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Test your basic knowledge |
PMP: Project Management Professional
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business-skills
Instructions:
Answer 50 questions in 15 minutes.
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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. Type of grid that groups the stakeholders based on thier level of authority and their level of concern regarding the project outcomes
Internal comm
Power/ Interest Grid
Plan Communication
Root cause analysis
2. Used to asses the impact and consequnces of requested changes on the project
Benchmarking
Steps for using the Stakeholder Analysis
Change Control System
Delphi Technique
3. ompany pays for quality in a reactive way - on the back end - decrease morale - decrease customer perception Cost of Conformance and nonconformance examples...
Confronting/ Problem solving
Nonconformance
A lead
Manage Stakeholders Expectations
4. Process of collecting and distributing performance information - including status reports - progress measurements and forecast
Multiplying the risk's probability of occurrence by its estimated impact
LAG
Report Performance
Work Authorization System
5. 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.
ISO 9000 (International Org for Standardization)
Emphasis on defining scope
Crashing
Scope Baseline
6. Shows what has been accomplished at a given time frame
Requested Changes
Progress Report
Phase results are verified and documented
Indentify Risk
7. Delphi Technique Interviewing
Brainstorming
Mandatory Constraints (Hard logic)
Staffing Mgmt Plan
Activity List
8. 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
Risk Triggers
ISO 9000 (International Org for Standardization)
RAM charts
Mediator
9. 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
Leadership and Managment Styles within the project managment life cycle
Fringe
RAM charts
Progress Report
10. Form of power is one that project managers must earn on their own.
Expert Power
RAM charts
Level of Scope development
Steps for using the Stakeholder Analysis
11. Self Actualization - Esteem - Belonging - Saftey - Physological
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12. Process of developing a document that formally authorizes a project or a phase and document initial requirements that satisfy the stakeholders needs and expectations
Risk Triggers
Mutual Exclusivity
Develop Project Charter
Approved Change
13. An output of Define Activites that identies all milestones and indicated whether the milestone is mandatory
Gold Plating
Make money and to protect the public
Implied warranty
Milestone list
14. The company's quality system must conform to the criteria set forth in ISO 9001.
Rolling Wave Planning
Distribute Information
Milestone list
Registered to the international quality standards ISO 9001
15. Risk that is typically uninsurable. Its a risk inherent in the porcess of doing business
FORMAL Communication
Develop Human Resource Plan
Business Risk
6 sigma
16. 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
Work Authorization System
Discretionary (Soft Logic)
Brainstorming
17. Which organization does conflict occur the most in managing projects
Start to Finsh
Sender Message/Receiver - Medium - type of format of the message
Strong Matrix
Pull Communication
18. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
Develop Project Team
Director
Scope Baseline
Push Communications
19. Cost associated with conformance to requirements and the step taken to elimate non-conformance
Cost of Quality
Resource leveling
Design of Experiments
A Lag
20. Communication that is not on the record
Charismatic
PMIS
Unoffical Comm
Monte Carlo Technique
21. An accelerant of an activity You use a lead when something can begin before its predecessor is totally complete
Benchmarking
A lead
Smoothing and withdrawal
Level of Scope development
22. Classification Models (for Stakeholder Analysis)
Formal Power
Salience Model
Influence/Impact grid
Zero duration
23. 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
Variance Analysis
Push Communications
Cost plus percentage of cost
24. Plan defines the communication needs of the stakeholders - the communications format and frequency and who delivers them. It can include reports meeting scehdules - changes process and contact information for the team.
Mandatory Constraints (Hard logic)
Commincations Mgmt plan
Stakeholder Analysis
Contraints
25. Communication up and down the organization
Gold Plating
Start to Finsh
Project Slack
Vertical Comm
26. 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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27. Type of Mgmt style that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
Approved Change
Schedules - project priorities - resources
Facilitator
Gold Plating
28. Group whose function is to review - approve or reject changes on the project as they relate to the various areas of the represented bussiness
Start to Finsh
6 sigma
Change Control Board
Manage Project Team
29. The Process of predicating furture project performance based on the actual performance to date.
Cost plus percentage of cost
Rolling Wave Planning
Fishbone AKA cause/effect diagram
Forcasting
30. Conflict Solution where there is an attempt to focus on the positive and distract the attention from the negative
Work around
Change Control Board
Pure Risk
Smoothing/Accommodating
31. Activity A start before Activity B finishes
Verbal and Non-verbal
Start to Finsh
Mandatory Constraints (Hard logic)
Reward Power
32. One advantages of sensitivity analysis is?
IT indicates that there is a range of possible outcomes
Forcing
Develop Project Team
Salience Model
33. A milestone has a ______duration
Rolling Wave Planning
Resource leveling
Status Reports
Zero duration
34. Develop Project Charter - Develop Project Mgmt. Plan - Direct and Manage Project Execution - Monitor and Control Work - Perform Integrated Change Control - Close Project or Phase
6 process for Project Integration Mangement
Charateristics of a project
Confronting/ Problem solving
Continous Improvement (Kaizen)
35. 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
3 Processes of quality managment
Level of Scope development
Horizontal Comm
Approved Change
36. 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
Run of Seven Rule
Scheduling
Forcing
Root cause analysis
37. Conflict Solution where there is an action in which a direct order to resolve something is given. It is typically the worst type of conflict resolution.
Forcing
Strong Matrix
Multiplying the risk's probability of occurrence by its estimated impact
Leadership and Managment Styles within the project managment life cycle
38. Key tool for comparing a product or service to other standards
Staffing Mgmt Plan
Internal comm
Salience Model
Benchmarking
39. People make good project manager simply because they are good in their fields - regardless of background training in project management
Cost of Quality
Concept of the Halo Theory
Activity List
Strong Matrix
40. 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
Life-cycle costing
Referent Power
Impact
PERT Program Evaluation Review Technique
41. Components - assemblies - sub assemblies used to build a product or service Whaty are the 4 breakdown structures?
Perks
Residual Risk
Hygiene factors
Bill of materials
42. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
Vertical Comm
Develop Human Resource Plan
Autocratic
Rolling Wave Planning
43. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
Mgmt Reserves
Run of Seven Rule
Causal/econometric
External Contraints
44. dministrative closure for the feasibility phase of a project requires that ________.
Schedules - project priorities - resources
Phase results are verified and documented
Summary Schdule
Pareto Diagram
45. 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
Team development Life Cycle
Concept of the Halo Theory
Resource leveling
A lead
46. 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.
LAG
Influence/Impact grid
ISO 9000 (International Org for Standardization)
Develop Human Resource Plan
47. Considering both development and operating costs when evaluating project alternatives
Risk Breakdown Structure
Life-cycle costing
Run Chart
Communications requirement analysis
48. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Indentify Stakholders
Conflict between functional manager and project manager
Expert Power
Salience Model
49. 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
Work Authorization System
A Lag
Delphi Technique
Precendence Diagramming Method (activity on the node)
50. 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.
Plan Communication
Manage Stakeholders Expectations
Visionary
Design of Experiments
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