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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. Process of Confirming human resources availibilty and obtaining the team necessary to complete project assignments
Acquire Project Team
Project Scope Statement
Organization Process Assests (OPA)
Scatter Diagram
2. Communication formula
n *(n -1) /2
Multiplying the risk's probability of occurrence by its estimated impact
Organization Process Assests (OPA)
Progress Report
3. Plan Quality - Perform Quality Assurance - Perform Quality Control
Salience Model
Schedules - project priorities - resources
Steps for using the Stakeholder Analysis
3 Processes of quality managment
4. 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
Unoffical Comm
Fast Tracking
Change Control Board
5. An accelerant of an activity You use a lead when something can begin before its predecessor is totally complete
Cost plus percentage of cost
A lead
Director
Code of Accounts
6. What is the number source of conflict?
Mandatory Constraints (Hard logic)
Indentify Risk
Scheduling
Coaching
7. 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.
Crashing
Staffing Mgmt Plan
Communications requirement analysis
Forcing
8. Commuincation within the project
Interactive Communication
Push Communications
Pure Risk
Internal comm
9. 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
Mgmt by Objectives
PMIS
Interactive Communication
IT indicates that there is a range of possible outcomes
10. 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
Benchmarking
Milestone Schedule
Autocratic
Progress Report
11. The conflict resolutions modes that are least likely to resolve situations
Change Control Board
Smoothing and withdrawal
Work Package
Plan Risk Mgmt
12. A delay between activities. You use it when there is some type of constraint in which something must wait before it can continue
Internal comm
Implied warranty
Project management and quality
A Lag
13. Communication with peers
Arrow diagramming method (ADM)
Organization Breakdown Structure
Change Control Board
Horizontal Comm
14. Employee works a great deal on the project and assumes that the reward will be relative to the amount of effort or perceived effort
Progress Report
Acquire Project Team
Requested Changes
Expectancy Theory
15. 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
Stakeholder Analysis
Summary Schdule
Mandatory Constraints (Hard logic)
Sender Message/Receiver - Medium - type of format of the message
16. 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
Staffing Mgmt Plan
Brainstorming
Pareto Diagram
Contingency Reserves
17. 3 main components of the communication model
Formal Power
Code of Accounts
Gold Plating
Sender Message/Receiver - Medium - type of format of the message
18. Forecasting methods that uses the assumption that is possible to identify the underlying factors that might influence the variable that is being forcasted
Causal/econometric
Mutual Exclusivity
Make money and to protect the public
Sigma
19. Communication with customer - other project - the media - and the public
Run of Seven Rule
Project Slack
External Comm
Bottom-up Estimating
20. Used with sceduling enviroments in which a forward pass establishes the easrliest the activities can start (ES) and finish (EF) and a backward pass establishes the latest the activites can start (LS) and finish (LF)
Proprietary Quality Management Methodolgies
Scatter Diagram
Critical Path Method
Stakeholder Mgmt Stategy
21. Difference between internal and external risk
Formal Power
internal risk can be controlled but external cannot be controlled
Communications requirement analysis
Risk Triggers
22. Information Gathering Techniques from Identify Risks - tools and technique
Mandatory Constraints (Hard logic)
Root cause analysis
Conformance
Rolling Wave Planning
23. Team members - quality of their work - Project Manager - quality on the project - Senior Exe - quality standards at the company
Push Communications
People responsible for quality
Indentify Stakholders
Penalty Power
24. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Brainstorming
Withdrawing/Avoiding
Crashing
Formal Power
25. People make good project manager simply because they are good in their fields - regardless of background training in project management
Concept of the Halo Theory
Referent Power
Unoffical Comm
Total Quality Management TQM
26. What is the output of Identify Risk?
Manage Stakeholders Expectations
Resource breakdown structure
Secondary Risk
Risk Register
27. Information Gathering Techniques from Identify Risks - tools and technique
Proprietary Quality Management Methodolgies
Logic Bar Chart (Gantt Chart)
External Contraints
Root cause analysis
28. Formula use to calculate time or cost. It performs a weighted avg of the pessimistic - optimistic - and realistic estimates.
Smoothing/Accommodating
Bottom-up Estimating
PERT Program Evaluation Review Technique
Indentify Risk
29. Strategy defines as approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle
Steps for using the Stakeholder Analysis
ISO 3 Steps
Demings' 14 principles of Management
Stakeholder Mgmt Stategy
30. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
Sender Message/Receiver - Medium - type of format of the message
Project Scope Statement
Interactive Communication
Mgmt Reserves
31. 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.
Sequence for Closure (for a project) Ver2
Fast Tracking
Indentify Risk
Change Control Board
32. Type of Mgmt style that brings out the best in the team - bringing mbrs to their potential or where they need to be with regard to the project
Expectancy Theory
Finish to Finish
Critical Path Method
Coaching
33. 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
Smoothing and withdrawal
Run Chart
Organization Process Assests (OPA)
Influence/Impact grid
34. 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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35. A milestone has a ______duration
Zero duration
Confronting/ Problem solving
Facilitator
Demings' 14 principles of Management
36. 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
Resource leveling
Pull Communication
Statistical Independence
Requested Changes
37. An after the fact look at what caused a difference between the basline and the actual performance
Code of Accounts
Staffing Mgmt Plan
Withdrawing/Avoiding
Variance Analysis
38. 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
Influence/Impact Grid
Start to Finsh
Develop Project Charter
Referent Power
39. One of the biggest potential problems facing a project team member in a strong matrix is....
Arrow diagramming method (ADM)
Sample Testing
Milestone Schedule
Conflict between functional manager and project manager
40. States that 100% of the work of a project needs to be represented in the creation of the WBS. What is the 100% rule?
Rolling Wave Planning
The 100% Rule
Risk breakdown structure
Forcasting
41. Type of grid that groups the stakeholders based on their level of authority and their active involvement in the project
Power/Influence Grid
Discretionary (Soft Logic)
Breach
Conflict between functional manager and project manager
42. Communication in writing or oral
Report Performance
Elements of scope
Forcing
Written or oral
43. A jeopardy that results from the implementation of a risk repsonse
Secondary Risk
Stakeholder Mgmt Stategy
Life-cycle costing
Resource breakdown structure
44. What warranty type relates to merchantablily or fitness for use?
Judgemental methods
Conformance
Fringe
Implied warranty
45. 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
Work around
Strong Matrix
Cost plus percentage of cost
Leadership and Managment Styles within the project managment life cycle
46. Play a huge role in planning - When you perform project management part of the concept of Planning is to deal with items unkown. You must make assumptions for scheduling and bugeting. In most cases as the project evoles - you learn more about it.
Critical Path Method
Mandatory Constraints (Hard logic)
Sigma
Assumptions
47. Mock-up technique that uses software to simulate project charactereristics to determine possible outcome
Monte Carlo Technique
Project Selection
Change Control Board
Assumptions
48. Process of developing a document that formally authorizes a project or a phase and document initial requirements that satisfy the stakeholders needs and expectations
Salience Model
Develop Project Charter
Implied warranty
Work Authorization System
49. The process of making relevant information availible to project stakeholders as planned
Bottom-up Estimating
Continous Improvement (Kaizen)
Emphasis on defining scope
Distribute Information
50. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Staffing Mgmt Plan
Schedules - project priorities - resources
Closing the project
Precendence Diagramming Method (activity on the node)