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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. 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
Rolling Wave Planning
Critical Path Method
Nonconformance
Milestone Schedule
2. Product Verfication - lesson learned - Updating records - reporting - archiving - formal acceptance
Gold Plating
Root cause analysis
Closing the project
Expectancy Theory
3. Commuincation within the project
Start to Start
6 process for Project Integration Mangement
Run Chart
Internal comm
4. Concept that defines a low level of detail on the WBS for immediate work being accomplished while the work to be done in the future is only at the highlevel of decomposition in the WBS until it is soon to be started. The concept that utilizes the pro
Rolling Wave Planning
Unoffical Comm
Risk Register
Controlling communication
5. 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
n *(n -1) /2
Total Quality Management TQM
Activity List
Organization Process Assests (OPA)
6. States that 100% of the work of a project needs to be represented in the creation of the WBS. What is the 100% rule?
Organization Breakdown Structure
Push Communications
Organization Process Assests (OPA)
The 100% Rule
7. 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
Free (or Total) float
Smoothing and withdrawal
Rolling Wave Planning
8. You determine how the much of something must be tested to ensure that defects are caught
Strong Matrix
Sample Testing
Change Control System
Monte Carlo Technique
9. Company pays for quality in a proactive way - typically up front in the planning area of a project ie - increase morale
Conformance
Contingency Reserves
Expectancy Theory
Mediator
10. Proactive stance to development - one that makes improvement throughout a process
Plan Risk Mgmt
Written or oral
Continous Improvement (Kaizen)
Stakeholder Analysis
11. Characteristics which indicate that a risk event is possible in the near future. They are identified when the risk are identified
Risk Triggers
External Comm
A Lag
Finish to Finish
12. Calculating the expected monetary value (EMV) of a project risk is found by....
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13. The conflict resolutions modes that are least likely to resolve situations
Charateristics of a project
Collaborating
Bill of materials
Smoothing and withdrawal
14. Communication in writing or oral
Fishbone AKA cause/effect diagram
Written or oral
Risk Register
Formal Power
15. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
Mgmt Reserves
Change Control Board
Team development Life Cycle
Run Chart
16. Techinque of systemically gathering and analyzing quantitative and qualitative information to determine whose interest should be taken into account throughout the project
Arrow diagramming method (ADM)
Work Authorization System
Stakeholder Analysis
Report Performance
17. 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
Logic Bar Chart (Gantt Chart)
Project management and quality
Charismatic
Just-in-time (JIT)
18. When an activity cannot be estimated with a resonable degree of confidence the work within the activity is decomposed into more detail. Estimates are made to the smallest incremental level need and then aggregated into a total quantity for each of th
Approved Change
Variance Analysis
Stakeholder Mgmt Stategy
Bottom-up Estimating
19. On creating a written project scope statement to be used in the future project decision making.
Emphasis on defining scope
Milestone Schedule
6 process for Project Integration Mangement
Perks
20. CMMI - 6 SIGMA - LEAN 6 Sigma Quality Function
Project Selection
Project Scope Statement
Communications requirement analysis
Proprietary Quality Management Methodolgies
21. Aka Standard Deviation. It is considered the quality standard. 1 Sigma - 68.26% 2 Sigma - 95.45% 3. Sigma - 99.73%
Referent Power
Sigma
Start to Finsh
Fringe
22. Document what you do - Do what you document - Document any variance (from the normal process)
Vertical Comm
Stakeholder Analysis
Nonconformance
ISO 3 Steps
23. Components - assemblies - sub assemblies used to build a product or service Whaty are the 4 breakdown structures?
Project Selection
Activity List
Bill of materials
Analogous or Top down Estimating
24. 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.
Brainstorming
Smoothing and withdrawal
Risk Breakdown Structure
Discretionary (Soft Logic)
25. Activity A start before Activity B finishes
Start to Finsh
Gold Plating
PMIS
Run Chart
26. Forecasting method that incorporates intuitive judgement - opinions and probability estimates
Internal comm
Progress Report
Judgemental methods
ISO 3 Steps
27. The process of subdividing project deliverables and project work into smaller more managable components
Create WBS
Controlling communication
Perform Qualitative Risk Analysis
Delphi Technique
28. The Process of predicating furture project performance based on the actual performance to date.
Forcasting
Implied warranty
Formal Power
Interactive Communication
29. When Activity A starts Activity B can starts
Start to Start
Organization Breakdown Structure
Continous Improvement (Kaizen)
LAG
30. Communication that is on record such as as newsletter and annual report
Continous Improvement (Kaizen)
Offical
Free (or Total) float
Change Control System
31. Which organization does conflict occur the most in managing projects
Risk breakdown structure
Scatter Diagram
Strong Matrix
Create WBS
32. What warranty type relates to merchantablily or fitness for use?
Implied warranty
Cost of Quality
Discretionary (Soft Logic)
Reward Power
33. 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
Life-cycle costing
Interactive Communication
Concept of the Halo Theory
Work around
34. Difference between internal and external risk
Life-cycle costing
Manage Project Team
The 100% Rule
internal risk can be controlled but external cannot be controlled
35. The amount of risk remaining after a risk response 9from the risk reponse plan) has been implemented
Residual Risk
Zero duration
Approved Change
Causal/econometric
36. The amount of time something can be delayed w/o delaying the PUBLISHED finish date
Gold Plating
Charismatic
Forcasting
Project Slack
37. Request made by someone on a project not approved and has no impact
Cost of Quality
Create WBS
Mediator
Requested Changes
38. Process of using expert opinion - which could come from people already on the project or those outside the project or even the organization
Work around
Mgmt Reserves
Delphi Technique
RAM charts
39. Risk that is typically uninsurable. Its a risk inherent in the porcess of doing business
Distribute Information
Risk Breakdown Structure
Power/Influence Grid
Business Risk
40. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
Approved Change
Conformance
Develop Human Resource Plan
Steps for using the Stakeholder Analysis
41. Type of Mgmt style that tries to find a common goal when there is a disagreement. This style is ideal when there are varying technical opinions or disagreement among resources managers
Influence/Impact grid
Mediator
Root cause analysis
Residual Risk
42. In the area of legal risks the reasons for licensing of projects
Bottom-up estimating
Distribute Information
Make money and to protect the public
Acquire Project Team
43. 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
Penalty Power
ISO 9000 (International Org for Standardization)
Unoffical Comm
Pareto Diagram
44. PM and team work to create a complete estimate from the bottom(activity level) up and roll it up to the total estimate. Main advantage - detail accuracy. Main dis ad - can take time to create
Approved Change
Bottom-up estimating
Perform Qualitative Risk Analysis
Registered to the international quality standards ISO 9001
45. 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)
EEF - Enterprise Enviromental Factors
Stakeholder Analysis
Code of Accounts
Fishbone AKA cause/effect diagram
46. Is a state in which the outcome of process are separate from another
Expectancy Theory
Statistical Independence
Autocratic
Resource breakdown structure
47. An accelerant of an activity You use a lead when something can begin before its predecessor is totally complete
Approved Change
Requested Changes
Judgemental methods
A lead
48. Classification Models (for Stakeholder Analysis)
Milestone Schedule
6 sigma
Salience Model
Contraints
49. A constraint put in place by something external to the project team or organization
Fishbone AKA cause/effect diagram
Commincations Mgmt plan
People responsible for quality
External Contraints
50. Practice of providing more than what the customer request
Conflict between functional manager and project manager
Gold Plating
Nonconformance
Smoothing/Accommodating