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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. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Activity List
Charismatic
Sender Message/Receiver - Medium - type of format of the message
Salience Model
2. 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
Just-in-time (JIT)
Referent Power
Charateristics of a project
Summary Schdule
3. You determine how the much of something must be tested to ensure that defects are caught
Sample Testing
Risk Owner
Critical Path Method
Precendence Diagramming Method (activity on the node)
4. 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
Coaching
Reward Power
Withdrawing/Avoiding
Interactive Communication
5. 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
Verbal and Non-verbal
Report Performance
Benchmarking
Summary Schdule
6. Document that develops and helps attain buy-in on a common interpretation of the project scope. It can describe what it is - as wel as what is not - in the project
Demings' 14 principles of Management
Critical Path Method
Causal/econometric
Project Scope Statment
7. When an activity cannot be estimated with a resonable degree of confidence the work within the activity is decomposed into more detail. Estimates are made to the smallest incremental level need and then aggregated into a total quantity for each of th
Expert Power
Bottom-up Estimating
Smoothing and withdrawal
Influence/Impact grid
8. Shows the risk that potentially occur broken down by risk category
Internal comm
Risk breakdown structure
Commincations Mgmt plan
Forcing
9. A deliverable or project work component at the lowest level of each branch of the work breakdown structure
Brainstorming
Discretionary (Soft Logic)
Work Package
Interactive Communication
10. Risk for which insurance can be purchased - thereby transferring the risk for financial benefit to the party accepting the risk
Crashing
Horizontal Comm
Push Communications
Pure Risk
11. Shows the type of resources broken down
Develop Human Resource Plan
Resource breakdown structure
Oganization breakdown structure
Fringe
12. Conflict Solution that entails considering insights and views from a variety of sources and leads to consensus management which in turn leads to commitment
Collaborating
Conflict between functional manager and project manager
Offical
IT indicates that there is a range of possible outcomes
13. Type of Mgmt style that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
Project Slack
A Lag
Oganization breakdown structure
Facilitator
14. Team members - quality of their work - Project Manager - quality on the project - Senior Exe - quality standards at the company
Perform Qualitative Risk Analysis
Fast Tracking
Bottom-up estimating
People responsible for quality
15. Strategy defines as approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle
Root cause analysis
Causal/econometric
Interactive Communication
Stakeholder Mgmt Stategy
16. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Variance Analysis
Withdrawing/Avoiding
Crashing
Finish to Start (Most common)
17. 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.
Plan Communication
Distribute Information
Scheduling
Autocratic
18. Deals with the Unkown Unkowns and are not in the Project Plan Contingency Reserves VS Mgmt Reserves
Internal comm
Visionary
Status Reports
Mgmt Reserves
19. 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
Offical
Mediator
Run Chart
Create WBS
20. Customer Satisfaction - Prevention over inspection - Continous Improvement - Management Responsibility
Project management and quality
Expectancy Theory
Closing the project
Free (or Total) float
21. Components - assemblies - sub assemblies used to build a product or service Whaty are the 4 breakdown structures?
Bill of materials
Manage Stakeholders Expectations
Breach
Implied warranty
22. 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)
Gold Plating
Conflict between functional manager and project manager
LAG
Cost of Quality
23. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
Arrow diagramming method (ADM)
Autocratic
Breach
Requested Changes
24. Process of improving the competencies - team interaction - and the overall team environment to enhance project team
Develop Project Team
Influence/Impact Grid
Conflict between functional manager and project manager
Power/Influence Grid
25. Conflict Solution where the PM ignores the problem and hopes it either fixes itself or disappears
Forcasting
Report Performance
Withdrawing/Avoiding
Milestone list
26. Which organization does conflict occur the most in managing projects
Mandatory Constraints (Hard logic)
Strong Matrix
Judgemental methods
Power/Influence Grid
27. An output of Define Activites that identies all milestones and indicated whether the milestone is mandatory
Judgemental methods
Milestone list
Visionary
Risk Register
28. Best form power to use. Someone receives a benefit for doing something that is needed
Summary Schdule
Reward Power
Coaching
Push Communications
29. The consequences (good or bad) or the amount at stake if something does occur
Autocratic
Impact
Confronting/ Problem solving
Project Selection
30. Communication that is on record such as as newsletter and annual report
PERT Program Evaluation Review Technique
Offical
Make money and to protect the public
Zero duration
31. Information Gathering Techniques from Identify Risks - tools and technique
Mutual Exclusivity
Strong Matrix
Causal/econometric
Root cause analysis
32. The Process deciding how to approach and conduct the risk managment activities for a project
Charateristics of a project
Code of Accounts
Work Authorization System
Plan Risk Mgmt
33. When Activity A starts Activity B can starts
Controlling communication
Internal comm
Start to Start
Business Risk
34. A contigency put into action when a risk reesponse and any backup plans don't work. It is the reactive "wing it" reponse
Root cause analysis
IT indicates that there is a range of possible outcomes
Work around
Penalty Power
35. The company's quality system must conform to the criteria set forth in ISO 9001.
Registered to the international quality standards ISO 9001
Crashing
Logic Bar Chart (Gantt Chart)
Root cause analysis
36. Communication with peers
Bottom-up estimating
Horizontal Comm
Forcing
Influence/Impact grid
37. A milestone has a ______duration
Charateristics of a project
People responsible for quality
Zero duration
Influence/Impact Grid
38. 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
Nonconformance
Work Authorization System
Mgmt by Objectives
Sample Testing
39. 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
Influence/Impact grid
Staffing Mgmt Plan
Mediator
A Lag
40. Process of developing a document that formally authorizes a project or a phase and document initial requirements that satisfy the stakeholders needs and expectations
90%
Sigma
Develop Human Resource Plan
Develop Project Charter
41. Characteristics which indicate that a risk event is possible in the near future. They are identified when the risk are identified
Root cause analysis
Risk Triggers
Continous Improvement (Kaizen)
Bill of materials
42. Concept that defines a low level of detail on the WBS for immediate work being accomplished while the work to be done in the future is only at the highlevel of decomposition in the WBS until it is soon to be started. The concept that utilizes the pro
Resource leveling
LAG
Requested Changes
Rolling Wave Planning
43. Communication in writing or oral
Written or oral
Brainstorming
Penalty Power
Report Performance
44. If the contract is not completed by the contractor either for failure to comply - bankruptcy etc. this is know as
Causal/econometric
Scatter Diagram
Referent Power
Breach
45. The Process of predicating furture project performance based on the actual performance to date.
Charismatic
Push Communications
Bottom-up Estimating
Forcasting
46. Benefits that everyone receives in the company i.e Ins or paid holidays
IRR - Interal Rate of Return
Fringe
Horizontal Comm
6 process for Project Integration Mangement
47. Forecasting method that incorporates intuitive judgement - opinions and probability estimates
Judgemental methods
Status Reports
Sequence for Closure (for a project) Ver2
Coaching
48. In the project coordinator form of a matrix organization - project coordinators often....
Risk breakdown structure
Registered to the international quality standards ISO 9001
Scope Baseline
Often assign project tasks to the various functionals managers
49. A jeopardy that results from the implementation of a risk repsonse
Staffing Mgmt Plan
Mgmt Reserves
Gold Plating
Secondary Risk
50. Conflict Solution where there is an attempt to focus on the positive and distract the attention from the negative
Resource breakdown structure
Smoothing/Accommodating
Continous Improvement (Kaizen)
Push Communications