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Test your basic knowledge |
PMP: Project Management Professional
Start Test
Study First
Subjects
:
certifications
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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. In the project coordinator form of a matrix organization - project coordinators often....
Often assign project tasks to the various functionals managers
Risk Breakdown Structure
External Comm
Time series method
2. Type of communication method sent to a specific recipient who needs to know the information - This method ensures that the communication is distributed but does not certify that it actually reached or was understood by the intended audience Includes
Push Communications
Sequence for Closure (for a project) Ver2
Change Control System
Free (or Total) float
3. Type of Mgmt style that brings out the best in the team - bringing mbrs to their potential or where they need to be with regard to the project
Risk Breakdown Structure
Milestone Schedule
Power/ Interest Grid
Coaching
4. Mock-up technique that uses software to simulate project charactereristics to determine possible outcome
Monte Carlo Technique
Business Risk
Rolling Wave Planning
Risk breakdown structure
5. What is the output of Identify Risk?
Risk Register
Hygiene factors
Conformance
Expectancy Theory
6. Delphi Technique Interviewing
Rolling Wave Planning
Concept of the Halo Theory
Brainstorming
Facilitator
7. Type of power that comes from senior Mgmt at a company authorizing you to be a P.M. and whatever authority comes with that.
Referent Power
Arrow diagramming method (ADM)
Formal Power
Scheduling
8. 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
Distribute Information
Verbal and Non-verbal
Change Control System
Approved Change
9. 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
Mgmt by Objectives
Precendence Diagramming Method (activity on the node)
Logic Bar Chart (Gantt Chart)
Progress Report
10. 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
Rolling Wave Planning
Run of Seven Rule
Develop Project Charter
Mutual Exclusivity
11. Proactive stance to development - one that makes improvement throughout a process
Make money and to protect the public
Continous Improvement (Kaizen)
Mgmt Reserves
Assumptions
12. One advantages of sensitivity analysis is?
Project Selection
IT indicates that there is a range of possible outcomes
Mediator
Bottom-up Estimating
13. Aka Standard Deviation. It is considered the quality standard. 1 Sigma - 68.26% 2 Sigma - 95.45% 3. Sigma - 99.73%
Sigma
Charismatic
Delphi Technique
Referent Power
14. 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
Fishbone AKA cause/effect diagram
Fringe
Perform Qualitative Risk Analysis
Collaborating
15. Shows the overall state of the project - aka the sum of all reports
Status Reports
Expectancy Theory
Analogous or Top down Estimating
Mandatory Constraints (Hard logic)
16. 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
Steps for using the Stakeholder Analysis
Impact
Project Scope Statement
Cost of Quality
17. On creating a written project scope statement to be used in the future project decision making.
EEF - Enterprise Enviromental Factors
Impact
Emphasis on defining scope
Power/Influence Grid
18. A deliverable or project work component at the lowest level of each branch of the work breakdown structure
Reward Power
Arrow diagramming method (ADM)
Hygiene factors
Work Package
19. 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
Organization Breakdown Structure
Power/Influence Grid
Delphi Technique
Facilitator
20. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
Mgmt Reserves
Often assign project tasks to the various functionals managers
Arrow diagramming method (ADM)
Unoffical Comm
21. The Process deciding how to approach and conduct the risk managment activities for a project
ISO 3 Steps
Cost of Quality
Plan Risk Mgmt
Director
22. 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
Fishbone AKA cause/effect diagram
Verbal and Non-verbal
Breach
Mediator
23. The most common causes of conflict in a multi-project environment
Statistical Independence
Schedules - project priorities - resources
Forcasting
Risk Breakdown Structure
24. Risk for which insurance can be purchased - thereby transferring the risk for financial benefit to the party accepting the risk
Pure Risk
Commincations Mgmt plan
Power/Influence Grid
Leadership and Managment Styles within the project managment life cycle
25. Process of collecting and distributing performance information - including status reports - progress measurements and forecast
Work Authorization System
6 process for Project Integration Mangement
Report Performance
Total Quality Management TQM
26. Process of developing a document that formally authorizes a project or a phase and document initial requirements that satisfy the stakeholders needs and expectations
Finish to Start (Most common)
Milestone list
Develop Project Charter
Team development Life Cycle
27. A constraint put in place by something external to the project team or organization
External Contraints
Formal Power
Mandatory Constraints (Hard logic)
Resource breakdown structure
28. Type of grid that groups the stakeholders based on thier level of authority and their level of concern regarding the project outcomes
Communications requirement analysis
Power/ Interest Grid
Autocratic
Withdrawing/Avoiding
29. 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
Charateristics of a project
Project management and quality
Resource leveling
External Comm
30. You determine how the much of something must be tested to ensure that defects are caught
Bottom-up estimating
Resource breakdown structure
Project Slack
Sample Testing
31. Calculating the expected monetary value (EMV) of a project risk is found by....
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32. A constraint that should be completed but is not absolutly required to be completed before subsequent item can start
Salience Model
Discretionary (Soft Logic)
EEF - Enterprise Enviromental Factors
Horizontal Comm
33. 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
Manage Project Team
Arrow diagramming method (ADM)
Offical
34. 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
Collaborating
Reward Power
Withdrawing/Avoiding
Organization Process Assests (OPA)
35. 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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36. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Steps for using the Stakeholder Analysis
Free (or Total) float
Manage Project Team
Logic Bar Chart (Gantt Chart)
37. Any numbering system used to uniquely identify each component of the work breakdown structure
Code of Accounts
Sequence for Closure (for a project) Ver2
Visionary
Total Quality Management TQM
38. Type of Mgmt style where managers have strong or unlimited power and authority
Autocratic
Develop Project Charter
Plan Communication
Mandatory Constraints (Hard logic)
39. An output of Define Activites that identies all milestones and indicated whether the milestone is mandatory
Collaborating
Logic Bar Chart (Gantt Chart)
Milestone list
Mgmt by Objectives
40. Company pays for quality in a proactive way - typically up front in the planning area of a project ie - increase morale
Acquire Project Team
Oganization breakdown structure
External Contraints
Conformance
41. 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.
3 Processes of quality managment
Scope Baseline
Communications requirement analysis
Bottom-up estimating
42. Used with sceduling enviroments in which a forward pass establishes the easrliest the activities can start (ES) and finish (EF) and a backward pass establishes the latest the activites can start (LS) and finish (LF)
Design of Experiments
Approved Change
Critical Path Method
Perks
43. The Process of determing which risk may affect the project and documents their characteristics
Finish to Start (Most common)
Arrow diagramming method (ADM)
Time series method
Indentify Risk
44. Deals with how we are effeiciently using our money
Fishbone AKA cause/effect diagram
IRR - Interal Rate of Return
Demings' 14 principles of Management
Change Control System
45. 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
Crashing
Steps for using the Stakeholder Analysis
External Contraints
Rolling Wave Planning
46. 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
Team development Life Cycle
Influence/Impact grid
Elements of scope
Just-in-time (JIT)
47. Process of using expert opinion - which could come from people already on the project or those outside the project or even the organization
Verbal and Non-verbal
Delphi Technique
Activity List
Scatter Diagram
48. 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
internal risk can be controlled but external cannot be controlled
Resource breakdown structure
ISO 9000 (International Org for Standardization)
IT indicates that there is a range of possible outcomes
49. Difference between internal and external risk
internal risk can be controlled but external cannot be controlled
Cost plus percentage of cost
Smoothing/Accommodating
Benchmarking
50. 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
Scope Baseline
Bottom-up estimating
Life-cycle costing
Forcasting