SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
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. Estimate is usually a total time or cost estimate that has no significant detail. Info can be created quickly - lack detail
Analogous or Top down Estimating
Upper Control Limit (UCL) - Lower Control Limit (LCL)
LAG
PMIS
2. Which organization does conflict occur the most in managing projects
Strong Matrix
Work Authorization System
Work Authorization System
Distribute Information
3. Forecasting method that incorporates intuitive judgement - opinions and probability estimates
A lead
Judgemental methods
n *(n -1) /2
Bill of materials
4. An output of Define Activites that identies all milestones and indicated whether the milestone is mandatory
Start to Start
Rolling Wave Planning
Run Chart
Milestone list
5. Process of determining the project stakeholder information needs and defining a communication approach. Who needs what information - when they need it - how it will be provided to them and by whom.
Plan Communication
Collaborating
Run Chart
Vertical Comm
6. Shows what has been accomplished at a given time frame
Report Performance
n *(n -1) /2
Progress Report
Charateristics of a project
7. 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
Milestone Schedule
Business Risk
Sigma
8. Invokes determining the latest that an activity can start w/o delaying the activites that follow it.
Develop Human Resource Plan
Analogous or Top down Estimating
Free (or Total) float
Secondary Risk
9. Characteristics which indicate that a risk event is possible in the near future. They are identified when the risk are identified
Risk Triggers
Requested Changes
Develop Project Team
Risk Owner
10. Employee works a great deal on the project and assumes that the reward will be relative to the amount of effort or perceived effort
Crashing
Power/ Interest Grid
Expectancy Theory
Finish to Start (Most common)
11. Conflict Solution where the PM ignores the problem and hopes it either fixes itself or disappears
Push Communications
Withdrawing/Avoiding
Root cause analysis
Develop Project Team
12. What is the output of Identify Risk?
Risk Register
Work Package
Report Performance
External Contraints
13. 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.
ISO 9000 (International Org for Standardization)
Forcing
Start to Start
Facilitator
14. 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.
Mutual Exclusivity
Plan Communication
Critical Chain Method
Visionary
15. Earlier in the project - the PM does directing - as the project evolves the PM shifts towards coaching. As the project gets a great deal of work accomplished - the PM goes to a Facilitator. The PM then goes to support at project closure
Smoothing and withdrawal
Scope Baseline
Leadership and Managment Styles within the project managment life cycle
Risk Owner
16. 3 main components of the communication model
Sender Message/Receiver - Medium - type of format of the message
Resource breakdown structure
Power/ Interest Grid
Mutual Exclusivity
17. Can come from the following factors: Business Need - Market Demand - technological advance - customer request - legal requirements
Life-cycle costing
Team development Life Cycle
Project Selection
Risk Triggers
18. A jeopardy that results from the implementation of a risk repsonse
Secondary Risk
Perks
Push Communications
Withdrawing/Avoiding
19. Communication with peers
Rolling Wave Planning
External Contraints
Horizontal Comm
Pure Risk
20. 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
21. 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
Status Reports
Salience Model
internal risk can be controlled but external cannot be controlled
22. 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
Requested Changes
Bill of materials
Verbal and Non-verbal
23. 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)
Mutual Exclusivity
Fishbone AKA cause/effect diagram
Risk Register
Hygiene factors
24. 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)
Perks
Causal/econometric
Withdrawing/Avoiding
25. Process of communication and working with stakeholders to meet their needs and addressing issues as they occur
Team development Life Cycle
Continous Improvement (Kaizen)
Risk Breakdown Structure
Manage Stakeholders Expectations
26. 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
6 sigma
Influence/Impact grid
Internal comm
27. Type of grid that groups the stakeholders based on their level of authority and their active involvement in the project
Power/Influence Grid
Withdrawing/Avoiding
Penalty Power
Strong Matrix
28. Communication that is not on the record
Nonconformance
Unoffical Comm
Team development Life Cycle
Verbal and Non-verbal
29. 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
Push Communications
Summary Schdule
Impact
Critical Chain Method
30. Is a state in which the outcome of process are separate from another
Analogous or Top down Estimating
Statistical Independence
Design of Experiments
Fringe
31. 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
Scheduling
Interactive Communication
6 sigma
Level of Scope development
32. Company pays for quality in a proactive way - typically up front in the planning area of a project ie - increase morale
Autocratic
Conformance
Zero duration
A Lag
33. In fixed pricing the most important consideration is ____.
Zero duration
Risk Triggers
Level of Scope development
Unoffical Comm
34. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Level of Scope development
Proprietary Quality Management Methodolgies
Crashing
Manage Project Team
35. Information Gathering Techniques from Identify Risks - tools and technique
Progress Report
Bill of materials
Delphi Technique
Root cause analysis
36. Used for - legal communication and project documents - When distance or extreme complexity are involve - official situations - presentations - primarily one directional communications
Charateristics of a project
Manage Stakeholders Expectations
PMIS
FORMAL Communication
37. Doing activites in parallel that are that are normally in sequence. Inc cost could occur with rework but additional risk could occur because of possible rework.
Change Control System
Fast Tracking
Rolling Wave Planning
Indentify Stakholders
38. Forecasting method that uses historical data as the basis for estimating future outcomes
Time series method
Risk breakdown structure
Secondary Risk
Stakeholder Mgmt Stategy
39. Communication formula
Risk breakdown structure
Mgmt by Objectives
Forcasting
n *(n -1) /2
40. Type of communication that convey more than just words (inflection of voice body language)
Verbal and Non-verbal
Interactive Communication
Withdrawing/Avoiding
Fast Tracking
41. 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
Code of Accounts
Work Authorization System
Just-in-time (JIT)
Mediator
42. The Process of predicating furture project performance based on the actual performance to date.
Vertical Comm
Forcasting
Conformance
RAM charts
43. Deals with how we are effeiciently using our money
Project Slack
IRR - Interal Rate of Return
Stakeholder Mgmt Stategy
Maslow's Hierarchy of needs
44. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
PMIS
Logic Bar Chart (Gantt Chart)
Closing the project
Develop Human Resource Plan
45. A schedule network analysis technique applied to a schedule that has already been analyzed by the critical path method. It can be used when shared or critical required resources are only available at certain time - are only available in limited quan
Resource leveling
Horizontal Comm
Risk breakdown structure
Business Risk
46. Mock-up technique that uses software to simulate project charactereristics to determine possible outcome
Arrow diagramming method (ADM)
Monte Carlo Technique
Finish to Start (Most common)
Written or oral
47. One of the biggest potential problems facing a project team member in a strong matrix is....
Risk Triggers
Expectancy Theory
Conflict between functional manager and project manager
Conformance
48. Process of collecting and distributing performance information - including status reports - progress measurements and forecast
Report Performance
Scatter Diagram
Life-cycle costing
Maslow's Hierarchy of needs
49. Tool that factors in the communications requirments to ensure they are properly address in the communication Mgmt plan
Communications requirement analysis
Concept of the Halo Theory
PERT Program Evaluation Review Technique
Zero duration
50. The process of making relevant information availible to project stakeholders as planned
Distribute Information
Bottom-up estimating
Offical
Confronting/ Problem solving