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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. Plan Quality - Perform Quality Assurance - Perform Quality Control
Benchmarking
Sample Testing
3 Processes of quality managment
Formal Power
2. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
Oganization breakdown structure
Assumptions
Salience Model
Charismatic
3. Request made by someone on a project not approved and has no impact
Time series method
Requested Changes
Written or oral
Delphi Technique
4. An after the fact look at what caused a difference between the basline and the actual performance
Variance Analysis
Risk Triggers
Push Communications
Often assign project tasks to the various functionals managers
5. A deliverable or project work component at the lowest level of each branch of the work breakdown structure
Develop Human Resource Plan
Referent Power
Work Package
Analogous or Top down Estimating
6. 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
Bottom-up estimating
Work Authorization System
Forcasting
Mediator
7. Strategy defines as approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle
Stakeholder Mgmt Stategy
PMIS
Just-in-time (JIT)
Create WBS
8. Concept that defines a low level of detail on the WBS for immediate work being accomplished while the work to be done in the future is only at the highlevel of decomposition in the WBS until it is soon to be started. The concept that utilizes the pro
Causal/econometric
Project management and quality
Demings' 14 principles of Management
Rolling Wave Planning
9. Type of power that comes from senior Mgmt at a company authorizing you to be a P.M. and whatever authority comes with that.
Contingency Reserves
Manage Project Team
Resource leveling
Formal Power
10. Calculating the expected monetary value (EMV) of a project risk is found by....
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11. Considering both development and operating costs when evaluating project alternatives
Report Performance
Life-cycle costing
Start to Start
Withdrawing/Avoiding
12. 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.
Indentify Stakholders
Develop Project Charter
Scope Baseline
Secondary Risk
13. Company pays for quality in a proactive way - typically up front in the planning area of a project ie - increase morale
Closing the project
Conformance
Develop Project Team
Indentify Risk
14. Information Gathering Techniques from Identify Risks - tools and technique
Bill of materials
Run of Seven Rule
Root cause analysis
A Lag
15. 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
Risk Owner
Rolling Wave Planning
Mediator
Summary Schdule
16. 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
Continous Improvement (Kaizen)
Acquire Project Team
Expert Power
Referent Power
17. Process of collecting and distributing performance information - including status reports - progress measurements and forecast
Offical
Status Reports
Collaborating
Report Performance
18. What % of time does a Project manager spend on communications?
90%
Continous Improvement (Kaizen)
Salience Model
Push Communications
19. Shows the overall state of the project - aka the sum of all reports
Arrow diagramming method (ADM)
Smoothing and withdrawal
Push Communications
Status Reports
20. Type of Mgmt style that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
Fringe
Continous Improvement (Kaizen)
Organization Process Assests (OPA)
Facilitator
21. Type of Mgmt style where managers have strong or unlimited power and authority
Withdrawing/Avoiding
Autocratic
IT indicates that there is a range of possible outcomes
Director
22. 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
Perks
The 100% Rule
Controlling communication
Confronting/ Problem solving
23. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
Push Communications
Compromising
Multiplying the risk's probability of occurrence by its estimated impact
Perks
24. 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.
Smoothing/Accommodating
Resource leveling
Verbal and Non-verbal
Design of Experiments
25. You determine how the much of something must be tested to ensure that defects are caught
Breach
Sample Testing
Salience Model
Closing the project
26. Invokes determining the latest that an activity can start w/o delaying the activites that follow it.
Power/Influence Grid
Free (or Total) float
Contingency Reserves
Root cause analysis
27. CMMI - 6 SIGMA - LEAN 6 Sigma Quality Function
Pure Risk
Progress Report
n *(n -1) /2
Proprietary Quality Management Methodolgies
28. Type of communication that convey more than just words (inflection of voice body language)
Facilitator
Verbal and Non-verbal
Total Quality Management TQM
Milestone list
29. Activity A must be completed before Activity B
Sender Message/Receiver - Medium - type of format of the message
Emphasis on defining scope
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Finish to Start (Most common)
30. Self Actualization - Esteem - Belonging - Saftey - Physological
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31. Group whose function is to review - approve or reject changes on the project as they relate to the various areas of the represented bussiness
Change Control Board
Critical Path Method
Life-cycle costing
IRR - Interal Rate of Return
32. Shows how the project organization is structure to accomplish project activities
The 100% Rule
Oganization breakdown structure
A lead
Manage Project Team
33. Standard is associated with companies that wish to document their process and adhere to those processes
Smoothing and withdrawal
Salience Model
ISO 9000 (International Org for Standardization)
Indentify Stakholders
34. 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
Often assign project tasks to the various functionals managers
Organization Breakdown Structure
Coaching
Influence/Impact Grid
35. The process of subdividing project deliverables and project work into smaller more managable components
Pareto Diagram
6 process for Project Integration Mangement
Formal Power
Create WBS
36. The consequences (good or bad) or the amount at stake if something does occur
Level of Scope development
Summary Schdule
Impact
Business Risk
37. Communication formula
Change Control Board
n *(n -1) /2
Staffing Mgmt Plan
Work Authorization System
38. Develop Project Charter - Develop Project Mgmt. Plan - Direct and Manage Project Execution - Monitor and Control Work - Perform Integrated Change Control - Close Project or Phase
Multiplying the risk's probability of occurrence by its estimated impact
Mgmt by Objectives
6 process for Project Integration Mangement
Visionary
39. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Create WBS
Change Control System
Salience Model
Leadership and Managment Styles within the project managment life cycle
40. Worst form of power to use. People experience negative impact if they don't do what is desired
Penalty Power
Manage Project Team
Horizontal Comm
Power/ Interest Grid
41. Cost associated with conformance to requirements and the step taken to elimate non-conformance
Confronting/ Problem solving
n *(n -1) /2
Indentify Stakholders
Cost of Quality
42. 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
Controlling communication
Mgmt by Objectives
Rolling Wave Planning
Brainstorming
43. Mock-up technique that uses software to simulate project charactereristics to determine possible outcome
Approved Change
Life-cycle costing
Monte Carlo Technique
Project Selection
44. Delphi Technique Interviewing
Brainstorming
Crashing
Mutual Exclusivity
Power/Influence Grid
45. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Leadership and Managment Styles within the project managment life cycle
Controlling communication
Crashing
Hygiene factors
46. Communication up and down the organization
Residual Risk
90%
Vertical Comm
6 process for Project Integration Mangement
47. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
Arrow diagramming method (ADM)
Run of Seven Rule
Salience Model
Hygiene factors
48. One choice does not include any other choices
Work Package
Resource breakdown structure
Mutual Exclusivity
Proprietary Quality Management Methodolgies
49. Used for - legal communication and project documents - When distance or extreme complexity are involve - official situations - presentations - primarily one directional communications
Critical Chain Method
Life-cycle costing
Plan Communication
FORMAL Communication
50. People make good project manager simply because they are good in their fields - regardless of background training in project management
Written or oral
Leadership and Managment Styles within the project managment life cycle
Concept of the Halo Theory
Assumptions