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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. Techinque of systemically gathering and analyzing quantitative and qualitative information to determine whose interest should be taken into account throughout the project
Stakeholder Analysis
Develop Project Charter
Proprietary Quality Management Methodolgies
Multiplying the risk's probability of occurrence by its estimated impact
2. 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
Sigma
Mgmt Reserves
Level of Scope development
Elements of scope
3. Type of Grid that groups the stakholders based on their active involvement in the project and their ability to effect changes to the projects planning or execution
Influence/Impact Grid
People responsible for quality
Critical Path Method
Finish to Start (Most common)
4. In the area of legal risks the reasons for licensing of projects
Make money and to protect the public
Fishbone AKA cause/effect diagram
Milestone list
Develop Human Resource Plan
5. Communication up and down the organization
Fast Tracking
Charateristics of a project
Vertical Comm
Develop Human Resource Plan
6. 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.
A lead
FORMAL Communication
Logic Bar Chart (Gantt Chart)
Schedules - project priorities - resources
7. Commuincation within the project
Start to Start
Internal comm
Benchmarking
Emphasis on defining scope
8. The process of subdividing project deliverables and project work into smaller more managable components
Contingency Reserves
Create WBS
Sequence for Closure (for a project) Ver2
Scatter Diagram
9. Information Gathering Techniques from Identify Risks - tools and technique
Smoothing and withdrawal
Root cause analysis
Hygiene factors
Strong Matrix
10. An output of Define Activites that identies all milestones and indicated whether the milestone is mandatory
Vertical Comm
Milestone Schedule
Milestone list
Develop Project Team
11. Invokes determining the latest that an activity can start w/o delaying the activites that follow it.
Free (or Total) float
Analogous or Top down Estimating
Run of Seven Rule
Cost of Quality
12. Used to asses the impact and consequnces of requested changes on the project
Conformance
Change Control System
Smoothing and withdrawal
External Contraints
13. An after the fact look at what caused a difference between the basline and the actual performance
Charismatic
EEF - Enterprise Enviromental Factors
Gold Plating
Variance Analysis
14. 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.
Indentify Risk
Start to Start
Design of Experiments
Scheduling
15. Activity B msut be Finish by the time Activity A is finish
Judgemental methods
3 Processes of quality managment
Finish to Finish
Plan Communication
16. Process of communication and working with stakeholders to meet their needs and addressing issues as they occur
Facilitator
Verbal and Non-verbal
Sigma
Manage Stakeholders Expectations
17. Deals with the known Unkowns and is the Project Plan
Oganization breakdown structure
Critical Chain Method
Contingency Reserves
Precendence Diagramming Method (activity on the node)
18. dministrative closure for the feasibility phase of a project requires that ________.
Acquire Project Team
Mgmt Reserves
Code of Accounts
Phase results are verified and documented
19. Proactive stance to development - one that makes improvement throughout a process
Continous Improvement (Kaizen)
Forcing
6 process for Project Integration Mangement
Offical
20. Type of Mgmt style that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
Forcing
Distribute Information
Precendence Diagramming Method (activity on the node)
Facilitator
21. Schedule typically used in executive repoting with each milestone having a zero duration. It lack detail - generally listing only the main project milestones as diamonds instead of the Gantt bars
Risk breakdown structure
Emphasis on defining scope
Just-in-time (JIT)
Milestone Schedule
22. One advantages of sensitivity analysis is?
Plan Risk Mgmt
IT indicates that there is a range of possible outcomes
Risk Owner
Controlling communication
23. Form - creation of the team - Storm - refers to the chaos that occurs when people start working together - Norm - behavior starts to normalize - Perform - activity that transpires as the team works as a team instead of solo - Adjourn - work is compl
Sequence for Closure (for a project) Ver2
Vertical Comm
Team development Life Cycle
Resource breakdown structure
24. Type of grid that groups the stakeholders based on thier level of authority and their level of concern regarding the project outcomes
Power/ Interest Grid
Pareto Diagram
Visionary
Delphi Technique
25. Worst form of power to use. People experience negative impact if they don't do what is desired
Offical
Crashing
Penalty Power
Cost plus percentage of cost
26. 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
A lead
A Lag
Project Scope Statement
Team development Life Cycle
27. The Process of determing which risk may affect the project and documents their characteristics
Penalty Power
Variance Analysis
Indentify Risk
Time series method
28. Forecasting method that incorporates intuitive judgement - opinions and probability estimates
Rolling Wave Planning
Facilitator
Proprietary Quality Management Methodolgies
Judgemental methods
29. Company pays for quality in a proactive way - typically up front in the planning area of a project ie - increase morale
Collaborating
Conformance
PMIS
Charismatic
30. Strategy defines as approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle
A lead
Just-in-time (JIT)
Stakeholder Mgmt Stategy
Level of Scope development
31. Can come from the following factors: Business Need - Market Demand - technological advance - customer request - legal requirements
Penalty Power
Project Selection
Finish to Start (Most common)
Work Authorization System
32. The amount of time something can be delayed w/o delaying the PUBLISHED finish date
Stakeholder Analysis
Project Slack
Milestone Schedule
Autocratic
33. A milestone has a ______duration
Pareto Diagram
Zero duration
Acquire Project Team
Monte Carlo Technique
34. Considering both development and operating costs when evaluating project alternatives
IRR - Interal Rate of Return
Zero duration
Life-cycle costing
Root cause analysis
35. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
Zero duration
Contraints
Arrow diagramming method (ADM)
Push Communications
36. 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
Critical Chain Method
Influence/Impact Grid
Contraints
Formal Power
37. 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
Summary Schdule
Project Selection
Distribute Information
Confronting/ Problem solving
38. Formula use to calculate time or cost. It performs a weighted avg of the pessimistic - optimistic - and realistic estimates.
PERT Program Evaluation Review Technique
Referent Power
Mgmt Reserves
Zero duration
39. The Process deciding how to approach and conduct the risk managment activities for a project
Total Quality Management TQM
Plan Risk Mgmt
Conflict between functional manager and project manager
Power/Influence Grid
40. When Activity A starts Activity B can starts
Continous Improvement (Kaizen)
Start to Start
Run Chart
Salience Model
41. Practice of providing more than what the customer request
ISO 9000 (International Org for Standardization)
Gold Plating
Progress Report
6 process for Project Integration Mangement
42. The company's quality system must conform to the criteria set forth in ISO 9001.
IT indicates that there is a range of possible outcomes
Registered to the international quality standards ISO 9001
Strong Matrix
Risk breakdown structure
43. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
Start to Start
Mgmt Reserves
Controlling communication
Distribute Information
44. Form of power is one that project managers must earn on their own.
Work Authorization System
Risk Register
Mandatory Constraints (Hard logic)
Expert Power
45. 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
Change Control System
Influence/Impact Grid
Causal/econometric
Referent Power
46. 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
Visionary
Multiplying the risk's probability of occurrence by its estimated impact
Project Scope Statment
Resource breakdown structure
47. What % of time does a Project manager spend on communications?
Resource breakdown structure
Multiplying the risk's probability of occurrence by its estimated impact
90%
Secondary Risk
48. 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
Project Scope Statment
Finish to Finish
EEF - Enterprise Enviromental Factors
Critical Path Method
49. Communication that is not on the record
Unoffical Comm
Brainstorming
Coaching
IRR - Interal Rate of Return
50. Benefits that everyone receives in the company i.e Ins or paid holidays
Status Reports
Communications requirement analysis
Logic Bar Chart (Gantt Chart)
Fringe