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PMP: Project Management Professional
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business-skills
Instructions:
Answer 50 questions in 15 minutes.
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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. Considering both development and operating costs when evaluating project alternatives
Salience Model
Life-cycle costing
The 100% Rule
Start to Start
2. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
Report Performance
Charismatic
EEF - Enterprise Enviromental Factors
n *(n -1) /2
3. 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
Reward Power
RAM charts
Start to Start
4. One advantages of sensitivity analysis is?
Bottom-up Estimating
Fishbone AKA cause/effect diagram
IT indicates that there is a range of possible outcomes
Breach
5. Practice of providing more than what the customer request
Milestone Schedule
Coaching
Gold Plating
Scatter Diagram
6. 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)
LAG
Manage Project Team
Verbal and Non-verbal
Push Communications
7. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
Discretionary (Soft Logic)
Mgmt Reserves
Sigma
Cost of Quality
8. Plan defines the communication needs of the stakeholders - the communications format and frequency and who delivers them. It can include reports meeting scehdules - changes process and contact information for the team.
Organization Breakdown Structure
Secondary Risk
Commincations Mgmt plan
Free (or Total) float
9. 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
Crashing
Hygiene factors
Charateristics of a project
Influence/Impact grid
10. 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
Work around
Smoothing/Accommodating
Mgmt by Objectives
Root cause analysis
11. Type of power that comes from senior Mgmt at a company authorizing you to be a P.M. and whatever authority comes with that.
Just-in-time (JIT)
Emphasis on defining scope
Causal/econometric
Formal Power
12. The person responsible for a risk event if it occurs and is simialr to the person responsible for completing on activity
Time series method
Risk Owner
Scatter Diagram
Develop Project Team
13. 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.
Work around
LAG
Logic Bar Chart (Gantt Chart)
Influence/Impact Grid
14. Conflict Solution where there is an action in which a direct order to resolve something is given. It is typically the worst type of conflict resolution.
Proprietary Quality Management Methodolgies
Resource breakdown structure
Forcing
Finish to Start (Most common)
15. Classification Models (for Stakeholder Analysis)
Director
Reward Power
Salience Model
PMIS
16. Aka Standard Deviation. It is considered the quality standard. 1 Sigma - 68.26% 2 Sigma - 95.45% 3. Sigma - 99.73%
Unoffical Comm
Fringe
Sigma
Finish to Finish
17. 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.
Just-in-time (JIT)
Bottom-up estimating
Visionary
Smoothing/Accommodating
18. 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
Total Quality Management TQM
Resource breakdown structure
Delphi Technique
Manage Project Team
19. A constraint that must be completed before subsequent items can start
Mandatory Constraints (Hard logic)
Proprietary Quality Management Methodolgies
Written or oral
Charismatic
20. Plan Quality - Perform Quality Assurance - Perform Quality Control
Often assign project tasks to the various functionals managers
3 Processes of quality managment
Withdrawing/Avoiding
Free (or Total) float
21. Activity A start before Activity B finishes
Smoothing and withdrawal
internal risk can be controlled but external cannot be controlled
Start to Finsh
Acquire Project Team
22. Concept that defines a low level of detail on the WBS for immediate work being accomplished while the work to be done in the future is only at the highlevel of decomposition in the WBS until it is soon to be started. The concept that utilizes the pro
Rolling Wave Planning
The 100% Rule
Penalty Power
ISO 3 Steps
23. The Process deciding how to approach and conduct the risk managment activities for a project
Cost plus percentage of cost
Facilitator
Plan Risk Mgmt
Perform Qualitative Risk Analysis
24. A deliverable or project work component at the lowest level of each branch of the work breakdown structure
Coaching
Sender Message/Receiver - Medium - type of format of the message
Schedules - project priorities - resources
Work Package
25. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Make money and to protect the public
Precendence Diagramming Method (activity on the node)
internal risk can be controlled but external cannot be controlled
Work Package
26. The conflict resolutions modes that are least likely to resolve situations
Start to Start
Smoothing and withdrawal
Nonconformance
Closing the project
27. 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)
Critical Path Method
Communications requirement analysis
Fishbone AKA cause/effect diagram
Emphasis on defining scope
28. 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
IRR - Interal Rate of Return
Elements of scope
Distribute Information
Push Communications
29. Difference between internal and external risk
internal risk can be controlled but external cannot be controlled
Verbal and Non-verbal
Expert Power
Milestone list
30. Shows the type of resources broken down
Critical Path Method
90%
Free (or Total) float
Resource breakdown structure
31. Product Verfication - lesson learned - Updating records - reporting - archiving - formal acceptance
Expert Power
Closing the project
Work Authorization System
External Contraints
32. 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
LAG
Nonconformance
Fringe
Approved Change
33. CMMI - 6 SIGMA - LEAN 6 Sigma Quality Function
Plan Communication
Variance Analysis
Emphasis on defining scope
Proprietary Quality Management Methodolgies
34. Form of power is one that project managers must earn on their own.
Expert Power
Perform Qualitative Risk Analysis
Root cause analysis
Project management and quality
35. A delay between activities. You use it when there is some type of constraint in which something must wait before it can continue
Run Chart
A Lag
Horizontal Comm
Compromising
36. Conflict Solution where the PM ignores the problem and hopes it either fixes itself or disappears
Salience Model
Code of Accounts
Withdrawing/Avoiding
Hygiene factors
37. Generally seen as the founding basis for total quality managment - Main Points are: 1. be proactive - not reactive 2. Utilize leadership and accountability 3. Measure and strive for constant improvement
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38. Proactive stance to development - one that makes improvement throughout a process
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Continous Improvement (Kaizen)
Just-in-time (JIT)
Project Slack
39. Tool that factors in the communications requirments to ensure they are properly address in the communication Mgmt plan
Project Scope Statement
Finish to Finish
Activity List
Communications requirement analysis
40. Cost associated with conformance to requirements and the step taken to elimate non-conformance
Team development Life Cycle
Acquire Project Team
Cost of Quality
Mgmt Reserves
41. In the area of legal risks the reasons for licensing of projects
Smoothing and withdrawal
Make money and to protect the public
Resource breakdown structure
Approved Change
42. Benefits that everyone receives in the company i.e Ins or paid holidays
Activity List
Multiplying the risk's probability of occurrence by its estimated impact
Fringe
Contingency Reserves
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.
Fast Tracking
Interactive Communication
Verbal and Non-verbal
Mandatory Constraints (Hard logic)
44. 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
Team development Life Cycle
Life-cycle costing
Summary Schdule
The 100% Rule
45. 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
Root cause analysis
Schedules - project priorities - resources
Work Package
46. 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
Confronting/ Problem solving
Collaborating
Impact
Resource leveling
47. 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
Verbal and Non-verbal
PMIS
EEF - Enterprise Enviromental Factors
Sequence for Closure (for a project) Ver2
48. 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
Expectancy Theory
Work Authorization System
Assumptions
Mutual Exclusivity
49. Breakdown structure to help dreak down the risk on a project. It helps create a brainstorming type of environment that allows the team to identify and categorize additional risk. Similar to WBS but the team creates it.
Risk Breakdown Structure
Schedules - project priorities - resources
Internal comm
Resource breakdown structure
50. Shows a reporting relationship between the resources in a organization. This structure is typically shown in company division - departments and group. Typicall is does not show details related to project organization and work
IRR - Interal Rate of Return
Sender Message/Receiver - Medium - type of format of the message
Organization Breakdown Structure
Change Control System
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