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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. Activity A must be completed before Activity B
Phase results are verified and documented
Root cause analysis
FORMAL Communication
Finish to Start (Most common)
2. 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
Residual Risk
Horizontal Comm
Causal/econometric
Influence/Impact Grid
3. Type of communication that convey more than just words (inflection of voice body language)
Schedules - project priorities - resources
Cost of Quality
A lead
Verbal and Non-verbal
4. One advantages of sensitivity analysis is?
Organization Breakdown Structure
IT indicates that there is a range of possible outcomes
Push Communications
Progress Report
5. Type of communication method between two or more parties performing a multidirectional exchange of information. It is the most efficient way to ensure a common understanding by all participants on specified topics - and inclues meetings - and phones
Interactive Communication
Sample Testing
Risk Triggers
Horizontal Comm
6. Activity B msut be Finish by the time Activity A is finish
Influence/Impact grid
Design of Experiments
Residual Risk
Finish to Finish
7. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
internal risk can be controlled but external cannot be controlled
Arrow diagramming method (ADM)
Risk breakdown structure
Progress Report
8. 3 main components of the communication model
Power/Influence Grid
Sender Message/Receiver - Medium - type of format of the message
People responsible for quality
External Contraints
9. 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 comm
Indentify Stakholders
Sequence for Closure (for a project) Ver2
Compromising
10. The consequences (good or bad) or the amount at stake if something does occur
Gold Plating
Impact
Statistical Independence
Requested Changes
11. Communication with peers
6 sigma
Scope Baseline
Horizontal Comm
Written or oral
12. Forecasting methods that uses the assumption that is possible to identify the underlying factors that might influence the variable that is being forcasted
RAM charts
Causal/econometric
Level of Scope development
Elements of scope
13. Group whose function is to review - approve or reject changes on the project as they relate to the various areas of the represented bussiness
Precendence Diagramming Method (activity on the node)
Bill of materials
Change Control Board
Mgmt by Objectives
14. An after the fact look at what caused a difference between the basline and the actual performance
Coaching
Benchmarking
Variance Analysis
Run of Seven Rule
15. dministrative closure for the feasibility phase of a project requires that ________.
Finish to Finish
Phase results are verified and documented
Project Scope Statement
Smoothing/Accommodating
16. Tool that factors in the communications requirments to ensure they are properly address in the communication Mgmt plan
Bottom-up estimating
Make money and to protect the public
Approved Change
Communications requirement analysis
17. 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
Organization Process Assests (OPA)
Project Selection
ISO 9000 (International Org for Standardization)
18. 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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19. Any numbering system used to uniquely identify each component of the work breakdown structure
Code of Accounts
Interactive Communication
Gold Plating
IRR - Interal Rate of Return
20. Plan Quality - Perform Quality Assurance - Perform Quality Control
PERT Program Evaluation Review Technique
3 Processes of quality managment
Maslow's Hierarchy of needs
Offical
21. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
FORMAL Communication
Milestone Schedule
Charismatic
Status Reports
22. Cost associated with conformance to requirements and the step taken to elimate non-conformance
Cost of Quality
Often assign project tasks to the various functionals managers
Resource breakdown structure
Sigma
23. 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
Risk Owner
Fast Tracking
RAM charts
24. 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
FORMAL Communication
Smoothing and withdrawal
Elements of scope
Maslow's Hierarchy of needs
25. Communication with customer - other project - the media - and the public
Risk Triggers
Time series method
Report Performance
External Comm
26. Risk for which insurance can be purchased - thereby transferring the risk for financial benefit to the party accepting the risk
Statistical Independence
Pure Risk
Leadership and Managment Styles within the project managment life cycle
Sample Testing
27. On creating a written project scope statement to be used in the future project decision making.
n *(n -1) /2
Emphasis on defining scope
Secondary Risk
Resource leveling
28. A constraint put in place by something external to the project team or organization
Nonconformance
External Contraints
Plan Communication
Offical
29. One choice does not include any other choices
Mutual Exclusivity
Hygiene factors
Leadership and Managment Styles within the project managment life cycle
Stakeholder Mgmt Stategy
30. ompany pays for quality in a reactive way - on the back end - decrease morale - decrease customer perception Cost of Conformance and nonconformance examples...
Business Risk
Nonconformance
Discretionary (Soft Logic)
Mutual Exclusivity
31. A comprehesive list including all schedule activites required on the project
Arrow diagramming method (ADM)
A lead
Activity List
Resource leveling
32. Shows the type of resources broken down
Resource breakdown structure
Multiplying the risk's probability of occurrence by its estimated impact
Schedules - project priorities - resources
Compromising
33. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Pareto Diagram
PERT Program Evaluation Review Technique
Discretionary (Soft Logic)
Crashing
34. 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.
Influence/Impact grid
Finish to Start (Most common)
Autocratic
External Comm
35. When Activity A starts Activity B can starts
Project Scope Statement
Start to Start
Root cause analysis
Root cause analysis
36. 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)
Secondary Risk
Pull Communication
Fishbone AKA cause/effect diagram
Expectancy Theory
37. Process of collecting and distributing performance information - including status reports - progress measurements and forecast
ISO 9000 (International Org for Standardization)
Requested Changes
Salience Model
Report Performance
38. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Precendence Diagramming Method (activity on the node)
Manage Stakeholders Expectations
Oganization breakdown structure
Contraints
39. Characteristics which indicate that a risk event is possible in the near future. They are identified when the risk are identified
Risk Triggers
Penalty Power
Implied warranty
Breach
40. Conflict Solution where there is an attempt to focus on the positive and distract the attention from the negative
Influence/Impact Grid
Smoothing/Accommodating
Summary Schdule
Offical
41. Delphi Technique Interviewing
Progress Report
IRR - Interal Rate of Return
Run Chart
Brainstorming
42. Quality philosophy that focus on proactive attitude toward quality with a detail toward statistical analysis to document improvement
Leadership and Managment Styles within the project managment life cycle
Total Quality Management TQM
Root cause analysis
Make money and to protect the public
43. The process of making relevant information availible to project stakeholders as planned
Proprietary Quality Management Methodolgies
Distribute Information
Confronting/ Problem solving
Organization Breakdown Structure
44. Conflict Solution where the PM ignores the problem and hopes it either fixes itself or disappears
Make money and to protect the public
Withdrawing/Avoiding
Sender Message/Receiver - Medium - type of format of the message
A Lag
45. Shows a pattern between two variables associated with a process. This helps see a correlation (or lack of) between variable - if it exists
Scatter Diagram
Written or oral
Risk Breakdown Structure
Mediator
46. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Milestone list
Horizontal Comm
Manage Project Team
Commincations Mgmt plan
47. A constraint that must be completed before subsequent items can start
Just-in-time (JIT)
Design of Experiments
Mandatory Constraints (Hard logic)
Statistical Independence
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.
Vertical Comm
LAG
Fast Tracking
Scatter Diagram
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
Residual Risk
Discretionary (Soft Logic)
Scheduling
50. 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.
PMIS
Precendence Diagramming Method (activity on the node)
Critical Path Method
Just-in-time (JIT)