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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. 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.
Written or oral
Project Slack
Commincations Mgmt plan
Penalty Power
2. 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.
Mediator
Cost plus percentage of cost
Logic Bar Chart (Gantt Chart)
Fringe
3. What is the output of Identify Risk?
Commincations Mgmt plan
Just-in-time (JIT)
Risk Register
Risk breakdown structure
4. 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
Schedules - project priorities - resources
Fishbone AKA cause/effect diagram
6 process for Project Integration Mangement
5. 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
Risk Owner
Smoothing and withdrawal
Influence/Impact Grid
Contraints
6. 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
Plan Communication
Smoothing and withdrawal
Coaching
Staffing Mgmt Plan
7. 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
Assumptions
Forcing
Perform Qualitative Risk Analysis
Maslow's Hierarchy of needs
8. Modern quality philosophy that states that approx 99.999% of the everything a company creates or processes it executes are error-free
Maslow's Hierarchy of needs
6 sigma
Activity List
Upper Control Limit (UCL) - Lower Control Limit (LCL)
9. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Bill of materials
Cost plus percentage of cost
Project Slack
Precendence Diagramming Method (activity on the node)
10. The Process deciding how to approach and conduct the risk managment activities for a project
Brainstorming
Hygiene factors
Plan Risk Mgmt
Perks
11. Is a state in which the outcome of process are separate from another
Phase results are verified and documented
Organization Process Assests (OPA)
Pure Risk
Statistical Independence
12. Type of power that comes from senior Mgmt at a company authorizing you to be a P.M. and whatever authority comes with that.
Strong Matrix
Phase results are verified and documented
Formal Power
Stakeholder Analysis
13. Estimate is usually a total time or cost estimate that has no significant detail. Info can be created quickly - lack detail
External Contraints
Communications requirement analysis
Statistical Independence
Analogous or Top down Estimating
14. Customer Satisfaction - Prevention over inspection - Continous Improvement - Management Responsibility
Project management and quality
External Contraints
Sender Message/Receiver - Medium - type of format of the message
Strong Matrix
15. An output of Define Activites that identies all milestones and indicated whether the milestone is mandatory
Fishbone AKA cause/effect diagram
Milestone list
Concept of the Halo Theory
Coaching
16. Process of using expert opinion - which could come from people already on the project or those outside the project or even the organization
Delphi Technique
Work around
Bill of materials
Leadership and Managment Styles within the project managment life cycle
17. The conflict resolutions modes that are least likely to resolve situations
Risk Register
Team development Life Cycle
Collaborating
Smoothing and withdrawal
18. 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
Status Reports
Confronting/ Problem solving
Summary Schdule
19. 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.
Root cause analysis
Report Performance
Life-cycle costing
Assumptions
20. 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
Critical Path Method
Fringe
Implied warranty
Bottom-up estimating
21. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
90%
Work Authorization System
Manage Project Team
Elements of scope
22. Tool that factors in the communications requirments to ensure they are properly address in the communication Mgmt plan
Benchmarking
Communications requirement analysis
Smoothing and withdrawal
Fast Tracking
23. A jeopardy that results from the implementation of a risk repsonse
Secondary Risk
Formal Power
Steps for using the Stakeholder Analysis
Verbal and Non-verbal
24. Formula use to calculate time or cost. It performs a weighted avg of the pessimistic - optimistic - and realistic estimates.
PERT Program Evaluation Review Technique
Activity List
Penalty Power
Risk Triggers
25. Conflict Solution where the PM ignores the problem and hopes it either fixes itself or disappears
Impact
Expectancy Theory
Withdrawing/Avoiding
Conformance
26. 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
Approved Change
Manage Project Team
Forcasting
Stakeholder Analysis
27. 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
Rolling Wave Planning
Power/Influence Grid
Progress Report
Work Authorization System
28. An accelerant of an activity You use a lead when something can begin before its predecessor is totally complete
Vertical Comm
A lead
Project Slack
Activity List
29. 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.
Critical Path Method
PMIS
Develop Human Resource Plan
Withdrawing/Avoiding
30. You determine how the much of something must be tested to ensure that defects are caught
EEF - Enterprise Enviromental Factors
Judgemental methods
Sample Testing
Life-cycle costing
31. Form - creation of the team - Storm - refers to the chaos that occurs when people start working together - Norm - behavior starts to normalize - Perform - activity that transpires as the team works as a team instead of solo - Adjourn - work is compl
Requested Changes
Make money and to protect the public
Team development Life Cycle
Indentify Risk
32. The Process of predicating furture project performance based on the actual performance to date.
Approved Change
Forcasting
Scheduling
Strong Matrix
33. The process of subdividing project deliverables and project work into smaller more managable components
Organization Process Assests (OPA)
Maslow's Hierarchy of needs
LAG
Create WBS
34. Forecasting methods that uses the assumption that is possible to identify the underlying factors that might influence the variable that is being forcasted
Closing the project
Causal/econometric
Mgmt by Objectives
Residual Risk
35. Activity A must be completed before Activity B
Finish to Start (Most common)
Manage Stakeholders Expectations
Summary Schdule
Risk breakdown structure
36. 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.
Coaching
Conflict between functional manager and project manager
Benchmarking
Visionary
37. dministrative closure for the feasibility phase of a project requires that ________.
Organization Process Assests (OPA)
Project Scope Statment
Expert Power
Phase results are verified and documented
38. Proactive stance to development - one that makes improvement throughout a process
Resource leveling
FORMAL Communication
Visionary
Continous Improvement (Kaizen)
39. 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
Indentify Stakholders
Organization Process Assests (OPA)
Causal/econometric
Work Package
40. Conflict Solution where there is an action in which a direct order to resolve something is given. It is typically the worst type of conflict resolution.
Brainstorming
Forcing
Mediator
Finish to Start (Most common)
41. Deals with how we are effeiciently using our money
IRR - Interal Rate of Return
Project management and quality
Mgmt Reserves
Mgmt by Objectives
42. 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
Develop Human Resource Plan
Just-in-time (JIT)
Continous Improvement (Kaizen)
Elements of scope
43. Any numbering system used to uniquely identify each component of the work breakdown structure
Code of Accounts
Power/ Interest Grid
n *(n -1) /2
Salience Model
44. Type of communication that convey more than just words (inflection of voice body language)
Nonconformance
Expert Power
Verbal and Non-verbal
Push Communications
45. From the Buyers perspective the riskiest form of contract is
Commincations Mgmt plan
Fringe
Project management and quality
Cost plus percentage of cost
46. Cost associated with conformance to requirements and the step taken to elimate non-conformance
Finish to Finish
Cost of Quality
LAG
Precendence Diagramming Method (activity on the node)
47. 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
LAG
Team development Life Cycle
FORMAL Communication
48. Request made by someone on a project not approved and has no impact
Verbal and Non-verbal
Requested Changes
Controlling communication
Free (or Total) float
49. 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
Team development Life Cycle
PERT Program Evaluation Review Technique
Code of Accounts
50. On creating a written project scope statement to be used in the future project decision making.
Project Slack
Scope Baseline
Emphasis on defining scope
Sequence for Closure (for a project) Ver2