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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. 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
Smoothing/Accommodating
Stakeholder Analysis
Summary Schdule
Influence/Impact Grid
2. Type of communication that convey more than just words (inflection of voice body language)
Pull Communication
Verbal and Non-verbal
Expectancy Theory
Reward Power
3. 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
Discretionary (Soft Logic)
Crashing
Mgmt by Objectives
Sample Testing
4. Modern quality philosophy that states that approx 99.999% of the everything a company creates or processes it executes are error-free
Analogous or Top down Estimating
Project management and quality
6 sigma
Start to Start
5. 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
Zero duration
Charismatic
Resource breakdown structure
Project Scope Statement
6. A constraint put in place by something external to the project team or organization
Critical Path Method
External Contraints
Report Performance
Cost of Quality
7. What warranty type relates to merchantablily or fitness for use?
Implied warranty
Finish to Finish
Facilitator
Scope Baseline
8. 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
Expert Power
Influence/Impact grid
Compromising
9. Document that develops and helps attain buy-in on a common interpretation of the project scope. It can describe what it is - as wel as what is not - in the project
Delphi Technique
Withdrawing/Avoiding
Status Reports
Project Scope Statment
10. 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
Formal Power
Facilitator
Offical
Referent Power
11. 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.
6 process for Project Integration Mangement
Commincations Mgmt plan
Project management and quality
Multiplying the risk's probability of occurrence by its estimated impact
12. The Process of determing which risk may affect the project and documents their characteristics
Maslow's Hierarchy of needs
Pure Risk
Indentify Risk
RAM charts
13. Group whose function is to review - approve or reject changes on the project as they relate to the various areas of the represented bussiness
Project management and quality
Change Control Board
Commincations Mgmt plan
Free (or Total) float
14. Classification Models (for Stakeholder Analysis)
Power/Influence Grid
Mutual Exclusivity
Salience Model
Phase results are verified and documented
15. In the project coordinator form of a matrix organization - project coordinators often....
Stakeholder Analysis
Project management and quality
Often assign project tasks to the various functionals managers
Finish to Start (Most common)
16. Process of Confirming human resources availibilty and obtaining the team necessary to complete project assignments
Acquire Project Team
Start to Start
Director
Sender Message/Receiver - Medium - type of format of the message
17. Information Gathering Techniques from Identify Risks - tools and technique
Coaching
Charismatic
Manage Stakeholders Expectations
Root cause analysis
18. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Start to Finsh
Salience Model
Sigma
Work Authorization System
19. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Crashing
People responsible for quality
Resource breakdown structure
ISO 3 Steps
20. Communication formula
n *(n -1) /2
Expectancy Theory
Mutual Exclusivity
Hygiene factors
21. Communication in writing or oral
Precendence Diagramming Method (activity on the node)
Written or oral
internal risk can be controlled but external cannot be controlled
n *(n -1) /2
22. 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.
Multiplying the risk's probability of occurrence by its estimated impact
Often assign project tasks to the various functionals managers
Mgmt by Objectives
Plan Communication
23. Practice of providing more than what the customer request
Change Control Board
Gold Plating
Distribute Information
Resource leveling
24. 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
Discretionary (Soft Logic)
Mutual Exclusivity
Approved Change
A lead
25. 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
Visionary
Sigma
Steps for using the Stakeholder Analysis
Forcasting
26. Request made by someone on a project not approved and has no impact
Concept of the Halo Theory
Resource breakdown structure
Requested Changes
Design of Experiments
27. Process of indentify all people or organization impacted by the project and documenting relevant infromationo regarding their interests - involvement - and impact on project success
Indentify Stakholders
Forcing
Approved Change
Residual Risk
28. 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
Work Package
Influence/Impact Grid
Expert Power
Approved Change
29. The control points of the Sigma proces. Typically the limits are set +/- 3 sigma
Proprietary Quality Management Methodolgies
Commincations Mgmt plan
Leadership and Managment Styles within the project managment life cycle
Upper Control Limit (UCL) - Lower Control Limit (LCL)
30. An inventory managment process that lets a company have little or no excess inventory in stock- Ideally a stocks ZERO inventory with supplies arriving only when needed for the products being built
FORMAL Communication
Written or oral
Bottom-up estimating
Just-in-time (JIT)
31. 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)
Breach
LAG
Start to Start
Pure Risk
32. Conflict Solution Negotiation attempt to get everyone involved to give (concede) a little to find a common ground and resloution. It is sometimes viewed as undesirable because when everyone give something up there is a potential that the solution wil
Compromising
FORMAL Communication
ISO 9000 (International Org for Standardization)
Verbal and Non-verbal
33. 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.
Assumptions
Demings' 14 principles of Management
Salience Model
LAG
34. The conflict resolutions modes that are least likely to resolve situations
Elements of scope
Smoothing and withdrawal
Demings' 14 principles of Management
Organization Process Assests (OPA)
35. 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
Confronting/ Problem solving
Closing the project
Sequence for Closure (for a project) Ver2
Rolling Wave Planning
36. A delay between activities. You use it when there is some type of constraint in which something must wait before it can continue
Work Authorization System
Continous Improvement (Kaizen)
Vertical Comm
A Lag
37. 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
Charateristics of a project
Expectancy Theory
Fishbone AKA cause/effect diagram
A Lag
38. Communication with peers
Cost plus percentage of cost
Mgmt by Objectives
Horizontal Comm
Root cause analysis
39. Can come from the following factors: Business Need - Market Demand - technological advance - customer request - legal requirements
IT indicates that there is a range of possible outcomes
Rolling Wave Planning
Project Selection
PMIS
40. Is a state in which the outcome of process are separate from another
A Lag
Statistical Independence
Work Authorization System
Contraints
41. The company's quality system must conform to the criteria set forth in ISO 9001.
Registered to the international quality standards ISO 9001
Vertical Comm
Elements of scope
Secondary Risk
42. Conflict Solution that entails considering insights and views from a variety of sources and leads to consensus management which in turn leads to commitment
Sender Message/Receiver - Medium - type of format of the message
Power/ Interest Grid
Risk breakdown structure
Collaborating
43. 3 main components of the communication model
Sender Message/Receiver - Medium - type of format of the message
Unoffical Comm
ISO 3 Steps
Breach
44. Employee works a great deal on the project and assumes that the reward will be relative to the amount of effort or perceived effort
Create WBS
Elements of scope
Rolling Wave Planning
Expectancy Theory
45. 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.
Scope Baseline
Rolling Wave Planning
People responsible for quality
IT indicates that there is a range of possible outcomes
46. One of the biggest potential problems facing a project team member in a strong matrix is....
Conflict between functional manager and project manager
Zero duration
Expectancy Theory
Critical Path Method
47. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
Director
Withdrawing/Avoiding
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Push Communications
48. Forecasting method that incorporates intuitive judgement - opinions and probability estimates
internal risk can be controlled but external cannot be controlled
Charismatic
Judgemental methods
Develop Project Team
49. Standard is associated with companies that wish to document their process and adhere to those processes
Milestone Schedule
Indentify Risk
Start to Finsh
ISO 9000 (International Org for Standardization)
50. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
Phase results are verified and documented
Mgmt Reserves
Horizontal Comm
Change Control Board