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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. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Penalty Power
Unoffical Comm
Fringe
Precendence Diagramming Method (activity on the node)
2. Classification Models (for Stakeholder Analysis)
Plan Risk Mgmt
Steps for using the Stakeholder Analysis
Salience Model
Fishbone AKA cause/effect diagram
3. Document what you do - Do what you document - Document any variance (from the normal process)
Schedules - project priorities - resources
ISO 3 Steps
Expert Power
Organization Breakdown Structure
4. dministrative closure for the feasibility phase of a project requires that ________.
Phase results are verified and documented
Project Scope Statement
Cost plus percentage of cost
Report Performance
5. 3 main components of the communication model
Leadership and Managment Styles within the project managment life cycle
n *(n -1) /2
Sender Message/Receiver - Medium - type of format of the message
Multiplying the risk's probability of occurrence by its estimated impact
6. The company's quality system must conform to the criteria set forth in ISO 9001.
Project Scope Statement
Status Reports
Registered to the international quality standards ISO 9001
Sigma
7. Practice of providing more than what the customer request
3 Processes of quality managment
Gold Plating
A Lag
Coaching
8. What is the number source of conflict?
Sender Message/Receiver - Medium - type of format of the message
Work around
Leadership and Managment Styles within the project managment life cycle
Scheduling
9. Commuincation within the project
Internal comm
Approved Change
Indentify Risk
Finish to Finish
10. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Reward Power
n *(n -1) /2
Root cause analysis
Crashing
11. In fixed pricing the most important consideration is ____.
Cost of Quality
Commincations Mgmt plan
Level of Scope development
Concept of the Halo Theory
12. Self Actualization - Esteem - Belonging - Saftey - Physological
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13. The most common causes of conflict in a multi-project environment
Business Risk
Impact
Schedules - project priorities - resources
n *(n -1) /2
14. Describes when and how human resource requirments will be met. It is part of the Human Reources plan wich in turn is part of the Project Managment plan
Level of Scope development
PMIS
Plan Communication
Staffing Mgmt Plan
15. The amount of risk remaining after a risk response 9from the risk reponse plan) has been implemented
Develop Project Charter
Cost of Quality
Residual Risk
Upper Control Limit (UCL) - Lower Control Limit (LCL)
16. Process of collecting and distributing performance information - including status reports - progress measurements and forecast
A Lag
Report Performance
Secondary Risk
Start to Start
17. 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
Plan Risk Mgmt
Resource breakdown structure
Mutual Exclusivity
Upper Control Limit (UCL) - Lower Control Limit (LCL)
18. Key tool for comparing a product or service to other standards
Mgmt by Objectives
Sample Testing
Finish to Finish
Benchmarking
19. The control points of the Sigma proces. Typically the limits are set +/- 3 sigma
Written or oral
Reward Power
Delphi Technique
Upper Control Limit (UCL) - Lower Control Limit (LCL)
20. Conflict Solution where the PM ignores the problem and hopes it either fixes itself or disappears
People responsible for quality
Causal/econometric
Penalty Power
Withdrawing/Avoiding
21. Forecasting method that incorporates intuitive judgement - opinions and probability estimates
Leadership and Managment Styles within the project managment life cycle
Judgemental methods
LAG
Steps for using the Stakeholder Analysis
22. Approach for scheduling that emphasizes resources flexibility - by using duration buffers for resources - and leveling over the course of the project to accommadate
Critical Chain Method
Start to Start
Summary Schdule
Interactive Communication
23. Shows a reporting relationship between the resources in a organization. This structure is typically shown in company division - departments and group. Typicall is does not show details related to project organization and work
Push Communications
Staffing Mgmt Plan
Organization Breakdown Structure
Root cause analysis
24. CMMI - 6 SIGMA - LEAN 6 Sigma Quality Function
Scheduling
Bottom-up estimating
Internal comm
Proprietary Quality Management Methodolgies
25. 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
Bottom-up estimating
Scatter Diagram
Approved Change
90%
26. Which organization does conflict occur the most in managing projects
Strong Matrix
Internal comm
Start to Finsh
Finish to Start (Most common)
27. If the contract is not completed by the contractor either for failure to comply - bankruptcy etc. this is know as
Business Risk
Judgemental methods
Breach
Plan Communication
28. 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
Steps for using the Stakeholder Analysis
Pareto Diagram
Formal Power
Indentify Stakholders
29. 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
Sender Message/Receiver - Medium - type of format of the message
Vertical Comm
Elements of scope
Run of Seven Rule
30. Characteristics which indicate that a risk event is possible in the near future. They are identified when the risk are identified
Just-in-time (JIT)
Risk Triggers
Variance Analysis
Develop Project Team
31. Quality philosophy that focus on proactive attitude toward quality with a detail toward statistical analysis to document improvement
Total Quality Management TQM
Plan Risk Mgmt
Root cause analysis
Formal Power
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
Indentify Stakholders
Staffing Mgmt Plan
Requested Changes
ISO 3 Steps
33. Communication with peers
Horizontal Comm
Change Control Board
Schedules - project priorities - resources
Create WBS
34. Is a state in which the outcome of process are separate from another
Staffing Mgmt Plan
Cost of Quality
Statistical Independence
ISO 3 Steps
35. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
Statistical Independence
Arrow diagramming method (ADM)
Indentify Stakholders
Resource breakdown structure
36. On creating a written project scope statement to be used in the future project decision making.
Hygiene factors
Emphasis on defining scope
Often assign project tasks to the various functionals managers
Power/Influence Grid
37. Tool that factors in the communications requirments to ensure they are properly address in the communication Mgmt plan
Conflict between functional manager and project manager
Fringe
Communications requirement analysis
Level of Scope development
38. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
Perform Qualitative Risk Analysis
Mgmt Reserves
Breach
Perks
39. An accelerant of an activity You use a lead when something can begin before its predecessor is totally complete
A lead
Sigma
Coaching
Closing the project
40. Form of power is one that project managers must earn on their own.
Breach
FORMAL Communication
Expert Power
Benchmarking
41. Forecasting methods that uses the assumption that is possible to identify the underlying factors that might influence the variable that is being forcasted
Power/ Interest Grid
Influence/Impact grid
Causal/econometric
Sigma
42. 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
Push Communications
Written or oral
Run Chart
Forcasting
43. 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
Registered to the international quality standards ISO 9001
Referent Power
Schedules - project priorities - resources
Controlling communication
44. When Activity A starts Activity B can starts
Compromising
Start to Start
Rolling Wave Planning
Closing the project
45. The Process deciding how to approach and conduct the risk managment activities for a project
Work Authorization System
Finish to Finish
Contingency Reserves
Plan Risk Mgmt
46. States that 100% of the work of a project needs to be represented in the creation of the WBS. What is the 100% rule?
The 100% Rule
Mutual Exclusivity
Visionary
Implied warranty
47. Proactive stance to development - one that makes improvement throughout a process
Closing the project
Scatter Diagram
Continous Improvement (Kaizen)
Gold Plating
48. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
Team development Life Cycle
Demings' 14 principles of Management
Director
Develop Project Charter
49. Process of using expert opinion - which could come from people already on the project or those outside the project or even the organization
Distribute Information
Vertical Comm
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Delphi Technique
50. Process that helps determine where a project fits in the big picture of planning at the company - It also could be used to address a goal-setting technique which emphasizes establishing attainable goals and monitoring for variance then adjusting as n
Strong Matrix
Controlling communication
Mgmt by Objectives
EEF - Enterprise Enviromental Factors