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PMP: Project Management Professional
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certifications
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pmp
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business-skills
Instructions:
Answer 50 questions in 15 minutes.
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study here
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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. 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)
Compromising
Charateristics of a project
90%
LAG
2. Process of improving the competencies - team interaction - and the overall team environment to enhance project team
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Emphasis on defining scope
Risk breakdown structure
Develop Project Team
3. Is a state in which the outcome of process are separate from another
Forcasting
Strong Matrix
Statistical Independence
Fishbone AKA cause/effect diagram
4. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
Staffing Mgmt Plan
Mgmt Reserves
Schedules - project priorities - resources
Proprietary Quality Management Methodolgies
5. States that 100% of the work of a project needs to be represented in the creation of the WBS. What is the 100% rule?
Project Scope Statement
Resource breakdown structure
Precendence Diagramming Method (activity on the node)
The 100% Rule
6. CMMI - 6 SIGMA - LEAN 6 Sigma Quality Function
Resource breakdown structure
Benchmarking
Proprietary Quality Management Methodolgies
ISO 9000 (International Org for Standardization)
7. Communication formula
Critical Path Method
n *(n -1) /2
Stakeholder Mgmt Stategy
Run Chart
8. 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
ISO 3 Steps
Finish to Start (Most common)
Run Chart
Bottom-up estimating
9. Mock-up technique that uses software to simulate project charactereristics to determine possible outcome
Autocratic
Total Quality Management TQM
Monte Carlo Technique
Develop Project Charter
10. Process of developing a document that formally authorizes a project or a phase and document initial requirements that satisfy the stakeholders needs and expectations
Manage Stakeholders Expectations
Hygiene factors
Develop Project Charter
Cost of Quality
11. 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
Activity List
Mgmt Reserves
Design of Experiments
Referent Power
12. The Process deciding how to approach and conduct the risk managment activities for a project
Penalty Power
Start to Start
Code of Accounts
Plan Risk Mgmt
13. The amount of time something can be delayed w/o delaying the PUBLISHED finish date
Project Selection
Project Slack
Scope Baseline
Proprietary Quality Management Methodolgies
14. 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
Project Scope Statment
Autocratic
Elements of scope
Sequence for Closure (for a project) Ver2
15. What is the output of Identify Risk?
Risk Register
Concept of the Halo Theory
Upper Control Limit (UCL) - Lower Control Limit (LCL)
PMIS
16. A constraint that should be completed but is not absolutly required to be completed before subsequent item can start
A Lag
Run Chart
Discretionary (Soft Logic)
6 sigma
17. 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.
Gold Plating
Scope Baseline
ISO 3 Steps
Upper Control Limit (UCL) - Lower Control Limit (LCL)
18. 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.
Plan Communication
Phase results are verified and documented
Pure Risk
Sigma
19. 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
Communications requirement analysis
Scope Baseline
Coaching
20. A constraint put in place by something external to the project team or organization
Coaching
External Contraints
ISO 3 Steps
Manage Project Team
21. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Influence/Impact Grid
Organization Process Assests (OPA)
Multiplying the risk's probability of occurrence by its estimated impact
Precendence Diagramming Method (activity on the node)
22. Standard is associated with companies that wish to document their process and adhere to those processes
Pure Risk
PMIS
ISO 9000 (International Org for Standardization)
Internal comm
23. If the contract is not completed by the contractor either for failure to comply - bankruptcy etc. this is know as
Cost of Quality
Cost plus percentage of cost
Breach
Sigma
24. The control points of the Sigma proces. Typically the limits are set +/- 3 sigma
Sample Testing
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Director
Forcing
25. Communication that is on record such as as newsletter and annual report
Offical
Emphasis on defining scope
Judgemental methods
Confronting/ Problem solving
26. 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
Run Chart
Charateristics of a project
Plan Risk Mgmt
27. Communication that is not on the record
Expectancy Theory
Organization Process Assests (OPA)
Forcing
Unoffical Comm
28. Process of communication and working with stakeholders to meet their needs and addressing issues as they occur
Manage Stakeholders Expectations
Collaborating
Expert Power
Delphi Technique
29. Process of Confirming human resources availibilty and obtaining the team necessary to complete project assignments
Staffing Mgmt Plan
Maslow's Hierarchy of needs
Acquire Project Team
Internal comm
30. The Process of determing which risk may affect the project and documents their characteristics
Indentify Risk
Charateristics of a project
Resource breakdown structure
Create WBS
31. The process of subdividing project deliverables and project work into smaller more managable components
Just-in-time (JIT)
Milestone Schedule
IT indicates that there is a range of possible outcomes
Create WBS
32. Conflict Solution where the PM ignores the problem and hopes it either fixes itself or disappears
Withdrawing/Avoiding
Forcasting
IT indicates that there is a range of possible outcomes
Mandatory Constraints (Hard logic)
33. 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
Interactive Communication
Staffing Mgmt Plan
Critical Chain Method
Horizontal Comm
34. Type of power that comes from senior Mgmt at a company authorizing you to be a P.M. and whatever authority comes with that.
A lead
Statistical Independence
Root cause analysis
Formal Power
35. 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.
Mgmt Reserves
Plan Risk Mgmt
Risk Breakdown Structure
90%
36. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Phase results are verified and documented
Confronting/ Problem solving
Manage Project Team
Project Selection
37. Process of collecting and distributing performance information - including status reports - progress measurements and forecast
Report Performance
Cost plus percentage of cost
Push Communications
Visionary
38. 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
EEF - Enterprise Enviromental Factors
Cost of Quality
PMIS
Influence/Impact Grid
39. Can come from the following factors: Business Need - Market Demand - technological advance - customer request - legal requirements
Autocratic
Stakeholder Mgmt Stategy
Project Selection
Impact
40. Any numbering system used to uniquely identify each component of the work breakdown structure
Code of Accounts
internal risk can be controlled but external cannot be controlled
90%
Hygiene factors
41. Commuincation within the project
Internal comm
Steps for using the Stakeholder Analysis
Milestone Schedule
Work around
42. One of the biggest potential problems facing a project team member in a strong matrix is....
Status Reports
Elements of scope
Multiplying the risk's probability of occurrence by its estimated impact
Conflict between functional manager and project manager
43. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
Gold Plating
Offical
Perks
Fringe
44. The most common causes of conflict in a multi-project environment
IRR - Interal Rate of Return
Acquire Project Team
Life-cycle costing
Schedules - project priorities - resources
45. An accelerant of an activity You use a lead when something can begin before its predecessor is totally complete
Closing the project
Vertical Comm
A lead
Reward Power
46. Information Gathering Techniques from Identify Risks - tools and technique
Root cause analysis
Director
Expert Power
Critical Path Method
47. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Interactive Communication
Sample Testing
Crashing
LAG
48. 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
Offical
Influence/Impact Grid
Fishbone AKA cause/effect diagram
Reward Power
49. Forecasting method that incorporates intuitive judgement - opinions and probability estimates
Judgemental methods
Secondary Risk
Manage Project Team
Acquire Project Team
50. Activity A must be completed before Activity B
Schedules - project priorities - resources
Controlling communication
Finish to Start (Most common)
Implied warranty
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