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Test your basic knowledge |
PMP: Project Management Professional
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business-skills
Instructions:
Answer 50 questions in 15 minutes.
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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. The Process deciding how to approach and conduct the risk managment activities for a project
Create WBS
Scatter Diagram
Risk Register
Plan Risk Mgmt
2. Forecasting method that uses historical data as the basis for estimating future outcomes
Time series method
Salience Model
Secondary Risk
Charateristics of a project
3. You determine how the much of something must be tested to ensure that defects are caught
Sample Testing
Vertical Comm
Bottom-up estimating
Business Risk
4. One choice does not include any other choices
Expert Power
Facilitator
Mutual Exclusivity
Continous Improvement (Kaizen)
5. Information Gathering Techniques from Identify Risks - tools and technique
Steps for using the Stakeholder Analysis
Push Communications
Manage Stakeholders Expectations
Root cause analysis
6. Process of developing a document that formally authorizes a project or a phase and document initial requirements that satisfy the stakeholders needs and expectations
Develop Project Charter
Written or oral
Implied warranty
Root cause analysis
7. 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
Penalty Power
n *(n -1) /2
Milestone Schedule
Benchmarking
8. If the contract is not completed by the contractor either for failure to comply - bankruptcy etc. this is know as
Organization Process Assests (OPA)
Breach
Change Control System
Finish to Start (Most common)
9. 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
Distribute Information
Push Communications
Work around
Change Control Board
10. On creating a written project scope statement to be used in the future project decision making.
Steps for using the Stakeholder Analysis
Finish to Finish
Delphi Technique
Emphasis on defining scope
11. 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
Mediator
Create WBS
Mgmt by Objectives
Root cause analysis
12. Information Gathering Techniques from Identify Risks - tools and technique
Critical Path Method
Closing the project
Root cause analysis
Controlling communication
13. 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
Indentify Stakholders
Monte Carlo Technique
Charateristics of a project
Project Scope Statment
14. The conflict resolutions modes that are least likely to resolve situations
Collaborating
Smoothing and withdrawal
Fringe
Work Authorization System
15. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
Project Scope Statement
Concept of the Halo Theory
Director
Upper Control Limit (UCL) - Lower Control Limit (LCL)
16. Group whose function is to review - approve or reject changes on the project as they relate to the various areas of the represented bussiness
Contingency Reserves
Referent Power
Change Control Board
Progress Report
17. Calculating the expected monetary value (EMV) of a project risk is found by....
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18. 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
internal risk can be controlled but external cannot be controlled
Risk Register
Sequence for Closure (for a project) Ver2
Causal/econometric
19. The company's quality system must conform to the criteria set forth in ISO 9001.
Registered to the international quality standards ISO 9001
90%
Conformance
Critical Chain Method
20. 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
Fringe
ISO 9000 (International Org for Standardization)
Create WBS
21. One advantages of sensitivity analysis is?
IT indicates that there is a range of possible outcomes
Leadership and Managment Styles within the project managment life cycle
6 sigma
3 Processes of quality managment
22. The process of subdividing project deliverables and project work into smaller more managable components
Unoffical Comm
Create WBS
Project Scope Statement
Organization Process Assests (OPA)
23. Process of indentify all people or organization impacted by the project and documenting relevant infromationo regarding their interests - involvement - and impact on project success
Life-cycle costing
Indentify Stakholders
Smoothing and withdrawal
Impact
24. The Process of predicating furture project performance based on the actual performance to date.
Confronting/ Problem solving
Continous Improvement (Kaizen)
Forcasting
Logic Bar Chart (Gantt Chart)
25. Which organization does conflict occur the most in managing projects
Breach
Strong Matrix
Precendence Diagramming Method (activity on the node)
Phase results are verified and documented
26. 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
Bill of materials
Report Performance
Mutual Exclusivity
Just-in-time (JIT)
27. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
Charismatic
Coaching
Just-in-time (JIT)
Start to Start
28. 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
Organization Breakdown Structure
Acquire Project Team
Closing the project
29. Shows the risk that potentially occur broken down by risk category
Risk breakdown structure
Project Slack
Start to Finsh
Progress Report
30. A planning technique which progressively details the work as information becomes firm - and allows for less detail in later project phase where uncertainty is greater is called
Scheduling
Rolling Wave Planning
Project Scope Statment
Run of Seven Rule
31. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
Continous Improvement (Kaizen)
Facilitator
Perks
Report Performance
32. A constraint that should be completed but is not absolutly required to be completed before subsequent item can start
Benchmarking
Critical Chain Method
Discretionary (Soft Logic)
Oganization breakdown structure
33. Quality philosophy that focus on proactive attitude toward quality with a detail toward statistical analysis to document improvement
Oganization breakdown structure
Total Quality Management TQM
Milestone list
Develop Project Charter
34. Process of improving the competencies - team interaction - and the overall team environment to enhance project team
Develop Project Team
Develop Human Resource Plan
Smoothing and withdrawal
Judgemental methods
35. Product Verfication - lesson learned - Updating records - reporting - archiving - formal acceptance
Closing the project
Autocratic
Phase results are verified and documented
Offical
36. 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
Acquire Project Team
Bottom-up Estimating
Discretionary (Soft Logic)
EEF - Enterprise Enviromental Factors
37. Shows what has been accomplished at a given time frame
Plan Communication
Bottom-up estimating
Progress Report
Run of Seven Rule
38. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
Critical Path Method
Vertical Comm
Analogous or Top down Estimating
Arrow diagramming method (ADM)
39. 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
Fishbone AKA cause/effect diagram
Resource leveling
Offical
n *(n -1) /2
40. Communication up and down the organization
Coaching
Distribute Information
Vertical Comm
Cost of Quality
41. 3 main components of the communication model
Analogous or Top down Estimating
Expectancy Theory
Crashing
Sender Message/Receiver - Medium - type of format of the message
42. Process of using expert opinion - which could come from people already on the project or those outside the project or even the organization
Vertical Comm
Run Chart
Delphi Technique
Facilitator
43. 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
Power/Influence Grid
Collaborating
Run of Seven Rule
Elements of scope
44. Shows the type of resources broken down
Business Risk
Resource breakdown structure
Monte Carlo Technique
Strong Matrix
45. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Internal comm
ISO 9000 (International Org for Standardization)
Rolling Wave Planning
Precendence Diagramming Method (activity on the node)
46. What is the number source of conflict?
Project Selection
A Lag
Scheduling
Time series method
47. 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.
Analogous or Top down Estimating
Verbal and Non-verbal
Risk Breakdown Structure
EEF - Enterprise Enviromental Factors
48. Doing activites in parallel that are that are normally in sequence. Inc cost could occur with rework but additional risk could occur because of possible rework.
Fast Tracking
Run Chart
Salience Model
Charismatic
49. 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.
Visionary
Withdrawing/Avoiding
Collaborating
Pure Risk
50. Used to asses the impact and consequnces of requested changes on the project
Unoffical Comm
Change Control System
Distribute Information
FORMAL Communication
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