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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. 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
Analogous or Top down Estimating
Summary Schdule
Perform Qualitative Risk Analysis
PERT Program Evaluation Review Technique
2. Request made by someone on a project not approved and has no impact
Withdrawing/Avoiding
Rolling Wave Planning
Requested Changes
Mutual Exclusivity
3. 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.
IRR - Interal Rate of Return
Time series method
Start to Start
Influence/Impact grid
4. 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
Pure Risk
Demings' 14 principles of Management
Leadership and Managment Styles within the project managment life cycle
Work Authorization System
5. The most common causes of conflict in a multi-project environment
Resource leveling
Facilitator
Staffing Mgmt Plan
Schedules - project priorities - resources
6. Information Gathering Techniques from Identify Risks - tools and technique
A lead
Scheduling
Root cause analysis
Interactive Communication
7. 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
Residual Risk
Bottom-up Estimating
Code of Accounts
Mutual Exclusivity
8. 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
Indentify Stakholders
Bottom-up estimating
Power/ Interest Grid
Expert Power
9. Used for very large volumes of information or for very large audiences that requires the recipients to access the communication content at their own discretion - Inclued intranet sites - e-learning - and knowledge repositories
Expectancy Theory
Pull Communication
Influence/Impact grid
Reward Power
10. Shows a pattern between two variables associated with a process. This helps see a correlation (or lack of) between variable - if it exists
Perform Qualitative Risk Analysis
Scatter Diagram
Facilitator
Zero duration
11. 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
The 100% Rule
Root cause analysis
Rolling Wave Planning
Staffing Mgmt Plan
12. 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
Status Reports
ISO 9000 (International Org for Standardization)
Causal/econometric
Contraints
13. The consequences (good or bad) or the amount at stake if something does occur
Change Control System
Impact
Continous Improvement (Kaizen)
Crashing
14. Any numbering system used to uniquely identify each component of the work breakdown structure
Code of Accounts
Develop Human Resource Plan
People responsible for quality
Conformance
15. Product Verfication - lesson learned - Updating records - reporting - archiving - formal acceptance
Implied warranty
Project Scope Statment
Closing the project
Proprietary Quality Management Methodolgies
16. Herzberg theory on motivation - basically what drives us to do things
Hygiene factors
Conflict between functional manager and project manager
Just-in-time (JIT)
Free (or Total) float
17. Characteristics which indicate that a risk event is possible in the near future. They are identified when the risk are identified
3 Processes of quality managment
Risk Triggers
Smoothing/Accommodating
PMIS
18. Shows the type of resources broken down
Develop Project Charter
ISO 3 Steps
Discretionary (Soft Logic)
Resource breakdown structure
19. Tool that factors in the communications requirments to ensure they are properly address in the communication Mgmt plan
Residual Risk
n *(n -1) /2
Communications requirement analysis
Multiplying the risk's probability of occurrence by its estimated impact
20. 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.
Mgmt Reserves
Breach
Design of Experiments
Analogous or Top down Estimating
21. Process of using expert opinion - which could come from people already on the project or those outside the project or even the organization
Milestone Schedule
Requested Changes
Impact
Delphi Technique
22. In the project coordinator form of a matrix organization - project coordinators often....
Charateristics of a project
Strong Matrix
Develop Project Charter
Often assign project tasks to the various functionals managers
23. Shows what has been accomplished at a given time frame
Resource breakdown structure
3 Processes of quality managment
Progress Report
Requested Changes
24. 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.
Project Scope Statment
Develop Project Team
Visionary
Written or oral
25. On creating a written project scope statement to be used in the future project decision making.
External Comm
Withdrawing/Avoiding
Emphasis on defining scope
Delphi Technique
26. Company pays for quality in a proactive way - typically up front in the planning area of a project ie - increase morale
Salience Model
Milestone list
Resource breakdown structure
Conformance
27. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Influence/Impact Grid
Salience Model
Manage Project Team
Change Control Board
28. 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.
Judgemental methods
PMIS
Scope Baseline
Perform Qualitative Risk Analysis
29. The process of subdividing project deliverables and project work into smaller more managable components
Create WBS
Finish to Start (Most common)
Confronting/ Problem solving
Power/Influence Grid
30. Techinque of systemically gathering and analyzing quantitative and qualitative information to determine whose interest should be taken into account throughout the project
Often assign project tasks to the various functionals managers
Elements of scope
Sequence for Closure (for a project) Ver2
Stakeholder Analysis
31. Form of power is one that project managers must earn on their own.
Precendence Diagramming Method (activity on the node)
Change Control System
Bill of materials
Expert Power
32. Information Gathering Techniques from Identify Risks - tools and technique
Life-cycle costing
Finish to Start (Most common)
Root cause analysis
Project management and quality
33. The Process of predicating furture project performance based on the actual performance to date.
Contraints
Critical Path Method
Forcasting
Perform Qualitative Risk Analysis
34. 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
Hygiene factors
Sequence for Closure (for a project) Ver2
Zero duration
Coaching
35. CMMI - 6 SIGMA - LEAN 6 Sigma Quality Function
Mediator
Proprietary Quality Management Methodolgies
Salience Model
IT indicates that there is a range of possible outcomes
36. Benefits that everyone receives in the company i.e Ins or paid holidays
Reward Power
n *(n -1) /2
Fringe
Unoffical Comm
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
Total Quality Management TQM
Just-in-time (JIT)
Mgmt by Objectives
Finish to Start (Most common)
38. The amount of time something can be delayed w/o delaying the PUBLISHED finish date
Verbal and Non-verbal
Pure Risk
Judgemental methods
Project Slack
39. Shows the risk that potentially occur broken down by risk category
Risk Triggers
Schedules - project priorities - resources
Risk breakdown structure
Strong Matrix
40. 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
Influence/Impact Grid
Secondary Risk
Forcasting
Resource leveling
41. Communication with customer - other project - the media - and the public
Status Reports
External Comm
Rolling Wave Planning
Expectancy Theory
42. Quality philosophy that focus on proactive attitude toward quality with a detail toward statistical analysis to document improvement
Referent Power
Create WBS
Stakeholder Analysis
Total Quality Management TQM
43. The narrative description of the project scope - including major deliverables - project assumptions - project constraints - and a description of work - that provides a documents basis for making future project decisions and for confirming or developi
Project Scope Statement
Root cause analysis
Risk Owner
Horizontal Comm
44. 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
Autocratic
90%
Referent Power
Unoffical Comm
45. States that 100% of the work of a project needs to be represented in the creation of the WBS. What is the 100% rule?
Crashing
Nonconformance
Precendence Diagramming Method (activity on the node)
The 100% Rule
46. Plan Quality - Perform Quality Assurance - Perform Quality Control
Manage Stakeholders Expectations
Milestone Schedule
Code of Accounts
3 Processes of quality managment
47. Which organization does conflict occur the most in managing projects
Crashing
Requested Changes
Strong Matrix
Project management and quality
48. In the area of legal risks the reasons for licensing of projects
Make money and to protect the public
Conflict between functional manager and project manager
Influence/Impact grid
Rolling Wave Planning
49. 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
Make money and to protect the public
Compromising
Autocratic
IRR - Interal Rate of Return
50. Type of grid that groups the stakeholders based on their level of authority and their active involvement in the project
Work around
Bottom-up estimating
Power/Influence Grid
Contraints