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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. Commuincation within the project
Penalty Power
Change Control System
Leadership and Managment Styles within the project managment life cycle
Internal comm
2. Type of communication that convey more than just words (inflection of voice body language)
Verbal and Non-verbal
Critical Chain Method
Rolling Wave Planning
Assumptions
3. Risk that is typically uninsurable. Its a risk inherent in the porcess of doing business
Elements of scope
Time series method
Business Risk
External Contraints
4. 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.
Zero duration
Fringe
Fast Tracking
Expert Power
5. A comprehesive list including all schedule activites required on the project
Withdrawing/Avoiding
PERT Program Evaluation Review Technique
Run Chart
Activity List
6. 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
7. The company's quality system must conform to the criteria set forth in ISO 9001.
Manage Stakeholders Expectations
Registered to the international quality standards ISO 9001
Closing the project
Sigma
8. Modern quality philosophy that states that approx 99.999% of the everything a company creates or processes it executes are error-free
6 sigma
Perform Qualitative Risk Analysis
Fishbone AKA cause/effect diagram
Charismatic
9. A delay between activities. You use it when there is some type of constraint in which something must wait before it can continue
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Pull Communication
Logic Bar Chart (Gantt Chart)
A Lag
10. Standard is associated with companies that wish to document their process and adhere to those processes
Finish to Finish
Mandatory Constraints (Hard logic)
ISO 9000 (International Org for Standardization)
Risk Breakdown Structure
11. Characteristics which indicate that a risk event is possible in the near future. They are identified when the risk are identified
Plan Communication
Risk Triggers
Statistical Independence
Brainstorming
12. Can come from the following factors: Business Need - Market Demand - technological advance - customer request - legal requirements
Project Selection
Strong Matrix
IRR - Interal Rate of Return
Arrow diagramming method (ADM)
13. The amount of time something can be delayed w/o delaying the PUBLISHED finish date
Project Slack
Communications requirement analysis
Concept of the Halo Theory
Discretionary (Soft Logic)
14. The process of making relevant information availible to project stakeholders as planned
Confronting/ Problem solving
Mediator
Distribute Information
Pure Risk
15. On creating a written project scope statement to be used in the future project decision making.
Cost of Quality
Emphasis on defining scope
Oganization breakdown structure
Hygiene factors
16. Shows the type of resources broken down
Report Performance
90%
Resource breakdown structure
Risk Breakdown Structure
17. Quality philosophy that focus on proactive attitude toward quality with a detail toward statistical analysis to document improvement
Autocratic
RAM charts
Total Quality Management TQM
Salience Model
18. 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)
Commincations Mgmt plan
Resource leveling
Forcing
19. Practice of providing more than what the customer request
Life-cycle costing
Strong Matrix
Gold Plating
Run of Seven Rule
20. 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
Resource breakdown structure
Elements of scope
Charateristics of a project
Critical Chain Method
21. Team members - quality of their work - Project Manager - quality on the project - Senior Exe - quality standards at the company
Stakeholder Analysis
People responsible for quality
Secondary Risk
Pure Risk
22. Process that helps determine where a project fits in the big picture of planning at the company - It also could be used to address a goal-setting technique which emphasizes establishing attainable goals and monitoring for variance then adjusting as n
Withdrawing/Avoiding
Root cause analysis
Mgmt by Objectives
Director
23. What is the number source of conflict?
Mediator
Requested Changes
IT indicates that there is a range of possible outcomes
Scheduling
24. Form of power is one that project managers must earn on their own.
Secondary Risk
Fishbone AKA cause/effect diagram
Nonconformance
Expert Power
25. 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.
Work around
Plan Communication
Level of Scope development
Closing the project
26. Components - assemblies - sub assemblies used to build a product or service Whaty are the 4 breakdown structures?
Referent Power
Bill of materials
Work Package
Schedules - project priorities - resources
27. 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
Charateristics of a project
A Lag
Project Selection
Hygiene factors
28. 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
Power/Influence Grid
Acquire Project Team
Coaching
Develop Project Team
29. 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
Autocratic
Mediator
Crashing
Run of Seven Rule
30. Calculating the expected monetary value (EMV) of a project risk is found by....
31. 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
EEF - Enterprise Enviromental Factors
Root cause analysis
Smoothing and withdrawal
Project Scope Statement
32. Communication formula
n *(n -1) /2
Power/ Interest Grid
Life-cycle costing
Distribute Information
33. States that 100% of the work of a project needs to be represented in the creation of the WBS. What is the 100% rule?
The 100% Rule
Elements of scope
Fishbone AKA cause/effect diagram
Analogous or Top down Estimating
34. 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
Discretionary (Soft Logic)
Staffing Mgmt Plan
Rolling Wave Planning
Closing the project
35. An after the fact look at what caused a difference between the basline and the actual performance
EEF - Enterprise Enviromental Factors
Variance Analysis
Breach
Acquire Project Team
36. A contigency put into action when a risk reesponse and any backup plans don't work. It is the reactive "wing it" reponse
IRR - Interal Rate of Return
Work around
Fast Tracking
Statistical Independence
37. Shows an aggregate or rolled up view of the various activites at the summary level. It gives senior management - the project management team - a picture of how long the summary level work packages are to take - and what sequence they occur
Assumptions
Level of Scope development
Summary Schdule
Interactive Communication
38. Process of Confirming human resources availibilty and obtaining the team necessary to complete project assignments
Summary Schdule
Project management and quality
Acquire Project Team
Controlling communication
39. Strategy defines as approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle
Arrow diagramming method (ADM)
Indentify Stakholders
External Comm
Stakeholder Mgmt Stategy
40. Self Actualization - Esteem - Belonging - Saftey - Physological
41. Type of Grid that groups the stakholders based on their active involvement in the project and their ability to effect changes to the projects planning or execution
Influence/Impact Grid
Maslow's Hierarchy of needs
Design of Experiments
Contraints
42. 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
Sigma
Bottom-up estimating
Design of Experiments
Stakeholder Mgmt Stategy
43. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
Perform Qualitative Risk Analysis
Project Slack
Withdrawing/Avoiding
Charismatic
44. Tool you can use initially in a project to evaluate what could potentially cause defects. You can use it during the project to review symptoms to determine the real problem (continue to ask questions until the root cause is determine)
Vertical Comm
Charateristics of a project
Fishbone AKA cause/effect diagram
Confronting/ Problem solving
45. 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
Schedules - project priorities - resources
Start to Start
Run Chart
Project management and quality
46. 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
IT indicates that there is a range of possible outcomes
Oganization breakdown structure
Vertical Comm
Leadership and Managment Styles within the project managment life cycle
47. Communication that is not on the record
Visionary
The 100% Rule
Unoffical Comm
Schedules - project priorities - resources
48. Process of developing a document that formally authorizes a project or a phase and document initial requirements that satisfy the stakeholders needs and expectations
Indentify Stakholders
Salience Model
Scope Baseline
Develop Project Charter
49. 3 main components of the communication model
Sender Message/Receiver - Medium - type of format of the message
Mediator
Work around
Mutual Exclusivity
50. Product Verfication - lesson learned - Updating records - reporting - archiving - formal acceptance
Business Risk
Director
Closing the project
Team development Life Cycle