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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 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
Breach
Milestone Schedule
Mediator
Oganization breakdown structure
2. An output of Define Activites that identies all milestones and indicated whether the milestone is mandatory
Fishbone AKA cause/effect diagram
Milestone list
Proprietary Quality Management Methodolgies
Code of Accounts
3. In the project coordinator form of a matrix organization - project coordinators often....
Crashing
Project Scope Statment
Often assign project tasks to the various functionals managers
Statistical Independence
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
Schedules - project priorities - resources
Bottom-up estimating
Bill of materials
Smoothing/Accommodating
5. 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
Project Scope Statment
Expectancy Theory
Project Selection
Internal comm
6. Form of power is one that project managers must earn on their own.
Reward Power
Horizontal Comm
Expert Power
Strong Matrix
7. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
Schedules - project priorities - resources
Arrow diagramming method (ADM)
Horizontal Comm
Just-in-time (JIT)
8. 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
Milestone Schedule
Scope Baseline
Referent Power
Proprietary Quality Management Methodolgies
9. 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)
Salience Model
Project Scope Statement
Activity List
10. 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
3 Processes of quality managment
Acquire Project Team
Organization Breakdown Structure
Residual Risk
11. 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)
LAG
Mandatory Constraints (Hard logic)
Work around
Influence/Impact grid
12. Mock-up technique that uses software to simulate project charactereristics to determine possible outcome
Charismatic
Monte Carlo Technique
Milestone list
Plan Risk Mgmt
13. Activity A must be completed before Activity B
Visionary
Finish to Start (Most common)
Perks
Indentify Risk
14. Difference between internal and external risk
Influence/Impact Grid
Start to Finsh
FORMAL Communication
internal risk can be controlled but external cannot be controlled
15. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Activity List
EEF - Enterprise Enviromental Factors
Crashing
Multiplying the risk's probability of occurrence by its estimated impact
16. Risk for which insurance can be purchased - thereby transferring the risk for financial benefit to the party accepting the risk
6 process for Project Integration Mangement
Pure Risk
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Horizontal Comm
17. You determine how the much of something must be tested to ensure that defects are caught
Contingency Reserves
Sample Testing
Bottom-up estimating
Reward Power
18. Benefits that everyone receives in the company i.e Ins or paid holidays
Resource leveling
Level of Scope development
Develop Project Charter
Fringe
19. Customer Satisfaction - Prevention over inspection - Continous Improvement - Management Responsibility
Risk breakdown structure
90%
Status Reports
Project management and quality
20. Team members - quality of their work - Project Manager - quality on the project - Senior Exe - quality standards at the company
internal risk can be controlled but external cannot be controlled
Monte Carlo Technique
People responsible for quality
Maslow's Hierarchy of needs
21. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Salience Model
Collaborating
Run Chart
Indentify Risk
22. 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
Often assign project tasks to the various functionals managers
Run Chart
Sample Testing
Confronting/ Problem solving
23. Communication with peers
Time series method
Analogous or Top down Estimating
Horizontal Comm
Hygiene factors
24. Characteristics which indicate that a risk event is possible in the near future. They are identified when the risk are identified
A Lag
Written or oral
Risk Triggers
EEF - Enterprise Enviromental Factors
25. The Process deciding how to approach and conduct the risk managment activities for a project
Vertical Comm
Plan Risk Mgmt
internal risk can be controlled but external cannot be controlled
Progress Report
26. Communication up and down the organization
Emphasis on defining scope
Vertical Comm
Sample Testing
internal risk can be controlled but external cannot be controlled
27. 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
90%
Resource breakdown structure
RAM charts
Manage Project Team
28. 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
3 Processes of quality managment
Design of Experiments
Coaching
Acquire Project Team
29. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
Pure Risk
Mgmt Reserves
Business Risk
Develop Human Resource Plan
30. Process of developing a document that formally authorizes a project or a phase and document initial requirements that satisfy the stakeholders needs and expectations
Controlling communication
Develop Project Charter
Benchmarking
Mandatory Constraints (Hard logic)
31. Used to asses the impact and consequnces of requested changes on the project
Bill of materials
Change Control System
Elements of scope
Penalty Power
32. The amount of time something can be delayed w/o delaying the PUBLISHED finish date
ISO 9000 (International Org for Standardization)
Commincations Mgmt plan
Project Slack
Free (or Total) float
33. 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
Facilitator
Pull Communication
FORMAL Communication
Stakeholder Mgmt Stategy
34. A deliverable or project work component at the lowest level of each branch of the work breakdown structure
Level of Scope development
Work Package
RAM charts
Influence/Impact grid
35. Shows the overall state of the project - aka the sum of all reports
Salience Model
Status Reports
Project Scope Statment
Fast Tracking
36. Communication that is on record such as as newsletter and annual report
Project Selection
Offical
Discretionary (Soft Logic)
Critical Path Method
37. Cost associated with conformance to requirements and the step taken to elimate non-conformance
Cost of Quality
Team development Life Cycle
Sample Testing
Bill of materials
38. Process of communication and working with stakeholders to meet their needs and addressing issues as they occur
Collaborating
Manage Stakeholders Expectations
Run Chart
Cost plus percentage of cost
39. An after the fact look at what caused a difference between the basline and the actual performance
Cost plus percentage of cost
Work Package
Activity List
Variance Analysis
40. Type of grid that groups the stakeholders based on thier level of authority and their level of concern regarding the project outcomes
Push Communications
Power/ Interest Grid
Manage Stakeholders Expectations
Nonconformance
41. Process of collecting and distributing performance information - including status reports - progress measurements and forecast
Manage Stakeholders Expectations
Continous Improvement (Kaizen)
Residual Risk
Report Performance
42. 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
Communications requirement analysis
Scope Baseline
Influence/Impact Grid
Crashing
43. Techinque of systemically gathering and analyzing quantitative and qualitative information to determine whose interest should be taken into account throughout the project
Interactive Communication
Stakeholder Analysis
A lead
FORMAL Communication
44. A comprehesive list including all schedule activites required on the project
Activity List
Perform Qualitative Risk Analysis
Critical Path Method
Director
45. 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
Mutual Exclusivity
A Lag
6 sigma
Resource leveling
46. 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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47. Formal or informal system used in project management to ensure that the work is done as planned. It ensures that right work is done in the right order at the right time by the right people
Work Authorization System
Internal comm
Multiplying the risk's probability of occurrence by its estimated impact
Organization Breakdown Structure
48. Plan Quality - Perform Quality Assurance - Perform Quality Control
Power/ Interest Grid
3 Processes of quality managment
n *(n -1) /2
Work around
49. Quality philosophy that focus on proactive attitude toward quality with a detail toward statistical analysis to document improvement
Project Scope Statement
Closing the project
Total Quality Management TQM
Change Control System
50. 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.
Rolling Wave Planning
Fast Tracking
Influence/Impact Grid
Stakeholder Mgmt Stategy