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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 how the project organization is structure to accomplish project activities
Oganization breakdown structure
Monte Carlo Technique
Contingency Reserves
Stakeholder Analysis
2. Communication that is not on the record
Sigma
Summary Schdule
Unoffical Comm
Horizontal Comm
3. Forecasting method that uses historical data as the basis for estimating future outcomes
Time series method
Fringe
Bill of materials
Referent Power
4. 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
Influence/Impact grid
Compromising
Resource leveling
Horizontal Comm
5. One choice does not include any other choices
Mutual Exclusivity
Risk breakdown structure
Concept of the Halo Theory
Charismatic
6. Herzberg theory on motivation - basically what drives us to do things
90%
Charateristics of a project
Mandatory Constraints (Hard logic)
Hygiene factors
7. The process of making relevant information availible to project stakeholders as planned
Total Quality Management TQM
Leadership and Managment Styles within the project managment life cycle
Free (or Total) float
Distribute Information
8. Best form power to use. Someone receives a benefit for doing something that is needed
Horizontal Comm
Reward Power
Total Quality Management TQM
Variance Analysis
9. Communication that is on record such as as newsletter and annual report
Offical
Pareto Diagram
Risk Breakdown Structure
Causal/econometric
10. A contigency put into action when a risk reesponse and any backup plans don't work. It is the reactive "wing it" reponse
Hygiene factors
Multiplying the risk's probability of occurrence by its estimated impact
Life-cycle costing
Work around
11. Quality philosophy that focus on proactive attitude toward quality with a detail toward statistical analysis to document improvement
PMIS
Contingency Reserves
Total Quality Management TQM
Rolling Wave Planning
12. Aka Standard Deviation. It is considered the quality standard. 1 Sigma - 68.26% 2 Sigma - 95.45% 3. Sigma - 99.73%
Status Reports
Sample Testing
Sigma
Causal/econometric
13. Inputs to many process because they deal w/ variables external to the project such as government requlations and market conditions. Examples are org structure govt standards - personnel - policies business market
Causal/econometric
Communications requirement analysis
Horizontal Comm
EEF - Enterprise Enviromental Factors
14. Formula use to calculate time or cost. It performs a weighted avg of the pessimistic - optimistic - and realistic estimates.
PERT Program Evaluation Review Technique
Mediator
Milestone Schedule
Mandatory Constraints (Hard logic)
15. 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
Salience Model
Project Scope Statement
Status Reports
Sample Testing
16. You determine how the much of something must be tested to ensure that defects are caught
Bill of materials
Crashing
Sample Testing
Steps for using the Stakeholder Analysis
17. 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.
Indentify Risk
Resource breakdown structure
PMIS
Secondary Risk
18. A constraint that should be completed but is not absolutly required to be completed before subsequent item can start
Discretionary (Soft Logic)
Elements of scope
IRR - Interal Rate of Return
Perks
19. 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
Critical Chain Method
Mgmt by Objectives
Risk Owner
Rolling Wave Planning
20. Type of communication that convey more than just words (inflection of voice body language)
Mediator
Verbal and Non-verbal
Stakeholder Analysis
Risk Triggers
21. Activity A must be completed before Activity B
Discretionary (Soft Logic)
Critical Chain Method
Finish to Start (Most common)
Plan Risk Mgmt
22. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Precendence Diagramming Method (activity on the node)
Assumptions
Expert Power
Influence/Impact grid
23. 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
Unoffical Comm
Risk breakdown structure
Interactive Communication
Approved Change
24. 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
Autocratic
Design of Experiments
Influence/Impact grid
Interactive Communication
25. Key tool for comparing a product or service to other standards
Interactive Communication
Multiplying the risk's probability of occurrence by its estimated impact
Benchmarking
Mediator
26. What warranty type relates to merchantablily or fitness for use?
Implied warranty
3 Processes of quality managment
Scatter Diagram
Risk Breakdown Structure
27. A constraint that must be completed before subsequent items can start
6 process for Project Integration Mangement
Distribute Information
Mandatory Constraints (Hard logic)
Upper Control Limit (UCL) - Lower Control Limit (LCL)
28. 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
6 process for Project Integration Mangement
Develop Project Team
Change Control Board
Referent Power
29. 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.
External Comm
Assumptions
Commincations Mgmt plan
Work Authorization System
30. Process of determining the project stakeholder information needs and defining a communication approach. Who needs what information - when they need it - how it will be provided to them and by whom.
Plan Communication
Plan Risk Mgmt
Interactive Communication
Forcasting
31. Type of grid that groups the stakeholders based on thier level of authority and their level of concern regarding the project outcomes
Start to Finsh
Power/ Interest Grid
Organization Breakdown Structure
IT indicates that there is a range of possible outcomes
32. Conflict Solution where the PM ignores the problem and hopes it either fixes itself or disappears
Interactive Communication
Withdrawing/Avoiding
Contraints
IT indicates that there is a range of possible outcomes
33. A constraint put in place by something external to the project team or organization
External Contraints
Emphasis on defining scope
Fishbone AKA cause/effect diagram
Power/Influence Grid
34. Cost associated with conformance to requirements and the step taken to elimate non-conformance
Run Chart
Autocratic
Multiplying the risk's probability of occurrence by its estimated impact
Cost of Quality
35. 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
Risk breakdown structure
Just-in-time (JIT)
Bottom-up estimating
Start to Finsh
36. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
Develop Human Resource Plan
Free (or Total) float
Judgemental methods
People responsible for quality
37. 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.
Schedules - project priorities - resources
Reward Power
Design of Experiments
Total Quality Management TQM
38. 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
Closing the project
PMIS
Precendence Diagramming Method (activity on the node)
Bottom-up estimating
39. 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
Controlling communication
Acquire Project Team
Power/Influence Grid
Run Chart
40. Commuincation within the project
Milestone list
The 100% Rule
Internal comm
Mgmt Reserves
41. Benefits that everyone receives in the company i.e Ins or paid holidays
Confronting/ Problem solving
Nonconformance
Fringe
Power/ Interest Grid
42. Approach for scheduling that emphasizes resources flexibility - by using duration buffers for resources - and leveling over the course of the project to accommadate
Coaching
Organization Breakdown Structure
Critical Chain Method
Power/Influence Grid
43. Document that develops and helps attain buy-in on a common interpretation of the project scope. It can describe what it is - as wel as what is not - in the project
Risk breakdown structure
Project Scope Statment
Mgmt by Objectives
Manage Stakeholders Expectations
44. Risk for which insurance can be purchased - thereby transferring the risk for financial benefit to the party accepting the risk
Scheduling
Pure Risk
Referent Power
Upper Control Limit (UCL) - Lower Control Limit (LCL)
45. 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)
Critical Chain Method
LAG
Coaching
Finish to Finish
46. The amount of time something can be delayed w/o delaying the PUBLISHED finish date
Emphasis on defining scope
Project Slack
Contraints
Mutual Exclusivity
47. Risk that is typically uninsurable. Its a risk inherent in the porcess of doing business
Influence/Impact Grid
Root cause analysis
IT indicates that there is a range of possible outcomes
Business Risk
48. People make good project manager simply because they are good in their fields - regardless of background training in project management
Mutual Exclusivity
Concept of the Halo Theory
Life-cycle costing
Discretionary (Soft Logic)
49. Techinque of systemically gathering and analyzing quantitative and qualitative information to determine whose interest should be taken into account throughout the project
Just-in-time (JIT)
Stakeholder Analysis
Plan Risk Mgmt
Summary Schdule
50. What is the number source of conflict?
Risk breakdown structure
Scheduling
Expert Power
Free (or Total) float