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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. 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
Forcing
Business Risk
Sequence for Closure (for a project) Ver2
Continous Improvement (Kaizen)
2. Information Gathering Techniques from Identify Risks - tools and technique
Change Control Board
EEF - Enterprise Enviromental Factors
Steps for using the Stakeholder Analysis
Root cause analysis
3. Is a state in which the outcome of process are separate from another
Team development Life Cycle
Work Authorization System
Statistical Independence
Bottom-up estimating
4. Activity A start before Activity B finishes
Mediator
Collaborating
Penalty Power
Start to Finsh
5. 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
Scatter Diagram
Resource breakdown structure
Causal/econometric
6. Worst form of power to use. People experience negative impact if they don't do what is desired
Penalty Power
Formal Power
Verbal and Non-verbal
Work Package
7. Deals with how we are effeiciently using our money
Push Communications
Work Authorization System
Continous Improvement (Kaizen)
IRR - Interal Rate of Return
8. ID all potential project stakeholders - Identify the potential impact or support each other stakeholder could generate and classify them ...ie the grids - Assess how key stakeholders are likley to react or respond in various situations
Steps for using the Stakeholder Analysis
Precendence Diagramming Method (activity on the node)
Stakeholder Mgmt Stategy
Monte Carlo Technique
9. Type of communication that convey more than just words (inflection of voice body language)
Risk Owner
Visionary
Verbal and Non-verbal
Risk Register
10. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Salience Model
PMIS
internal risk can be controlled but external cannot be controlled
Internal comm
11. The consequences (good or bad) or the amount at stake if something does occur
Collaborating
ISO 9000 (International Org for Standardization)
Distribute Information
Impact
12. 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
Rolling Wave Planning
Influence/Impact Grid
Milestone list
Milestone Schedule
13. Cost associated with conformance to requirements and the step taken to elimate non-conformance
Stakeholder Mgmt Stategy
Smoothing/Accommodating
Crashing
Cost of Quality
14. Used to asses the impact and consequnces of requested changes on the project
Causal/econometric
Assumptions
Change Control System
Manage Project Team
15. Any numbering system used to uniquely identify each component of the work breakdown structure
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Registered to the international quality standards ISO 9001
Work Authorization System
Code of Accounts
16. The process of making relevant information availible to project stakeholders as planned
Team development Life Cycle
Distribute Information
Written or oral
Impact
17. Activity A must be completed before Activity B
Run Chart
Horizontal Comm
Finish to Start (Most common)
Delphi Technique
18. Forecasting method that incorporates intuitive judgement - opinions and probability estimates
Distribute Information
Manage Stakeholders Expectations
Judgemental methods
Develop Project Charter
19. Standard is associated with companies that wish to document their process and adhere to those processes
Push Communications
Secondary Risk
Code of Accounts
ISO 9000 (International Org for Standardization)
20. What % of time does a Project manager spend on communications?
Salience Model
90%
Push Communications
Scatter Diagram
21. Process of Confirming human resources availibilty and obtaining the team necessary to complete project assignments
Activity List
Acquire Project Team
Milestone list
Risk breakdown structure
22. Mock-up technique that uses software to simulate project charactereristics to determine possible outcome
Change Control Board
Communications requirement analysis
Monte Carlo Technique
Scheduling
23. You determine how the much of something must be tested to ensure that defects are caught
Run Chart
Fast Tracking
Scheduling
Sample Testing
24. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
Sequence for Closure (for a project) Ver2
Risk breakdown structure
Plan Risk Mgmt
Perks
25. 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
Cost of Quality
Nonconformance
Run Chart
Project Scope Statment
26. Provides details of the planned Scope for the project - this includes the Project Scope Statment - WBS - WBS dictionary. It is the key output in the Create WBS.
Horizontal Comm
Penalty Power
Forcing
Scope Baseline
27. Communication formula
Mediator
n *(n -1) /2
Level of Scope development
Develop Project Team
28. Shows what has been accomplished at a given time frame
Progress Report
Often assign project tasks to the various functionals managers
Time series method
Fast Tracking
29. The most common causes of conflict in a multi-project environment
Schedules - project priorities - resources
Develop Human Resource Plan
Charismatic
Plan Communication
30. Type of grid that groups the stakeholders based on thier level of authority and their level of concern regarding the project outcomes
Start to Start
Cost plus percentage of cost
Power/ Interest Grid
Multiplying the risk's probability of occurrence by its estimated impact
31. 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
Resource leveling
A lead
Create WBS
Director
32. The Process of predicating furture project performance based on the actual performance to date.
Forcasting
Work Package
Steps for using the Stakeholder Analysis
Level of Scope development
33. If the contract is not completed by the contractor either for failure to comply - bankruptcy etc. this is know as
Stakeholder Analysis
Project Selection
Approved Change
Breach
34. Type of grid that groups the stakeholders based on their level of authority and their active involvement in the project
Power/Influence Grid
Residual Risk
Push Communications
Logic Bar Chart (Gantt Chart)
35. Modern quality philosophy that states that approx 99.999% of the everything a company creates or processes it executes are error-free
Distribute Information
6 sigma
Smoothing/Accommodating
Mgmt by Objectives
36. Forecasting method that uses historical data as the basis for estimating future outcomes
Power/ Interest Grid
External Comm
Power/Influence Grid
Time series method
37. 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
Distribute Information
Progress Report
The 100% Rule
Leadership and Managment Styles within the project managment life cycle
38. Shows the risk that potentially occur broken down by risk category
Fringe
Internal comm
Risk breakdown structure
ISO 3 Steps
39. 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
Organization Breakdown Structure
Resource breakdown structure
Compromising
Contraints
40. A comprehesive list including all schedule activites required on the project
Activity List
Pure Risk
Expert Power
6 process for Project Integration Mangement
41. Communication in writing or oral
Written or oral
Logic Bar Chart (Gantt Chart)
3 Processes of quality managment
Start to Finsh
42. States that if you seven consecutive data points on either side of the mean - without crossing the other sid - the process is considered out of control and needs investigation
Fishbone AKA cause/effect diagram
Continous Improvement (Kaizen)
PERT Program Evaluation Review Technique
Run of Seven Rule
43. Considering both development and operating costs when evaluating project alternatives
Formal Power
Life-cycle costing
Multiplying the risk's probability of occurrence by its estimated impact
Organization Breakdown Structure
44. Shows the type of resources broken down
Develop Project Charter
FORMAL Communication
Work Authorization System
Resource breakdown structure
45. Calculating the expected monetary value (EMV) of a project risk is found by....
46. Approach for scheduling that emphasizes resources flexibility - by using duration buffers for resources - and leveling over the course of the project to accommadate
Work Package
Confronting/ Problem solving
Code of Accounts
Critical Chain Method
47. Type of grid that groups the stakeholders based on their active involvement in the project and their ability to effect changes to the projects planning or execution.
Mgmt Reserves
Free (or Total) float
Hygiene factors
Influence/Impact grid
48. Conflict Solution where the PM ignores the problem and hopes it either fixes itself or disappears
Withdrawing/Avoiding
Concept of the Halo Theory
Just-in-time (JIT)
Work Authorization System
49. Benefits that everyone receives in the company i.e Ins or paid holidays
Run of Seven Rule
Develop Human Resource Plan
Strong Matrix
Fringe
50. Proactive stance to development - one that makes improvement throughout a process
Controlling communication
Continous Improvement (Kaizen)
Facilitator
Sender Message/Receiver - Medium - type of format of the message