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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. A milestone has a ______duration
Rolling Wave Planning
Level of Scope development
Project Scope Statement
Zero duration
2. Communication in writing or oral
Written or oral
Influence/Impact Grid
Assumptions
Organization Process Assests (OPA)
3. 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
Work Authorization System
Work around
Requested Changes
Bottom-up estimating
4. Type of grid that groups the stakeholders based on their level of authority and their active involvement in the project
Fringe
Power/Influence Grid
Team development Life Cycle
Finish to Start (Most common)
5. Document what you do - Do what you document - Document any variance (from the normal process)
Internal comm
Scope Baseline
FORMAL Communication
ISO 3 Steps
6. If the contract is not completed by the contractor either for failure to comply - bankruptcy etc. this is know as
Delphi Technique
Breach
Risk breakdown structure
Mutual Exclusivity
7. 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
Organization Breakdown Structure
Project Scope Statement
Facilitator
Autocratic
8. Can come from the following factors: Business Need - Market Demand - technological advance - customer request - legal requirements
Horizontal Comm
Variance Analysis
Brainstorming
Project Selection
9. One advantages of sensitivity analysis is?
Variance Analysis
Level of Scope development
IT indicates that there is a range of possible outcomes
Stakeholder Analysis
10. 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
Create WBS
IT indicates that there is a range of possible outcomes
Work Authorization System
Reward Power
11. Herzberg theory on motivation - basically what drives us to do things
Life-cycle costing
Milestone list
Contingency Reserves
Hygiene factors
12. 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
internal risk can be controlled but external cannot be controlled
Salience Model
Impact
Team development Life Cycle
13. Type of grid that groups the stakeholders based on thier level of authority and their level of concern regarding the project outcomes
Maslow's Hierarchy of needs
Power/ Interest Grid
Bottom-up estimating
Bottom-up Estimating
14. The Process of determing which risk may affect the project and documents their characteristics
Indentify Risk
Power/Influence Grid
Charateristics of a project
Sender Message/Receiver - Medium - type of format of the message
15. Communication formula
Level of Scope development
n *(n -1) /2
6 process for Project Integration Mangement
Implied warranty
16. Process of improving the competencies - team interaction - and the overall team environment to enhance project team
Project Slack
Develop Project Team
Cost of Quality
Sender Message/Receiver - Medium - type of format of the message
17. 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.
Perform Qualitative Risk Analysis
RAM charts
Commincations Mgmt plan
Risk breakdown structure
18. CMMI - 6 SIGMA - LEAN 6 Sigma Quality Function
Proprietary Quality Management Methodolgies
Perks
90%
Mandatory Constraints (Hard logic)
19. Considering both development and operating costs when evaluating project alternatives
Continous Improvement (Kaizen)
Life-cycle costing
People responsible for quality
A Lag
20. 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
internal risk can be controlled but external cannot be controlled
Risk Register
PMIS
Rolling Wave Planning
21. A constraint that should be completed but is not absolutly required to be completed before subsequent item can start
Pareto Diagram
Manage Stakeholders Expectations
Organization Breakdown Structure
Discretionary (Soft Logic)
22. 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.
Analogous or Top down Estimating
internal risk can be controlled but external cannot be controlled
Crashing
Scope Baseline
23. ompany pays for quality in a reactive way - on the back end - decrease morale - decrease customer perception Cost of Conformance and nonconformance examples...
Confronting/ Problem solving
Nonconformance
Sigma
Phase results are verified and documented
24. Process of using expert opinion - which could come from people already on the project or those outside the project or even the organization
Stakeholder Analysis
Delphi Technique
Emphasis on defining scope
Often assign project tasks to the various functionals managers
25. Used for communication and information distribution on the project - not necessarily a hightech system but what ever is used for project communication on the project. Normally a mixture of technology and non-technology.
PMIS
Vertical Comm
Rolling Wave Planning
Mediator
26. 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
Organization Breakdown Structure
Project Scope Statement
Fringe
Impact
27. Deals with how we are effeiciently using our money
Expectancy Theory
IRR - Interal Rate of Return
Precendence Diagramming Method (activity on the node)
Closing the project
28. The control points of the Sigma proces. Typically the limits are set +/- 3 sigma
Autocratic
Finish to Finish
Steps for using the Stakeholder Analysis
Upper Control Limit (UCL) - Lower Control Limit (LCL)
29. On creating a written project scope statement to be used in the future project decision making.
Impact
Emphasis on defining scope
Manage Project Team
Start to Finsh
30. 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.
Smoothing/Accommodating
The 100% Rule
Influence/Impact grid
Reward Power
31. 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
Assumptions
Work Authorization System
Push Communications
Change Control Board
32. Activity A must be completed before Activity B
Variance Analysis
Finish to Start (Most common)
n *(n -1) /2
Work Authorization System
33. 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
Assumptions
Root cause analysis
Resource breakdown structure
Perks
34. 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
Project Selection
Compromising
Resource breakdown structure
Manage Project Team
35. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Facilitator
Sigma
Mgmt Reserves
Crashing
36. Communication that is not on the record
Sigma
Unoffical Comm
Brainstorming
Start to Finsh
37. Shows a pattern between two variables associated with a process. This helps see a correlation (or lack of) between variable - if it exists
Scatter Diagram
Create WBS
Causal/econometric
Fishbone AKA cause/effect diagram
38. Strategy defines as approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle
Rolling Wave Planning
Risk Triggers
Penalty Power
Stakeholder Mgmt Stategy
39. Communication with peers
Charateristics of a project
Horizontal Comm
Offical
Bottom-up estimating
40. Deals with the known Unkowns and is the Project Plan
Scatter Diagram
Brainstorming
Power/Influence Grid
Contingency Reserves
41. Used to asses the impact and consequnces of requested changes on the project
Develop Project Charter
Interactive Communication
Scheduling
Change Control System
42. When an activity cannot be estimated with a resonable degree of confidence the work within the activity is decomposed into more detail. Estimates are made to the smallest incremental level need and then aggregated into a total quantity for each of th
Bottom-up Estimating
Resource leveling
Often assign project tasks to the various functionals managers
Formal Power
43. Tool that factors in the communications requirments to ensure they are properly address in the communication Mgmt plan
Indentify Risk
Leadership and Managment Styles within the project managment life cycle
Communications requirement analysis
Report Performance
44. Best form power to use. Someone receives a benefit for doing something that is needed
Activity List
IRR - Interal Rate of Return
Work Authorization System
Reward Power
45. Type of Mgmt style that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
ISO 3 Steps
Expert Power
Facilitator
Contingency Reserves
46. Conflict Solution where there is an action in which a direct order to resolve something is given. It is typically the worst type of conflict resolution.
Conflict between functional manager and project manager
Brainstorming
Forcing
Organization Process Assests (OPA)
47. 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
Milestone Schedule
Perks
Plan Risk Mgmt
Phase results are verified and documented
48. Cost associated with conformance to requirements and the step taken to elimate non-conformance
Manage Stakeholders Expectations
IT indicates that there is a range of possible outcomes
Salience Model
Cost of Quality
49. Request made by someone on a project not approved and has no impact
Requested Changes
Reward Power
Sender Message/Receiver - Medium - type of format of the message
Collaborating
50. The Process of predicating furture project performance based on the actual performance to date.
Impact
Forcasting
Salience Model
Manage Project Team