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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. Type of grid that groups the stakeholders based on thier level of authority and their level of concern regarding the project outcomes
Risk Owner
Power/ Interest Grid
Nonconformance
Conflict between functional manager and project manager
2. A deliverable or project work component at the lowest level of each branch of the work breakdown structure
Continous Improvement (Kaizen)
Bottom-up estimating
Withdrawing/Avoiding
Work Package
3. Communication in writing or oral
Progress Report
Written or oral
Expert Power
Risk Owner
4. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
Pareto Diagram
Forcing
Project management and quality
Director
5. Shows what has been accomplished at a given time frame
Organization Breakdown Structure
Progress Report
Confronting/ Problem solving
Risk breakdown structure
6. Type of Mgmt style where the PM sees what can be - where the company or team needs to go. Focusing more on the big picture of the company - with others focusing on the day to day events.
Bottom-up Estimating
Project Selection
Penalty Power
Visionary
7. Invokes determining the latest that an activity can start w/o delaying the activites that follow it.
Approved Change
Staffing Mgmt Plan
Communications requirement analysis
Free (or Total) float
8. When Activity A starts Activity B can starts
Hygiene factors
Monte Carlo Technique
Milestone Schedule
Start to Start
9. What is the output of Identify Risk?
Risk Register
Code of Accounts
Arrow diagramming method (ADM)
Change Control System
10. Herzberg theory on motivation - basically what drives us to do things
Milestone Schedule
Staffing Mgmt Plan
Hygiene factors
Strong Matrix
11. The most common causes of conflict in a multi-project environment
Level of Scope development
Schedules - project priorities - resources
Work Package
Finish to Finish
12. Information Gathering Techniques from Identify Risks - tools and technique
Sample Testing
ISO 3 Steps
Time series method
Root cause analysis
13. Communication with customer - other project - the media - and the public
Scheduling
Phase results are verified and documented
Controlling communication
External Comm
14. Forecasting method that uses historical data as the basis for estimating future outcomes
Time series method
Continous Improvement (Kaizen)
Mgmt Reserves
Compromising
15. What is the number source of conflict?
Start to Start
Project Selection
Work Authorization System
Scheduling
16. The company's quality system must conform to the criteria set forth in ISO 9001.
Start to Start
Gold Plating
Impact
Registered to the international quality standards ISO 9001
17. Factors that limits project options such as the number of people available - amount of time or money available to finish the job or other resources or assest issues
Stakeholder Analysis
Contraints
Resource leveling
Salience Model
18. A milestone has a ______duration
Project Scope Statement
Zero duration
Approved Change
Influence/Impact grid
19. Process of Confirming human resources availibilty and obtaining the team necessary to complete project assignments
Work around
Acquire Project Team
Mandatory Constraints (Hard logic)
Resource breakdown structure
20. Formula use to calculate time or cost. It performs a weighted avg of the pessimistic - optimistic - and realistic estimates.
PERT Program Evaluation Review Technique
Start to Finsh
Mediator
Penalty Power
21. Type of communication that convey more than just words (inflection of voice body language)
Arrow diagramming method (ADM)
Mediator
Verbal and Non-verbal
Develop Project Team
22. 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
Leadership and Managment Styles within the project managment life cycle
Expectancy Theory
Risk Owner
23. 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
Bottom-up Estimating
Closing the project
Milestone Schedule
People responsible for quality
24. Conflict Solution Negotiation attempt to get everyone involved to give (concede) a little to find a common ground and resloution. It is sometimes viewed as undesirable because when everyone give something up there is a potential that the solution wil
Compromising
Monte Carlo Technique
Milestone Schedule
Run Chart
25. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
Mgmt Reserves
Root cause analysis
Rolling Wave Planning
Elements of scope
26. Type of grid that groups the stakeholders based on their level of authority and their active involvement in the project
Plan Communication
Communications requirement analysis
Interactive Communication
Power/Influence Grid
27. Document what you do - Do what you document - Document any variance (from the normal process)
Delphi Technique
Rolling Wave Planning
ISO 3 Steps
Risk breakdown structure
28. Proactive stance to development - one that makes improvement throughout a process
Fast Tracking
Analogous or Top down Estimating
Manage Stakeholders Expectations
Continous Improvement (Kaizen)
29. 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.
Risk breakdown structure
Schedules - project priorities - resources
Sender Message/Receiver - Medium - type of format of the message
Assumptions
30. What % of time does a Project manager spend on communications?
Logic Bar Chart (Gantt Chart)
Manage Project Team
A lead
90%
31. Mock-up technique that uses software to simulate project charactereristics to determine possible outcome
Monte Carlo Technique
A Lag
Pull Communication
Benchmarking
32. On creating a written project scope statement to be used in the future project decision making.
Run of Seven Rule
Emphasis on defining scope
Statistical Independence
FORMAL Communication
33. 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
Expert Power
Approved Change
Create WBS
Design of Experiments
34. The process of making relevant information availible to project stakeholders as planned
Plan Communication
IRR - Interal Rate of Return
Elements of scope
Distribute Information
35. Process of communication and working with stakeholders to meet their needs and addressing issues as they occur
Manage Stakeholders Expectations
6 process for Project Integration Mangement
Facilitator
Forcasting
36. 3 main components of the communication model
Sender Message/Receiver - Medium - type of format of the message
Salience Model
Salience Model
Develop Human Resource Plan
37. An after the fact look at what caused a difference between the basline and the actual performance
Root cause analysis
Monte Carlo Technique
Variance Analysis
Charismatic
38. 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
Logic Bar Chart (Gantt Chart)
Stakeholder Mgmt Stategy
Run Chart
Fringe
39. Best form power to use. Someone receives a benefit for doing something that is needed
Report Performance
Causal/econometric
Reward Power
Secondary Risk
40. The person responsible for a risk event if it occurs and is simialr to the person responsible for completing on activity
Risk Owner
Status Reports
Requested Changes
Expert Power
41. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Judgemental methods
Offical
Power/ Interest Grid
Salience Model
42. Considering both development and operating costs when evaluating project alternatives
Rolling Wave Planning
Penalty Power
Crashing
Life-cycle costing
43. The consequences (good or bad) or the amount at stake if something does occur
Influence/Impact grid
Risk Triggers
Closing the project
Impact
44. 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
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Discretionary (Soft Logic)
Organization Process Assests (OPA)
Director
45. Shows the risk that potentially occur broken down by risk category
Interactive Communication
3 Processes of quality managment
Root cause analysis
Risk breakdown structure
46. Formal or informal system used in project management to ensure that the work is done as planned. It ensures that right work is done in the right order at the right time by the right people
Work Authorization System
FORMAL Communication
Commincations Mgmt plan
Rolling Wave Planning
47. Form - creation of the team - Storm - refers to the chaos that occurs when people start working together - Norm - behavior starts to normalize - Perform - activity that transpires as the team works as a team instead of solo - Adjourn - work is compl
External Comm
Report Performance
Develop Human Resource Plan
Team development Life Cycle
48. 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
Horizontal Comm
Summary Schdule
Work Package
Variance Analysis
49. Type of power that comes from senior Mgmt at a company authorizing you to be a P.M. and whatever authority comes with that.
Causal/econometric
Formal Power
Closing the project
Risk Breakdown Structure
50. In the area of legal risks the reasons for licensing of projects
Make money and to protect the public
Life-cycle costing
Commincations Mgmt plan
Assumptions