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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. Strategy defines as approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle
Progress Report
Risk Owner
Acquire Project Team
Stakeholder Mgmt Stategy
2. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Contraints
Crashing
Risk Breakdown Structure
Arrow diagramming method (ADM)
3. In the area of legal risks the reasons for licensing of projects
Manage Stakeholders Expectations
Level of Scope development
Make money and to protect the public
Requested Changes
4. Communication that is on record such as as newsletter and annual report
Conflict between functional manager and project manager
Offical
Level of Scope development
Logic Bar Chart (Gantt Chart)
5. A jeopardy that results from the implementation of a risk repsonse
Breach
Proprietary Quality Management Methodolgies
Visionary
Secondary Risk
6. 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
Scope Baseline
Penalty Power
Run Chart
Leadership and Managment Styles within the project managment life cycle
7. 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)
Forcasting
Arrow diagramming method (ADM)
Fishbone AKA cause/effect diagram
Forcing
8. Techinque of systemically gathering and analyzing quantitative and qualitative information to determine whose interest should be taken into account throughout the project
Continous Improvement (Kaizen)
Secondary Risk
Stakeholder Analysis
Scatter Diagram
9. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Fringe
Collaborating
Expectancy Theory
Manage Project Team
10. 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
Work Authorization System
Vertical Comm
Just-in-time (JIT)
Scatter Diagram
11. The amount of time something can be delayed w/o delaying the PUBLISHED finish date
Steps for using the Stakeholder Analysis
Project Slack
Proprietary Quality Management Methodolgies
Sender Message/Receiver - Medium - type of format of the message
12. People make good project manager simply because they are good in their fields - regardless of background training in project management
Concept of the Halo Theory
Discretionary (Soft Logic)
A Lag
ISO 3 Steps
13. Delphi Technique Interviewing
Finish to Finish
Nonconformance
Brainstorming
Bottom-up Estimating
14. Which organization does conflict occur the most in managing projects
Brainstorming
Run Chart
Strong Matrix
Work Package
15. States that 100% of the work of a project needs to be represented in the creation of the WBS. What is the 100% rule?
Internal comm
Rolling Wave Planning
EEF - Enterprise Enviromental Factors
The 100% Rule
16. A planning technique which progressively details the work as information becomes firm - and allows for less detail in later project phase where uncertainty is greater is called
IRR - Interal Rate of Return
3 Processes of quality managment
Rolling Wave Planning
Penalty Power
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)
Create WBS
IT indicates that there is a range of possible outcomes
6 sigma
Critical Path Method
18. 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
Mgmt by Objectives
Acquire Project Team
Business Risk
Charateristics of a project
19. What % of time does a Project manager spend on communications?
Confronting/ Problem solving
Phase results are verified and documented
90%
Stakeholder Mgmt Stategy
20. Modern quality philosophy that states that approx 99.999% of the everything a company creates or processes it executes are error-free
Verbal and Non-verbal
ISO 9000 (International Org for Standardization)
6 sigma
Pure Risk
21. Commuincation within the project
Rolling Wave Planning
90%
Phase results are verified and documented
Internal comm
22. 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.
Organization Breakdown Structure
Fast Tracking
Bottom-up estimating
Horizontal Comm
23. 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
Sender Message/Receiver - Medium - type of format of the message
90%
Commincations Mgmt plan
24. 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
Residual Risk
Elements of scope
Assumptions
Formal Power
25. Plan Quality - Perform Quality Assurance - Perform Quality Control
3 Processes of quality managment
Expectancy Theory
People responsible for quality
Salience Model
26. Self Actualization - Esteem - Belonging - Saftey - Physological
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27. Cost associated with conformance to requirements and the step taken to elimate non-conformance
Cost of Quality
Run of Seven Rule
Rolling Wave Planning
Causal/econometric
28. The Process of predicating furture project performance based on the actual performance to date.
Forcasting
Internal comm
Visionary
Stakeholder Analysis
29. If the contract is not completed by the contractor either for failure to comply - bankruptcy etc. this is know as
Organization Process Assests (OPA)
Breach
Demings' 14 principles of Management
Project Scope Statement
30. Shows a pattern between two variables associated with a process. This helps see a correlation (or lack of) between variable - if it exists
Team development Life Cycle
Schedules - project priorities - resources
Charismatic
Scatter Diagram
31. Estimate is usually a total time or cost estimate that has no significant detail. Info can be created quickly - lack detail
Work Authorization System
Status Reports
Analogous or Top down Estimating
Staffing Mgmt Plan
32. 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
Communications requirement analysis
Develop Project Team
Resource breakdown structure
Perform Qualitative Risk Analysis
33. 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
Steps for using the Stakeholder Analysis
Fast Tracking
Project Scope Statment
Maslow's Hierarchy of needs
34. You determine how the much of something must be tested to ensure that defects are caught
Secondary Risk
Sample Testing
Perks
Contingency Reserves
35. 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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36. Document what you do - Do what you document - Document any variance (from the normal process)
ISO 3 Steps
Sequence for Closure (for a project) Ver2
Plan Communication
PMIS
37. Calculating the expected monetary value (EMV) of a project risk is found by....
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38. 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
External Comm
Mediator
Controlling communication
Perks
39. The person responsible for a risk event if it occurs and is simialr to the person responsible for completing on activity
IRR - Interal Rate of Return
Expert Power
Forcasting
Risk Owner
40. 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
Confronting/ Problem solving
6 process for Project Integration Mangement
Staffing Mgmt Plan
Contraints
41. 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
Rolling Wave Planning
Steps for using the Stakeholder Analysis
Horizontal Comm
Sequence for Closure (for a project) Ver2
42. Difference between internal and external risk
internal risk can be controlled but external cannot be controlled
Leadership and Managment Styles within the project managment life cycle
Director
Visionary
43. Worst form of power to use. People experience negative impact if they don't do what is desired
Penalty Power
Collaborating
Root cause analysis
internal risk can be controlled but external cannot be controlled
44. Invokes determining the latest that an activity can start w/o delaying the activites that follow it.
Work Authorization System
Vertical Comm
Judgemental methods
Free (or Total) float
45. Forecasting method that uses historical data as the basis for estimating future outcomes
Milestone list
Sequence for Closure (for a project) Ver2
Time series method
Contingency Reserves
46. 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
Code of Accounts
Monte Carlo Technique
Oganization breakdown structure
Organization Breakdown Structure
47. 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
Free (or Total) float
Charateristics of a project
Plan Risk Mgmt
Salience Model
48. Components - assemblies - sub assemblies used to build a product or service Whaty are the 4 breakdown structures?
Fishbone AKA cause/effect diagram
Bill of materials
Team development Life Cycle
Statistical Independence
49. A cumulative histogram you can use to see where the key problems lie. You can see what is causing the most frequency of problems plus a cumulative percentage of the problem
Smoothing and withdrawal
n *(n -1) /2
Pareto Diagram
Power/Influence Grid
50. Group whose function is to review - approve or reject changes on the project as they relate to the various areas of the represented bussiness
Forcing
IRR - Interal Rate of Return
Change Control Board
Bottom-up Estimating