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PMP: Project Management Professional
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pmp
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business-skills
Instructions:
Answer 50 questions in 15 minutes.
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study here
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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. Strategy defines as approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle
90%
Stakeholder Mgmt Stategy
Phase results are verified and documented
Conflict between functional manager and project manager
2. Commuincation within the project
Controlling communication
Mandatory Constraints (Hard logic)
Create WBS
Internal comm
3. Any numbering system used to uniquely identify each component of the work breakdown structure
Phase results are verified and documented
Code of Accounts
6 process for Project Integration Mangement
Internal comm
4. Shows how the project organization is structure to accomplish project activities
Oganization breakdown structure
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Manage Project Team
Visionary
5. The amount of risk remaining after a risk response 9from the risk reponse plan) has been implemented
Controlling communication
Residual Risk
Referent Power
Hygiene factors
6. Chart used Project Management on the left - Talbe of information (Usually activities - dates - resources etc) on Right - horizontal bars showing when those activities are occuring use it to track the day-to-day.
Logic Bar Chart (Gantt Chart)
Time series method
Bill of materials
Develop Project Team
7. ompany pays for quality in a reactive way - on the back end - decrease morale - decrease customer perception Cost of Conformance and nonconformance examples...
Multiplying the risk's probability of occurrence by its estimated impact
Nonconformance
Forcasting
Change Control System
8. A constraint that should be completed but is not absolutly required to be completed before subsequent item can start
Milestone list
Registered to the international quality standards ISO 9001
A lead
Discretionary (Soft Logic)
9. 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
Gold Plating
Pareto Diagram
Arrow diagramming method (ADM)
Contraints
10. 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.
Unoffical Comm
Demings' 14 principles of Management
PMIS
Strong Matrix
11. The company's quality system must conform to the criteria set forth in ISO 9001.
FORMAL Communication
Registered to the international quality standards ISO 9001
Mgmt Reserves
Project Scope Statment
12. A deliverable or project work component at the lowest level of each branch of the work breakdown structure
Bottom-up estimating
Work Package
Withdrawing/Avoiding
Staffing Mgmt Plan
13. Characteristics which indicate that a risk event is possible in the near future. They are identified when the risk are identified
Milestone list
Risk Triggers
EEF - Enterprise Enviromental Factors
Root cause analysis
14. dministrative closure for the feasibility phase of a project requires that ________.
Phase results are verified and documented
Power/ Interest Grid
Emphasis on defining scope
Elements of scope
15. Calculating the expected monetary value (EMV) of a project risk is found by....
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16. 3 main components of the communication model
Mutual Exclusivity
A lead
Sender Message/Receiver - Medium - type of format of the message
Vertical Comm
17. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Assumptions
Mgmt by Objectives
Manage Project Team
Steps for using the Stakeholder Analysis
18. One of the biggest potential problems facing a project team member in a strong matrix is....
Total Quality Management TQM
Conflict between functional manager and project manager
Scheduling
Mgmt by Objectives
19. 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
Run Chart
Change Control Board
Sample Testing
Visionary
20. Generally seen as the founding basis for total quality managment - Main Points are: 1. be proactive - not reactive 2. Utilize leadership and accountability 3. Measure and strive for constant improvement
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21. The Process deciding how to approach and conduct the risk managment activities for a project
Total Quality Management TQM
Critical Path Method
Smoothing and withdrawal
Plan Risk Mgmt
22. Forecasting method that uses historical data as the basis for estimating future outcomes
Bottom-up estimating
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Sequence for Closure (for a project) Ver2
Time series method
23. Herzberg theory on motivation - basically what drives us to do things
Hygiene factors
Smoothing/Accommodating
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Collaborating
24. Conflict Solution where there is an effort in which attempts are made to work out the actual problem. It is the best type of conflict resolution
Organization Process Assests (OPA)
Confronting/ Problem solving
Indentify Risk
Director
25. Modern quality philosophy that states that approx 99.999% of the everything a company creates or processes it executes are error-free
Forcing
Risk Register
6 sigma
Bottom-up Estimating
26. The Process of prioritizing risk for further analysis or action by assessing and combining their probability of occurrence and impact - The Process of numerically analyzing the effect of identified risks on overall project objectives
Demings' 14 principles of Management
Fishbone AKA cause/effect diagram
Perform Qualitative Risk Analysis
Pareto Diagram
27. Team members - quality of their work - Project Manager - quality on the project - Senior Exe - quality standards at the company
Scope Baseline
People responsible for quality
RAM charts
Commincations Mgmt plan
28. Deals with how we are effeiciently using our money
IRR - Interal Rate of Return
Facilitator
Compromising
Influence/Impact grid
29. 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
Status Reports
Nonconformance
Power/ Interest Grid
Bottom-up Estimating
30. A schedule network analysis technique applied to a schedule that has already been analyzed by the critical path method. It can be used when shared or critical required resources are only available at certain time - are only available in limited quan
ISO 9000 (International Org for Standardization)
Resource leveling
Start to Start
Emphasis on defining scope
31. Communication with peers
Implied warranty
Horizontal Comm
90%
Stakeholder Analysis
32. 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
Project management and quality
Plan Communication
Sequence for Closure (for a project) Ver2
Run Chart
33. People make good project manager simply because they are good in their fields - regardless of background training in project management
Hygiene factors
Distribute Information
Concept of the Halo Theory
Charateristics of a project
34. 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
Total Quality Management TQM
Bill of materials
Smoothing and withdrawal
Bottom-up estimating
35. Type of communication that convey more than just words (inflection of voice body language)
Verbal and Non-verbal
Organization Breakdown Structure
People responsible for quality
Emphasis on defining scope
36. Communication that is not on the record
IRR - Interal Rate of Return
Coaching
Design of Experiments
Unoffical Comm
37. A jeopardy that results from the implementation of a risk repsonse
Multiplying the risk's probability of occurrence by its estimated impact
Unoffical Comm
Secondary Risk
Brainstorming
38. Quality philosophy that focus on proactive attitude toward quality with a detail toward statistical analysis to document improvement
Total Quality Management TQM
Level of Scope development
internal risk can be controlled but external cannot be controlled
Sequence for Closure (for a project) Ver2
39. 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
Sample Testing
Commincations Mgmt plan
Bottom-up Estimating
Resource breakdown structure
40. Key tool for comparing a product or service to other standards
Referent Power
Emphasis on defining scope
Benchmarking
Maslow's Hierarchy of needs
41. Develop Project Charter - Develop Project Mgmt. Plan - Direct and Manage Project Execution - Monitor and Control Work - Perform Integrated Change Control - Close Project or Phase
Closing the project
Implied warranty
6 process for Project Integration Mangement
Organization Breakdown Structure
42. Type of Mgmt style that brings out the best in the team - bringing mbrs to their potential or where they need to be with regard to the project
Make money and to protect the public
Plan Communication
Monte Carlo Technique
Coaching
43. 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
Project Scope Statment
Forcasting
Power/Influence Grid
Coaching
44. The process of subdividing project deliverables and project work into smaller more managable components
Horizontal Comm
Create WBS
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Pareto Diagram
45. 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
Compromising
Registered to the international quality standards ISO 9001
Multiplying the risk's probability of occurrence by its estimated impact
46. Type of grid that groups the stakeholders based on their active involvement in the project and their ability to effect changes to the projects planning or execution.
Sender Message/Receiver - Medium - type of format of the message
Fringe
Influence/Impact grid
ISO 9000 (International Org for Standardization)
47. 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
Hygiene factors
Statistical Independence
48. 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)
Offical
LAG
Collaborating
Project Scope Statment
49. Group whose function is to review - approve or reject changes on the project as they relate to the various areas of the represented bussiness
6 process for Project Integration Mangement
Implied warranty
Fringe
Change Control Board
50. Estimate is usually a total time or cost estimate that has no significant detail. Info can be created quickly - lack detail
Conflict between functional manager and project manager
Staffing Mgmt Plan
Risk breakdown structure
Analogous or Top down Estimating
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