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Test your basic knowledge |
PMP: Project Management Professional
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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. Estimate is usually a total time or cost estimate that has no significant detail. Info can be created quickly - lack detail
internal risk can be controlled but external cannot be controlled
Analogous or Top down Estimating
Conflict between functional manager and project manager
Start to Finsh
2. 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
Statistical Independence
Summary Schdule
Project Selection
PERT Program Evaluation Review Technique
3. Communication in writing or oral
Maslow's Hierarchy of needs
Written or oral
Salience Model
Charismatic
4. Conflict Solution where the PM ignores the problem and hopes it either fixes itself or disappears
Withdrawing/Avoiding
Judgemental methods
Risk Breakdown Structure
Manage Stakeholders Expectations
5. 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
Root cause analysis
Steps for using the Stakeholder Analysis
Start to Start
Pull Communication
6. Quality philosophy that focus on proactive attitude toward quality with a detail toward statistical analysis to document improvement
Project Slack
Total Quality Management TQM
Scatter Diagram
Elements of scope
7. 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
Organization Breakdown Structure
Sequence for Closure (for a project) Ver2
Nonconformance
Mediator
8. Tool that factors in the communications requirments to ensure they are properly address in the communication Mgmt plan
A Lag
Arrow diagramming method (ADM)
Written or oral
Communications requirement analysis
9. The consequences (good or bad) or the amount at stake if something does occur
Impact
6 sigma
Progress Report
Mutual Exclusivity
10. Type of grid that groups the stakeholders based on thier level of authority and their level of concern regarding the project outcomes
Benchmarking
Mgmt Reserves
Power/ Interest Grid
Work around
11. In fixed pricing the most important consideration is ____.
ISO 9000 (International Org for Standardization)
Level of Scope development
Resource breakdown structure
Change Control System
12. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Staffing Mgmt Plan
Sigma
Analogous or Top down Estimating
Crashing
13. 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)
Report Performance
Change Control System
Work around
LAG
14. Standard is associated with companies that wish to document their process and adhere to those processes
Root cause analysis
Develop Project Charter
Pareto Diagram
ISO 9000 (International Org for Standardization)
15. Shows the risk that potentially occur broken down by risk category
Staffing Mgmt Plan
Mgmt by Objectives
Risk breakdown structure
Director
16. Document what you do - Do what you document - Document any variance (from the normal process)
ISO 3 Steps
Bottom-up estimating
Fishbone AKA cause/effect diagram
Offical
17. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
Sender Message/Receiver - Medium - type of format of the message
Start to Finsh
Director
Fringe
18. People make good project manager simply because they are good in their fields - regardless of background training in project management
Project Scope Statment
Confronting/ Problem solving
Strong Matrix
Concept of the Halo Theory
19. Practice of providing more than what the customer request
Conflict between functional manager and project manager
ISO 9000 (International Org for Standardization)
Gold Plating
Approved Change
20. 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)
Risk breakdown structure
Critical Path Method
RAM charts
Progress Report
21. The amount of time something can be delayed w/o delaying the PUBLISHED finish date
Project Slack
Code of Accounts
Develop Project Charter
Cost of Quality
22. 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.
RAM charts
Sample Testing
PERT Program Evaluation Review Technique
PMIS
23. In the project coordinator form of a matrix organization - project coordinators often....
Precendence Diagramming Method (activity on the node)
Pull Communication
Proprietary Quality Management Methodolgies
Often assign project tasks to the various functionals managers
24. Plan defines the communication needs of the stakeholders - the communications format and frequency and who delivers them. It can include reports meeting scehdules - changes process and contact information for the team.
Root cause analysis
Expectancy Theory
Commincations Mgmt plan
Expert Power
25. Used for - legal communication and project documents - When distance or extreme complexity are involve - official situations - presentations - primarily one directional communications
Stakeholder Mgmt Stategy
FORMAL Communication
Implied warranty
Precendence Diagramming Method (activity on the node)
26. 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
Power/ Interest Grid
Steps for using the Stakeholder Analysis
Facilitator
internal risk can be controlled but external cannot be controlled
27. Characteristics which indicate that a risk event is possible in the near future. They are identified when the risk are identified
Risk Triggers
Staffing Mgmt Plan
Residual Risk
The 100% Rule
28. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
Internal comm
Compromising
Develop Human Resource Plan
Summary Schdule
29. 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
Schedules - project priorities - resources
Mgmt by Objectives
RAM charts
Distribute Information
30. The company's quality system must conform to the criteria set forth in ISO 9001.
Acquire Project Team
Statistical Independence
Registered to the international quality standards ISO 9001
n *(n -1) /2
31. Shows a pattern between two variables associated with a process. This helps see a correlation (or lack of) between variable - if it exists
Breach
Autocratic
Scatter Diagram
Analogous or Top down Estimating
32. Shows the overall state of the project - aka the sum of all reports
Residual Risk
Visionary
Status Reports
Change Control System
33. The control points of the Sigma proces. Typically the limits are set +/- 3 sigma
LAG
Forcing
Monte Carlo Technique
Upper Control Limit (UCL) - Lower Control Limit (LCL)
34. Key tool for comparing a product or service to other standards
Communications requirement analysis
Benchmarking
Mediator
Resource breakdown structure
35. It means that you are current on commincation activity and that you are kept in the project communication loop as musch as possible
Forcing
Controlling communication
Critical Chain Method
Power/ Interest Grid
36. Plan Quality - Perform Quality Assurance - Perform Quality Control
3 Processes of quality managment
Work Authorization System
Logic Bar Chart (Gantt Chart)
ISO 9000 (International Org for Standardization)
37. The amount of risk remaining after a risk response 9from the risk reponse plan) has been implemented
Residual Risk
External Contraints
ISO 3 Steps
Cost plus percentage of cost
38. 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
Risk Owner
Run Chart
Project Slack
PERT Program Evaluation Review Technique
39. States that if you seven consecutive data points on either side of the mean - without crossing the other sid - the process is considered out of control and needs investigation
Facilitator
Director
Organization Breakdown Structure
Run of Seven Rule
40. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
Charateristics of a project
Concept of the Halo Theory
Arrow diagramming method (ADM)
Manage Stakeholders Expectations
41. Type of grid that groups the stakeholders based on their level of authority and their active involvement in the project
Power/Influence Grid
Finish to Finish
Sample Testing
Smoothing/Accommodating
42. 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)
Verbal and Non-verbal
Closing the project
Contingency Reserves
Fishbone AKA cause/effect diagram
43. Communication up and down the organization
Scatter Diagram
Vertical Comm
FORMAL Communication
Leadership and Managment Styles within the project managment life cycle
44. Invokes determining the latest that an activity can start w/o delaying the activites that follow it.
Autocratic
Free (or Total) float
Penalty Power
Sender Message/Receiver - Medium - type of format of the message
45. Customer Satisfaction - Prevention over inspection - Continous Improvement - Management Responsibility
Change Control System
Run Chart
Cost plus percentage of cost
Project management and quality
46. The process of making relevant information availible to project stakeholders as planned
Distribute Information
Mgmt by Objectives
Demings' 14 principles of Management
Resource breakdown structure
47. Used to asses the impact and consequnces of requested changes on the project
Penalty Power
Brainstorming
Work Package
Change Control System
48. ompany pays for quality in a reactive way - on the back end - decrease morale - decrease customer perception Cost of Conformance and nonconformance examples...
Salience Model
Nonconformance
Vertical Comm
Crashing
49. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Resource leveling
Sample Testing
Precendence Diagramming Method (activity on the node)
Conflict between functional manager and project manager
50. 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
Fringe
Forcasting
Contraints
ISO 3 Steps