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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. Delphi Technique Interviewing
Power/ Interest Grid
Fast Tracking
Brainstorming
3 Processes of quality managment
2. Calculating the expected monetary value (EMV) of a project risk is found by....
3. Customer Satisfaction - Prevention over inspection - Continous Improvement - Management Responsibility
Project Slack
Project management and quality
6 sigma
Pull Communication
4. Employee works a great deal on the project and assumes that the reward will be relative to the amount of effort or perceived effort
Pareto Diagram
Expectancy Theory
Project Slack
Phase results are verified and documented
5. People make good project manager simply because they are good in their fields - regardless of background training in project management
Forcasting
Concept of the Halo Theory
Multiplying the risk's probability of occurrence by its estimated impact
Fast Tracking
6. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
Arrow diagramming method (ADM)
Manage Project Team
Start to Start
Create WBS
7. 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
ISO 9000 (International Org for Standardization)
Referent Power
Expectancy Theory
Work around
8. Forecasting method that incorporates intuitive judgement - opinions and probability estimates
Judgemental methods
Impact
Forcasting
Forcing
9. 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
Scheduling
EEF - Enterprise Enviromental Factors
Salience Model
Contraints
10. What is the number source of conflict?
Autocratic
Reward Power
Scheduling
Nonconformance
11. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Mutual Exclusivity
Penalty Power
Precendence Diagramming Method (activity on the node)
Mgmt Reserves
12. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
Secondary Risk
Perks
Bill of materials
Summary Schdule
13. The person responsible for a risk event if it occurs and is simialr to the person responsible for completing on activity
Project Scope Statment
Risk Owner
Vertical Comm
Demings' 14 principles of Management
14. 3 main components of the communication model
Continous Improvement (Kaizen)
Sender Message/Receiver - Medium - type of format of the message
Resource leveling
Secondary Risk
15. Document that develops and helps attain buy-in on a common interpretation of the project scope. It can describe what it is - as wel as what is not - in the project
Project Scope Statment
Facilitator
Commincations Mgmt plan
Pareto Diagram
16. 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)
Scheduling
Multiplying the risk's probability of occurrence by its estimated impact
Charismatic
17. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
Schedules - project priorities - resources
Change Control System
Oganization breakdown structure
Mgmt Reserves
18. Request made by someone on a project not approved and has no impact
Make money and to protect the public
Requested Changes
Logic Bar Chart (Gantt Chart)
ISO 9000 (International Org for Standardization)
19. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Salience Model
Distribute Information
Written or oral
Verbal and Non-verbal
20. Information Gathering Techniques from Identify Risks - tools and technique
Commincations Mgmt plan
Root cause analysis
Risk Register
Risk Owner
21. An after the fact look at what caused a difference between the basline and the actual performance
Gold Plating
Create WBS
Variance Analysis
Forcasting
22. The Process of determing which risk may affect the project and documents their characteristics
Withdrawing/Avoiding
Run Chart
Indentify Risk
Develop Human Resource Plan
23. 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
Schedules - project priorities - resources
Contraints
Milestone list
Sample Testing
24. 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)
Judgemental methods
LAG
Level of Scope development
Milestone Schedule
25. 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)
Fishbone AKA cause/effect diagram
Autocratic
Upper Control Limit (UCL) - Lower Control Limit (LCL)
26. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
Start to Start
Resource breakdown structure
90%
Charismatic
27. States that if you seven consecutive data points on either side of the mean - without crossing the other sid - the process is considered out of control and needs investigation
Stakeholder Analysis
Run of Seven Rule
Resource leveling
Activity List
28. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
Start to Start
Delphi Technique
Multiplying the risk's probability of occurrence by its estimated impact
Director
29. Team members - quality of their work - Project Manager - quality on the project - Senior Exe - quality standards at the company
People responsible for quality
Formal Power
Risk Owner
Change Control System
30. 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
Conformance
Confronting/ Problem solving
Critical Chain Method
Start to Start
31. Key tool for comparing a product or service to other standards
Benchmarking
Progress Report
Change Control Board
Autocratic
32. A deliverable or project work component at the lowest level of each branch of the work breakdown structure
Work Package
Sample Testing
A lead
Free (or Total) float
33. Process of indentify all people or organization impacted by the project and documenting relevant infromationo regarding their interests - involvement - and impact on project success
Indentify Risk
Risk Breakdown Structure
Indentify Stakholders
Judgemental methods
34. An output of Define Activites that identies all milestones and indicated whether the milestone is mandatory
Scope Baseline
Rolling Wave Planning
Oganization breakdown structure
Milestone list
35. Characteristics which indicate that a risk event is possible in the near future. They are identified when the risk are identified
Change Control Board
Director
Risk Triggers
Forcasting
36. 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.
Coaching
Secondary Risk
Demings' 14 principles of Management
Commincations Mgmt plan
37. 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.
Assumptions
Level of Scope development
Steps for using the Stakeholder Analysis
FORMAL Communication
38. Invokes determining the latest that an activity can start w/o delaying the activites that follow it.
Smoothing/Accommodating
Steps for using the Stakeholder Analysis
Free (or Total) float
Code of Accounts
39. Shows how the project organization is structure to accomplish project activities
Contingency Reserves
Finish to Finish
IRR - Interal Rate of Return
Oganization breakdown structure
40. 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
Resource leveling
Zero duration
Develop Human Resource Plan
41. A delay between activities. You use it when there is some type of constraint in which something must wait before it can continue
A Lag
Oganization breakdown structure
Stakeholder Mgmt Stategy
Indentify Stakholders
42. Group whose function is to review - approve or reject changes on the project as they relate to the various areas of the represented bussiness
Conflict between functional manager and project manager
Commincations Mgmt plan
Change Control Board
Design of Experiments
43. The company's quality system must conform to the criteria set forth in ISO 9001.
Contingency Reserves
Registered to the international quality standards ISO 9001
PMIS
Plan Communication
44. Tool that factors in the communications requirments to ensure they are properly address in the communication Mgmt plan
Risk Breakdown Structure
Steps for using the Stakeholder Analysis
Communications requirement analysis
Sequence for Closure (for a project) Ver2
45. Strategy defines as approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle
Multiplying the risk's probability of occurrence by its estimated impact
Stakeholder Mgmt Stategy
Approved Change
Assumptions
46. 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
Delphi Technique
Sigma
Summary Schdule
Team development Life Cycle
47. An accelerant of an activity You use a lead when something can begin before its predecessor is totally complete
Perform Qualitative Risk Analysis
Work Package
A lead
Root cause analysis
48. Type of Mgmt style where managers have strong or unlimited power and authority
Oganization breakdown structure
Cost of Quality
Autocratic
Often assign project tasks to the various functionals managers
49. 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)
Fishbone AKA cause/effect diagram
Bottom-up Estimating
Pure Risk
Residual Risk
50. 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
Rolling Wave Planning
Impact
Coaching
3 Processes of quality managment