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Test your basic knowledge |
PMP: Project Management Professional
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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. dministrative closure for the feasibility phase of a project requires that ________.
Phase results are verified and documented
6 sigma
Resource breakdown structure
Requested Changes
2. In fixed pricing the most important consideration is ____.
Approved Change
Concept of the Halo Theory
Scatter Diagram
Level of Scope development
3. Communication with peers
Horizontal Comm
Charateristics of a project
Conformance
Work Authorization System
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
Elements of scope
Make money and to protect the public
Run of Seven Rule
Organization Breakdown Structure
5. 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
Sigma
Run of Seven Rule
Fringe
Summary Schdule
6. Forecasting methods that uses the assumption that is possible to identify the underlying factors that might influence the variable that is being forcasted
Finish to Start (Most common)
Elements of scope
Develop Project Team
Causal/econometric
7. Shows how the project organization is structure to accomplish project activities
Scheduling
Impact
Oganization breakdown structure
Maslow's Hierarchy of needs
8. A constraint that must be completed before subsequent items can start
Cost of Quality
Crashing
Mandatory Constraints (Hard logic)
Risk Register
9. A constraint that should be completed but is not absolutly required to be completed before subsequent item can start
Discretionary (Soft Logic)
Rolling Wave Planning
Hygiene factors
Conformance
10. 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
Charateristics of a project
Assumptions
Steps for using the Stakeholder Analysis
Summary Schdule
11. The Process of predicating furture project performance based on the actual performance to date.
Internal comm
Forcasting
Mgmt Reserves
Implied warranty
12. In the area of legal risks the reasons for licensing of projects
Make money and to protect the public
Sender Message/Receiver - Medium - type of format of the message
Risk Register
Analogous or Top down Estimating
13. Strategy defines as approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle
Develop Human Resource Plan
Stakeholder Mgmt Stategy
Start to Start
Requested Changes
14. 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
Design of Experiments
Resource breakdown structure
Discretionary (Soft Logic)
FORMAL Communication
15. 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.
Forcing
Critical Chain Method
Start to Finsh
People responsible for quality
16. Techinque of systemically gathering and analyzing quantitative and qualitative information to determine whose interest should be taken into account throughout the project
Perform Qualitative Risk Analysis
Life-cycle costing
Indentify Risk
Stakeholder Analysis
17. 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
Organization Process Assests (OPA)
Mediator
Discretionary (Soft Logic)
Manage Project Team
18. The person responsible for a risk event if it occurs and is simialr to the person responsible for completing on activity
Mediator
Risk Owner
Milestone list
Indentify Risk
19. If the contract is not completed by the contractor either for failure to comply - bankruptcy etc. this is know as
Delphi Technique
IT indicates that there is a range of possible outcomes
IRR - Interal Rate of Return
Breach
20. Group whose function is to review - approve or reject changes on the project as they relate to the various areas of the represented bussiness
Fast Tracking
Organization Process Assests (OPA)
Work Authorization System
Change Control Board
21. The process of subdividing project deliverables and project work into smaller more managable components
Create WBS
Charismatic
Make money and to protect the public
Smoothing/Accommodating
22. The company's quality system must conform to the criteria set forth in ISO 9001.
Pure Risk
Registered to the international quality standards ISO 9001
IRR - Interal Rate of Return
n *(n -1) /2
23. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
Contingency Reserves
Facilitator
Charismatic
Progress Report
24. What is the output of Identify Risk?
Risk Register
Risk Triggers
Develop Project Team
Design of Experiments
25. 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
Influence/Impact Grid
Salience Model
Mgmt Reserves
Impact
26. 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
External Contraints
Analogous or Top down Estimating
A lead
Leadership and Managment Styles within the project managment life cycle
27. 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
Work around
Benchmarking
Approved Change
External Comm
28. A planning technique which progressively details the work as information becomes firm - and allows for less detail in later project phase where uncertainty is greater is called
Rolling Wave Planning
Compromising
Run Chart
LAG
29. Self Actualization - Esteem - Belonging - Saftey - Physological
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30. One choice does not include any other choices
Delphi Technique
Conformance
6 sigma
Mutual Exclusivity
31. Characteristics which indicate that a risk event is possible in the near future. They are identified when the risk are identified
Scatter Diagram
Push Communications
Risk Triggers
Mandatory Constraints (Hard logic)
32. Customer Satisfaction - Prevention over inspection - Continous Improvement - Management Responsibility
Business Risk
Project management and quality
Salience Model
Life-cycle costing
33. Risk for which insurance can be purchased - thereby transferring the risk for financial benefit to the party accepting the risk
Crashing
Pure Risk
Develop Project Charter
Activity List
34. Proactive stance to development - one that makes improvement throughout a process
Judgemental methods
Reward Power
Progress Report
Continous Improvement (Kaizen)
35. Commuincation within the project
Internal comm
EEF - Enterprise Enviromental Factors
Director
Team development Life Cycle
36. Communication formula
Coaching
The 100% Rule
n *(n -1) /2
Bottom-up Estimating
37. 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
Manage Stakeholders Expectations
Staffing Mgmt Plan
Rolling Wave Planning
38. The amount of time something can be delayed w/o delaying the PUBLISHED finish date
Project Slack
Project Scope Statment
Logic Bar Chart (Gantt Chart)
Plan Communication
39. Classification Models (for Stakeholder Analysis)
Commincations Mgmt plan
Phase results are verified and documented
Residual Risk
Salience Model
40. Activity A must be completed before Activity B
Conflict between functional manager and project manager
Finish to Start (Most common)
Sequence for Closure (for a project) Ver2
Work Package
41. Develop Project Charter - Develop Project Mgmt. Plan - Direct and Manage Project Execution - Monitor and Control Work - Perform Integrated Change Control - Close Project or Phase
Approved Change
Mgmt by Objectives
6 process for Project Integration Mangement
Salience Model
42. Invokes determining the latest that an activity can start w/o delaying the activites that follow it.
Work around
Autocratic
Free (or Total) float
Closing the project
43. Considering both development and operating costs when evaluating project alternatives
Stakeholder Analysis
Business Risk
Sequence for Closure (for a project) Ver2
Life-cycle costing
44. 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
PERT Program Evaluation Review Technique
Activity List
Manage Stakeholders Expectations
45. Standard is associated with companies that wish to document their process and adhere to those processes
Interactive Communication
Pull Communication
ISO 9000 (International Org for Standardization)
Conflict between functional manager and project manager
46. Process of indentify all people or organization impacted by the project and documenting relevant infromationo regarding their interests - involvement - and impact on project success
Arrow diagramming method (ADM)
Indentify Stakholders
3 Processes of quality managment
Demings' 14 principles of Management
47. In the project coordinator form of a matrix organization - project coordinators often....
Implied warranty
Forcasting
Often assign project tasks to the various functionals managers
Withdrawing/Avoiding
48. 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
Work Authorization System
Resource leveling
Root cause analysis
Emphasis on defining scope
49. Which organization does conflict occur the most in managing projects
Strong Matrix
Pareto Diagram
Pull Communication
Work Package
50. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Salience Model
Verbal and Non-verbal
Team development Life Cycle
Forcasting