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Test your basic knowledge |
PMP: Project Management Professional
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business-skills
Instructions:
Answer 50 questions in 15 minutes.
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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 their active involvement in the project and their ability to effect changes to the projects planning or execution.
Expectancy Theory
Run of Seven Rule
Sender Message/Receiver - Medium - type of format of the message
Influence/Impact grid
2. Activity A must be completed before Activity B
Mediator
Project Selection
Finish to Start (Most common)
Contraints
3. Which organization does conflict occur the most in managing projects
Indentify Risk
Expert Power
Project Scope Statment
Strong Matrix
4. The company's quality system must conform to the criteria set forth in ISO 9001.
Registered to the international quality standards ISO 9001
Communications requirement analysis
Work Package
Risk Triggers
5. Customer Satisfaction - Prevention over inspection - Continous Improvement - Management Responsibility
Scope Baseline
Gold Plating
Project management and quality
Project Scope Statment
6. Responsiblity Assignment Matrix The tool lets the project team know who is involved in each area and what they are responsible for an in what area
Scatter Diagram
RAM charts
Offical
Implied warranty
7. 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
EEF - Enterprise Enviromental Factors
Causal/econometric
Secondary Risk
Push Communications
8. 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.
Conflict between functional manager and project manager
Scope Baseline
Withdrawing/Avoiding
Analogous or Top down Estimating
9. People make good project manager simply because they are good in their fields - regardless of background training in project management
ISO 9000 (International Org for Standardization)
Concept of the Halo Theory
Secondary Risk
90%
10. Communication up and down the organization
Compromising
Vertical Comm
Influence/Impact Grid
Make money and to protect the public
11. 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
Milestone Schedule
Maslow's Hierarchy of needs
EEF - Enterprise Enviromental Factors
12. 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
Approved Change
Referent Power
Start to Finsh
Time series method
13. A contigency put into action when a risk reesponse and any backup plans don't work. It is the reactive "wing it" reponse
Organization Process Assests (OPA)
Critical Chain Method
Discretionary (Soft Logic)
Work around
14. Classification Models (for Stakeholder Analysis)
Work around
Expert Power
Salience Model
Sequence for Closure (for a project) Ver2
15. Forecasting method that incorporates intuitive judgement - opinions and probability estimates
Mandatory Constraints (Hard logic)
Judgemental methods
Proprietary Quality Management Methodolgies
Stakeholder Analysis
16. From the Buyers perspective the riskiest form of contract is
Brainstorming
Project Selection
Sample Testing
Cost plus percentage of cost
17. Type of power that comes from senior Mgmt at a company authorizing you to be a P.M. and whatever authority comes with that.
Risk breakdown structure
Formal Power
Reward Power
Monte Carlo Technique
18. Request made by someone on a project not approved and has no impact
A lead
Vertical Comm
Requested Changes
Critical Path Method
19. Difference between internal and external risk
Contraints
Resource breakdown structure
Change Control System
internal risk can be controlled but external cannot be controlled
20. Modern quality philosophy that states that approx 99.999% of the everything a company creates or processes it executes are error-free
Project management and quality
6 sigma
Design of Experiments
6 process for Project Integration Mangement
21. CMMI - 6 SIGMA - LEAN 6 Sigma Quality Function
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Proprietary Quality Management Methodolgies
Acquire Project Team
Impact
22. 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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23. Form of power is one that project managers must earn on their own.
Mutual Exclusivity
Proprietary Quality Management Methodolgies
Expert Power
Forcasting
24. Forecasting methods that uses the assumption that is possible to identify the underlying factors that might influence the variable that is being forcasted
Director
Pareto Diagram
Risk Owner
Causal/econometric
25. ompany pays for quality in a reactive way - on the back end - decrease morale - decrease customer perception Cost of Conformance and nonconformance examples...
Project Scope Statment
Nonconformance
Milestone Schedule
Activity List
26. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
ISO 9000 (International Org for Standardization)
Influence/Impact grid
Penalty Power
Perks
27. Type of communication that convey more than just words (inflection of voice body language)
Verbal and Non-verbal
LAG
Scheduling
Mgmt by Objectives
28. The Process of determing which risk may affect the project and documents their characteristics
Indentify Risk
3 Processes of quality managment
Delphi Technique
Commincations Mgmt plan
29. 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
Organization Process Assests (OPA)
Finish to Finish
Push Communications
Assumptions
30. A comprehesive list including all schedule activites required on the project
Free (or Total) float
Activity List
Bottom-up estimating
Implied warranty
31. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
Charismatic
Root cause analysis
6 sigma
Pure Risk
32. It means that you are current on commincation activity and that you are kept in the project communication loop as musch as possible
Change Control Board
Maslow's Hierarchy of needs
Business Risk
Controlling communication
33. Can come from the following factors: Business Need - Market Demand - technological advance - customer request - legal requirements
Power/ Interest Grid
Benchmarking
Bottom-up estimating
Project Selection
34. Standard is associated with companies that wish to document their process and adhere to those processes
internal risk can be controlled but external cannot be controlled
EEF - Enterprise Enviromental Factors
ISO 9000 (International Org for Standardization)
Smoothing/Accommodating
35. Used for very large volumes of information or for very large audiences that requires the recipients to access the communication content at their own discretion - Inclued intranet sites - e-learning - and knowledge repositories
Pull Communication
EEF - Enterprise Enviromental Factors
Conflict between functional manager and project manager
Change Control Board
36. ID all potential project stakeholders - Identify the potential impact or support each other stakeholder could generate and classify them ...ie the grids - Assess how key stakeholders are likley to react or respond in various situations
Steps for using the Stakeholder Analysis
Closing the project
Salience Model
Visionary
37. Type of Mgmt style where managers have strong or unlimited power and authority
Closing the project
Often assign project tasks to the various functionals managers
Autocratic
Residual Risk
38. Communication with peers
Acquire Project Team
Multiplying the risk's probability of occurrence by its estimated impact
Horizontal Comm
Gold Plating
39. What is the output of Identify Risk?
A Lag
Schedules - project priorities - resources
Risk Register
Phase results are verified and documented
40. Breakdown structure to help dreak down the risk on a project. It helps create a brainstorming type of environment that allows the team to identify and categorize additional risk. Similar to WBS but the team creates it.
Elements of scope
Risk Owner
Risk Breakdown Structure
A lead
41. The control points of the Sigma proces. Typically the limits are set +/- 3 sigma
Free (or Total) float
Upper Control Limit (UCL) - Lower Control Limit (LCL)
n *(n -1) /2
Work around
42. What warranty type relates to merchantablily or fitness for use?
Project Slack
Maslow's Hierarchy of needs
Expert Power
Implied warranty
43. 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
Project Slack
Perform Qualitative Risk Analysis
Pareto Diagram
Maslow's Hierarchy of needs
44. 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
Project Slack
Interactive Communication
Leadership and Managment Styles within the project managment life cycle
Influence/Impact Grid
45. Shows the type of resources broken down
Bottom-up Estimating
Milestone Schedule
Resource breakdown structure
Contraints
46. Process of improving the competencies - team interaction - and the overall team environment to enhance project team
Variance Analysis
Develop Project Team
Bill of materials
Make money and to protect the public
47. Team members - quality of their work - Project Manager - quality on the project - Senior Exe - quality standards at the company
People responsible for quality
internal risk can be controlled but external cannot be controlled
Fringe
Sender Message/Receiver - Medium - type of format of the message
48. The conflict resolutions modes that are least likely to resolve situations
Contingency Reserves
Assumptions
Smoothing and withdrawal
Influence/Impact grid
49. 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
Mutual Exclusivity
Milestone Schedule
Emphasis on defining scope
Multiplying the risk's probability of occurrence by its estimated impact
50. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
Start to Finsh
Demings' 14 principles of Management
Develop Human Resource Plan
Mandatory Constraints (Hard logic)
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