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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. 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
Elements of scope
Staffing Mgmt Plan
Judgemental methods
Stakeholder Analysis
2. People make good project manager simply because they are good in their fields - regardless of background training in project management
Fast Tracking
90%
Concept of the Halo Theory
Conflict between functional manager and project manager
3. Strategy defines as approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle
Referent Power
Zero duration
Stakeholder Mgmt Stategy
Start to Start
4. 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
Finish to Finish
Bottom-up estimating
Project Scope Statment
Compromising
5. 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
6 sigma
Risk breakdown structure
Organization Breakdown Structure
Leadership and Managment Styles within the project managment life cycle
6. The amount of time something can be delayed w/o delaying the PUBLISHED finish date
Critical Path Method
Project Slack
Start to Start
Perform Qualitative Risk Analysis
7. Conflict Solution that entails considering insights and views from a variety of sources and leads to consensus management which in turn leads to commitment
Nonconformance
Collaborating
Resource leveling
Precendence Diagramming Method (activity on the node)
8. An after the fact look at what caused a difference between the basline and the actual performance
IT indicates that there is a range of possible outcomes
Variance Analysis
Approved Change
Zero duration
9. Factors that limits project options such as the number of people available - amount of time or money available to finish the job or other resources or assest issues
Time series method
Contraints
Work Authorization System
Verbal and Non-verbal
10. The amount of risk remaining after a risk response 9from the risk reponse plan) has been implemented
Risk Owner
Residual Risk
Closing the project
Manage Project Team
11. Shows the type of resources broken down
Expert Power
Discretionary (Soft Logic)
Forcing
Resource breakdown structure
12. Any numbering system used to uniquely identify each component of the work breakdown structure
Code of Accounts
n *(n -1) /2
Distribute Information
Project management and quality
13. 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.
Design of Experiments
Approved Change
Salience Model
6 process for Project Integration Mangement
14. Communication in writing or oral
Impact
90%
Written or oral
Project Slack
15. The process of making relevant information availible to project stakeholders as planned
Rolling Wave Planning
Free (or Total) float
Distribute Information
Risk breakdown structure
16. Worst form of power to use. People experience negative impact if they don't do what is desired
Penalty Power
Develop Human Resource Plan
People responsible for quality
Withdrawing/Avoiding
17. 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
Statistical Independence
Causal/econometric
Withdrawing/Avoiding
Bottom-up Estimating
18. Type of grid that groups the stakeholders based on their level of authority and their active involvement in the project
Resource breakdown structure
Phase results are verified and documented
Power/Influence Grid
Design of Experiments
19. 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
Schedules - project priorities - resources
6 sigma
Resource breakdown structure
20. 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
Team development Life Cycle
Start to Start
Benchmarking
Oganization breakdown structure
21. 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
Confronting/ Problem solving
Team development Life Cycle
Summary Schdule
internal risk can be controlled but external cannot be controlled
22. Best form power to use. Someone receives a benefit for doing something that is needed
The 100% Rule
Reward Power
Indentify Stakholders
Distribute Information
23. From the Buyers perspective the riskiest form of contract is
Assumptions
Analogous or Top down Estimating
Conformance
Cost plus percentage of cost
24. 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
IT indicates that there is a range of possible outcomes
Rolling Wave Planning
Staffing Mgmt Plan
Plan Communication
25. Process of improving the competencies - team interaction - and the overall team environment to enhance project team
Confronting/ Problem solving
Develop Project Team
Perks
Schedules - project priorities - resources
26. Is a state in which the outcome of process are separate from another
Risk Register
Statistical Independence
Sender Message/Receiver - Medium - type of format of the message
Variance Analysis
27. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Fast Tracking
Smoothing and withdrawal
FORMAL Communication
Salience Model
28. Information Gathering Techniques from Identify Risks - tools and technique
Vertical Comm
Manage Project Team
Root cause analysis
Crashing
29. Shows what has been accomplished at a given time frame
Progress Report
Activity List
Variance Analysis
Just-in-time (JIT)
30. Invokes determining the latest that an activity can start w/o delaying the activites that follow it.
Free (or Total) float
Phase results are verified and documented
Business Risk
Indentify Risk
31. What is the output of Identify Risk?
Charateristics of a project
Continous Improvement (Kaizen)
Risk Register
Design of Experiments
32. It means that you are current on commincation activity and that you are kept in the project communication loop as musch as possible
Precendence Diagramming Method (activity on the node)
Root cause analysis
Mgmt Reserves
Controlling communication
33. Benefits that everyone receives in the company i.e Ins or paid holidays
IRR - Interal Rate of Return
Fringe
Causal/econometric
Bill of materials
34. 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
Closing the project
Benchmarking
Implied warranty
Referent Power
35. Aka Standard Deviation. It is considered the quality standard. 1 Sigma - 68.26% 2 Sigma - 95.45% 3. Sigma - 99.73%
Code of Accounts
Progress Report
Assumptions
Sigma
36. 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
Mediator
Contraints
Scatter Diagram
Risk Owner
37. A delay between activities. You use it when there is some type of constraint in which something must wait before it can continue
Scatter Diagram
Charismatic
A Lag
Communications requirement analysis
38. Process of using expert opinion - which could come from people already on the project or those outside the project or even the organization
Elements of scope
Approved Change
Delphi Technique
Fast Tracking
39. 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
Run Chart
6 sigma
Charismatic
n *(n -1) /2
40. 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
Pareto Diagram
Risk Register
Create WBS
Summary Schdule
41. Formal or informal system used in project mgmt to ensure that work is done as planned. It ensures that right work is done in the right order at the right time by the right people
Project Slack
Visionary
Work Authorization System
Emphasis on defining scope
42. Document what you do - Do what you document - Document any variance (from the normal process)
Monte Carlo Technique
ISO 3 Steps
Autocratic
Cost plus percentage of cost
43. Activity A must be completed before Activity B
Finish to Start (Most common)
Time series method
Pull Communication
Total Quality Management TQM
44. A contigency put into action when a risk reesponse and any backup plans don't work. It is the reactive "wing it" reponse
Pure Risk
Work around
Schedules - project priorities - resources
Change Control Board
45. One choice does not include any other choices
Mutual Exclusivity
IT indicates that there is a range of possible outcomes
Monte Carlo Technique
Registered to the international quality standards ISO 9001
46. Information Gathering Techniques from Identify Risks - tools and technique
Monte Carlo Technique
Secondary Risk
Registered to the international quality standards ISO 9001
Root cause analysis
47. One of the biggest potential problems facing a project team member in a strong matrix is....
Conflict between functional manager and project manager
Project Scope Statement
Project Slack
Indentify Risk
48. Activity A start before Activity B finishes
Plan Communication
Manage Project Team
Start to Finsh
Strong Matrix
49. 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
Concept of the Halo Theory
Sequence for Closure (for a project) Ver2
Manage Project Team
Scope Baseline
50. The conflict resolutions modes that are least likely to resolve situations
PMIS
Smoothing and withdrawal
Logic Bar Chart (Gantt Chart)
Phase results are verified and documented