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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. 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
Project Scope Statement
Mediator
Elements of scope
EEF - Enterprise Enviromental Factors
2. CMMI - 6 SIGMA - LEAN 6 Sigma Quality Function
Proprietary Quality Management Methodolgies
Run Chart
Critical Chain Method
Smoothing and withdrawal
3. Information Gathering Techniques from Identify Risks - tools and technique
PERT Program Evaluation Review Technique
Pull Communication
Charateristics of a project
Root cause analysis
4. 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
Project Scope Statment
Interactive Communication
Power/ Interest Grid
Compromising
5. 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
Sigma
Develop Project Team
Bottom-up Estimating
Root cause analysis
6. 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
Referent Power
Smoothing/Accommodating
Push Communications
Perform Qualitative Risk Analysis
7. Shows the type of resources broken down
Sender Message/Receiver - Medium - type of format of the message
Schedules - project priorities - resources
Phase results are verified and documented
Resource breakdown structure
8. Displays a breakdown by resource type accross an organization. This breakdown makes it possible to view where resources are being used regardless of organizational group or division they are in. Can include non-H.R. resources as well as personnel
Team development Life Cycle
Breach
n *(n -1) /2
Resource breakdown structure
9. Which organization does conflict occur the most in managing projects
Fringe
Strong Matrix
Organization Breakdown Structure
Make money and to protect the public
10. One advantages of sensitivity analysis is?
Forcing
Residual Risk
IT indicates that there is a range of possible outcomes
Fast Tracking
11. 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
Oganization breakdown structure
Demings' 14 principles of Management
Project Scope Statment
Leadership and Managment Styles within the project managment life cycle
12. A contigency put into action when a risk reesponse and any backup plans don't work. It is the reactive "wing it" reponse
Time series method
Organization Process Assests (OPA)
Work around
Steps for using the Stakeholder Analysis
13. 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
Conflict between functional manager and project manager
Sequence for Closure (for a project) Ver2
Organization Breakdown Structure
Scope Baseline
14. You determine how the much of something must be tested to ensure that defects are caught
internal risk can be controlled but external cannot be controlled
Sample Testing
Code of Accounts
Scheduling
15. Estimate is usually a total time or cost estimate that has no significant detail. Info can be created quickly - lack detail
Analogous or Top down Estimating
Critical Path Method
Brainstorming
Sigma
16. When Activity A starts Activity B can starts
Start to Start
Root cause analysis
Free (or Total) float
Mgmt by Objectives
17. 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
Withdrawing/Avoiding
Develop Project Charter
Resource leveling
Collaborating
18. Forecasting methods that uses the assumption that is possible to identify the underlying factors that might influence the variable that is being forcasted
Judgemental methods
Conformance
Causal/econometric
People responsible for quality
19. Can come from the following factors: Business Need - Market Demand - technological advance - customer request - legal requirements
Breach
Offical
Bill of materials
Project Selection
20. A delay between activities. You use it when there is some type of constraint in which something must wait before it can continue
Concept of the Halo Theory
Expectancy Theory
A Lag
6 sigma
21. States that 100% of the work of a project needs to be represented in the creation of the WBS. What is the 100% rule?
Resource leveling
A Lag
Bill of materials
The 100% Rule
22. The control points of the Sigma proces. Typically the limits are set +/- 3 sigma
Progress Report
RAM charts
Activity List
Upper Control Limit (UCL) - Lower Control Limit (LCL)
23. Activity A must be completed before Activity B
6 sigma
Finish to Start (Most common)
n *(n -1) /2
Resource breakdown structure
24. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Finish to Start (Most common)
FORMAL Communication
Organization Breakdown Structure
Crashing
25. Communication up and down the organization
Vertical Comm
Logic Bar Chart (Gantt Chart)
Scope Baseline
Time series method
26. 1 Has a specific purpose 2. Creates specifi results 3 Has a definite start and finish dates 4. Is temporary 5. Could be progressively elaborated
Confronting/ Problem solving
Charateristics of a project
Pull Communication
Controlling communication
27. Forecasting method that uses historical data as the basis for estimating future outcomes
RAM charts
Indentify Risk
Time series method
Manage Stakeholders Expectations
28. 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.
Project Scope Statement
Implied warranty
Coaching
Forcing
29. Used for communication and information distribution on the project - not necessarily a hightech system but what ever is used for project communication on the project. Normally a mixture of technology and non-technology.
PMIS
Cost plus percentage of cost
Smoothing/Accommodating
Fringe
30. Techinque of systemically gathering and analyzing quantitative and qualitative information to determine whose interest should be taken into account throughout the project
Staffing Mgmt Plan
Implied warranty
Stakeholder Analysis
Make money and to protect the public
31. 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.
Design of Experiments
Director
Benchmarking
Compromising
32. Company pays for quality in a proactive way - typically up front in the planning area of a project ie - increase morale
Visionary
Cost plus percentage of cost
Conformance
Work around
33. In the project coordinator form of a matrix organization - project coordinators often....
Hygiene factors
Often assign project tasks to the various functionals managers
Phase results are verified and documented
Strong Matrix
34. Components - assemblies - sub assemblies used to build a product or service Whaty are the 4 breakdown structures?
Contingency Reserves
Bill of materials
Risk breakdown structure
External Contraints
35. Customer Satisfaction - Prevention over inspection - Continous Improvement - Management Responsibility
Formal Power
Progress Report
Project management and quality
Communications requirement analysis
36. Commuincation within the project
Scope Baseline
Manage Project Team
Crashing
Internal comm
37. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
Develop Project Team
Develop Human Resource Plan
Indentify Risk
Emphasis on defining scope
38. Process of improving the competencies - team interaction - and the overall team environment to enhance project team
External Comm
Develop Project Team
Sequence for Closure (for a project) Ver2
Director
39. 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
IRR - Interal Rate of Return
Registered to the international quality standards ISO 9001
Pull Communication
Cost plus percentage of cost
40. Type of power that comes from senior Mgmt at a company authorizing you to be a P.M. and whatever authority comes with that.
Change Control System
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Residual Risk
Formal Power
41. Worst form of power to use. People experience negative impact if they don't do what is desired
Penalty Power
Organization Process Assests (OPA)
Unoffical Comm
Root cause analysis
42. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
6 sigma
Perks
Activity List
Indentify Risk
43. Shows what has been accomplished at a given time frame
Risk Owner
Sender Message/Receiver - Medium - type of format of the message
Progress Report
Start to Finsh
44. Delphi Technique Interviewing
Assumptions
Risk Triggers
Brainstorming
Coaching
45. Type of Mgmt style that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
Manage Project Team
Facilitator
Summary Schdule
Project Slack
46. Doing activites in parallel that are that are normally in sequence. Inc cost could occur with rework but additional risk could occur because of possible rework.
Smoothing/Accommodating
3 Processes of quality managment
Fast Tracking
Variance Analysis
47. 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
Compromising
Strong Matrix
Fringe
Coaching
48. 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
90%
Arrow diagramming method (ADM)
Penalty Power
Approved Change
49. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
Concept of the Halo Theory
Influence/Impact Grid
Penalty Power
Director
50. 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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