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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 that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
Manage Stakeholders Expectations
Critical Chain Method
Facilitator
A lead
2. dministrative closure for the feasibility phase of a project requires that ________.
Sequence for Closure (for a project) Ver2
Phase results are verified and documented
Maslow's Hierarchy of needs
Finish to Finish
3. 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
Resource breakdown structure
ISO 3 Steps
Mutual Exclusivity
Secondary Risk
4. Risk for which insurance can be purchased - thereby transferring the risk for financial benefit to the party accepting the risk
Rolling Wave Planning
ISO 3 Steps
Pure Risk
Risk Register
5. Shows the overall state of the project - aka the sum of all reports
Withdrawing/Avoiding
Resource breakdown structure
Verbal and Non-verbal
Status Reports
6. 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
Contraints
Milestone Schedule
Project Scope Statement
Discretionary (Soft Logic)
7. Proactive stance to development - one that makes improvement throughout a process
Continous Improvement (Kaizen)
Internal comm
Manage Stakeholders Expectations
Just-in-time (JIT)
8. Commuincation within the project
Finish to Start (Most common)
Sigma
Withdrawing/Avoiding
Internal comm
9. Type of grid that groups the stakeholders based on thier level of authority and their level of concern regarding the project outcomes
Visionary
Logic Bar Chart (Gantt Chart)
Power/ Interest Grid
90%
10. 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
Power/Influence Grid
Scatter Diagram
Perform Qualitative Risk Analysis
Organization Breakdown Structure
11. Special benefits offered being on a certain project of doing a certain activity Difference between Fringe and Perks
Secondary Risk
Milestone list
Perks
Plan Communication
12. People make good project manager simply because they are good in their fields - regardless of background training in project management
Life-cycle costing
Concept of the Halo Theory
Team development Life Cycle
Run Chart
13. Process of improving the competencies - team interaction - and the overall team environment to enhance project team
Stakeholder Analysis
Life-cycle costing
Develop Project Team
Mutual Exclusivity
14. Is a state in which the outcome of process are separate from another
Statistical Independence
Work Authorization System
Concept of the Halo Theory
Formal Power
15. Quality philosophy that focus on proactive attitude toward quality with a detail toward statistical analysis to document improvement
Total Quality Management TQM
Rolling Wave Planning
Director
Concept of the Halo Theory
16. Type of communication that convey more than just words (inflection of voice body language)
Smoothing/Accommodating
Fast Tracking
Confronting/ Problem solving
Verbal and Non-verbal
17. Process that helps determine where a project fits in the big picture of planning at the company - It also could be used to address a goal-setting technique which emphasizes establishing attainable goals and monitoring for variance then adjusting as n
PERT Program Evaluation Review Technique
Distribute Information
Mgmt by Objectives
Fringe
18. Shows the type of resources broken down
Resource breakdown structure
Scope Baseline
Business Risk
Rolling Wave Planning
19. Herzberg theory on motivation - basically what drives us to do things
Bottom-up Estimating
Concept of the Halo Theory
Plan Communication
Hygiene factors
20. Conflict Solution where there is an attempt to focus on the positive and distract the attention from the negative
Smoothing/Accommodating
Just-in-time (JIT)
Power/Influence Grid
Project Selection
21. An accelerant of an activity You use a lead when something can begin before its predecessor is totally complete
Sequence for Closure (for a project) Ver2
A lead
Oganization breakdown structure
Total Quality Management TQM
22. An output of Define Activites that identies all milestones and indicated whether the milestone is mandatory
Milestone list
FORMAL Communication
Risk Owner
Causal/econometric
23. Practice of providing more than what the customer request
Gold Plating
Charateristics of a project
Report Performance
Emphasis on defining scope
24. Information Gathering Techniques from Identify Risks - tools and technique
RAM charts
Indentify Risk
Root cause analysis
Mandatory Constraints (Hard logic)
25. Process of Confirming human resources availibilty and obtaining the team necessary to complete project assignments
Acquire Project Team
Staffing Mgmt Plan
Withdrawing/Avoiding
Fishbone AKA cause/effect diagram
26. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
Hygiene factors
Charismatic
ISO 3 Steps
Precendence Diagramming Method (activity on the node)
27. 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
Bottom-up estimating
Forcing
Confronting/ Problem solving
FORMAL Communication
28. 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
The 100% Rule
Crashing
Confronting/ Problem solving
ISO 3 Steps
29. Approach for scheduling that emphasizes resources flexibility - by using duration buffers for resources - and leveling over the course of the project to accommadate
Smoothing and withdrawal
FORMAL Communication
Risk breakdown structure
Critical Chain Method
30. Customer Satisfaction - Prevention over inspection - Continous Improvement - Management Responsibility
Horizontal Comm
Scatter Diagram
Project Scope Statment
Project management and quality
31. Document what you do - Do what you document - Document any variance (from the normal process)
Fishbone AKA cause/effect diagram
ISO 3 Steps
Demings' 14 principles of Management
Unoffical Comm
32. Classification Models (for Stakeholder Analysis)
Hygiene factors
Vertical Comm
Zero duration
Salience Model
33. Which organization does conflict occur the most in managing projects
Business Risk
Work Authorization System
Strong Matrix
Residual Risk
34. In fixed pricing the most important consideration is ____.
Level of Scope development
Project management and quality
Milestone Schedule
Pareto Diagram
35. Used to asses the impact and consequnces of requested changes on the project
Develop Human Resource Plan
Change Control System
PMIS
Work around
36. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
Mgmt Reserves
Run of Seven Rule
Internal comm
Just-in-time (JIT)
37. In the area of legal risks the reasons for licensing of projects
Develop Human Resource Plan
Smoothing and withdrawal
Make money and to protect the public
Judgemental methods
38. 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.
Start to Finsh
6 sigma
Plan Communication
Free (or Total) float
39. The Process of predicating furture project performance based on the actual performance to date.
Fishbone AKA cause/effect diagram
Forcasting
Plan Risk Mgmt
Report Performance
40. 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
Project Scope Statement
Hygiene factors
IT indicates that there is a range of possible outcomes
Work around
41. Aka Standard Deviation. It is considered the quality standard. 1 Sigma - 68.26% 2 Sigma - 95.45% 3. Sigma - 99.73%
6 sigma
Gold Plating
Sigma
Rolling Wave Planning
42. Request that have been through the changes control system and approved. They are now part of the project with any potential ipact now affecting the project Difference between requested changes and approved changes
External Comm
Approved Change
Scope Baseline
Manage Project Team
43. Type of power that comes from senior Mgmt at a company authorizing you to be a P.M. and whatever authority comes with that.
Formal Power
Sequence for Closure (for a project) Ver2
Discretionary (Soft Logic)
Fishbone AKA cause/effect diagram
44. 3 main components of the communication model
Referent Power
Organization Process Assests (OPA)
Risk breakdown structure
Sender Message/Receiver - Medium - type of format of the message
45. 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)
Unoffical Comm
Conformance
Fishbone AKA cause/effect diagram
Finish to Start (Most common)
46. Best form power to use. Someone receives a benefit for doing something that is needed
Reward Power
IT indicates that there is a range of possible outcomes
Sender Message/Receiver - Medium - type of format of the message
Director
47. On creating a written project scope statement to be used in the future project decision making.
Variance Analysis
6 sigma
Emphasis on defining scope
Power/ Interest Grid
48. The most common causes of conflict in a multi-project environment
Mandatory Constraints (Hard logic)
Schedules - project priorities - resources
Resource leveling
Referent Power
49. Self Actualization - Esteem - Belonging - Saftey - Physological
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50. Process of developing a document that formally authorizes a project or a phase and document initial requirements that satisfy the stakeholders needs and expectations
Compromising
Brainstorming
Internal comm
Develop Project Charter