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PMP: Project Management Professional
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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. Process of improving the competencies - team interaction - and the overall team environment to enhance project team
Free (or Total) float
Develop Project Team
Indentify Stakholders
Root cause analysis
2. Shows the type of resources broken down
Life-cycle costing
Plan Communication
Resource breakdown structure
Charismatic
3. On creating a written project scope statement to be used in the future project decision making.
Organization Breakdown Structure
Emphasis on defining scope
Visionary
Critical Path Method
4. 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
Stakeholder Analysis
Confronting/ Problem solving
External Comm
A Lag
5. One choice does not include any other choices
Plan Risk Mgmt
Mutual Exclusivity
Pure Risk
Project Scope Statement
6. 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)
Benchmarking
Causal/econometric
Project Selection
7. Worst form of power to use. People experience negative impact if they don't do what is desired
LAG
A lead
Report Performance
Penalty Power
8. 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
Staffing Mgmt Plan
Formal Power
Bottom-up estimating
Sample Testing
9. Risk for which insurance can be purchased - thereby transferring the risk for financial benefit to the party accepting the risk
IT indicates that there is a range of possible outcomes
Resource breakdown structure
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Pure Risk
10. Plan Quality - Perform Quality Assurance - Perform Quality Control
3 Processes of quality managment
Conformance
Concept of the Halo Theory
Horizontal Comm
11. 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
Withdrawing/Avoiding
Compromising
Project Scope Statement
Hygiene factors
12. 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
Fishbone AKA cause/effect diagram
ISO 9000 (International Org for Standardization)
Sample Testing
Pull Communication
13. Classification Models (for Stakeholder Analysis)
Steps for using the Stakeholder Analysis
Salience Model
Risk Breakdown Structure
Develop Project Charter
14. 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
Fringe
6 process for Project Integration Mangement
Interactive Communication
Internal comm
15. Cost associated with conformance to requirements and the step taken to elimate non-conformance
Salience Model
Cost of Quality
Bottom-up estimating
Mutual Exclusivity
16. 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.
Interactive Communication
Confronting/ Problem solving
Design of Experiments
Start to Finsh
17. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Phase results are verified and documented
Contingency Reserves
Charismatic
18. 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
Referent Power
Interactive Communication
Bill of materials
Horizontal Comm
19. Shows the overall state of the project - aka the sum of all reports
Scope Baseline
Status Reports
Salience Model
Reward Power
20. The most common causes of conflict in a multi-project environment
Scope Baseline
Interactive Communication
Schedules - project priorities - resources
Pull Communication
21. Benefits that everyone receives in the company i.e Ins or paid holidays
Develop Project Charter
Phase results are verified and documented
Critical Chain Method
Fringe
22. Can come from the following factors: Business Need - Market Demand - technological advance - customer request - legal requirements
Power/ Interest Grid
Team development Life Cycle
Staffing Mgmt Plan
Project Selection
23. 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.
Director
Plan Communication
Bill of materials
Make money and to protect the public
24. Process of communication and working with stakeholders to meet their needs and addressing issues as they occur
Forcasting
Manage Stakeholders Expectations
Organization Breakdown Structure
Smoothing/Accommodating
25. Shows the risk that potentially occur broken down by risk category
Risk breakdown structure
Mediator
Expectancy Theory
Written or oral
26. Process of developing a document that formally authorizes a project or a phase and document initial requirements that satisfy the stakeholders needs and expectations
Sample Testing
Arrow diagramming method (ADM)
Develop Project Charter
Start to Start
27. Modern quality philosophy that states that approx 99.999% of the everything a company creates or processes it executes are error-free
Secondary Risk
6 sigma
Confronting/ Problem solving
A Lag
28. A delay between activities. You use it when there is some type of constraint in which something must wait before it can continue
Indentify Stakholders
Multiplying the risk's probability of occurrence by its estimated impact
Confronting/ Problem solving
A Lag
29. Quality philosophy that focus on proactive attitude toward quality with a detail toward statistical analysis to document improvement
Fishbone AKA cause/effect diagram
Time series method
Total Quality Management TQM
Project Slack
30. Activity B msut be Finish by the time Activity A is finish
Finish to Finish
Secondary Risk
Sequence for Closure (for a project) Ver2
Unoffical Comm
31. Techinque of systemically gathering and analyzing quantitative and qualitative information to determine whose interest should be taken into account throughout the project
Stakeholder Analysis
Phase results are verified and documented
Staffing Mgmt Plan
Risk Breakdown Structure
32. Inputs to many processes that deal with variables external to the project - such as imfomation systems and company policies and procedures. They can include process definitions - templates - organizations communications needs
Organization Process Assests (OPA)
Status Reports
Controlling communication
Root cause analysis
33. A constraint put in place by something external to the project team or organization
Mgmt by Objectives
Pareto Diagram
External Contraints
Requested Changes
34. Tool you can use initially in a project to evaluate what could potentially cause defects. You can use it during the project to review symptoms to determine the real problem (continue to ask questions until the root cause is determine)
Fishbone AKA cause/effect diagram
Bottom-up Estimating
Cost plus percentage of cost
A Lag
35. Deals with the known Unkowns and is the Project Plan
Withdrawing/Avoiding
Code of Accounts
Discretionary (Soft Logic)
Contingency Reserves
36. Type of Mgmt style where the PM sees what can be - where the company or team needs to go. Focusing more on the big picture of the company - with others focusing on the day to day events.
Smoothing/Accommodating
Visionary
internal risk can be controlled but external cannot be controlled
EEF - Enterprise Enviromental Factors
37. Approach for scheduling that emphasizes resources flexibility - by using duration buffers for resources - and leveling over the course of the project to accommadate
Critical Chain Method
Facilitator
Project Scope Statement
Resource breakdown structure
38. Group whose function is to review - approve or reject changes on the project as they relate to the various areas of the represented bussiness
Time series method
Run of Seven Rule
Fringe
Change Control Board
39. Activity A must be completed before Activity B
Pull Communication
Finish to Start (Most common)
Phase results are verified and documented
Work Authorization System
40. 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
Often assign project tasks to the various functionals managers
Manage Project Team
Contraints
Develop Human Resource Plan
41. The consequences (good or bad) or the amount at stake if something does occur
Work Package
Report Performance
Expectancy Theory
Impact
42. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Proprietary Quality Management Methodolgies
Collaborating
Bottom-up estimating
Salience Model
43. dministrative closure for the feasibility phase of a project requires that ________.
Demings' 14 principles of Management
ISO 3 Steps
Phase results are verified and documented
Plan Risk Mgmt
44. 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
Organization Breakdown Structure
Strong Matrix
Milestone Schedule
Pure Risk
45. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Status Reports
Precendence Diagramming Method (activity on the node)
Judgemental methods
Change Control System
46. An accelerant of an activity You use a lead when something can begin before its predecessor is totally complete
A lead
Total Quality Management TQM
Steps for using the Stakeholder Analysis
Demings' 14 principles of Management
47. ompany pays for quality in a reactive way - on the back end - decrease morale - decrease customer perception Cost of Conformance and nonconformance examples...
Finish to Finish
Formal Power
Nonconformance
Cost plus percentage of cost
48. Type of Mgmt style that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
Sample Testing
Facilitator
Leadership and Managment Styles within the project managment life cycle
Run Chart
49. Chart used Project Management on the left - Talbe of information (Usually activities - dates - resources etc) on Right - horizontal bars showing when those activities are occuring use it to track the day-to-day.
Logic Bar Chart (Gantt Chart)
Oganization breakdown structure
Gold Plating
Expectancy Theory
50. Shows how the project organization is structure to accomplish project activities
Total Quality Management TQM
Oganization breakdown structure
Level of Scope development
Residual Risk
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