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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. Type of communication that convey more than just words (inflection of voice body language)
Manage Stakeholders Expectations
External Comm
Verbal and Non-verbal
Change Control System
2. Customer Satisfaction - Prevention over inspection - Continous Improvement - Management Responsibility
Project management and quality
Delphi Technique
Requested Changes
Staffing Mgmt Plan
3. Communication that is on record such as as newsletter and annual report
Offical
Indentify Stakholders
Facilitator
Variance Analysis
4. The most common causes of conflict in a multi-project environment
Free (or Total) float
Schedules - project priorities - resources
Mgmt Reserves
Acquire Project Team
5. From the Buyers perspective the riskiest form of contract is
Expert Power
Forcasting
Root cause analysis
Cost plus percentage of cost
6. If the contract is not completed by the contractor either for failure to comply - bankruptcy etc. this is know as
ISO 9000 (International Org for Standardization)
Brainstorming
Breach
Confronting/ Problem solving
7. Risk for which insurance can be purchased - thereby transferring the risk for financial benefit to the party accepting the risk
Power/Influence Grid
Run Chart
Pure Risk
Scheduling
8. Self Actualization - Esteem - Belonging - Saftey - Physological
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9. Key tool that is a statistical method or tool - that helps identify which factors may influence specific variable of a product or process under development or in production. It lets you change many factors at once.
Internal comm
Design of Experiments
Progress Report
Formal Power
10. 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
Vertical Comm
Start to Start
Interactive Communication
Organization Breakdown Structure
11. Forecasting method that incorporates intuitive judgement - opinions and probability estimates
Concept of the Halo Theory
Precendence Diagramming Method (activity on the node)
EEF - Enterprise Enviromental Factors
Judgemental methods
12. 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
Organization Breakdown Structure
Cost plus percentage of cost
ISO 9000 (International Org for Standardization)
Manage Stakeholders Expectations
13. Communication that is not on the record
Interactive Communication
Unoffical Comm
Summary Schdule
Rolling Wave Planning
14. Schedule typically used in executive repoting with each milestone having a zero duration. It lack detail - generally listing only the main project milestones as diamonds instead of the Gantt bars
Delphi Technique
Change Control Board
Milestone Schedule
Work Authorization System
15. The person responsible for a risk event if it occurs and is simialr to the person responsible for completing on activity
Often assign project tasks to the various functionals managers
Delphi Technique
Risk Owner
Pareto Diagram
16. 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
Code of Accounts
Develop Project Team
17. Type of Mgmt style where managers have strong or unlimited power and authority
Autocratic
Closing the project
Work around
Written or oral
18. 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
Summary Schdule
Confronting/ Problem solving
Power/ Interest Grid
Project Slack
19. Quality philosophy that focus on proactive attitude toward quality with a detail toward statistical analysis to document improvement
Statistical Independence
Phase results are verified and documented
Salience Model
Total Quality Management TQM
20. 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.
Mgmt by Objectives
Plan Communication
Zero duration
Milestone Schedule
21. 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
Milestone Schedule
Communications requirement analysis
Rolling Wave Planning
Work Package
22. Conflict Solution that entails considering insights and views from a variety of sources and leads to consensus management which in turn leads to commitment
Level of Scope development
Bill of materials
Collaborating
Confronting/ Problem solving
23. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
Causal/econometric
Bottom-up Estimating
Finish to Finish
Charismatic
24. The narrative description of the project scope - including major deliverables - project assumptions - project constraints - and a description of work - that provides a documents basis for making future project decisions and for confirming or developi
Cost plus percentage of cost
Unoffical Comm
Work Authorization System
Project Scope Statement
25. Amount of time that an activity can slip or be delayed without delaying the finish date of the project (or activity or published project completion date)
LAG
Conflict between functional manager and project manager
Perks
Push Communications
26. Type of Mgmt style that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
Bottom-up Estimating
Facilitator
Withdrawing/Avoiding
Discretionary (Soft Logic)
27. One choice does not include any other choices
Statistical Independence
Salience Model
Fishbone AKA cause/effect diagram
Mutual Exclusivity
28. CMMI - 6 SIGMA - LEAN 6 Sigma Quality Function
Bottom-up estimating
Expert Power
Proprietary Quality Management Methodolgies
Communications requirement analysis
29. Communication with peers
Project Scope Statement
Horizontal Comm
Registered to the international quality standards ISO 9001
Mutual Exclusivity
30. Process of using expert opinion - which could come from people already on the project or those outside the project or even the organization
3 Processes of quality managment
Activity List
Formal Power
Delphi Technique
31. Shows what has been accomplished at a given time frame
Secondary Risk
Leadership and Managment Styles within the project managment life cycle
Formal Power
Progress Report
32. What warranty type relates to merchantablily or fitness for use?
Bottom-up estimating
Implied warranty
Milestone Schedule
Power/ Interest Grid
33. 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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34. 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
Influence/Impact grid
Activity List
Organization Process Assests (OPA)
Oganization breakdown structure
35. Activity A start before Activity B finishes
Expert Power
Nonconformance
Often assign project tasks to the various functionals managers
Start to Finsh
36. Responsiblity Assignment Matrix The tool lets the project team know who is involved in each area and what they are responsible for an in what area
Sequence for Closure (for a project) Ver2
Scope Baseline
Brainstorming
RAM charts
37. Deals with how we are effeiciently using our money
Mandatory Constraints (Hard logic)
Implied warranty
IRR - Interal Rate of Return
Residual Risk
38. Employee works a great deal on the project and assumes that the reward will be relative to the amount of effort or perceived effort
Causal/econometric
Milestone Schedule
Salience Model
Expectancy Theory
39. 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
Plan Risk Mgmt
Withdrawing/Avoiding
Work Authorization System
Free (or Total) float
40. In the area of legal risks the reasons for licensing of projects
Make money and to protect the public
Risk Owner
Interactive Communication
LAG
41. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
PMIS
Develop Project Team
Oganization breakdown structure
Develop Human Resource Plan
42. 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)
Conformance
Oganization breakdown structure
43. What % of time does a Project manager spend on communications?
Rolling Wave Planning
90%
Distribute Information
Strong Matrix
44. Team members - quality of their work - Project Manager - quality on the project - Senior Exe - quality standards at the company
Rolling Wave Planning
IT indicates that there is a range of possible outcomes
Upper Control Limit (UCL) - Lower Control Limit (LCL)
People responsible for quality
45. Inputs to many process because they deal w/ variables external to the project such as government requlations and market conditions. Examples are org structure govt standards - personnel - policies business market
Approved Change
EEF - Enterprise Enviromental Factors
Expectancy Theory
Unoffical Comm
46. The Process of predicating furture project performance based on the actual performance to date.
Critical Path Method
ISO 3 Steps
Emphasis on defining scope
Forcasting
47. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Breach
6 sigma
Compromising
Precendence Diagramming Method (activity on the node)
48. The Process of determing which risk may affect the project and documents their characteristics
ISO 9000 (International Org for Standardization)
Elements of scope
Indentify Risk
Scatter Diagram
49. 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.
Just-in-time (JIT)
Assumptions
Root cause analysis
n *(n -1) /2
50. Document what you do - Do what you document - Document any variance (from the normal process)
Risk breakdown structure
Offical
ISO 3 Steps
6 process for Project Integration Mangement