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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. Can come from the following factors: Business Need - Market Demand - technological advance - customer request - legal requirements
Project Selection
Strong Matrix
Precendence Diagramming Method (activity on the node)
Sender Message/Receiver - Medium - type of format of the message
2. Considering both development and operating costs when evaluating project alternatives
6 sigma
Life-cycle costing
Forcing
Closing the project
3. 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
Start to Finsh
Forcing
Staffing Mgmt Plan
Variance Analysis
4. Shows the risk that potentially occur broken down by risk category
Visionary
Risk breakdown structure
Business Risk
Scope Baseline
5. What is the number source of conflict?
Scheduling
Make money and to protect the public
Registered to the international quality standards ISO 9001
Visionary
6. A jeopardy that results from the implementation of a risk repsonse
Secondary Risk
RAM charts
Maslow's Hierarchy of needs
Root cause analysis
7. Key tool for comparing a product or service to other standards
Stakeholder Analysis
Benchmarking
Total Quality Management TQM
Implied warranty
8. Estimate is usually a total time or cost estimate that has no significant detail. Info can be created quickly - lack detail
Analogous or Top down Estimating
Start to Finsh
Delphi Technique
Sample Testing
9. Herzberg theory on motivation - basically what drives us to do things
Vertical Comm
Risk Triggers
Hygiene factors
Work around
10. Communication in writing or oral
Written or oral
Maslow's Hierarchy of needs
Start to Finsh
Steps for using the Stakeholder Analysis
11. 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
Run of Seven Rule
Contingency Reserves
Life-cycle costing
Sigma
12. 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.
Oganization breakdown structure
Work Package
Progress Report
Logic Bar Chart (Gantt Chart)
13. Process of improving the competencies - team interaction - and the overall team environment to enhance project team
Manage Stakeholders Expectations
Contingency Reserves
Statistical Independence
Develop Project Team
14. 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
Pareto Diagram
n *(n -1) /2
ISO 9000 (International Org for Standardization)
Indentify Risk
15. 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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16. 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
Manage Project Team
Steps for using the Stakeholder Analysis
Root cause analysis
Contraints
17. 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
Indentify Risk
6 sigma
Expert Power
18. 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.
Critical Chain Method
Director
Risk Breakdown Structure
Power/ Interest Grid
19. Worst form of power to use. People experience negative impact if they don't do what is desired
Mgmt by Objectives
Penalty Power
Mutual Exclusivity
Rolling Wave Planning
20. Benefits that everyone receives in the company i.e Ins or paid holidays
Causal/econometric
Fringe
Secondary Risk
Multiplying the risk's probability of occurrence by its estimated impact
21. 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.
Scope Baseline
Discretionary (Soft Logic)
6 process for Project Integration Mangement
Vertical Comm
22. Conflict Solution where there is an attempt to focus on the positive and distract the attention from the negative
Project management and quality
Smoothing/Accommodating
Fast Tracking
Milestone list
23. Type of Mgmt style where managers have strong or unlimited power and authority
6 sigma
Autocratic
Perform Qualitative Risk Analysis
Approved Change
24. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
6 sigma
Expert Power
Director
Scatter Diagram
25. One advantages of sensitivity analysis is?
Finish to Finish
IT indicates that there is a range of possible outcomes
The 100% Rule
Hygiene factors
26. Calculating the expected monetary value (EMV) of a project risk is found by....
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27. 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
Implied warranty
External Comm
Work Authorization System
Resource leveling
28. 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
Reward Power
Resource breakdown structure
Secondary Risk
Sequence for Closure (for a project) Ver2
29. Company pays for quality in a proactive way - typically up front in the planning area of a project ie - increase morale
Conformance
Salience Model
Implied warranty
Mutual Exclusivity
30. 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
Mediator
Project Selection
Confronting/ Problem solving
RAM charts
31. Activity A must be completed before Activity B
Collaborating
Finish to Start (Most common)
Mediator
Maslow's Hierarchy of needs
32. Risk that is typically uninsurable. Its a risk inherent in the porcess of doing business
Visionary
90%
Project Slack
Business Risk
33. Information Gathering Techniques from Identify Risks - tools and technique
Make money and to protect the public
Gold Plating
Logic Bar Chart (Gantt Chart)
Root cause analysis
34. Shows what has been accomplished at a given time frame
ISO 9000 (International Org for Standardization)
Progress Report
Stakeholder Analysis
90%
35. Form - creation of the team - Storm - refers to the chaos that occurs when people start working together - Norm - behavior starts to normalize - Perform - activity that transpires as the team works as a team instead of solo - Adjourn - work is compl
Start to Start
Critical Path Method
Team development Life Cycle
A Lag
36. Used to asses the impact and consequnces of requested changes on the project
Change Control System
Indentify Risk
Withdrawing/Avoiding
Concept of the Halo Theory
37. Displays a breakdown by resource type accross an organization. This breakdown makes it possible to view where resources are being used regardless of organizational group or division they are in. Can include non-H.R. resources as well as personnel
Sequence for Closure (for a project) Ver2
Internal comm
Risk Owner
Resource breakdown structure
38. 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
Conformance
LAG
Steps for using the Stakeholder Analysis
Referent Power
39. Risk for which insurance can be purchased - thereby transferring the risk for financial benefit to the party accepting the risk
Start to Start
Critical Chain Method
Pure Risk
Maslow's Hierarchy of needs
40. 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)
A lead
Run Chart
Causal/econometric
LAG
41. In the area of legal risks the reasons for licensing of projects
Brainstorming
Internal comm
Salience Model
Make money and to protect the public
42. A milestone has a ______duration
Zero duration
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Autocratic
Brainstorming
43. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Salience Model
Fringe
Leadership and Managment Styles within the project managment life cycle
Manage Project Team
44. Type of power that comes from senior Mgmt at a company authorizing you to be a P.M. and whatever authority comes with that.
Cost of Quality
Start to Finsh
Formal Power
internal risk can be controlled but external cannot be controlled
45. 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
Arrow diagramming method (ADM)
Organization Process Assests (OPA)
Project Scope Statement
Work around
46. A constraint that should be completed but is not absolutly required to be completed before subsequent item can start
Steps for using the Stakeholder Analysis
PERT Program Evaluation Review Technique
Discretionary (Soft Logic)
Make money and to protect the public
47. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
Monte Carlo Technique
Reward Power
Mgmt Reserves
Fishbone AKA cause/effect diagram
48. Used for - legal communication and project documents - When distance or extreme complexity are involve - official situations - presentations - primarily one directional communications
Indentify Risk
Stakeholder Analysis
FORMAL Communication
LAG
49. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
Start to Finsh
Arrow diagramming method (ADM)
Approved Change
Indentify Risk
50. States that 100% of the work of a project needs to be represented in the creation of the WBS. What is the 100% rule?
Breach
Mediator
Autocratic
The 100% Rule