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PMP: Project Management Professional
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certifications
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pmp
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business-skills
Instructions:
Answer 50 questions in 15 minutes.
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study here
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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 tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Manage Project Team
Collaborating
Mutual Exclusivity
Approved Change
2. Characteristics which indicate that a risk event is possible in the near future. They are identified when the risk are identified
Develop Human Resource Plan
Critical Chain Method
Risk Triggers
Residual Risk
3. A constraint that should be completed but is not absolutly required to be completed before subsequent item can start
Sender Message/Receiver - Medium - type of format of the message
Discretionary (Soft Logic)
Breach
Cost of Quality
4. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
Risk Owner
Facilitator
Perks
Closing the project
5. The process of making relevant information availible to project stakeholders as planned
Work Package
Charismatic
Confronting/ Problem solving
Distribute Information
6. Shows the risk that potentially occur broken down by risk category
6 process for Project Integration Mangement
Run of Seven Rule
Risk breakdown structure
Root cause analysis
7. 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
n *(n -1) /2
Precendence Diagramming Method (activity on the node)
90%
8. Formal or informal system used in project management to ensure that the work is done as planned. It ensures that right work is done in the right order at the right time by the right people
Work Authorization System
Conflict between functional manager and project manager
Plan Communication
Organization Breakdown Structure
9. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
Fast Tracking
Develop Human Resource Plan
Commincations Mgmt plan
Influence/Impact grid
10. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
Director
Collaborating
Salience Model
Steps for using the Stakeholder Analysis
11. 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
Statistical Independence
Interactive Communication
Distribute Information
Status Reports
12. 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
Manage Project Team
Milestone list
Just-in-time (JIT)
Variance Analysis
13. 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
Internal comm
Contraints
Bottom-up estimating
Mediator
14. In the project coordinator form of a matrix organization - project coordinators often....
Secondary Risk
EEF - Enterprise Enviromental Factors
Salience Model
Often assign project tasks to the various functionals managers
15. Aka Standard Deviation. It is considered the quality standard. 1 Sigma - 68.26% 2 Sigma - 95.45% 3. Sigma - 99.73%
Sigma
Mandatory Constraints (Hard logic)
Concept of the Halo Theory
Causal/econometric
16. What is the output of Identify Risk?
Charateristics of a project
Risk Register
LAG
Upper Control Limit (UCL) - Lower Control Limit (LCL)
17. On creating a written project scope statement to be used in the future project decision making.
Level of Scope development
Risk Owner
Indentify Risk
Emphasis on defining scope
18. A constraint put in place by something external to the project team or organization
Work Authorization System
External Contraints
Risk Register
Mgmt by Objectives
19. Activity A must be completed before Activity B
Mediator
Finish to Start (Most common)
ISO 9000 (International Org for Standardization)
Gold Plating
20. Shows what has been accomplished at a given time frame
Breach
Activity List
Progress Report
PMIS
21. Quality philosophy that focus on proactive attitude toward quality with a detail toward statistical analysis to document improvement
Progress Report
PMIS
RAM charts
Total Quality Management TQM
22. 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
People responsible for quality
Just-in-time (JIT)
Implied warranty
Milestone Schedule
23. Group whose function is to review - approve or reject changes on the project as they relate to the various areas of the represented bussiness
Change Control Board
Influence/Impact grid
Business Risk
Start to Start
24. Deals with how we are effeiciently using our money
Smoothing and withdrawal
IRR - Interal Rate of Return
Risk Owner
RAM charts
25. One of the biggest potential problems facing a project team member in a strong matrix is....
Conflict between functional manager and project manager
Breach
Critical Path Method
Level of Scope development
26. 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
Penalty Power
Organization Breakdown Structure
Total Quality Management TQM
Monte Carlo Technique
27. The Process deciding how to approach and conduct the risk managment activities for a project
Sigma
Plan Risk Mgmt
Organization Process Assests (OPA)
Charismatic
28. Benefits that everyone receives in the company i.e Ins or paid holidays
Make money and to protect the public
Influence/Impact Grid
Precendence Diagramming Method (activity on the node)
Fringe
29. Shows a pattern between two variables associated with a process. This helps see a correlation (or lack of) between variable - if it exists
Critical Chain Method
Scatter Diagram
Design of Experiments
Scope Baseline
30. Communication in writing or oral
Activity List
PERT Program Evaluation Review Technique
Nonconformance
Written or oral
31. Process of using expert opinion - which could come from people already on the project or those outside the project or even the organization
Summary Schdule
Often assign project tasks to the various functionals managers
Delphi Technique
Critical Path Method
32. Conflict Solution that entails considering insights and views from a variety of sources and leads to consensus management which in turn leads to commitment
Often assign project tasks to the various functionals managers
Collaborating
Concept of the Halo Theory
Life-cycle costing
33. The consequences (good or bad) or the amount at stake if something does occur
Staffing Mgmt Plan
Influence/Impact grid
Manage Project Team
Impact
34. The amount of risk remaining after a risk response 9from the risk reponse plan) has been implemented
Finish to Finish
Residual Risk
Pareto Diagram
Expert Power
35. When Activity A starts Activity B can starts
Risk Owner
Project Scope Statement
Closing the project
Start to Start
36. Develop Project Charter - Develop Project Mgmt. Plan - Direct and Manage Project Execution - Monitor and Control Work - Perform Integrated Change Control - Close Project or Phase
6 process for Project Integration Mangement
Residual Risk
Free (or Total) float
Fast Tracking
37. 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.
Rolling Wave Planning
Strong Matrix
Report Performance
Scope Baseline
38. Conflict Solution where there is an action in which a direct order to resolve something is given. It is typically the worst type of conflict resolution.
Continous Improvement (Kaizen)
Resource leveling
Reward Power
Forcing
39. Communication formula
n *(n -1) /2
Coaching
Visionary
Crashing
40. An output of Define Activites that identies all milestones and indicated whether the milestone is mandatory
Milestone list
Expectancy Theory
Hygiene factors
Assumptions
41. Document what you do - Do what you document - Document any variance (from the normal process)
Residual Risk
Arrow diagramming method (ADM)
ISO 3 Steps
Fringe
42. Commuincation within the project
Internal comm
Continous Improvement (Kaizen)
Hygiene factors
Charateristics of a project
43. A constraint that must be completed before subsequent items can start
Mandatory Constraints (Hard logic)
Run of Seven Rule
Coaching
Make money and to protect the public
44. 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
Maslow's Hierarchy of needs
Offical
Visionary
RAM charts
45. Techinque of systemically gathering and analyzing quantitative and qualitative information to determine whose interest should be taken into account throughout the project
Often assign project tasks to the various functionals managers
Perks
Stakeholder Analysis
Create WBS
46. A comprehesive list including all schedule activites required on the project
Activity List
Steps for using the Stakeholder Analysis
Life-cycle costing
Reward Power
47. 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
Controlling communication
LAG
Report Performance
Steps for using the Stakeholder Analysis
48. Formula use to calculate time or cost. It performs a weighted avg of the pessimistic - optimistic - and realistic estimates.
Zero duration
PERT Program Evaluation Review Technique
Analogous or Top down Estimating
Judgemental methods
49. Information Gathering Techniques from Identify Risks - tools and technique
Root cause analysis
Finish to Start (Most common)
internal risk can be controlled but external cannot be controlled
Perks
50. 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
Staffing Mgmt Plan
Maslow's Hierarchy of needs
Life-cycle costing
Verbal and Non-verbal
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