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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. Shows the type of resources broken down
Resource breakdown structure
Risk breakdown structure
Manage Stakeholders Expectations
Benchmarking
2. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
Develop Human Resource Plan
Fringe
Project Scope Statment
Compromising
3. 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
Run Chart
Influence/Impact grid
External Contraints
IT indicates that there is a range of possible outcomes
4. Communication that is on record such as as newsletter and annual report
Controlling communication
Elements of scope
Offical
Collaborating
5. Can come from the following factors: Business Need - Market Demand - technological advance - customer request - legal requirements
Resource breakdown structure
Conformance
Project Selection
Contingency Reserves
6. It means that you are current on commincation activity and that you are kept in the project communication loop as musch as possible
Controlling communication
A lead
n *(n -1) /2
Variance Analysis
7. 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
Just-in-time (JIT)
Manage Project Team
Progress Report
Offical
8. An accelerant of an activity You use a lead when something can begin before its predecessor is totally complete
Conflict between functional manager and project manager
Commincations Mgmt plan
Often assign project tasks to the various functionals managers
A lead
9. Conflict Solution where there is an attempt to focus on the positive and distract the attention from the negative
Team development Life Cycle
Smoothing/Accommodating
Resource leveling
Nonconformance
10. In the project coordinator form of a matrix organization - project coordinators often....
Often assign project tasks to the various functionals managers
Critical Chain Method
Hygiene factors
Penalty Power
11. Key tool for comparing a product or service to other standards
Approved Change
Penalty Power
Benchmarking
n *(n -1) /2
12. Proactive stance to development - one that makes improvement throughout a process
Continous Improvement (Kaizen)
Team development Life Cycle
Forcasting
Requested Changes
13. 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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14. Commuincation within the project
Develop Project Team
Finish to Finish
Internal comm
Verbal and Non-verbal
15. A deliverable or project work component at the lowest level of each branch of the work breakdown structure
Commincations Mgmt plan
n *(n -1) /2
Just-in-time (JIT)
Work Package
16. When Activity A starts Activity B can starts
Variance Analysis
Start to Start
Bottom-up estimating
Cost of Quality
17. Type of Mgmt style that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
Facilitator
6 sigma
Implied warranty
Level of Scope development
18. Product Verfication - lesson learned - Updating records - reporting - archiving - formal acceptance
Work Authorization System
Risk Breakdown Structure
Closing the project
Bottom-up Estimating
19. Delphi Technique Interviewing
Brainstorming
Breach
Level of Scope development
Manage Stakeholders Expectations
20. Type of power that comes from senior Mgmt at a company authorizing you to be a P.M. and whatever authority comes with that.
RAM charts
Formal Power
Influence/Impact Grid
Breach
21. 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
Project Selection
Level of Scope development
EEF - Enterprise Enviromental Factors
Reward Power
22. What is the number source of conflict?
Leadership and Managment Styles within the project managment life cycle
Scope Baseline
Scheduling
Influence/Impact grid
23. 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
Multiplying the risk's probability of occurrence by its estimated impact
Rolling Wave Planning
Summary Schdule
Crashing
24. Conflict Solution where there is an effort in which attempts are made to work out the actual problem. It is the best type of conflict resolution
Confronting/ Problem solving
Influence/Impact grid
Cost plus percentage of cost
Contingency Reserves
25. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Nonconformance
Assumptions
Pareto Diagram
Salience Model
26. Process of collecting and distributing performance information - including status reports - progress measurements and forecast
Cost plus percentage of cost
Internal comm
Demings' 14 principles of Management
Report Performance
27. The company's quality system must conform to the criteria set forth in ISO 9001.
Formal Power
Registered to the international quality standards ISO 9001
Distribute Information
Stakeholder Analysis
28. Formula use to calculate time or cost. It performs a weighted avg of the pessimistic - optimistic - and realistic estimates.
Risk Owner
PERT Program Evaluation Review Technique
Fringe
Project Slack
29. Type of grid that groups the stakeholders based on thier level of authority and their level of concern regarding the project outcomes
Power/ Interest Grid
Interactive Communication
Multiplying the risk's probability of occurrence by its estimated impact
Influence/Impact Grid
30. One of the biggest potential problems facing a project team member in a strong matrix is....
Maslow's Hierarchy of needs
Mgmt by Objectives
Conflict between functional manager and project manager
Start to Finsh
31. Activity A start before Activity B finishes
Confronting/ Problem solving
Start to Finsh
Demings' 14 principles of Management
Leadership and Managment Styles within the project managment life cycle
32. 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.
Bill of materials
Commincations Mgmt plan
Strong Matrix
Fast Tracking
33. Risk for which insurance can be purchased - thereby transferring the risk for financial benefit to the party accepting the risk
Discretionary (Soft Logic)
Pure Risk
Work Package
Cost of Quality
34. 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.
Scheduling
Emphasis on defining scope
Expectancy Theory
Risk Breakdown Structure
35. Communication with customer - other project - the media - and the public
Project Slack
External Comm
Assumptions
Free (or Total) float
36. Standard is associated with companies that wish to document their process and adhere to those processes
Project Selection
Hygiene factors
Staffing Mgmt Plan
ISO 9000 (International Org for Standardization)
37. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Visionary
Closing the project
Crashing
A Lag
38. Team members - quality of their work - Project Manager - quality on the project - Senior Exe - quality standards at the company
Proprietary Quality Management Methodolgies
Contraints
People responsible for quality
Finish to Finish
39. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
Perks
Maslow's Hierarchy of needs
Resource leveling
Bill of materials
40. 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
Cost plus percentage of cost
Forcasting
Often assign project tasks to the various functionals managers
41. The Process of predicating furture project performance based on the actual performance to date.
Penalty Power
Forcasting
Multiplying the risk's probability of occurrence by its estimated impact
PMIS
42. What is the output of Identify Risk?
Commincations Mgmt plan
Leadership and Managment Styles within the project managment life cycle
Arrow diagramming method (ADM)
Risk Register
43. 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
Leadership and Managment Styles within the project managment life cycle
Sample Testing
Referent Power
44. Tool that factors in the communications requirments to ensure they are properly address in the communication Mgmt plan
Controlling communication
Gold Plating
Communications requirement analysis
Distribute Information
45. Type of communication that convey more than just words (inflection of voice body language)
Project management and quality
Discretionary (Soft Logic)
Communications requirement analysis
Verbal and Non-verbal
46. Mock-up technique that uses software to simulate project charactereristics to determine possible outcome
Monte Carlo Technique
3 Processes of quality managment
Visionary
Plan Communication
47. 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.
Salience Model
Risk Breakdown Structure
Withdrawing/Avoiding
Influence/Impact grid
48. On creating a written project scope statement to be used in the future project decision making.
Emphasis on defining scope
Sender Message/Receiver - Medium - type of format of the message
Mutual Exclusivity
Staffing Mgmt Plan
49. Considering both development and operating costs when evaluating project alternatives
Breach
Power/Influence Grid
Life-cycle costing
Confronting/ Problem solving
50. 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
Confronting/ Problem solving
Develop Human Resource Plan
Strong Matrix
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