization does conflict occur the most in managing projects
Acquire Project Team
Strong Matrix
Milestone list
Root cause analysis
10. Used to asses the impact and consequnces of requested changes on the project
Horizontal Comm
Work Authorization System
Change Control System
Compromising
11. Forecasting methods that uses the assumption that is possible to identify the underlying factors that might influence the variable that is being forcasted
Develop Human Resource Plan
Schedules - project priorities - resources
Causal/econometric
ISO 3 Steps
12. Type of power that comes from senior Mgmt at a company authorizing you to be a P.M. and whatever authority comes with that.
Often assign project tasks to the various functionals managers
Formal Power
IRR - Interal Rate of Return
Make money and to protect the public
13. Commuincation within the project
Internal comm
Contraints
Finish to Start (Most common)
Risk Triggers
14. An after the fact look at what caused a difference between the basline and the actual performance
Variance Analysis
Risk breakdown structure
Just-in-time (JIT)
Project management and quality
15. One of the biggest potential problems facing a project team member in a strong matrix is....
Conflict between functional manager and project manager
Influence/Impact grid
Steps for using the Stakeholder Analysis
Elements of scope
16. The Process of predicating furture project performance based on the actual performance to date.
Bottom-up Estimating
Variance Analysis
Run Chart
Forcasting
17. Deals with the known Unkowns and is the Project Plan
The 100% Rule
Assumptions
Contingency Reserves
Registered to the international quality standards ISO 9001
18. Shows what has been accomplished at a given time frame
Work Package
Develop Human Resource Plan
Crashing
Progress Report
19. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
Precendence Diagramming Method (activity on the node)
Distribute Information
Cost of Quality
Director
20. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
Mgmt Reserves
Status Reports
Scope Baseline
Perform Qualitative Risk Analysis
21. 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
LAG
Risk Triggers
Contraints
Project Scope Statment
22. Conflict Solution where the PM ignores the problem and hopes it either fixes itself or disappears
External Comm
Withdrawing/Avoiding
Project Scope Statment
Delphi Technique
23. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
Finish to Start (Most common)
Maslow's Hierarchy of needs
Contraints
Perks
24. Communication that is on record such as as newsletter and annual report
A Lag
Staffing Mgmt Plan
Total Quality Management TQM
Offical
25. 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
Free (or Total) float
Hygiene factors
Continous Improvement (Kaizen)
26. Communication that is not on the record
Stakeholder Mgmt Stategy
Logic Bar Chart (Gantt Chart)
Cost plus percentage of cost
Unoffical Comm
27. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Risk breakdown structure
Risk Owner
Manage Project Team
Charateristics of a project
28. 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
Finish to Finish
Charismatic
External Comm
29. Herzberg theory on motivation - basically what drives us to do things
Hygiene factors
Discretionary (Soft Logic)
Scheduling
Code of Accounts
30. Considering both development and operating costs when evaluating project alternatives
Life-cycle costing
Zero duration
Perform Qualitative Risk Analysis
Bottom-up Estimating
31. Is a state in which the outcome of process are separate from another
Proprietary Quality Management Methodolgies
Concept of the Halo Theory
Smoothing/Accommodating
Statistical Independence
32. Strategy defines as approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle
Stakeholder Mgmt Stategy
IRR - Interal Rate of Return
Expectancy Theory
Perform Qualitative Risk Analysis
33. Difference between internal and external risk
Code of Accounts
Collaborating
Conflict between functional manager and project manager
internal risk can be controlled but external cannot be controlled
34. 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
Change Control Board
Acquire Project Team
Confronting/ Problem solving
Perks
35. Tool that factors in the communications requirments to ensure they are properly address in the communication Mgmt plan
Communications requirement analysis
Life-cycle costing
Run of Seven Rule
Internal comm
36. Communication with customer - other project - the media - and the public
Interactive Communication
3 Processes of quality managment
Concept of the Halo Theory
External Comm
37. 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
Assumptions
Resource breakdown structure
Power/ Interest Grid
Organization Process Assests (OPA)
38. dministrative closure for the feasibility phase of a project requires that ________.
Phase results are verified and documented
Crashing
Often assign project tasks to the various functionals managers
Charismatic
39. CMMI - 6 SIGMA - LEAN 6 Sigma Quality Function
Delphi Technique
Benchmarking
Work Authorization System
Proprietary Quality Management Methodolgies
40. 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
Pure Risk
Work Authorization System
Commincations Mgmt plan
Oganization breakdown structure
41. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
Forcing
Life-cycle costing
Develop Human Resource Plan
Change Control System
42. Request made by someone on a project not approved and has no impact
Mediator
Smoothing/Accommodating
Indentify Stakholders
Requested Changes
43. 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
Leadership and Managment Styles within the project managment life cycle
Manage Stakeholders Expectations
3 Processes of quality managment
Written or oral
44. Risk that is typically uninsurable. Its a risk inherent in the porcess of doing business
Scheduling
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Impact
Business Risk
45. 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
Change Control System
Rolling Wave Planning
Autocratic
Resource breakdown structure
46. The process of subdividing project deliverables and project work into smaller more managable components
Create WBS
Cost plus percentage of cost
Perks
Contingency Reserves
47. One choice does not include any other choices
Mutual Exclusivity
Code of Accounts
LAG
Scheduling
48. On creating a written project scope statement to be used in the future project decision making.
Secondary Risk
90%
Analogous or Top down Estimating
Emphasis on defining scope
49. Play a huge role in planning - When you perform project management part of the concept of Planning is to deal with items unkown. You must make assumptions for scheduling and bugeting. In most cases as the project evoles - you learn more about it.
Plan Risk Mgmt
Perks
Influence/Impact Grid
Assumptions
50. Shows the overall state of the project - aka the sum of all reports
Variance Analysis
Status Reports
3 Processes of quality managment
A lead