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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. Activity A start before Activity B finishes
Monte Carlo Technique
Rolling Wave Planning
Mgmt Reserves
Start to Finsh
2. 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
Work Package
EEF - Enterprise Enviromental Factors
External Contraints
Contraints
3. Form of power is one that project managers must earn on their own.
Verbal and Non-verbal
Work Authorization System
Expert Power
IT indicates that there is a range of possible outcomes
4. Invokes determining the latest that an activity can start w/o delaying the activites that follow it.
Distribute Information
Free (or Total) float
Root cause analysis
Total Quality Management TQM
5. Modern quality philosophy that states that approx 99.999% of the everything a company creates or processes it executes are error-free
6 sigma
Milestone Schedule
Strong Matrix
Judgemental methods
6. A jeopardy that results from the implementation of a risk repsonse
EEF - Enterprise Enviromental Factors
Compromising
Secondary Risk
Forcasting
7. People make good project manager simply because they are good in their fields - regardless of background training in project management
Progress Report
Confronting/ Problem solving
Concept of the Halo Theory
Staffing Mgmt Plan
8. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
Gold Plating
Develop Human Resource Plan
Risk Triggers
Perform Qualitative Risk Analysis
9. Type of Mgmt style where managers have strong or unlimited power and authority
Progress Report
Pareto Diagram
Unoffical Comm
Autocratic
10. 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
Mandatory Constraints (Hard logic)
Expert Power
Nonconformance
Run Chart
11. What is the number source of conflict?
Pure Risk
Scheduling
Nonconformance
Plan Risk Mgmt
12. Communication with peers
Arrow diagramming method (ADM)
Mutual Exclusivity
Horizontal Comm
Conformance
13. 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
Project Scope Statement
Bottom-up estimating
Offical
Formal Power
14. Communication in writing or oral
internal risk can be controlled but external cannot be controlled
Design of Experiments
Written or oral
Maslow's Hierarchy of needs
15. The Process of determing which risk may affect the project and documents their characteristics
Indentify Risk
Approved Change
Manage Stakeholders Expectations
A lead
16. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Pareto Diagram
Project Slack
Manage Project Team
Zero duration
17. Process of communication and working with stakeholders to meet their needs and addressing issues as they occur
Manage Stakeholders Expectations
Power/Influence Grid
Sample Testing
Variance Analysis
18. 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
Expert Power
Start to Start
Organization Process Assests (OPA)
Power/ Interest Grid
19. The most common causes of conflict in a multi-project environment
Elements of scope
Schedules - project priorities - resources
Oganization breakdown structure
6 process for Project Integration Mangement
20. 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
Root cause analysis
Referent Power
LAG
Charismatic
21. 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
Elements of scope
A Lag
Resource breakdown structure
Work Authorization System
22. One advantages of sensitivity analysis is?
Bottom-up Estimating
Risk Breakdown Structure
Just-in-time (JIT)
IT indicates that there is a range of possible outcomes
23. 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
Influence/Impact Grid
Zero duration
Verbal and Non-verbal
Implied warranty
24. Company pays for quality in a proactive way - typically up front in the planning area of a project ie - increase morale
Contraints
Design of Experiments
Conformance
Change Control Board
25. 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)
Plan Communication
Strong Matrix
Fishbone AKA cause/effect diagram
Work Authorization System
26. ompany pays for quality in a reactive way - on the back end - decrease morale - decrease customer perception Cost of Conformance and nonconformance examples...
Registered to the international quality standards ISO 9001
Risk Owner
Vertical Comm
Nonconformance
27. Information Gathering Techniques from Identify Risks - tools and technique
Salience Model
Pull Communication
Root cause analysis
Registered to the international quality standards ISO 9001
28. Aka Standard Deviation. It is considered the quality standard. 1 Sigma - 68.26% 2 Sigma - 95.45% 3. Sigma - 99.73%
Offical
Bottom-up Estimating
Breach
Sigma
29. Shows how the project organization is structure to accomplish project activities
Leadership and Managment Styles within the project managment life cycle
n *(n -1) /2
Oganization breakdown structure
Scope Baseline
30. Type of communication method sent to a specific recipient who needs to know the information - This method ensures that the communication is distributed but does not certify that it actually reached or was understood by the intended audience Includes
Commincations Mgmt plan
Push Communications
Code of Accounts
Mediator
31. 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
Impact
Steps for using the Stakeholder Analysis
Fringe
32. Process of indentify all people or organization impacted by the project and documenting relevant infromationo regarding their interests - involvement - and impact on project success
Influence/Impact Grid
Indentify Stakholders
Resource breakdown structure
Forcasting
33. Model describing classes of stakeholders based on thier power - urgency and legitmacy
n *(n -1) /2
Smoothing and withdrawal
Progress Report
Salience Model
34. Key tool for comparing a product or service to other standards
Design of Experiments
Charateristics of a project
6 process for Project Integration Mangement
Benchmarking
35. An after the fact look at what caused a difference between the basline and the actual performance
Manage Stakeholders Expectations
Gold Plating
Confronting/ Problem solving
Variance Analysis
36. 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
Cost plus percentage of cost
People responsible for quality
37. 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
3 Processes of quality managment
Requested Changes
Sequence for Closure (for a project) Ver2
Steps for using the Stakeholder Analysis
38. A milestone has a ______duration
Summary Schdule
Zero duration
Concept of the Halo Theory
Time series method
39. Product Verfication - lesson learned - Updating records - reporting - archiving - formal acceptance
Facilitator
Closing the project
Stakeholder Analysis
Expert Power
40. The consequences (good or bad) or the amount at stake if something does occur
Crashing
Smoothing/Accommodating
Contraints
Impact
41. Techinque of systemically gathering and analyzing quantitative and qualitative information to determine whose interest should be taken into account throughout the project
Stakeholder Analysis
Change Control Board
Written or oral
Start to Finsh
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.
Milestone list
Power/ Interest Grid
Charismatic
PMIS
43. Communication up and down the organization
Vertical Comm
Acquire Project Team
Referent Power
Oganization breakdown structure
44. Process of using expert opinion - which could come from people already on the project or those outside the project or even the organization
Business Risk
IRR - Interal Rate of Return
Delphi Technique
Autocratic
45. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
3 Processes of quality managment
Autocratic
Withdrawing/Avoiding
Arrow diagramming method (ADM)
46. The person responsible for a risk event if it occurs and is simialr to the person responsible for completing on activity
Risk Owner
Emphasis on defining scope
Forcasting
ISO 9000 (International Org for Standardization)
47. Which organization does conflict occur the most in managing projects
A Lag
Autocratic
Strong Matrix
internal risk can be controlled but external cannot be controlled
48. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
PERT Program Evaluation Review Technique
Mgmt Reserves
Verbal and Non-verbal
Status Reports
49. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
Perks
Milestone Schedule
Breach
Start to Finsh
50. Proactive stance to development - one that makes improvement throughout a process
Level of Scope development
Finish to Start (Most common)
Continous Improvement (Kaizen)
Charismatic