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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. Forecasting method that incorporates intuitive judgement - opinions and probability estimates
Judgemental methods
Risk Breakdown Structure
Steps for using the Stakeholder Analysis
Forcasting
2. Customer Satisfaction - Prevention over inspection - Continous Improvement - Management Responsibility
Fast Tracking
Work Package
Project management and quality
Perks
3. Worst form of power to use. People experience negative impact if they don't do what is desired
Start to Finsh
A lead
Leadership and Managment Styles within the project managment life cycle
Penalty Power
4. Play a huge role in planning - When you perform project management part of the concept of Planning is to deal with items unkown. You must make assumptions for scheduling and bugeting. In most cases as the project evoles - you learn more about it.
Referent Power
Assumptions
Work Authorization System
Mediator
5. The most common causes of conflict in a multi-project environment
Manage Stakeholders Expectations
Schedules - project priorities - resources
Written or oral
Breach
6. Process of communication and working with stakeholders to meet their needs and addressing issues as they occur
Create WBS
Manage Stakeholders Expectations
Resource breakdown structure
Scatter Diagram
7. Type of Mgmt style where managers have strong or unlimited power and authority
RAM charts
Autocratic
Project Scope Statement
Root cause analysis
8. Document what you do - Do what you document - Document any variance (from the normal process)
Sender Message/Receiver - Medium - type of format of the message
ISO 3 Steps
Formal Power
Mgmt Reserves
9. Shows what has been accomplished at a given time frame
Status Reports
Power/ Interest Grid
Progress Report
Mutual Exclusivity
10. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Team development Life Cycle
internal risk can be controlled but external cannot be controlled
Bottom-up Estimating
Precendence Diagramming Method (activity on the node)
11. 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
Implied warranty
Indentify Risk
Project Scope Statement
Perks
12. A constraint that should be completed but is not absolutly required to be completed before subsequent item can start
Discretionary (Soft Logic)
Create WBS
IRR - Interal Rate of Return
Analogous or Top down Estimating
13. Aka Standard Deviation. It is considered the quality standard. 1 Sigma - 68.26% 2 Sigma - 95.45% 3. Sigma - 99.73%
Free (or Total) float
Milestone Schedule
Variance Analysis
Sigma
14. Key tool that is a statistical method or tool - that helps identify which factors may influence specific variable of a product or process under development or in production. It lets you change many factors at once.
Formal Power
Resource breakdown structure
Just-in-time (JIT)
Design of Experiments
15. Information Gathering Techniques from Identify Risks - tools and technique
Report Performance
Organization Breakdown Structure
Resource breakdown structure
Root cause analysis
16. Communication with peers
Horizontal Comm
ISO 9000 (International Org for Standardization)
Change Control System
Precendence Diagramming Method (activity on the node)
17. Communication that is not on the record
Facilitator
Project Selection
Risk Triggers
Unoffical Comm
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
Resource breakdown structure
Team development Life Cycle
External Comm
Risk Triggers
19. What is the output of Identify Risk?
Resource leveling
Pareto Diagram
Risk Register
Mandatory Constraints (Hard logic)
20. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
Charismatic
Influence/Impact Grid
Conflict between functional manager and project manager
Analogous or Top down Estimating
21. Communication with customer - other project - the media - and the public
Breach
Precendence Diagramming Method (activity on the node)
External Comm
ISO 3 Steps
22. Can come from the following factors: Business Need - Market Demand - technological advance - customer request - legal requirements
Organization Process Assests (OPA)
Project Selection
Project management and quality
Indentify Stakholders
23. 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
Finish to Finish
Logic Bar Chart (Gantt Chart)
Pull Communication
ISO 3 Steps
24. Which organization does conflict occur the most in managing projects
Bottom-up Estimating
Referent Power
Create WBS
Strong Matrix
25. It means that you are current on commincation activity and that you are kept in the project communication loop as musch as possible
Brainstorming
Controlling communication
Penalty Power
Work Authorization System
26. 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
Horizontal Comm
IRR - Interal Rate of Return
Indentify Risk
Summary Schdule
27. A constraint put in place by something external to the project team or organization
Autocratic
Sender Message/Receiver - Medium - type of format of the message
External Contraints
Communications requirement analysis
28. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
Charismatic
Delphi Technique
n *(n -1) /2
Perks
29. Process of developing a document that formally authorizes a project or a phase and document initial requirements that satisfy the stakeholders needs and expectations
Leadership and Managment Styles within the project managment life cycle
Root cause analysis
Elements of scope
Develop Project Charter
30. The process of making relevant information availible to project stakeholders as planned
Rolling Wave Planning
Start to Start
Distribute Information
Forcing
31. A milestone has a ______duration
Monte Carlo Technique
Risk Triggers
Zero duration
FORMAL Communication
32. An after the fact look at what caused a difference between the basline and the actual performance
Variance Analysis
Summary Schdule
Precendence Diagramming Method (activity on the node)
Withdrawing/Avoiding
33. Forecasting method that uses historical data as the basis for estimating future outcomes
Time series method
Free (or Total) float
Causal/econometric
Demings' 14 principles of Management
34. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Mandatory Constraints (Hard logic)
Manage Project Team
Requested Changes
Manage Stakeholders Expectations
35. 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
Delphi Technique
Mgmt by Objectives
A lead
Mutual Exclusivity
36. What warranty type relates to merchantablily or fitness for use?
Implied warranty
Smoothing/Accommodating
Just-in-time (JIT)
Work Authorization System
37. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
6 process for Project Integration Mangement
Director
Root cause analysis
Indentify Risk
38. Practice of providing more than what the customer request
Power/Influence Grid
EEF - Enterprise Enviromental Factors
Gold Plating
Finish to Finish
39. Risk that is typically uninsurable. Its a risk inherent in the porcess of doing business
Scope Baseline
Develop Human Resource Plan
Business Risk
Emphasis on defining scope
40. Deals with how we are effeiciently using our money
IRR - Interal Rate of Return
Acquire Project Team
Risk Triggers
Pure Risk
41. Best form power to use. Someone receives a benefit for doing something that is needed
Reward Power
Manage Stakeholders Expectations
Statistical Independence
Free (or Total) float
42. Used for communication and information distribution on the project - not necessarily a hightech system but what ever is used for project communication on the project. Normally a mixture of technology and non-technology.
Design of Experiments
Facilitator
Causal/econometric
PMIS
43. In the project coordinator form of a matrix organization - project coordinators often....
Power/ Interest Grid
Finish to Finish
Sequence for Closure (for a project) Ver2
Often assign project tasks to the various functionals managers
44. States that 100% of the work of a project needs to be represented in the creation of the WBS. What is the 100% rule?
PERT Program Evaluation Review Technique
Sigma
Closing the project
The 100% Rule
45. 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
Sequence for Closure (for a project) Ver2
Interactive Communication
Requested Changes
Scatter Diagram
46. 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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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
Power/ Interest Grid
Zero duration
Staffing Mgmt Plan
Conflict between functional manager and project manager
48. The control points of the Sigma proces. Typically the limits are set +/- 3 sigma
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Develop Human Resource Plan
Change Control System
Start to Finsh
49. Classification Models (for Stakeholder Analysis)
Fast Tracking
Contingency Reserves
Project management and quality
Salience Model
50. Shows the type of resources broken down
Resource breakdown structure
Change Control System
The 100% Rule
Time series method