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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. An output of Define Activites that identies all milestones and indicated whether the milestone is mandatory
Push Communications
Business Risk
Milestone list
Run of Seven Rule
2. The most common causes of conflict in a multi-project environment
Free (or Total) float
Phase results are verified and documented
Schedules - project priorities - resources
Stakeholder Mgmt Stategy
3. Conflict Solution Negotiation attempt to get everyone involved to give (concede) a little to find a common ground and resloution. It is sometimes viewed as undesirable because when everyone give something up there is a potential that the solution wil
Confronting/ Problem solving
Status Reports
Compromising
Rolling Wave Planning
4. It means that you are current on commincation activity and that you are kept in the project communication loop as musch as possible
Project Selection
Change Control System
Controlling communication
6 process for Project Integration Mangement
5. A milestone has a ______duration
Zero duration
Scatter Diagram
90%
Arrow diagramming method (ADM)
6. On creating a written project scope statement to be used in the future project decision making.
Salience Model
Internal comm
Emphasis on defining scope
Fast Tracking
7. Customer Satisfaction - Prevention over inspection - Continous Improvement - Management Responsibility
Level of Scope development
Fast Tracking
Project management and quality
Summary Schdule
8. From the Buyers perspective the riskiest form of contract is
Resource leveling
Sample Testing
Cost plus percentage of cost
Arrow diagramming method (ADM)
9. Request made by someone on a project not approved and has no impact
Requested Changes
Team development Life Cycle
Vertical Comm
Precendence Diagramming Method (activity on the node)
10. Conflict Solution where there is an effort in which attempts are made to work out the actual problem. It is the best type of conflict resolution
Stakeholder Mgmt Stategy
Confronting/ Problem solving
Risk Owner
Emphasis on defining scope
11. 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
Sequence for Closure (for a project) Ver2
PMIS
Smoothing and withdrawal
12. What % of time does a Project manager spend on communications?
Make money and to protect the public
Pull Communication
90%
Organization Process Assests (OPA)
13. CMMI - 6 SIGMA - LEAN 6 Sigma Quality Function
Proprietary Quality Management Methodolgies
Mgmt by Objectives
6 sigma
Team development Life Cycle
14. 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
Milestone list
Reward Power
Coaching
Risk breakdown structure
15. 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
Develop Human Resource Plan
Root cause analysis
Referent Power
Status Reports
16. What is the output of Identify Risk?
Risk Register
Brainstorming
Create WBS
Develop Human Resource Plan
17. The amount of time something can be delayed w/o delaying the PUBLISHED finish date
Total Quality Management TQM
Project Slack
Forcasting
Scheduling
18. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Facilitator
Crashing
Precendence Diagramming Method (activity on the node)
Report Performance
19. 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
Code of Accounts
FORMAL Communication
Run of Seven Rule
Implied warranty
20. 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
6 process for Project Integration Mangement
Analogous or Top down Estimating
Requested Changes
Push Communications
21. 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
Run Chart
Charismatic
Organization Process Assests (OPA)
Often assign project tasks to the various functionals managers
22. Characteristics which indicate that a risk event is possible in the near future. They are identified when the risk are identified
Nonconformance
Risk Triggers
FORMAL Communication
Finish to Start (Most common)
23. Process of improving the competencies - team interaction - and the overall team environment to enhance project team
Change Control Board
Demings' 14 principles of Management
External Comm
Develop Project Team
24. 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
Create WBS
Pure Risk
RAM charts
Sequence for Closure (for a project) Ver2
25. 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
Impact
Develop Project Team
Often assign project tasks to the various functionals managers
Bottom-up Estimating
26. Benefits that everyone receives in the company i.e Ins or paid holidays
Monte Carlo Technique
Team development Life Cycle
Stakeholder Mgmt Stategy
Fringe
27. Communication with peers
Free (or Total) float
Crashing
Horizontal Comm
Project Scope Statment
28. Which organization does conflict occur the most in managing projects
Strong Matrix
Change Control System
3 Processes of quality managment
6 sigma
29. Practice of providing more than what the customer request
Salience Model
Risk Triggers
Gold Plating
Indentify Stakholders
30. You determine how the much of something must be tested to ensure that defects are caught
Sample Testing
Hygiene factors
Scope Baseline
Work Authorization System
31. One of the biggest potential problems facing a project team member in a strong matrix is....
Conflict between functional manager and project manager
Often assign project tasks to the various functionals managers
People responsible for quality
Director
32. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
A lead
Charismatic
internal risk can be controlled but external cannot be controlled
3 Processes of quality managment
33. The Process of determing which risk may affect the project and documents their characteristics
Project management and quality
Indentify Risk
Autocratic
RAM charts
34. Deals with the known Unkowns and is the Project Plan
Conflict between functional manager and project manager
Contingency Reserves
90%
Milestone Schedule
35. Is a state in which the outcome of process are separate from another
Work Authorization System
Implied warranty
Statistical Independence
Time series method
36. Process of collecting and distributing performance information - including status reports - progress measurements and forecast
Report Performance
Risk breakdown structure
Implied warranty
Mandatory Constraints (Hard logic)
37. Process of indentify all people or organization impacted by the project and documenting relevant infromationo regarding their interests - involvement - and impact on project success
Maslow's Hierarchy of needs
Indentify Stakholders
Organization Process Assests (OPA)
Bottom-up Estimating
38. 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
Arrow diagramming method (ADM)
Steps for using the Stakeholder Analysis
Risk Breakdown Structure
39. Quality philosophy that focus on proactive attitude toward quality with a detail toward statistical analysis to document improvement
Work Authorization System
Salience Model
Residual Risk
Total Quality Management TQM
40. The Process of predicating furture project performance based on the actual performance to date.
Forcasting
Continous Improvement (Kaizen)
Compromising
Risk Triggers
41. Key tool for comparing a product or service to other standards
Staffing Mgmt Plan
Sequence for Closure (for a project) Ver2
Benchmarking
Resource breakdown structure
42. Formula use to calculate time or cost. It performs a weighted avg of the pessimistic - optimistic - and realistic estimates.
Design of Experiments
Organization Breakdown Structure
PERT Program Evaluation Review Technique
Referent Power
43. In the project coordinator form of a matrix organization - project coordinators often....
A lead
Phase results are verified and documented
Risk breakdown structure
Often assign project tasks to the various functionals managers
44. 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
Coaching
Resource leveling
EEF - Enterprise Enviromental Factors
Concept of the Halo Theory
45. What warranty type relates to merchantablily or fitness for use?
Code of Accounts
Assumptions
Implied warranty
Discretionary (Soft Logic)
46. 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
Activity List
Unoffical Comm
Mediator
Influence/Impact Grid
47. 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
IT indicates that there is a range of possible outcomes
Influence/Impact Grid
Report Performance
Indentify Risk
48. Difference between internal and external risk
IRR - Interal Rate of Return
Distribute Information
Smoothing/Accommodating
internal risk can be controlled but external cannot be controlled
49. Used with sceduling enviroments in which a forward pass establishes the easrliest the activities can start (ES) and finish (EF) and a backward pass establishes the latest the activites can start (LS) and finish (LF)
Critical Path Method
Finish to Finish
Rolling Wave Planning
Proprietary Quality Management Methodolgies
50. Conflict Solution where there is an attempt to focus on the positive and distract the attention from the negative
Smoothing/Accommodating
Develop Human Resource Plan
Secondary Risk
Manage Stakeholders Expectations