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PMP: Project Management Professional
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pmp
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business-skills
Instructions:
Answer 50 questions in 15 minutes.
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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. 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
Plan Risk Mgmt
Risk Register
Work Authorization System
Multiplying the risk's probability of occurrence by its estimated impact
2. Cost associated with conformance to requirements and the step taken to elimate non-conformance
Cost of Quality
People responsible for quality
Mgmt Reserves
Project Scope Statment
3. What is the output of Identify Risk?
Often assign project tasks to the various functionals managers
Report Performance
Distribute Information
Risk Register
4. The process of making relevant information availible to project stakeholders as planned
Distribute Information
Contingency Reserves
internal risk can be controlled but external cannot be controlled
Influence/Impact Grid
5. Type of grid that groups the stakeholders based on thier level of authority and their level of concern regarding the project outcomes
Scope Baseline
Bottom-up Estimating
Nonconformance
Power/ Interest Grid
6. Team members - quality of their work - Project Manager - quality on the project - Senior Exe - quality standards at the company
90%
Delphi Technique
Phase results are verified and documented
People responsible for quality
7. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Risk Register
Crashing
Requested Changes
Contraints
8. The Process deciding how to approach and conduct the risk managment activities for a project
Plan Risk Mgmt
Power/ Interest Grid
Cost plus percentage of cost
Root cause analysis
9. 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
Forcasting
Report Performance
EEF - Enterprise Enviromental Factors
Residual Risk
10. 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
n *(n -1) /2
LAG
Reward Power
Compromising
11. 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
Sequence for Closure (for a project) Ver2
Critical Chain Method
Compromising
Pareto Diagram
12. Shows the overall state of the project - aka the sum of all reports
Scatter Diagram
Verbal and Non-verbal
Project Slack
Status Reports
13. Conflict Solution where the PM ignores the problem and hopes it either fixes itself or disappears
Pull Communication
Project Scope Statment
Conflict between functional manager and project manager
Withdrawing/Avoiding
14. Type of Mgmt style that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
Start to Start
Pareto Diagram
Commincations Mgmt plan
Facilitator
15. Activity B msut be Finish by the time Activity A is finish
Resource breakdown structure
Pure Risk
Work Authorization System
Finish to Finish
16. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Work Authorization System
External Comm
Manage Project Team
Continous Improvement (Kaizen)
17. Proactive stance to development - one that makes improvement throughout a process
Strong Matrix
Continous Improvement (Kaizen)
PERT Program Evaluation Review Technique
RAM charts
18. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
Mgmt Reserves
Internal comm
6 sigma
Perks
19. On creating a written project scope statement to be used in the future project decision making.
Emphasis on defining scope
Verbal and Non-verbal
Sender Message/Receiver - Medium - type of format of the message
Power/ Interest Grid
20. Shows how the project organization is structure to accomplish project activities
Oganization breakdown structure
90%
Requested Changes
LAG
21. A constraint that should be completed but is not absolutly required to be completed before subsequent item can start
Mgmt Reserves
Pull Communication
Statistical Independence
Discretionary (Soft Logic)
22. Forecasting method that uses historical data as the basis for estimating future outcomes
Project Slack
Sigma
Time series method
Breach
23. What % of time does a Project manager spend on communications?
EEF - Enterprise Enviromental Factors
Cost plus percentage of cost
Expectancy Theory
90%
24. 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
Power/Influence Grid
Perks
Influence/Impact Grid
Develop Project Charter
25. Risk that is typically uninsurable. Its a risk inherent in the porcess of doing business
Business Risk
RAM charts
Mgmt by Objectives
Gold Plating
26. Deals with the known Unkowns and is the Project Plan
Mgmt Reserves
Compromising
Contingency Reserves
Pull Communication
27. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
Director
Variance Analysis
Withdrawing/Avoiding
Concept of the Halo Theory
28. One advantages of sensitivity analysis is?
IT indicates that there is a range of possible outcomes
Charismatic
A Lag
PMIS
29. Activity A must be completed before Activity B
Finish to Start (Most common)
Perks
Continous Improvement (Kaizen)
Acquire Project Team
30. Process of determining the project stakeholder information needs and defining a communication approach. Who needs what information - when they need it - how it will be provided to them and by whom.
Salience Model
Plan Communication
Conflict between functional manager and project manager
Staffing Mgmt Plan
31. Standard is associated with companies that wish to document their process and adhere to those processes
Delphi Technique
ISO 9000 (International Org for Standardization)
LAG
External Contraints
32. Strategy defines as approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle
Finish to Start (Most common)
Stakeholder Mgmt Stategy
Influence/Impact Grid
Brainstorming
33. Classification Models (for Stakeholder Analysis)
Salience Model
Horizontal Comm
Forcing
Create WBS
34. Information Gathering Techniques from Identify Risks - tools and technique
Root cause analysis
Plan Risk Mgmt
Design of Experiments
Logic Bar Chart (Gantt Chart)
35. Conflict Solution that entails considering insights and views from a variety of sources and leads to consensus management which in turn leads to commitment
Pure Risk
Collaborating
Create WBS
Mutual Exclusivity
36. 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
Develop Project Charter
Run Chart
Staffing Mgmt Plan
Analogous or Top down Estimating
37. In fixed pricing the most important consideration is ____.
Progress Report
Change Control System
Continous Improvement (Kaizen)
Level of Scope development
38. Formula use to calculate time or cost. It performs a weighted avg of the pessimistic - optimistic - and realistic estimates.
Verbal and Non-verbal
Expectancy Theory
Residual Risk
PERT Program Evaluation Review Technique
39. Process of developing a document that formally authorizes a project or a phase and document initial requirements that satisfy the stakeholders needs and expectations
3 Processes of quality managment
Smoothing and withdrawal
Resource breakdown structure
Develop Project Charter
40. A jeopardy that results from the implementation of a risk repsonse
Nonconformance
Secondary Risk
Assumptions
Manage Project Team
41. Components - assemblies - sub assemblies used to build a product or service Whaty are the 4 breakdown structures?
Bill of materials
Distribute Information
Controlling communication
Expectancy Theory
42. Breakdown structure to help dreak down the risk on a project. It helps create a brainstorming type of environment that allows the team to identify and categorize additional risk. Similar to WBS but the team creates it.
Change Control System
n *(n -1) /2
Run of Seven Rule
Risk Breakdown Structure
43. Activity A start before Activity B finishes
External Comm
Bottom-up Estimating
Start to Finsh
Internal comm
44. 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
Start to Start
internal risk can be controlled but external cannot be controlled
Run Chart
Milestone Schedule
45. Document what you do - Do what you document - Document any variance (from the normal process)
internal risk can be controlled but external cannot be controlled
Perks
ISO 3 Steps
90%
46. 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
Work Authorization System
Rolling Wave Planning
Progress Report
The 100% Rule
47. Considering both development and operating costs when evaluating project alternatives
Charismatic
Elements of scope
Critical Path Method
Life-cycle costing
48. The narrative description of the project scope - including major deliverables - project assumptions - project constraints - and a description of work - that provides a documents basis for making future project decisions and for confirming or developi
Referent Power
Project Scope Statement
Project Scope Statment
Run of Seven Rule
49. Forecasting methods that uses the assumption that is possible to identify the underlying factors that might influence the variable that is being forcasted
Pure Risk
Causal/econometric
Critical Chain Method
Develop Project Charter
50. The control points of the Sigma proces. Typically the limits are set +/- 3 sigma
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Bottom-up estimating
Unoffical Comm
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