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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. Type of communication that convey more than just words (inflection of voice body language)
Demings' 14 principles of Management
Risk Breakdown Structure
Verbal and Non-verbal
Causal/econometric
2. Difference between internal and external risk
internal risk can be controlled but external cannot be controlled
Manage Project Team
Summary Schdule
Milestone Schedule
3. Shows the risk that potentially occur broken down by risk category
Conflict between functional manager and project manager
Risk breakdown structure
PERT Program Evaluation Review Technique
Plan Risk Mgmt
4. Type of grid that groups the stakeholders based on thier level of authority and their level of concern regarding the project outcomes
Total Quality Management TQM
LAG
Risk Breakdown Structure
Power/ Interest Grid
5. 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
Gold Plating
Interactive Communication
Cost plus percentage of cost
Steps for using the Stakeholder Analysis
6. 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
internal risk can be controlled but external cannot be controlled
Resource breakdown structure
Run Chart
Project Scope Statment
7. Standard is associated with companies that wish to document their process and adhere to those processes
Root cause analysis
Elements of scope
Requested Changes
ISO 9000 (International Org for Standardization)
8. A jeopardy that results from the implementation of a risk repsonse
Scatter Diagram
Approved Change
Sigma
Secondary Risk
9. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
Rolling Wave Planning
Design of Experiments
Total Quality Management TQM
Charismatic
10. 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
Make money and to protect the public
RAM charts
Referent Power
Conflict between functional manager and project manager
11. 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
Demings' 14 principles of Management
Influence/Impact Grid
Start to Finsh
12. The consequences (good or bad) or the amount at stake if something does occur
Impact
Organization Process Assests (OPA)
Sequence for Closure (for a project) Ver2
Conformance
13. 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
Autocratic
Elements of scope
IT indicates that there is a range of possible outcomes
Design of Experiments
14. Conflict Solution where the PM ignores the problem and hopes it either fixes itself or disappears
Breach
Critical Path Method
Assumptions
Withdrawing/Avoiding
15. 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 Stakholders
External Contraints
Withdrawing/Avoiding
External Comm
16. Deals with how we are effeiciently using our money
IRR - Interal Rate of Return
Critical Path Method
Distribute Information
Fishbone AKA cause/effect diagram
17. What is the number source of conflict?
Finish to Start (Most common)
Develop Project Charter
Mgmt by Objectives
Scheduling
18. 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.
Pure Risk
Fast Tracking
Multiplying the risk's probability of occurrence by its estimated impact
Commincations Mgmt plan
19. 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)
Run of Seven Rule
ISO 3 Steps
Controlling communication
20. 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.
90%
Commincations Mgmt plan
Risk Register
Mgmt by Objectives
21. If the contract is not completed by the contractor either for failure to comply - bankruptcy etc. this is know as
Make money and to protect the public
FORMAL Communication
Breach
Root cause analysis
22. In fixed pricing the most important consideration is ____.
Run Chart
Team development Life Cycle
Perks
Level of Scope development
23. 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)
Emphasis on defining scope
LAG
Organization Process Assests (OPA)
Continous Improvement (Kaizen)
24. A contigency put into action when a risk reesponse and any backup plans don't work. It is the reactive "wing it" reponse
Organization Breakdown Structure
Finish to Start (Most common)
Work around
Analogous or Top down Estimating
25. A comprehesive list including all schedule activites required on the project
Nonconformance
External Contraints
Activity List
Risk Triggers
26. 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.
Closing the project
Multiplying the risk's probability of occurrence by its estimated impact
Pareto Diagram
Scope Baseline
27. The conflict resolutions modes that are least likely to resolve situations
Business Risk
Smoothing and withdrawal
Interactive Communication
Salience Model
28. Type of grid that groups the stakeholders based on their level of authority and their active involvement in the project
Director
Power/Influence Grid
Resource breakdown structure
Mgmt by Objectives
29. In the area of legal risks the reasons for licensing of projects
Bottom-up Estimating
Mediator
Mutual Exclusivity
Make money and to protect the public
30. Request that have been through the changes control system and approved. They are now part of the project with any potential ipact now affecting the project Difference between requested changes and approved changes
Bill of materials
Closing the project
Approved Change
Formal Power
31. You determine how the much of something must be tested to ensure that defects are caught
Sample Testing
Penalty Power
Fishbone AKA cause/effect diagram
Elements of scope
32. Tool that factors in the communications requirments to ensure they are properly address in the communication Mgmt plan
Communications requirement analysis
Forcing
Manage Stakeholders Expectations
Run of Seven Rule
33. Cost associated with conformance to requirements and the step taken to elimate non-conformance
Cost of Quality
Pull Communication
Collaborating
Mgmt by Objectives
34. The amount of time something can be delayed w/o delaying the PUBLISHED finish date
Work around
Plan Communication
Project Slack
Residual Risk
35. Deals with the known Unkowns and is the Project Plan
Contingency Reserves
Elements of scope
Bottom-up estimating
Salience Model
36. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
Zero duration
Director
Breach
Demings' 14 principles of Management
37. When Activity A starts Activity B can starts
Start to Start
Sequence for Closure (for a project) Ver2
FORMAL Communication
IRR - Interal Rate of Return
38. The person responsible for a risk event if it occurs and is simialr to the person responsible for completing on activity
Risk Owner
Summary Schdule
Finish to Start (Most common)
Sequence for Closure (for a project) Ver2
39. Key tool that is a statistical method or tool - that helps identify which factors may influence specific variable of a product or process under development or in production. It lets you change many factors at once.
Plan Risk Mgmt
Continous Improvement (Kaizen)
Scatter Diagram
Design of Experiments
40. Used to track technical performance such as how well something works or schedule or cost performance such as how things were completed on time or budget - respectively
6 sigma
Closing the project
Cost plus percentage of cost
Run Chart
41. Modern quality philosophy that states that approx 99.999% of the everything a company creates or processes it executes are error-free
6 sigma
Autocratic
Elements of scope
Milestone Schedule
42. Classification Models (for Stakeholder Analysis)
Scope Baseline
Conformance
Salience Model
The 100% Rule
43. Plan Quality - Perform Quality Assurance - Perform Quality Control
Influence/Impact Grid
3 Processes of quality managment
Create WBS
Referent Power
44. Develop Project Charter - Develop Project Mgmt. Plan - Direct and Manage Project Execution - Monitor and Control Work - Perform Integrated Change Control - Close Project or Phase
6 process for Project Integration Mangement
Proprietary Quality Management Methodolgies
Referent Power
Sample Testing
45. Activity A start before Activity B finishes
Horizontal Comm
Change Control System
PMIS
Start to Finsh
46. Model describing classes of stakeholders based on thier power - urgency and legitmacy
LAG
Design of Experiments
Salience Model
3 Processes of quality managment
47. Considering both development and operating costs when evaluating project alternatives
6 sigma
Life-cycle costing
Start to Start
Project Slack
48. Communication that is not on the record
Work Authorization System
Crashing
Variance Analysis
Unoffical Comm
49. Type of Mgmt style that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
Facilitator
Risk breakdown structure
Registered to the international quality standards ISO 9001
Risk Owner
50. Any numbering system used to uniquely identify each component of the work breakdown structure
Scope Baseline
Code of Accounts
Rolling Wave Planning
Facilitator