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Test your basic knowledge |
PMP: Project Management Professional
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Subjects
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certifications
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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. Difference between internal and external risk
internal risk can be controlled but external cannot be controlled
90%
Finish to Finish
Time series method
2. Conflict Solution where there is an attempt to focus on the positive and distract the attention from the negative
Smoothing/Accommodating
Resource leveling
Risk Triggers
Mgmt Reserves
3. An after the fact look at what caused a difference between the basline and the actual performance
Often assign project tasks to the various functionals managers
Expert Power
Activity List
Variance Analysis
4. People make good project manager simply because they are good in their fields - regardless of background training in project management
Concept of the Halo Theory
Develop Project Charter
3 Processes of quality managment
Resource leveling
5. The process of subdividing project deliverables and project work into smaller more managable components
Create WBS
Influence/Impact grid
Breach
Salience Model
6. Forecasting method that uses historical data as the basis for estimating future outcomes
Status Reports
Time series method
Activity List
Power/Influence Grid
7. 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
Perks
Forcasting
Bottom-up Estimating
Bill of materials
8. Conflict Solution that entails considering insights and views from a variety of sources and leads to consensus management which in turn leads to commitment
Power/ Interest Grid
Collaborating
Activity List
Work Authorization System
9. Process of improving the competencies - team interaction - and the overall team environment to enhance project team
Develop Project Team
Contingency Reserves
Pareto Diagram
Make money and to protect the public
10. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
Statistical Independence
90%
Arrow diagramming method (ADM)
Indentify Risk
11. 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
Causal/econometric
Implied warranty
Rolling Wave Planning
Scope Baseline
12. Type of grid that groups the stakeholders based on thier level of authority and their level of concern regarding the project outcomes
Power/ Interest Grid
Facilitator
Secondary Risk
Assumptions
13. Self Actualization - Esteem - Belonging - Saftey - Physological
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14. Develop Project Charter - Develop Project Mgmt. Plan - Direct and Manage Project Execution - Monitor and Control Work - Perform Integrated Change Control - Close Project or Phase
Influence/Impact Grid
6 process for Project Integration Mangement
PERT Program Evaluation Review Technique
Free (or Total) float
15. Type of power that comes from senior Mgmt at a company authorizing you to be a P.M. and whatever authority comes with that.
Visionary
People responsible for quality
Formal Power
Root cause analysis
16. Team members - quality of their work - Project Manager - quality on the project - Senior Exe - quality standards at the company
Schedules - project priorities - resources
Perform Qualitative Risk Analysis
People responsible for quality
Implied warranty
17. Standard is associated with companies that wish to document their process and adhere to those processes
Facilitator
Analogous or Top down Estimating
The 100% Rule
ISO 9000 (International Org for Standardization)
18. A milestone has a ______duration
Zero duration
Resource leveling
A Lag
Variance Analysis
19. 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
Resource leveling
Pareto Diagram
Visionary
Coaching
20. The person responsible for a risk event if it occurs and is simialr to the person responsible for completing on activity
Written or oral
Risk Owner
Level of Scope development
Closing the project
21. Deals with the known Unkowns and is the Project Plan
Contingency Reserves
Create WBS
Maslow's Hierarchy of needs
Withdrawing/Avoiding
22. 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.
Power/Influence Grid
Withdrawing/Avoiding
Power/ Interest Grid
Influence/Impact grid
23. 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.
Crashing
Project Scope Statment
Fast Tracking
Influence/Impact grid
24. 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
Risk Owner
Schedules - project priorities - resources
Resource leveling
Project Selection
25. A delay between activities. You use it when there is some type of constraint in which something must wait before it can continue
Registered to the international quality standards ISO 9001
Change Control Board
Forcing
A Lag
26. Communication up and down the organization
Schedules - project priorities - resources
Project Slack
Vertical Comm
Manage Stakeholders Expectations
27. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
Proprietary Quality Management Methodolgies
Reward Power
Collaborating
Director
28. 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.
Create WBS
internal risk can be controlled but external cannot be controlled
Salience Model
Forcing
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
Impact
Elements of scope
Forcing
6 process for Project Integration Mangement
30. If the contract is not completed by the contractor either for failure to comply - bankruptcy etc. this is know as
Breach
Rolling Wave Planning
Approved Change
Pareto Diagram
31. 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
Precendence Diagramming Method (activity on the node)
Commincations Mgmt plan
Charateristics of a project
32. 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
FORMAL Communication
Manage Stakeholders Expectations
Communications requirement analysis
Approved Change
33. One choice does not include any other choices
Mutual Exclusivity
Variance Analysis
Make money and to protect the public
n *(n -1) /2
34. When Activity A starts Activity B can starts
Statistical Independence
Start to Start
People responsible for quality
Perks
35. In the project coordinator form of a matrix organization - project coordinators often....
Maslow's Hierarchy of needs
Often assign project tasks to the various functionals managers
Rolling Wave Planning
Offical
36. Communication formula
Organization Breakdown Structure
Project Selection
n *(n -1) /2
Conflict between functional manager and project manager
37. Type of grid that groups the stakeholders based on their level of authority and their active involvement in the project
Organization Breakdown Structure
Power/Influence Grid
Change Control System
Pure Risk
38. Activity B msut be Finish by the time Activity A is finish
Horizontal Comm
People responsible for quality
Finish to Finish
The 100% Rule
39. Any numbering system used to uniquely identify each component of the work breakdown structure
Rolling Wave Planning
Code of Accounts
Mgmt by Objectives
Status Reports
40. Activity A start before Activity B finishes
Sigma
Start to Finsh
Controlling communication
Risk Owner
41. Process of determining the project stakeholder information needs and defining a communication approach. Who needs what information - when they need it - how it will be provided to them and by whom.
Implied warranty
Nonconformance
Cost of Quality
Plan Communication
42. Estimate is usually a total time or cost estimate that has no significant detail. Info can be created quickly - lack detail
Organization Breakdown Structure
Analogous or Top down Estimating
Contingency Reserves
Coaching
43. 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.
Commincations Mgmt plan
Risk Register
Design of Experiments
Resource leveling
44. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
Time series method
Strong Matrix
6 process for Project Integration Mangement
Charismatic
45. Herzberg theory on motivation - basically what drives us to do things
Cost of Quality
Bill of materials
Hygiene factors
Written or oral
46. Process of developing a document that formally authorizes a project or a phase and document initial requirements that satisfy the stakeholders needs and expectations
Resource breakdown structure
Develop Project Charter
External Contraints
internal risk can be controlled but external cannot be controlled
47. Communication with peers
Just-in-time (JIT)
Pure Risk
Mgmt by Objectives
Horizontal Comm
48. Formal or informal system used in project management to ensure that the work is done as planned. It ensures that right work is done in the right order at the right time by the right people
Work Authorization System
Sigma
A lead
Smoothing/Accommodating
49. Form of power is one that project managers must earn on their own.
Maslow's Hierarchy of needs
Perks
Expert Power
Compromising
50. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Horizontal Comm
Hygiene factors
Crashing
Bottom-up estimating
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