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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. 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
Salience Model
Proprietary Quality Management Methodolgies
Leadership and Managment Styles within the project managment life cycle
Confronting/ Problem solving
2. Activity A must be completed before Activity B
Organization Breakdown Structure
Mandatory Constraints (Hard logic)
Finish to Start (Most common)
Influence/Impact Grid
3. Process of indentify all people or organization impacted by the project and documenting relevant infromationo regarding their interests - involvement - and impact on project success
Secondary Risk
Horizontal Comm
Indentify Stakholders
Mgmt by Objectives
4. 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
Perform Qualitative Risk Analysis
Mandatory Constraints (Hard logic)
Staffing Mgmt Plan
5. What is the number source of conflict?
Scheduling
Visionary
Root cause analysis
Logic Bar Chart (Gantt Chart)
6. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
Perks
External Contraints
Stakeholder Mgmt Stategy
Hygiene factors
7. Formal or informal system used in project mgmt to ensure that work is done as planned. It ensures that right work is done in the right order at the right time by the right people
Start to Finsh
internal risk can be controlled but external cannot be controlled
Influence/Impact Grid
Work Authorization System
8. The control points of the Sigma proces. Typically the limits are set +/- 3 sigma
Change Control Board
Facilitator
Concept of the Halo Theory
Upper Control Limit (UCL) - Lower Control Limit (LCL)
9. Process of developing a document that formally authorizes a project or a phase and document initial requirements that satisfy the stakeholders needs and expectations
Communications requirement analysis
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Develop Project Charter
Benchmarking
10. Communication formula
Causal/econometric
n *(n -1) /2
Stakeholder Mgmt Stategy
Benchmarking
11. Calculating the expected monetary value (EMV) of a project risk is found by....
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12. CMMI - 6 SIGMA - LEAN 6 Sigma Quality Function
Offical
Impact
Proprietary Quality Management Methodolgies
Bottom-up estimating
13. Schedule typically used in executive repoting with each milestone having a zero duration. It lack detail - generally listing only the main project milestones as diamonds instead of the Gantt bars
Project Scope Statment
Milestone Schedule
Gold Plating
Risk Triggers
14. The most common causes of conflict in a multi-project environment
3 Processes of quality managment
Judgemental methods
ISO 9000 (International Org for Standardization)
Schedules - project priorities - resources
15. Approach for scheduling that emphasizes resources flexibility - by using duration buffers for resources - and leveling over the course of the project to accommadate
Critical Chain Method
Project Scope Statement
Staffing Mgmt Plan
Organization Breakdown Structure
16. 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
Mgmt by Objectives
Forcasting
Commincations Mgmt plan
Expectancy Theory
17. What is the output of Identify Risk?
Offical
Project Scope Statement
Withdrawing/Avoiding
Risk Register
18. A planning technique which progressively details the work as information becomes firm - and allows for less detail in later project phase where uncertainty is greater is called
Acquire Project Team
Reward Power
Rolling Wave Planning
Indentify Stakholders
19. Shows what has been accomplished at a given time frame
Continous Improvement (Kaizen)
Level of Scope development
Progress Report
Judgemental methods
20. Close out any contracts w/ outside vendors - Deliver any required reports associated w/ closure (OPA updates) - Complete any close project or phase activites - Performed lessons learned - Complete the archives of any project files (OPA updates) - Rel
Sequence for Closure (for a project) Ver2
Continous Improvement (Kaizen)
Run of Seven Rule
Code of Accounts
21. The process of subdividing project deliverables and project work into smaller more managable components
Sender Message/Receiver - Medium - type of format of the message
Create WBS
Precendence Diagramming Method (activity on the node)
RAM charts
22. Used to asses the impact and consequnces of requested changes on the project
Change Control System
Crashing
Continous Improvement (Kaizen)
Delphi Technique
23. Classification Models (for Stakeholder Analysis)
Salience Model
Monte Carlo Technique
Design of Experiments
Run Chart
24. Responsiblity Assignment Matrix The tool lets the project team know who is involved in each area and what they are responsible for an in what area
EEF - Enterprise Enviromental Factors
RAM charts
Work Package
Bill of materials
25. Characteristics which indicate that a risk event is possible in the near future. They are identified when the risk are identified
Impact
LAG
Finish to Finish
Risk Triggers
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. An accelerant of an activity You use a lead when something can begin before its predecessor is totally complete
Influence/Impact grid
A lead
Director
Organization Process Assests (OPA)
28. Mock-up technique that uses software to simulate project charactereristics to determine possible outcome
PMIS
Monte Carlo Technique
Risk Triggers
A Lag
29. Process of communication and working with stakeholders to meet their needs and addressing issues as they occur
Sigma
Manage Stakeholders Expectations
Elements of scope
Residual Risk
30. Components - assemblies - sub assemblies used to build a product or service Whaty are the 4 breakdown structures?
Report Performance
Bill of materials
Milestone list
Demings' 14 principles of Management
31. 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.
Pure Risk
Commincations Mgmt plan
Time series method
Finish to Finish
32. When Activity A starts Activity B can starts
Resource breakdown structure
Report Performance
Start to Start
Logic Bar Chart (Gantt Chart)
33. 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.
Judgemental methods
Fast Tracking
PMIS
Total Quality Management TQM
34. What % of time does a Project manager spend on communications?
Visionary
Nonconformance
Mgmt by Objectives
90%
35. 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
Critical Path Method
Referent Power
Project Scope Statement
Influence/Impact grid
36. 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
internal risk can be controlled but external cannot be controlled
Analogous or Top down Estimating
Stakeholder Analysis
37. 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
6 process for Project Integration Mangement
Logic Bar Chart (Gantt Chart)
Assumptions
38. 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
Progress Report
Push Communications
Cost plus percentage of cost
Organization Process Assests (OPA)
39. Play a huge role in planning - When you perform project management part of the concept of Planning is to deal with items unkown. You must make assumptions for scheduling and bugeting. In most cases as the project evoles - you learn more about it.
Project Scope Statment
Assumptions
Status Reports
Resource breakdown structure
40. Type of Mgmt style where managers have strong or unlimited power and authority
Communications requirement analysis
Autocratic
Smoothing/Accommodating
Delphi Technique
41. Activity A start before Activity B finishes
Resource breakdown structure
Start to Finsh
Collaborating
Implied warranty
42. Activity B msut be Finish by the time Activity A is finish
Sample Testing
Finish to Finish
PERT Program Evaluation Review Technique
Reward Power
43. Herzberg theory on motivation - basically what drives us to do things
Hygiene factors
Smoothing and withdrawal
Referent Power
internal risk can be controlled but external cannot be controlled
44. The person responsible for a risk event if it occurs and is simialr to the person responsible for completing on activity
Risk Owner
Internal comm
Approved Change
Contingency Reserves
45. 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
Project management and quality
Plan Risk Mgmt
Work Authorization System
Pull Communication
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
Leadership and Managment Styles within the project managment life cycle
IRR - Interal Rate of Return
Work around
Mgmt Reserves
47. Communication that is not on the record
Risk Owner
Root cause analysis
Unoffical Comm
Resource breakdown structure
48. Benefits that everyone receives in the company i.e Ins or paid holidays
Fringe
Level of Scope development
Plan Risk Mgmt
Impact
49. Practice of providing more than what the customer request
Formal Power
Create WBS
Sequence for Closure (for a project) Ver2
Gold Plating
50. Tool that factors in the communications requirments to ensure they are properly address in the communication Mgmt plan
Registered to the international quality standards ISO 9001
Compromising
Communications requirement analysis
Change Control System