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Test your basic knowledge |
PMP: Project Management Professional
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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. Process of indentify all people or organization impacted by the project and documenting relevant infromationo regarding their interests - involvement - and impact on project success
Manage Project Team
Indentify Stakholders
Finish to Finish
Just-in-time (JIT)
2. Used for - legal communication and project documents - When distance or extreme complexity are involve - official situations - presentations - primarily one directional communications
Strong Matrix
FORMAL Communication
Influence/Impact grid
Bill of materials
3. Shows the risk that potentially occur broken down by risk category
ISO 3 Steps
Communications requirement analysis
Risk breakdown structure
internal risk can be controlled but external cannot be controlled
4. Mock-up technique that uses software to simulate project charactereristics to determine possible outcome
Monte Carlo Technique
Visionary
Mgmt by Objectives
Push Communications
5. 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
Milestone list
Written or oral
Interactive Communication
Referent Power
6. Earlier in the project - the PM does directing - as the project evolves the PM shifts towards coaching. As the project gets a great deal of work accomplished - the PM goes to a Facilitator. The PM then goes to support at project closure
Work Authorization System
Leadership and Managment Styles within the project managment life cycle
Logic Bar Chart (Gantt Chart)
Mgmt Reserves
7. Characteristics which indicate that a risk event is possible in the near future. They are identified when the risk are identified
Contingency Reserves
Manage Stakeholders Expectations
Risk Triggers
Pull Communication
8. Communication up and down the organization
Phase results are verified and documented
Vertical Comm
Rolling Wave Planning
Scope Baseline
9. Forecasting method that incorporates intuitive judgement - opinions and probability estimates
Project management and quality
Judgemental methods
Collaborating
Logic Bar Chart (Gantt Chart)
10. Process of improving the competencies - team interaction - and the overall team environment to enhance project team
Smoothing and withdrawal
Develop Project Team
Continous Improvement (Kaizen)
Work Package
11. Shows the overall state of the project - aka the sum of all reports
Approved Change
Finish to Start (Most common)
Status Reports
Reward Power
12. Document what you do - Do what you document - Document any variance (from the normal process)
ISO 3 Steps
Indentify Risk
Develop Project Team
Free (or Total) float
13. When Activity A starts Activity B can starts
LAG
Impact
Fishbone AKA cause/effect diagram
Start to Start
14. 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.
Root cause analysis
Plan Communication
Work Authorization System
Organization Process Assests (OPA)
15. Activity A start before Activity B finishes
Power/Influence Grid
Scatter Diagram
Start to Finsh
Contingency Reserves
16. Activity B msut be Finish by the time Activity A is finish
Delphi Technique
Finish to Finish
Power/Influence Grid
Milestone list
17. 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
FORMAL Communication
Cost of Quality
Schedules - project priorities - resources
Organization Process Assests (OPA)
18. The amount of risk remaining after a risk response 9from the risk reponse plan) has been implemented
Residual Risk
Change Control Board
Work Authorization System
Cost plus percentage of cost
19. Used to track technical performance such as how well something works or schedule or cost performance such as how things were completed on time or budget - respectively
Director
Run Chart
Start to Start
Project Slack
20. Shows the type of resources broken down
Root cause analysis
90%
Resource breakdown structure
Maslow's Hierarchy of needs
21. 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
Sender Message/Receiver - Medium - type of format of the message
A Lag
IRR - Interal Rate of Return
22. An inventory managment process that lets a company have little or no excess inventory in stock- Ideally a stocks ZERO inventory with supplies arriving only when needed for the products being built
Internal comm
Just-in-time (JIT)
Progress Report
Create WBS
23. Process of collecting and distributing performance information - including status reports - progress measurements and forecast
Report Performance
Plan Risk Mgmt
Emphasis on defining scope
Schedules - project priorities - resources
24. CMMI - 6 SIGMA - LEAN 6 Sigma Quality Function
Impact
Status Reports
Proprietary Quality Management Methodolgies
Organization Process Assests (OPA)
25. Worst form of power to use. People experience negative impact if they don't do what is desired
Penalty Power
Risk breakdown structure
IT indicates that there is a range of possible outcomes
3 Processes of quality managment
26. Process of using expert opinion - which could come from people already on the project or those outside the project or even the organization
Breach
Delphi Technique
Project Scope Statement
Mgmt by Objectives
27. One choice does not include any other choices
Plan Risk Mgmt
Vertical Comm
Mutual Exclusivity
Risk breakdown structure
28. Benefits that everyone receives in the company i.e Ins or paid holidays
Statistical Independence
Controlling communication
Expectancy Theory
Fringe
29. 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
Work around
Demings' 14 principles of Management
Cost of Quality
Compromising
30. Factors that limits project options such as the number of people available - amount of time or money available to finish the job or other resources or assest issues
Project Scope Statment
Contraints
Salience Model
Mandatory Constraints (Hard logic)
31. The person responsible for a risk event if it occurs and is simialr to the person responsible for completing on activity
Finish to Finish
Registered to the international quality standards ISO 9001
Risk Owner
Resource leveling
32. 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
Contraints
Perform Qualitative Risk Analysis
Offical
Milestone Schedule
33. Information Gathering Techniques from Identify Risks - tools and technique
Root cause analysis
External Contraints
Gold Plating
internal risk can be controlled but external cannot be controlled
34. A constraint that must be completed before subsequent items can start
Influence/Impact grid
Mandatory Constraints (Hard logic)
Conflict between functional manager and project manager
Power/ Interest Grid
35. Request made by someone on a project not approved and has no impact
Requested Changes
PMIS
Gold Plating
Rolling Wave Planning
36. PM and team work to create a complete estimate from the bottom(activity level) up and roll it up to the total estimate. Main advantage - detail accuracy. Main dis ad - can take time to create
Bottom-up estimating
Stakeholder Analysis
Arrow diagramming method (ADM)
Staffing Mgmt Plan
37. 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
Forcing
Stakeholder Mgmt Stategy
Precendence Diagramming Method (activity on the node)
38. Calculating the expected monetary value (EMV) of a project risk is found by....
39. Communication with peers
A Lag
Steps for using the Stakeholder Analysis
Horizontal Comm
Influence/Impact grid
40. In the project coordinator form of a matrix organization - project coordinators often....
Analogous or Top down Estimating
Often assign project tasks to the various functionals managers
Finish to Finish
Facilitator
41. Breakdown structure to help dreak down the risk on a project. It helps create a brainstorming type of environment that allows the team to identify and categorize additional risk. Similar to WBS but the team creates it.
Risk Breakdown Structure
Offical
Statistical Independence
Root cause analysis
42. What % of time does a Project manager spend on communications?
90%
Hygiene factors
Critical Chain Method
PMIS
43. 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
Charismatic
Fast Tracking
Organization Breakdown Structure
External Contraints
44. Estimate is usually a total time or cost estimate that has no significant detail. Info can be created quickly - lack detail
Critical Path Method
Analogous or Top down Estimating
Life-cycle costing
PMIS
45. A milestone has a ______duration
Contraints
Zero duration
Penalty Power
Life-cycle costing
46. In fixed pricing the most important consideration is ____.
Variance Analysis
Mandatory Constraints (Hard logic)
Resource leveling
Level of Scope development
47. Type of power that comes from senior Mgmt at a company authorizing you to be a P.M. and whatever authority comes with that.
Indentify Risk
Formal Power
Communications requirement analysis
Visionary
48. An output of Define Activites that identies all milestones and indicated whether the milestone is mandatory
LAG
Milestone list
Visionary
Level of Scope development
49. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Maslow's Hierarchy of needs
Crashing
Rolling Wave Planning
Offical
50. Employee works a great deal on the project and assumes that the reward will be relative to the amount of effort or perceived effort
Create WBS
Mgmt by Objectives
Impact
Expectancy Theory