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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. The person responsible for a risk event if it occurs and is simialr to the person responsible for completing on activity
Risk Owner
Summary Schdule
Plan Risk Mgmt
Mandatory Constraints (Hard logic)
2. Communication with peers
Milestone list
Leadership and Managment Styles within the project managment life cycle
Horizontal Comm
Mandatory Constraints (Hard logic)
3. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Critical Chain Method
Contraints
Crashing
Fast Tracking
4. Schedule typically used in executive repoting with each milestone having a zero duration. It lack detail - generally listing only the main project milestones as diamonds instead of the Gantt bars
Project Scope Statement
Milestone Schedule
Finish to Start (Most common)
Judgemental methods
5. Activity A start before Activity B finishes
Progress Report
Start to Finsh
Unoffical Comm
Milestone list
6. 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
n *(n -1) /2
Progress Report
Work Authorization System
7. Invokes determining the latest that an activity can start w/o delaying the activites that follow it.
Free (or Total) float
PERT Program Evaluation Review Technique
Forcasting
Code of Accounts
8. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Summary Schdule
Mgmt Reserves
Conflict between functional manager and project manager
Salience Model
9. 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.
Oganization breakdown structure
Internal comm
Rolling Wave Planning
Assumptions
10. dministrative closure for the feasibility phase of a project requires that ________.
Pull Communication
Total Quality Management TQM
Perform Qualitative Risk Analysis
Phase results are verified and documented
11. Information Gathering Techniques from Identify Risks - tools and technique
Run of Seven Rule
Charismatic
Perks
Root cause analysis
12. Group whose function is to review - approve or reject changes on the project as they relate to the various areas of the represented bussiness
Change Control Board
Forcing
Breach
Conformance
13. Activity B msut be Finish by the time Activity A is finish
Finish to Finish
Logic Bar Chart (Gantt Chart)
Assumptions
FORMAL Communication
14. Communication formula
Strong Matrix
n *(n -1) /2
Summary Schdule
Bill of materials
15. 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
Life-cycle costing
Maslow's Hierarchy of needs
Judgemental methods
16. Best form power to use. Someone receives a benefit for doing something that is needed
Rolling Wave Planning
Residual Risk
Reward Power
Causal/econometric
17. Aka Standard Deviation. It is considered the quality standard. 1 Sigma - 68.26% 2 Sigma - 95.45% 3. Sigma - 99.73%
Influence/Impact Grid
Proprietary Quality Management Methodolgies
Sigma
Reward Power
18. Process of using expert opinion - which could come from people already on the project or those outside the project or even the organization
Work Authorization System
Delphi Technique
Written or oral
Indentify Risk
19. Plan Quality - Perform Quality Assurance - Perform Quality Control
3 Processes of quality managment
Fast Tracking
Run Chart
Salience Model
20. 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
Staffing Mgmt Plan
Gold Plating
Logic Bar Chart (Gantt Chart)
Approved Change
21. Difference between internal and external risk
internal risk can be controlled but external cannot be controlled
Schedules - project priorities - resources
Sequence for Closure (for a project) Ver2
Finish to Start (Most common)
22. 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
Pareto Diagram
Root cause analysis
Change Control System
Charismatic
23. Type of Mgmt style that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
Indentify Risk
Mgmt Reserves
Change Control System
Facilitator
24. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
Indentify Risk
Conformance
Director
Bill of materials
25. Type of Mgmt style where managers have strong or unlimited power and authority
Conformance
Referent Power
Commincations Mgmt plan
Autocratic
26. The company's quality system must conform to the criteria set forth in ISO 9001.
Collaborating
Elements of scope
Causal/econometric
Registered to the international quality standards ISO 9001
27. Process of Confirming human resources availibilty and obtaining the team necessary to complete project assignments
Bill of materials
Implied warranty
Acquire Project Team
Organization Breakdown Structure
28. The Process of determing which risk may affect the project and documents their characteristics
Scope Baseline
Indentify Risk
Benchmarking
Commincations Mgmt plan
29. Used for - legal communication and project documents - When distance or extreme complexity are involve - official situations - presentations - primarily one directional communications
Logic Bar Chart (Gantt Chart)
Continous Improvement (Kaizen)
FORMAL Communication
Verbal and Non-verbal
30. One choice does not include any other choices
Mutual Exclusivity
Internal comm
Scheduling
Delphi Technique
31. Customer Satisfaction - Prevention over inspection - Continous Improvement - Management Responsibility
Team development Life Cycle
Vertical Comm
Project management and quality
Coaching
32. Employee works a great deal on the project and assumes that the reward will be relative to the amount of effort or perceived effort
Confronting/ Problem solving
Expectancy Theory
Distribute Information
Reward Power
33. The Process deciding how to approach and conduct the risk managment activities for a project
Sequence for Closure (for a project) Ver2
Plan Risk Mgmt
Influence/Impact Grid
Arrow diagramming method (ADM)
34. Formal or informal system used in project management to ensure that the 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
Acquire Project Team
A lead
Cost plus percentage of cost
35. The control points of the Sigma proces. Typically the limits are set +/- 3 sigma
Push Communications
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Forcing
Total Quality Management TQM
36. Delphi Technique Interviewing
Resource breakdown structure
Mutual Exclusivity
Brainstorming
Salience Model
37. Inputs to many processes that deal with variables external to the project - such as imfomation systems and company policies and procedures. They can include process definitions - templates - organizations communications needs
Charismatic
Risk Breakdown Structure
Crashing
Organization Process Assests (OPA)
38. 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.
Often assign project tasks to the various functionals managers
ISO 9000 (International Org for Standardization)
Start to Finsh
Risk Breakdown Structure
39. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
Start to Start
Critical Path Method
Risk Triggers
Develop Human Resource Plan
40. The conflict resolutions modes that are least likely to resolve situations
External Comm
Summary Schdule
n *(n -1) /2
Smoothing and withdrawal
41. 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.
Design of Experiments
Causal/econometric
Run Chart
Emphasis on defining scope
42. 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
Summary Schdule
The 100% Rule
Steps for using the Stakeholder Analysis
Referent Power
43. Mock-up technique that uses software to simulate project charactereristics to determine possible outcome
Monte Carlo Technique
Sequence for Closure (for a project) Ver2
Controlling communication
Arrow diagramming method (ADM)
44. Communication with customer - other project - the media - and the public
internal risk can be controlled but external cannot be controlled
Salience Model
Vertical Comm
External Comm
45. Standard is associated with companies that wish to document their process and adhere to those processes
Start to Finsh
Rolling Wave Planning
Contraints
ISO 9000 (International Org for Standardization)
46. Self Actualization - Esteem - Belonging - Saftey - Physological
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47. One of the biggest potential problems facing a project team member in a strong matrix is....
Mediator
Facilitator
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Conflict between functional manager and project manager
48. Type of Mgmt style where the PM sees what can be - where the company or team needs to go. Focusing more on the big picture of the company - with others focusing on the day to day events.
Zero duration
Continous Improvement (Kaizen)
Visionary
A Lag
49. 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
Variance Analysis
Run of Seven Rule
Offical
Resource breakdown structure
50. Company pays for quality in a proactive way - typically up front in the planning area of a project ie - increase morale
Change Control System
Cost of Quality
Team development Life Cycle
Conformance