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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. 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.
Discretionary (Soft Logic)
Push Communications
Team development Life Cycle
Logic Bar Chart (Gantt Chart)
2. 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
Demings' 14 principles of Management
Director
Critical Chain Method
Resource leveling
3. What is the output of Identify Risk?
Develop Project Charter
Bill of materials
Risk Register
Formal Power
4. 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
Bottom-up estimating
Manage Project Team
Coaching
Statistical Independence
5. The Process of predicating furture project performance based on the actual performance to date.
Forcasting
Develop Human Resource Plan
ISO 3 Steps
Charateristics of a project
6. 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.
Bottom-up estimating
Statistical Independence
Plan Communication
Approved Change
7. A jeopardy that results from the implementation of a risk repsonse
Written or oral
ISO 3 Steps
Delphi Technique
Secondary Risk
8. 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.
Emphasis on defining scope
Finish to Start (Most common)
Level of Scope development
Forcing
9. 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
RAM charts
Work Authorization System
Fishbone AKA cause/effect diagram
Facilitator
10. 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
Scope Baseline
Oganization breakdown structure
A Lag
Interactive Communication
11. 3 main components of the communication model
Requested Changes
Progress Report
Sender Message/Receiver - Medium - type of format of the message
Schedules - project priorities - resources
12. Proactive stance to development - one that makes improvement throughout a process
Autocratic
Communications requirement analysis
Continous Improvement (Kaizen)
Work around
13. 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
Status Reports
Progress Report
Project Scope Statment
Variance Analysis
14. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
Perks
Precendence Diagramming Method (activity on the node)
Critical Path Method
Make money and to protect the public
15. Process of improving the competencies - team interaction - and the overall team environment to enhance project team
Develop Project Team
Pareto Diagram
Activity List
Salience Model
16. Risk for which insurance can be purchased - thereby transferring the risk for financial benefit to the party accepting the risk
internal risk can be controlled but external cannot be controlled
Hygiene factors
Impact
Pure Risk
17. Communication up and down the organization
Steps for using the Stakeholder Analysis
Vertical Comm
Communications requirement analysis
3 Processes of quality managment
18. Type of Mgmt style that brings out the best in the team - bringing mbrs to their potential or where they need to be with regard to the project
Demings' 14 principles of Management
Brainstorming
Coaching
6 sigma
19. 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
Resource breakdown structure
Forcasting
Total Quality Management TQM
LAG
20. 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
Project Scope Statement
Scheduling
Manage Stakeholders Expectations
Written or oral
21. 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
Change Control System
Oganization breakdown structure
Perks
22. The amount of risk remaining after a risk response 9from the risk reponse plan) has been implemented
Conformance
Horizontal Comm
Critical Path Method
Residual Risk
23. Process of communication and working with stakeholders to meet their needs and addressing issues as they occur
Scatter Diagram
Critical Chain Method
Manage Stakeholders Expectations
Autocratic
24. 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
Design of Experiments
Sigma
25. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Crashing
Plan Communication
Run of Seven Rule
Life-cycle costing
26. Communication that is not on the record
Phase results are verified and documented
Oganization breakdown structure
Unoffical Comm
People responsible for quality
27. An accelerant of an activity You use a lead when something can begin before its predecessor is totally complete
Perks
Assumptions
A lead
Smoothing and withdrawal
28. Classification Models (for Stakeholder Analysis)
Salience Model
Fast Tracking
Logic Bar Chart (Gantt Chart)
Finish to Start (Most common)
29. The Process of determing which risk may affect the project and documents their characteristics
Indentify Risk
Steps for using the Stakeholder Analysis
Indentify Stakholders
PERT Program Evaluation Review Technique
30. The control points of the Sigma proces. Typically the limits are set +/- 3 sigma
Interactive Communication
Proprietary Quality Management Methodolgies
Confronting/ Problem solving
Upper Control Limit (UCL) - Lower Control Limit (LCL)
31. Activity A must be completed before Activity B
Crashing
Resource breakdown structure
Monte Carlo Technique
Finish to Start (Most common)
32. 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
Free (or Total) float
Summary Schdule
3 Processes of quality managment
Activity List
33. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
Forcasting
Develop Human Resource Plan
Charateristics of a project
Work Authorization System
34. 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
Contraints
Approved Change
FORMAL Communication
Charateristics of a project
35. Invokes determining the latest that an activity can start w/o delaying the activites that follow it.
Sigma
Mgmt by Objectives
Free (or Total) float
Influence/Impact Grid
36. 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
PERT Program Evaluation Review Technique
IT indicates that there is a range of possible outcomes
Conformance
Steps for using the Stakeholder Analysis
37. Estimate is usually a total time or cost estimate that has no significant detail. Info can be created quickly - lack detail
Bottom-up Estimating
Analogous or Top down Estimating
Fishbone AKA cause/effect diagram
Smoothing/Accommodating
38. 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
Run Chart
Mgmt by Objectives
Horizontal Comm
Charateristics of a project
39. Shows what has been accomplished at a given time frame
Progress Report
Residual Risk
Forcasting
Charateristics of a project
40. Type of grid that groups the stakeholders based on their active involvement in the project and their ability to effect changes to the projects planning or execution.
Bill of materials
External Comm
Influence/Impact grid
A Lag
41. 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.
Verbal and Non-verbal
Benchmarking
Risk Breakdown Structure
Commincations Mgmt plan
42. 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.
Autocratic
6 sigma
External Comm
Scope Baseline
43. Delphi Technique Interviewing
Nonconformance
Brainstorming
People responsible for quality
A lead
44. In the area of legal risks the reasons for licensing of projects
Make money and to protect the public
Impact
Status Reports
Create WBS
45. Form of power is one that project managers must earn on their own.
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Code of Accounts
Expert Power
Analogous or Top down Estimating
46. 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
Sequence for Closure (for a project) Ver2
Milestone list
Root cause analysis
Zero duration
47. 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
Organization Breakdown Structure
Mediator
Fringe
Contraints
48. The process of making relevant information availible to project stakeholders as planned
IRR - Interal Rate of Return
Distribute Information
Work Package
Causal/econometric
49. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Influence/Impact Grid
Work around
Salience Model
Internal comm
50. Type of communication method sent to a specific recipient who needs to know the information - This method ensures that the communication is distributed but does not certify that it actually reached or was understood by the intended audience Includes
ISO 9000 (International Org for Standardization)
Push Communications
Bill of materials
Contingency Reserves