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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. Self Actualization - Esteem - Belonging - Saftey - Physological
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2. Conflict Solution where there is an effort in which attempts are made to work out the actual problem. It is the best type of conflict resolution
Develop Human Resource Plan
Confronting/ Problem solving
Push Communications
Influence/Impact grid
3. 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
Analogous or Top down Estimating
Salience Model
Bottom-up Estimating
Plan Communication
4. 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
Milestone list
Organization Process Assests (OPA)
Work Package
5. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
Arrow diagramming method (ADM)
Plan Risk Mgmt
Report Performance
Implied warranty
6. 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
Closing the project
Logic Bar Chart (Gantt Chart)
Milestone Schedule
internal risk can be controlled but external cannot be controlled
7. A contigency put into action when a risk reesponse and any backup plans don't work. It is the reactive "wing it" reponse
Conflict between functional manager and project manager
Acquire Project Team
Work around
Pull Communication
8. Describes when and how human resource requirments will be met. It is part of the Human Reources plan wich in turn is part of the Project Managment plan
Milestone list
Sample Testing
Risk Breakdown Structure
Staffing Mgmt Plan
9. In fixed pricing the most important consideration is ____.
Pull Communication
Fishbone AKA cause/effect diagram
Expert Power
Level of Scope development
10. One of the biggest potential problems facing a project team member in a strong matrix is....
Compromising
Discretionary (Soft Logic)
Conflict between functional manager and project manager
6 process for Project Integration Mangement
11. ompany pays for quality in a reactive way - on the back end - decrease morale - decrease customer perception Cost of Conformance and nonconformance examples...
Contingency Reserves
Sample Testing
Nonconformance
Mgmt by Objectives
12. Type of Grid that groups the stakholders based on their active involvement in the project and their ability to effect changes to the projects planning or execution
internal risk can be controlled but external cannot be controlled
Influence/Impact Grid
Organization Breakdown Structure
Referent Power
13. Deals with how we are effeiciently using our money
IRR - Interal Rate of Return
Expectancy Theory
Indentify Stakholders
Steps for using the Stakeholder Analysis
14. 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
Requested Changes
Finish to Finish
Summary Schdule
Expectancy Theory
15. 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
A lead
Create WBS
Team development Life Cycle
Plan Communication
16. Risk for which insurance can be purchased - thereby transferring the risk for financial benefit to the party accepting the risk
Bottom-up Estimating
Plan Risk Mgmt
Pure Risk
The 100% Rule
17. Forecasting methods that uses the assumption that is possible to identify the underlying factors that might influence the variable that is being forcasted
Multiplying the risk's probability of occurrence by its estimated impact
Forcing
Causal/econometric
Scheduling
18. 3 main components of the communication model
Sender Message/Receiver - Medium - type of format of the message
Arrow diagramming method (ADM)
Change Control System
Expert Power
19. Process that helps determine where a project fits in the big picture of planning at the company - It also could be used to address a goal-setting technique which emphasizes establishing attainable goals and monitoring for variance then adjusting as n
Expectancy Theory
Reward Power
Mgmt by Objectives
Risk Triggers
20. Worst form of power to use. People experience negative impact if they don't do what is desired
Life-cycle costing
Penalty Power
Horizontal Comm
Sequence for Closure (for a project) Ver2
21. Techinque of systemically gathering and analyzing quantitative and qualitative information to determine whose interest should be taken into account throughout the project
Vertical Comm
Stakeholder Analysis
Progress Report
PERT Program Evaluation Review Technique
22. The Process of determing which risk may affect the project and documents their characteristics
Indentify Risk
Judgemental methods
Finish to Start (Most common)
Cost of Quality
23. 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.
Multiplying the risk's probability of occurrence by its estimated impact
Design of Experiments
Steps for using the Stakeholder Analysis
Breach
24. Conflict Solution where the PM ignores the problem and hopes it either fixes itself or disappears
Controlling communication
Referent Power
Withdrawing/Avoiding
Work around
25. Information Gathering Techniques from Identify Risks - tools and technique
Root cause analysis
Finish to Start (Most common)
PERT Program Evaluation Review Technique
Collaborating
26. States that 100% of the work of a project needs to be represented in the creation of the WBS. What is the 100% rule?
Free (or Total) float
The 100% Rule
Bottom-up estimating
Charismatic
27. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Judgemental methods
Manage Project Team
Project Slack
Emphasis on defining scope
28. Shows how the project organization is structure to accomplish project activities
Oganization breakdown structure
Resource leveling
Fishbone AKA cause/effect diagram
internal risk can be controlled but external cannot be controlled
29. Best form power to use. Someone receives a benefit for doing something that is needed
Reward Power
IT indicates that there is a range of possible outcomes
Visionary
Sigma
30. Concept that defines a low level of detail on the WBS for immediate work being accomplished while the work to be done in the future is only at the highlevel of decomposition in the WBS until it is soon to be started. The concept that utilizes the pro
Root cause analysis
IT indicates that there is a range of possible outcomes
Rolling Wave Planning
Approved Change
31. From the Buyers perspective the riskiest form of contract is
Closing the project
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Scheduling
Cost plus percentage of cost
32. A cumulative histogram you can use to see where the key problems lie. You can see what is causing the most frequency of problems plus a cumulative percentage of the problem
Bottom-up Estimating
ISO 3 Steps
Pareto Diagram
Indentify Risk
33. Difference between internal and external risk
Summary Schdule
Sender Message/Receiver - Medium - type of format of the message
Work Authorization System
internal risk can be controlled but external cannot be controlled
34. Calculating the expected monetary value (EMV) of a project risk is found by....
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35. People make good project manager simply because they are good in their fields - regardless of background training in project management
Level of Scope development
Concept of the Halo Theory
Staffing Mgmt Plan
Gold Plating
36. The conflict resolutions modes that are least likely to resolve situations
Critical Path Method
Approved Change
Nonconformance
Smoothing and withdrawal
37. Communication that is on record such as as newsletter and annual report
n *(n -1) /2
Offical
Acquire Project Team
IT indicates that there is a range of possible outcomes
38. Communication that is not on the record
Change Control Board
Contingency Reserves
Activity List
Unoffical Comm
39. Shows the type of resources broken down
Power/Influence Grid
Scheduling
Offical
Resource breakdown structure
40. Request made by someone on a project not approved and has no impact
Progress Report
Requested Changes
Resource leveling
Analogous or Top down Estimating
41. 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
Pure Risk
Indentify Risk
Contraints
42. Modern quality philosophy that states that approx 99.999% of the everything a company creates or processes it executes are error-free
External Contraints
Critical Path Method
6 sigma
Root cause analysis
43. Close out any contracts w/ outside vendors - Deliver any required reports associated w/ closure (OPA updates) - Complete any close project or phase activites - Performed lessons learned - Complete the archives of any project files (OPA updates) - Rel
IT indicates that there is a range of possible outcomes
Sigma
Sequence for Closure (for a project) Ver2
Concept of the Halo Theory
44. 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.
Visionary
A lead
Written or oral
Finish to Finish
45. 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
Time series method
Bottom-up estimating
Cost plus percentage of cost
Distribute Information
46. Estimate is usually a total time or cost estimate that has no significant detail. Info can be created quickly - lack detail
Risk breakdown structure
Influence/Impact grid
Analogous or Top down Estimating
External Comm
47. 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
Create WBS
EEF - Enterprise Enviromental Factors
Start to Start
Analogous or Top down Estimating
48. You determine how the much of something must be tested to ensure that defects are caught
Work Package
Develop Project Charter
Rolling Wave Planning
Sample Testing
49. Group whose function is to review - approve or reject changes on the project as they relate to the various areas of the represented bussiness
Requested Changes
Just-in-time (JIT)
Manage Project Team
Change Control Board
50. Cost associated with conformance to requirements and the step taken to elimate non-conformance
Internal comm
Secondary Risk
Cost of Quality
Offical