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Test your basic knowledge |
PMP: Project Management Professional
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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. Group whose function is to review - approve or reject changes on the project as they relate to the various areas of the represented bussiness
Emphasis on defining scope
Demings' 14 principles of Management
Change Control Board
Resource breakdown structure
2. Type of Mgmt style that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
Demings' 14 principles of Management
Residual Risk
n *(n -1) /2
Facilitator
3. Estimate is usually a total time or cost estimate that has no significant detail. Info can be created quickly - lack detail
Sample Testing
Analogous or Top down Estimating
Causal/econometric
Stakeholder Analysis
4. 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
Steps for using the Stakeholder Analysis
Rolling Wave Planning
Work Authorization System
Controlling communication
5. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
Director
Plan Communication
6 sigma
Project Slack
6. Delphi Technique Interviewing
Brainstorming
Manage Project Team
Autocratic
Project Slack
7. 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
Fishbone AKA cause/effect diagram
Distribute Information
Scope Baseline
Coaching
8. 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
Risk Owner
Project Scope Statement
Horizontal Comm
Bill of materials
9. Provides details of the planned Scope for the project - this includes the Project Scope Statment - WBS - WBS dictionary. It is the key output in the Create WBS.
Status Reports
Critical Chain Method
Commincations Mgmt plan
Scope Baseline
10. Shows a pattern between two variables associated with a process. This helps see a correlation (or lack of) between variable - if it exists
Leadership and Managment Styles within the project managment life cycle
Risk Breakdown Structure
Judgemental methods
Scatter Diagram
11. Forecasting method that uses historical data as the basis for estimating future outcomes
A Lag
LAG
Time series method
Sender Message/Receiver - Medium - type of format of the message
12. What % of time does a Project manager spend on communications?
FORMAL Communication
90%
Fringe
Coaching
13. Conflict Solution that entails considering insights and views from a variety of sources and leads to consensus management which in turn leads to commitment
Collaborating
IRR - Interal Rate of Return
Work Authorization System
Arrow diagramming method (ADM)
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
Director
Risk Owner
Risk breakdown structure
6 process for Project Integration Mangement
15. Invokes determining the latest that an activity can start w/o delaying the activites that follow it.
Free (or Total) float
Smoothing and withdrawal
Approved Change
Registered to the international quality standards ISO 9001
16. The Process of prioritizing risk for further analysis or action by assessing and combining their probability of occurrence and impact - The Process of numerically analyzing the effect of identified risks on overall project objectives
Perform Qualitative Risk Analysis
Project Selection
Manage Project Team
Expert Power
17. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Precendence Diagramming Method (activity on the node)
Concept of the Halo Theory
Run Chart
Rolling Wave Planning
18. The company's quality system must conform to the criteria set forth in ISO 9001.
Perform Qualitative Risk Analysis
Registered to the international quality standards ISO 9001
Acquire Project Team
Mgmt by Objectives
19. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
Penalty Power
Withdrawing/Avoiding
Summary Schdule
Arrow diagramming method (ADM)
20. Activity A must be completed before Activity B
Finish to Start (Most common)
Work Authorization System
Status Reports
Work around
21. The Process deciding how to approach and conduct the risk managment activities for a project
Confronting/ Problem solving
Plan Risk Mgmt
Influence/Impact grid
Organization Process Assests (OPA)
22. A contigency put into action when a risk reesponse and any backup plans don't work. It is the reactive "wing it" reponse
Controlling communication
Expert Power
Work around
Forcasting
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
Mandatory Constraints (Hard logic)
Indentify Stakholders
Organization Breakdown Structure
Influence/Impact grid
24. It means that you are current on commincation activity and that you are kept in the project communication loop as musch as possible
PERT Program Evaluation Review Technique
PMIS
Interactive Communication
Controlling communication
25. In the area of legal risks the reasons for licensing of projects
Staffing Mgmt Plan
Make money and to protect the public
Benchmarking
Reward Power
26. Communication that is not on the record
Fringe
Oganization breakdown structure
Unoffical Comm
Mediator
27. What is the output of Identify Risk?
internal risk can be controlled but external cannot be controlled
Risk Register
Smoothing/Accommodating
Cost plus percentage of cost
28. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
Conformance
Total Quality Management TQM
Charismatic
Critical Chain Method
29. A constraint put in place by something external to the project team or organization
A lead
Resource leveling
External Contraints
Continous Improvement (Kaizen)
30. Tool that factors in the communications requirments to ensure they are properly address in the communication Mgmt plan
Internal comm
A Lag
ISO 3 Steps
Communications requirement analysis
31. Process of using expert opinion - which could come from people already on the project or those outside the project or even the organization
Often assign project tasks to the various functionals managers
Mgmt by Objectives
Project Slack
Delphi Technique
32. 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.
Just-in-time (JIT)
Reward Power
Plan Communication
Smoothing and withdrawal
33. 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.
Influence/Impact grid
Design of Experiments
Sender Message/Receiver - Medium - type of format of the message
FORMAL Communication
34. Commuincation within the project
External Contraints
Project management and quality
Internal comm
Formal Power
35. Chart used Project Management on the left - Talbe of information (Usually activities - dates - resources etc) on Right - horizontal bars showing when those activities are occuring use it to track the day-to-day.
Logic Bar Chart (Gantt Chart)
Change Control System
Expert Power
Bottom-up estimating
36. 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
Causal/econometric
Registered to the international quality standards ISO 9001
Staffing Mgmt Plan
Fringe
37. An after the fact look at what caused a difference between the basline and the actual performance
Project Selection
Indentify Stakholders
Variance Analysis
Power/Influence Grid
38. In the project coordinator form of a matrix organization - project coordinators often....
Forcasting
Often assign project tasks to the various functionals managers
Milestone list
Project Slack
39. Communication with peers
Influence/Impact Grid
Continous Improvement (Kaizen)
Horizontal Comm
Causal/econometric
40. Which organization does conflict occur the most in managing projects
Multiplying the risk's probability of occurrence by its estimated impact
Strong Matrix
Run of Seven Rule
Work Authorization System
41. Calculating the expected monetary value (EMV) of a project risk is found by....
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42. Used for very large volumes of information or for very large audiences that requires the recipients to access the communication content at their own discretion - Inclued intranet sites - e-learning - and knowledge repositories
Risk Breakdown Structure
Verbal and Non-verbal
Pull Communication
Scatter Diagram
43. Key tool for comparing a product or service to other standards
Finish to Finish
Benchmarking
Organization Breakdown Structure
Director
44. Difference between internal and external risk
Milestone Schedule
ISO 3 Steps
Make money and to protect the public
internal risk can be controlled but external cannot be controlled
45. Standard is associated with companies that wish to document their process and adhere to those processes
ISO 9000 (International Org for Standardization)
internal risk can be controlled but external cannot be controlled
Summary Schdule
Approved Change
46. Approach for scheduling that emphasizes resources flexibility - by using duration buffers for resources - and leveling over the course of the project to accommadate
A lead
Nonconformance
Facilitator
Critical Chain Method
47. 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
RAM charts
Milestone list
Compromising
Staffing Mgmt Plan
48. 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
Zero duration
Pareto Diagram
Power/ Interest Grid
Plan Risk Mgmt
49. Strategy defines as approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle
Design of Experiments
Stakeholder Analysis
Strong Matrix
Stakeholder Mgmt Stategy
50. A constraint that must be completed before subsequent items can start
Organization Breakdown Structure
Mandatory Constraints (Hard logic)
Secondary Risk
Team development Life Cycle
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