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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. Type of grid that groups the stakeholders based on thier level of authority and their level of concern regarding the project outcomes
A Lag
Interactive Communication
Power/Influence Grid
Power/ Interest Grid
2. One choice does not include any other choices
Written or oral
Forcasting
Offical
Mutual Exclusivity
3. Document what you do - Do what you document - Document any variance (from the normal process)
Breach
Implied warranty
Statistical Independence
ISO 3 Steps
4. 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
Contraints
Sender Message/Receiver - Medium - type of format of the message
Forcasting
Sigma
5. Formal or informal system used in project management to ensure that the work is done as planned. It ensures that right work is done in the right order at the right time by the right people
Perks
Leadership and Managment Styles within the project managment life cycle
Work Authorization System
Milestone list
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
Organization Process Assests (OPA)
Approved Change
Penalty Power
7. 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
PMIS
Compromising
Closing the project
Report Performance
8. Shows what has been accomplished at a given time frame
Impact
Progress Report
Strong Matrix
Indentify Stakholders
9. Estimate is usually a total time or cost estimate that has no significant detail. Info can be created quickly - lack detail
Smoothing and withdrawal
Resource breakdown structure
Analogous or Top down Estimating
Continous Improvement (Kaizen)
10. Process of collecting and distributing performance information - including status reports - progress measurements and forecast
Commincations Mgmt plan
Implied warranty
Report Performance
Demings' 14 principles of Management
11. Type of grid that groups the stakeholders based on their level of authority and their active involvement in the project
Organization Process Assests (OPA)
Power/Influence Grid
Bill of materials
Finish to Finish
12. Tool that factors in the communications requirments to ensure they are properly address in the communication Mgmt plan
Conflict between functional manager and project manager
Communications requirement analysis
Expert Power
Breach
13. Forecasting methods that uses the assumption that is possible to identify the underlying factors that might influence the variable that is being forcasted
Internal comm
Logic Bar Chart (Gantt Chart)
PERT Program Evaluation Review Technique
Causal/econometric
14. Techinque of systemically gathering and analyzing quantitative and qualitative information to determine whose interest should be taken into account throughout the project
Stakeholder Analysis
Design of Experiments
Root cause analysis
Push Communications
15. 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
Charateristics of a project
Concept of the Halo Theory
Plan Communication
Schedules - project priorities - resources
16. Best form power to use. Someone receives a benefit for doing something that is needed
Reward Power
Formal Power
Smoothing and withdrawal
Contraints
17. Used with sceduling enviroments in which a forward pass establishes the easrliest the activities can start (ES) and finish (EF) and a backward pass establishes the latest the activites can start (LS) and finish (LF)
Resource leveling
Indentify Risk
Expert Power
Critical Path Method
18. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
Critical Chain Method
Risk Register
Variance Analysis
Charismatic
19. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
Stakeholder Analysis
Develop Human Resource Plan
Hygiene factors
Verbal and Non-verbal
20. A constraint that should be completed but is not absolutly required to be completed before subsequent item can start
Emphasis on defining scope
Leadership and Managment Styles within the project managment life cycle
Breach
Discretionary (Soft Logic)
21. Develop Project Charter - Develop Project Mgmt. Plan - Direct and Manage Project Execution - Monitor and Control Work - Perform Integrated Change Control - Close Project or Phase
Steps for using the Stakeholder Analysis
Status Reports
6 process for Project Integration Mangement
Commincations Mgmt plan
22. Conflict Solution where there is an attempt to focus on the positive and distract the attention from the negative
Smoothing/Accommodating
Assumptions
Nonconformance
Business Risk
23. Company pays for quality in a proactive way - typically up front in the planning area of a project ie - increase morale
Arrow diagramming method (ADM)
Zero duration
Collaborating
Conformance
24. Type of Mgmt style that tries to find a common goal when there is a disagreement. This style is ideal when there are varying technical opinions or disagreement among resources managers
Mediator
Scheduling
Mgmt by Objectives
The 100% Rule
25. Delphi Technique Interviewing
Brainstorming
Level of Scope development
A Lag
LAG
26. An output of Define Activites that identies all milestones and indicated whether the milestone is mandatory
Monte Carlo Technique
Breach
Start to Finsh
Milestone list
27. 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
Pull Communication
Fringe
Scheduling
Risk Owner
28. 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.
Logic Bar Chart (Gantt Chart)
Gold Plating
Resource breakdown structure
Code of Accounts
29. 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
Bill of materials
Develop Project Team
Bottom-up Estimating
Impact
30. Process of indentify all people or organization impacted by the project and documenting relevant infromationo regarding their interests - involvement - and impact on project success
Progress Report
Indentify Stakholders
Work around
Finish to Finish
31. Shows a pattern between two variables associated with a process. This helps see a correlation (or lack of) between variable - if it exists
Work Authorization System
Develop Project Team
Project Scope Statement
Scatter Diagram
32. CMMI - 6 SIGMA - LEAN 6 Sigma Quality Function
Proprietary Quality Management Methodolgies
Hygiene factors
Pull Communication
Mgmt by Objectives
33. Type of communication that convey more than just words (inflection of voice body language)
Forcasting
Distribute Information
Verbal and Non-verbal
Formal Power
34. Used to asses the impact and consequnces of requested changes on the project
Unoffical Comm
Power/Influence Grid
Change Control System
Interactive Communication
35. 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
External Comm
Charismatic
Arrow diagramming method (ADM)
EEF - Enterprise Enviromental Factors
36. Communication up and down the organization
Secondary Risk
Just-in-time (JIT)
Vertical Comm
Phase results are verified and documented
37. A contigency put into action when a risk reesponse and any backup plans don't work. It is the reactive "wing it" reponse
Distribute Information
Work around
Cost plus percentage of cost
Often assign project tasks to the various functionals managers
38. Customer Satisfaction - Prevention over inspection - Continous Improvement - Management Responsibility
Manage Stakeholders Expectations
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Project management and quality
Mgmt Reserves
39. Communication that is not on the record
Unoffical Comm
Staffing Mgmt Plan
FORMAL Communication
Causal/econometric
40. 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.
Visionary
Forcasting
External Contraints
Mediator
41. Process of developing a document that formally authorizes a project or a phase and document initial requirements that satisfy the stakeholders needs and expectations
Expectancy Theory
Rolling Wave Planning
Develop Project Charter
Referent Power
42. From the Buyers perspective the riskiest form of contract is
Monte Carlo Technique
Cost plus percentage of cost
Collaborating
Strong Matrix
43. Formula use to calculate time or cost. It performs a weighted avg of the pessimistic - optimistic - and realistic estimates.
Resource breakdown structure
PERT Program Evaluation Review Technique
Commincations Mgmt plan
Hygiene factors
44. A comprehesive list including all schedule activites required on the project
Activity List
Schedules - project priorities - resources
Strong Matrix
Develop Project Charter
45. The most common causes of conflict in a multi-project environment
Code of Accounts
Pure Risk
Schedules - project priorities - resources
Mandatory Constraints (Hard logic)
46. The control points of the Sigma proces. Typically the limits are set +/- 3 sigma
Written or oral
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Work around
Plan Communication
47. Describes when and how human resource requirments will be met. It is part of the Human Reources plan wich in turn is part of the Project Managment plan
Root cause analysis
Cost of Quality
Staffing Mgmt Plan
A lead
48. Process of communication and working with stakeholders to meet their needs and addressing issues as they occur
Plan Communication
Influence/Impact grid
Manage Stakeholders Expectations
Expert Power
49. Difference between internal and external risk
Reward Power
Project Scope Statment
internal risk can be controlled but external cannot be controlled
Root cause analysis
50. 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)
The 100% Rule
Multiplying the risk's probability of occurrence by its estimated impact