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Test your basic knowledge |
PMP: Project Management Professional
Start Test
Study First
Subjects
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certifications
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pmp
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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. The amount of time something can be delayed w/o delaying the PUBLISHED finish date
Finish to Start (Most common)
Zero duration
The 100% Rule
Project Slack
2. Conflict Solution that entails considering insights and views from a variety of sources and leads to consensus management which in turn leads to commitment
Contraints
Schedules - project priorities - resources
Collaborating
Report Performance
3. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Salience Model
Push Communications
Work around
Plan Risk Mgmt
4. In the area of legal risks the reasons for licensing of projects
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Smoothing/Accommodating
Code of Accounts
Make money and to protect the public
5. The Process of prioritizing risk for further analysis or action by assessing and combining their probability of occurrence and impact - The Process of numerically analyzing the effect of identified risks on overall project objectives
Collaborating
Create WBS
Perform Qualitative Risk Analysis
Rolling Wave Planning
6. An after the fact look at what caused a difference between the basline and the actual performance
Collaborating
Free (or Total) float
Variance Analysis
Scheduling
7. Risk for which insurance can be purchased - thereby transferring the risk for financial benefit to the party accepting the risk
Mgmt Reserves
Pure Risk
Report Performance
Team development Life Cycle
8. Tool that factors in the communications requirments to ensure they are properly address in the communication Mgmt plan
Internal comm
Communications requirement analysis
A lead
A Lag
9. Type of Mgmt style where managers have strong or unlimited power and authority
Mgmt by Objectives
Influence/Impact grid
Progress Report
Autocratic
10. 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
Strong Matrix
Resource leveling
Resource breakdown structure
Fringe
11. 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
Activity List
Contingency Reserves
Resource breakdown structure
12. Shows the risk that potentially occur broken down by risk category
Scatter Diagram
Analogous or Top down Estimating
Impact
Risk breakdown structure
13. Is a state in which the outcome of process are separate from another
Milestone Schedule
Rolling Wave Planning
Interactive Communication
Statistical Independence
14. The consequences (good or bad) or the amount at stake if something does occur
A lead
Residual Risk
EEF - Enterprise Enviromental Factors
Impact
15. Forecasting method that incorporates intuitive judgement - opinions and probability estimates
Bill of materials
Charismatic
Judgemental methods
Activity List
16. Formula use to calculate time or cost. It performs a weighted avg of the pessimistic - optimistic - and realistic estimates.
Project Scope Statment
Steps for using the Stakeholder Analysis
Rolling Wave Planning
PERT Program Evaluation Review Technique
17. 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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18. Used to asses the impact and consequnces of requested changes on the project
Bottom-up Estimating
Withdrawing/Avoiding
Change Control System
Life-cycle costing
19. An output of Define Activites that identies all milestones and indicated whether the milestone is mandatory
Closing the project
Work around
Milestone list
Influence/Impact grid
20. Communication in writing or oral
Oganization breakdown structure
Risk Owner
Staffing Mgmt Plan
Written or oral
21. Deals with how we are effeiciently using our money
Bottom-up Estimating
Statistical Independence
Steps for using the Stakeholder Analysis
IRR - Interal Rate of Return
22. A jeopardy that results from the implementation of a risk repsonse
Secondary Risk
Risk breakdown structure
Rolling Wave Planning
Pure Risk
23. 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
Proprietary Quality Management Methodolgies
Finish to Finish
Steps for using the Stakeholder Analysis
Work Authorization System
24. 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
Develop Project Charter
Charateristics of a project
Sender Message/Receiver - Medium - type of format of the message
Just-in-time (JIT)
25. Shows how the project organization is structure to accomplish project activities
Bottom-up Estimating
Statistical Independence
People responsible for quality
Oganization breakdown structure
26. One choice does not include any other choices
Mutual Exclusivity
Scheduling
Progress Report
The 100% Rule
27. Employee works a great deal on the project and assumes that the reward will be relative to the amount of effort or perceived effort
Emphasis on defining scope
Expectancy Theory
Make money and to protect the public
Delphi Technique
28. The control points of the Sigma proces. Typically the limits are set +/- 3 sigma
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Judgemental methods
Collaborating
Analogous or Top down Estimating
29. Deals with the known Unkowns and is the Project Plan
Contingency Reserves
Work Authorization System
Charismatic
Strong Matrix
30. Product Verfication - lesson learned - Updating records - reporting - archiving - formal acceptance
Start to Start
ISO 3 Steps
Closing the project
Unoffical Comm
31. Difference between internal and external risk
Risk Register
90%
internal risk can be controlled but external cannot be controlled
Smoothing and withdrawal
32. Form of power is one that project managers must earn on their own.
Vertical Comm
Expert Power
Cost plus percentage of cost
Project Selection
33. CMMI - 6 SIGMA - LEAN 6 Sigma Quality Function
Monte Carlo Technique
Power/ Interest Grid
IRR - Interal Rate of Return
Proprietary Quality Management Methodolgies
34. People make good project manager simply because they are good in their fields - regardless of background training in project management
Bill of materials
Concept of the Halo Theory
Work Authorization System
Compromising
35. 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
Forcing
Smoothing and withdrawal
Just-in-time (JIT)
Contraints
36. What the project consist of - What is involved to create the project - What it is expected to do when complete ( to avoid confusion) What is the ? What are the elements
Cost plus percentage of cost
External Comm
Elements of scope
LAG
37. Activity A must be completed before Activity B
Smoothing/Accommodating
Finish to Start (Most common)
Run of Seven Rule
Indentify Stakholders
38. Process of collecting and distributing performance information - including status reports - progress measurements and forecast
Scope Baseline
Report Performance
Perform Qualitative Risk Analysis
Progress Report
39. The process of subdividing project deliverables and project work into smaller more managable components
PERT Program Evaluation Review Technique
Resource breakdown structure
Rolling Wave Planning
Create WBS
40. 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.
Controlling communication
Status Reports
Develop Project Team
PMIS
41. Conflict Solution where the PM ignores the problem and hopes it either fixes itself or disappears
Withdrawing/Avoiding
Salience Model
Influence/Impact Grid
Schedules - project priorities - resources
42. Type of communication method between two or more parties performing a multidirectional exchange of information. It is the most efficient way to ensure a common understanding by all participants on specified topics - and inclues meetings - and phones
Mgmt by Objectives
Forcasting
The 100% Rule
Interactive Communication
43. Any numbering system used to uniquely identify each component of the work breakdown structure
Risk Register
Multiplying the risk's probability of occurrence by its estimated impact
Code of Accounts
Crashing
44. Mock-up technique that uses software to simulate project charactereristics to determine possible outcome
Monte Carlo Technique
Statistical Independence
A lead
Offical
45. 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
Precendence Diagramming Method (activity on the node)
Sigma
Project Scope Statement
RAM charts
46. One of the biggest potential problems facing a project team member in a strong matrix is....
Conflict between functional manager and project manager
Maslow's Hierarchy of needs
Compromising
Hygiene factors
47. 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
Horizontal Comm
Contraints
Compromising
Manage Stakeholders Expectations
48. What is the number source of conflict?
Finish to Finish
Scheduling
Controlling communication
Schedules - project priorities - resources
49. An accelerant of an activity You use a lead when something can begin before its predecessor is totally complete
Project Scope Statement
A lead
3 Processes of quality managment
Multiplying the risk's probability of occurrence by its estimated impact
50. 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
Elements of scope
Push Communications
Scatter Diagram
Bottom-up Estimating