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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 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.
Project management and quality
Visionary
Level of Scope development
Steps for using the Stakeholder Analysis
2. Calculating the expected monetary value (EMV) of a project risk is found by....
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3. 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
Smoothing/Accommodating
Organization Process Assests (OPA)
Horizontal Comm
Confronting/ Problem solving
4. The process of subdividing project deliverables and project work into smaller more managable components
Hygiene factors
Closing the project
Create WBS
Variance Analysis
5. A constraint that must be completed before subsequent items can start
Create WBS
Mandatory Constraints (Hard logic)
Project management and quality
Zero duration
6. Components - assemblies - sub assemblies used to build a product or service Whaty are the 4 breakdown structures?
Finish to Start (Most common)
Sample Testing
Contingency Reserves
Bill of materials
7. In the project coordinator form of a matrix organization - project coordinators often....
Charismatic
Often assign project tasks to the various functionals managers
Smoothing/Accommodating
Interactive Communication
8. Worst form of power to use. People experience negative impact if they don't do what is desired
Perform Qualitative Risk Analysis
External Contraints
Horizontal Comm
Penalty Power
9. Communication with customer - other project - the media - and the public
Fringe
External Comm
Referent Power
IRR - Interal Rate of Return
10. 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.
Unoffical Comm
Penalty Power
Contraints
Plan Communication
11. The most common causes of conflict in a multi-project environment
Risk Owner
Change Control Board
ISO 3 Steps
Schedules - project priorities - resources
12. The consequences (good or bad) or the amount at stake if something does occur
Variance Analysis
Distribute Information
Impact
Withdrawing/Avoiding
13. The control points of the Sigma proces. Typically the limits are set +/- 3 sigma
EEF - Enterprise Enviromental Factors
Implied warranty
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Pure Risk
14. Shows an aggregate or rolled up view of the various activites at the summary level. It gives senior management - the project management team - a picture of how long the summary level work packages are to take - and what sequence they occur
Summary Schdule
Mgmt by Objectives
Horizontal Comm
Expectancy Theory
15. Shows the overall state of the project - aka the sum of all reports
Report Performance
Status Reports
External Comm
Forcing
16. A deliverable or project work component at the lowest level of each branch of the work breakdown structure
Rolling Wave Planning
Work Package
Work Authorization System
Status Reports
17. Company pays for quality in a proactive way - typically up front in the planning area of a project ie - increase morale
Root cause analysis
Conformance
PERT Program Evaluation Review Technique
Resource breakdown structure
18. Risk for which insurance can be purchased - thereby transferring the risk for financial benefit to the party accepting the risk
Precendence Diagramming Method (activity on the node)
Stakeholder Analysis
Pure Risk
Interactive Communication
19. A comprehesive list including all schedule activites required on the project
Activity List
IRR - Interal Rate of Return
Code of Accounts
Organization Process Assests (OPA)
20. Team members - quality of their work - Project Manager - quality on the project - Senior Exe - quality standards at the company
Influence/Impact grid
People responsible for quality
Cost of Quality
Project Slack
21. 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
ISO 3 Steps
Activity List
Sequence for Closure (for a project) Ver2
Project management and quality
22. Considering both development and operating costs when evaluating project alternatives
Life-cycle costing
Oganization breakdown structure
Milestone list
Finish to Finish
23. Process of improving the competencies - team interaction - and the overall team environment to enhance project team
Life-cycle costing
Secondary Risk
Develop Project Team
Work Authorization System
24. 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)
Strong Matrix
Activity List
Life-cycle costing
25. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Root cause analysis
Team development Life Cycle
Cost of Quality
Precendence Diagramming Method (activity on the node)
26. Model describing classes of stakeholders based on thier power - urgency and legitmacy
People responsible for quality
Fast Tracking
Salience Model
Closing the project
27. On creating a written project scope statement to be used in the future project decision making.
Emphasis on defining scope
Horizontal Comm
Power/ Interest Grid
Forcasting
28. What % of time does a Project manager spend on communications?
EEF - Enterprise Enviromental Factors
Logic Bar Chart (Gantt Chart)
90%
Commincations Mgmt plan
29. Shows how the project organization is structure to accomplish project activities
Oganization breakdown structure
Just-in-time (JIT)
n *(n -1) /2
Penalty Power
30. Type of grid that groups the stakeholders based on their level of authority and their active involvement in the project
Formal Power
Power/Influence Grid
FORMAL Communication
Secondary Risk
31. In fixed pricing the most important consideration is ____.
Level of Scope development
Forcing
Project Slack
Elements of scope
32. 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
Crashing
Report Performance
Run Chart
Unoffical Comm
33. 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
Referent Power
Mediator
Judgemental methods
34. Form of power is one that project managers must earn on their own.
Judgemental methods
Expert Power
Fishbone AKA cause/effect diagram
Run Chart
35. Process of communication and working with stakeholders to meet their needs and addressing issues as they occur
Manage Stakeholders Expectations
External Comm
Commincations Mgmt plan
Rolling Wave Planning
36. Conflict Solution where there is an attempt to focus on the positive and distract the attention from the negative
Cost of Quality
Smoothing/Accommodating
Nonconformance
Upper Control Limit (UCL) - Lower Control Limit (LCL)
37. The conflict resolutions modes that are least likely to resolve situations
Power/ Interest Grid
Interactive Communication
Work Authorization System
Smoothing and withdrawal
38. Quality philosophy that focus on proactive attitude toward quality with a detail toward statistical analysis to document improvement
Conflict between functional manager and project manager
Verbal and Non-verbal
Total Quality Management TQM
Life-cycle costing
39. 1 Has a specific purpose 2. Creates specifi results 3 Has a definite start and finish dates 4. Is temporary 5. Could be progressively elaborated
Charateristics of a project
Plan Communication
6 process for Project Integration Mangement
ISO 3 Steps
40. Used to asses the impact and consequnces of requested changes on the project
Proprietary Quality Management Methodolgies
Change Control System
Indentify Stakholders
Root cause analysis
41. Risk that is typically uninsurable. Its a risk inherent in the porcess of doing business
Breach
A lead
Business Risk
Demings' 14 principles of Management
42. Used for - legal communication and project documents - When distance or extreme complexity are involve - official situations - presentations - primarily one directional communications
Closing the project
Pareto Diagram
Verbal and Non-verbal
FORMAL Communication
43. Tool that factors in the communications requirments to ensure they are properly address in the communication Mgmt plan
Mgmt by Objectives
Communications requirement analysis
ISO 3 Steps
Registered to the international quality standards ISO 9001
44. Conflict Solution where the PM ignores the problem and hopes it either fixes itself or disappears
Withdrawing/Avoiding
Project Slack
Develop Human Resource Plan
Secondary Risk
45. 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.
Delphi Technique
Staffing Mgmt Plan
Develop Human Resource Plan
Design of Experiments
46. The Process of prioritizing risk for further analysis or action by assessing and combining their probability of occurrence and impact - The Process of numerically analyzing the effect of identified risks on overall project objectives
Brainstorming
Report Performance
Total Quality Management TQM
Perform Qualitative Risk Analysis
47. Shows what has been accomplished at a given time frame
Progress Report
Mandatory Constraints (Hard logic)
Facilitator
RAM charts
48. Cost associated with conformance to requirements and the step taken to elimate non-conformance
Cost of Quality
ISO 3 Steps
Nonconformance
Time series method
49. Process of developing a document that formally authorizes a project or a phase and document initial requirements that satisfy the stakeholders needs and expectations
Business Risk
Develop Project Charter
Breach
6 sigma
50. 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
Plan Communication
Penalty Power
Project Selection
Mediator