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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. Plan Quality - Perform Quality Assurance - Perform Quality Control
3 Processes of quality managment
Work Authorization System
Schedules - project priorities - resources
Project Slack
2. Self Actualization - Esteem - Belonging - Saftey - Physological
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3. 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
Project Selection
Summary Schdule
Variance Analysis
RAM charts
4. When Activity A starts Activity B can starts
Start to Start
Vertical Comm
Plan Communication
Design of Experiments
5. From the Buyers perspective the riskiest form of contract is
Team development Life Cycle
Run Chart
Manage Stakeholders Expectations
Cost plus percentage of cost
6. A comprehesive list including all schedule activites required on the project
Registered to the international quality standards ISO 9001
Activity List
Pareto Diagram
Milestone Schedule
7. The company's quality system must conform to the criteria set forth in ISO 9001.
Project Scope Statement
Registered to the international quality standards ISO 9001
Residual Risk
Horizontal Comm
8. Type of Mgmt style that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
IRR - Interal Rate of Return
Schedules - project priorities - resources
Penalty Power
Facilitator
9. Risk that is typically uninsurable. Its a risk inherent in the porcess of doing business
Formal Power
Make money and to protect the public
Business Risk
Registered to the international quality standards ISO 9001
10. The process of subdividing project deliverables and project work into smaller more managable components
Make money and to protect the public
External Contraints
IT indicates that there is a range of possible outcomes
Create WBS
11. Type of grid that groups the stakeholders based on their level of authority and their active involvement in the project
Pull Communication
Power/Influence Grid
Salience Model
Forcing
12. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
Director
Critical Chain Method
Variance Analysis
Strong Matrix
13. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
FORMAL Communication
Mgmt by Objectives
Proprietary Quality Management Methodolgies
Precendence Diagramming Method (activity on the node)
14. An after the fact look at what caused a difference between the basline and the actual performance
Variance Analysis
Bottom-up estimating
Resource breakdown structure
Horizontal Comm
15. The conflict resolutions modes that are least likely to resolve situations
6 sigma
Risk breakdown structure
Leadership and Managment Styles within the project managment life cycle
Smoothing and withdrawal
16. 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
Verbal and Non-verbal
Confronting/ Problem solving
Vertical Comm
Risk Breakdown Structure
17. Which organization does conflict occur the most in managing projects
Autocratic
Smoothing and withdrawal
Strong Matrix
Fringe
18. Type of power that comes from senior Mgmt at a company authorizing you to be a P.M. and whatever authority comes with that.
Stakeholder Mgmt Stategy
Formal Power
External Contraints
Develop Project Team
19. Can come from the following factors: Business Need - Market Demand - technological advance - customer request - legal requirements
Project Selection
Mutual Exclusivity
Demings' 14 principles of Management
Create WBS
20. 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
Start to Start
Bill of materials
Referent Power
Influence/Impact Grid
21. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
Vertical Comm
Mgmt Reserves
Salience Model
External Comm
22. Process of Confirming human resources availibilty and obtaining the team necessary to complete project assignments
Acquire Project Team
Mgmt by Objectives
Influence/Impact Grid
Run Chart
23. 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
Interactive Communication
Summary Schdule
Progress Report
Sigma
24. Shows the risk that potentially occur broken down by risk category
Steps for using the Stakeholder Analysis
Risk breakdown structure
Implied warranty
Fishbone AKA cause/effect diagram
25. ompany pays for quality in a reactive way - on the back end - decrease morale - decrease customer perception Cost of Conformance and nonconformance examples...
Team development Life Cycle
Forcasting
Total Quality Management TQM
Nonconformance
26. 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
FORMAL Communication
Work Package
Run of Seven Rule
Variance Analysis
27. Communication with peers
Horizontal Comm
Power/ Interest Grid
Visionary
RAM charts
28. Best form power to use. Someone receives a benefit for doing something that is needed
Progress Report
Charateristics of a project
Interactive Communication
Reward Power
29. 3 main components of the communication model
Registered to the international quality standards ISO 9001
Resource leveling
Collaborating
Sender Message/Receiver - Medium - type of format of the message
30. Shows a pattern between two variables associated with a process. This helps see a correlation (or lack of) between variable - if it exists
Brainstorming
Written or oral
Report Performance
Scatter Diagram
31. 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
Vertical Comm
Sigma
Mgmt by Objectives
Benchmarking
32. It means that you are current on commincation activity and that you are kept in the project communication loop as musch as possible
Monte Carlo Technique
Controlling communication
Sender Message/Receiver - Medium - type of format of the message
Bill of materials
33. 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
Project Scope Statment
Milestone Schedule
Benchmarking
Mgmt Reserves
34. A contigency put into action when a risk reesponse and any backup plans don't work. It is the reactive "wing it" reponse
Work around
Work Package
Demings' 14 principles of Management
Scatter Diagram
35. 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.
Implied warranty
Judgemental methods
Work around
Visionary
36. Used to asses the impact and consequnces of requested changes on the project
Smoothing and withdrawal
90%
Arrow diagramming method (ADM)
Change Control System
37. 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
Distribute Information
Steps for using the Stakeholder Analysis
Zero duration
LAG
38. 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.
Discretionary (Soft Logic)
Scope Baseline
Pareto Diagram
Contingency Reserves
39. Deals with the known Unkowns and is the Project Plan
Contingency Reserves
Bottom-up Estimating
Confronting/ Problem solving
Conflict between functional manager and project manager
40. 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
Sigma
Fast Tracking
Plan Communication
Sequence for Closure (for a project) Ver2
41. A constraint that must be completed before subsequent items can start
Forcasting
Mandatory Constraints (Hard logic)
Implied warranty
Commincations Mgmt plan
42. Forecasting methods that uses the assumption that is possible to identify the underlying factors that might influence the variable that is being forcasted
Monte Carlo Technique
Causal/econometric
Power/ Interest Grid
Brainstorming
43. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Salience Model
Often assign project tasks to the various functionals managers
Arrow diagramming method (ADM)
Conflict between functional manager and project manager
44. The amount of time something can be delayed w/o delaying the PUBLISHED finish date
Critical Chain Method
Project Slack
Autocratic
Expert Power
45. Cost associated with conformance to requirements and the step taken to elimate non-conformance
Code of Accounts
Cost of Quality
Project management and quality
Develop Project Charter
46. Team members - quality of their work - Project Manager - quality on the project - Senior Exe - quality standards at the company
PMIS
Distribute Information
People responsible for quality
Confronting/ Problem solving
47. Process of collecting and distributing performance information - including status reports - progress measurements and forecast
Report Performance
Summary Schdule
IT indicates that there is a range of possible outcomes
6 sigma
48. Techinque of systemically gathering and analyzing quantitative and qualitative information to determine whose interest should be taken into account throughout the project
6 process for Project Integration Mangement
Stakeholder Analysis
Analogous or Top down Estimating
Bottom-up estimating
49. Worst form of power to use. People experience negative impact if they don't do what is desired
Risk Owner
Commincations Mgmt plan
Penalty Power
Indentify Risk
50. Tool you can use initially in a project to evaluate what could potentially cause defects. You can use it during the project to review symptoms to determine the real problem (continue to ask questions until the root cause is determine)
Work around
Life-cycle costing
Risk breakdown structure
Fishbone AKA cause/effect diagram