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Test your basic knowledge |
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. Shows the type of resources broken down
Resource breakdown structure
Scatter Diagram
Crashing
Secondary Risk
2. Information Gathering Techniques from Identify Risks - tools and technique
Design of Experiments
Contingency Reserves
Director
Root cause analysis
3. The control points of the Sigma proces. Typically the limits are set +/- 3 sigma
Perform Qualitative Risk Analysis
Unoffical Comm
Power/ Interest Grid
Upper Control Limit (UCL) - Lower Control Limit (LCL)
4. An after the fact look at what caused a difference between the basline and the actual performance
Cost of Quality
Bottom-up estimating
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Variance Analysis
5. One choice does not include any other choices
Mutual Exclusivity
Compromising
Total Quality Management TQM
Forcasting
6. 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
Stakeholder Analysis
RAM charts
Project Scope Statment
Work Package
7. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Project Slack
Discretionary (Soft Logic)
Manage Project Team
Mandatory Constraints (Hard logic)
8. Practice of providing more than what the customer request
PERT Program Evaluation Review Technique
Plan Communication
External Comm
Gold Plating
9. Can come from the following factors: Business Need - Market Demand - technological advance - customer request - legal requirements
Withdrawing/Avoiding
Project Selection
Precendence Diagramming Method (activity on the node)
Oganization breakdown structure
10. Cost associated with conformance to requirements and the step taken to elimate non-conformance
Reward Power
Cost of Quality
Breach
Activity List
11. A milestone has a ______duration
Status Reports
Often assign project tasks to the various functionals managers
Zero duration
Gold Plating
12. An output of Define Activites that identies all milestones and indicated whether the milestone is mandatory
Smoothing/Accommodating
Statistical Independence
Milestone list
Confronting/ Problem solving
13. 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
A lead
Strong Matrix
Summary Schdule
Continous Improvement (Kaizen)
14. 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.
Summary Schdule
Commincations Mgmt plan
Smoothing/Accommodating
Logic Bar Chart (Gantt Chart)
15. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
Arrow diagramming method (ADM)
PMIS
Influence/Impact grid
Penalty Power
16. Tool that factors in the communications requirments to ensure they are properly address in the communication Mgmt plan
6 sigma
Manage Stakeholders Expectations
Communications requirement analysis
Steps for using the Stakeholder Analysis
17. Herzberg theory on motivation - basically what drives us to do things
Indentify Stakholders
Hygiene factors
Fast Tracking
RAM charts
18. A delay between activities. You use it when there is some type of constraint in which something must wait before it can continue
Power/ Interest Grid
Conflict between functional manager and project manager
Project Scope Statment
A Lag
19. Deals with the known Unkowns and is the Project Plan
Impact
Pull Communication
Breach
Contingency Reserves
20. 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
Mediator
Multiplying the risk's probability of occurrence by its estimated impact
Influence/Impact Grid
Continous Improvement (Kaizen)
21. Calculating the expected monetary value (EMV) of a project risk is found by....
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22. Is a state in which the outcome of process are separate from another
Progress Report
Statistical Independence
Sigma
Expert Power
23. Process of collecting and distributing performance information - including status reports - progress measurements and forecast
Report Performance
Breach
ISO 3 Steps
Autocratic
24. 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
Oganization breakdown structure
Mediator
Work Authorization System
IT indicates that there is a range of possible outcomes
25. Activity A must be completed before Activity B
Time series method
Code of Accounts
Coaching
Finish to Start (Most common)
26. A jeopardy that results from the implementation of a risk repsonse
Steps for using the Stakeholder Analysis
Project Scope Statment
Mutual Exclusivity
Secondary Risk
27. Used with sceduling enviroments in which a forward pass establishes the easrliest the activities can start (ES) and finish (EF) and a backward pass establishes the latest the activites can start (LS) and finish (LF)
Penalty Power
Steps for using the Stakeholder Analysis
Brainstorming
Critical Path Method
28. Communication formula
Zero duration
Judgemental methods
Formal Power
n *(n -1) /2
29. Conflict Solution where there is an attempt to focus on the positive and distract the attention from the negative
Smoothing/Accommodating
Referent Power
Make money and to protect the public
Scheduling
30. What the project consist of - What is involved to create the project - What it is expected to do when complete ( to avoid confusion) What is the ? What are the elements
Code of Accounts
Resource breakdown structure
Internal comm
Elements of scope
31. 1 Has a specific purpose 2. Creates specifi results 3 Has a definite start and finish dates 4. Is temporary 5. Could be progressively elaborated
Charateristics of a project
Written or oral
Bottom-up estimating
Visionary
32. Type of communication method between two or more parties performing a multidirectional exchange of information. It is the most efficient way to ensure a common understanding by all participants on specified topics - and inclues meetings - and phones
Risk Register
Contraints
Interactive Communication
Brainstorming
33. Quality philosophy that focus on proactive attitude toward quality with a detail toward statistical analysis to document improvement
Total Quality Management TQM
Communications requirement analysis
Perform Qualitative Risk Analysis
Conformance
34. 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
Coaching
Conflict between functional manager and project manager
ISO 3 Steps
Risk Register
35. Components - assemblies - sub assemblies used to build a product or service Whaty are the 4 breakdown structures?
Internal comm
Bill of materials
Distribute Information
Nonconformance
36. Formula use to calculate time or cost. It performs a weighted avg of the pessimistic - optimistic - and realistic estimates.
PERT Program Evaluation Review Technique
Schedules - project priorities - resources
Mgmt by Objectives
Bottom-up estimating
37. Information Gathering Techniques from Identify Risks - tools and technique
Risk Triggers
Root cause analysis
Oganization breakdown structure
Project Scope Statement
38. 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
Penalty Power
Develop Project Team
Facilitator
Referent Power
39. 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
Progress Report
RAM charts
Bottom-up estimating
Fishbone AKA cause/effect diagram
40. Proactive stance to development - one that makes improvement throughout a process
Start to Start
Verbal and Non-verbal
Continous Improvement (Kaizen)
IT indicates that there is a range of possible outcomes
41. The Process of determing which risk may affect the project and documents their characteristics
Salience Model
Rolling Wave Planning
Indentify Risk
Often assign project tasks to the various functionals managers
42. 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.
ISO 3 Steps
Interactive Communication
Root cause analysis
Assumptions
43. 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.
Written or oral
Compromising
Variance Analysis
Fast Tracking
44. In the area of legal risks the reasons for licensing of projects
Pareto Diagram
Make money and to protect the public
Plan Risk Mgmt
Controlling communication
45. Used to asses the impact and consequnces of requested changes on the project
Progress Report
Communications requirement analysis
Critical Path Method
Change Control System
46. An accelerant of an activity You use a lead when something can begin before its predecessor is totally complete
Nonconformance
Mutual Exclusivity
Work around
A lead
47. Group whose function is to review - approve or reject changes on the project as they relate to the various areas of the represented bussiness
Pareto Diagram
Hygiene factors
Business Risk
Change Control Board
48. 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
Life-cycle costing
Sequence for Closure (for a project) Ver2
Pareto Diagram
Monte Carlo Technique
49. Used to track technical performance such as how well something works or schedule or cost performance such as how things were completed on time or budget - respectively
Run Chart
Upper Control Limit (UCL) - Lower Control Limit (LCL)
PERT Program Evaluation Review Technique
Progress Report
50. 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
RAM charts
Work Package
Free (or Total) float
Steps for using the Stakeholder Analysis
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