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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. 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
Impact
Charateristics of a project
Make money and to protect the public
Mandatory Constraints (Hard logic)
2. Modern quality philosophy that states that approx 99.999% of the everything a company creates or processes it executes are error-free
Status Reports
Phase results are verified and documented
6 sigma
Coaching
3. 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
Confronting/ Problem solving
Conflict between functional manager and project manager
Push Communications
Acquire Project Team
4. Type of grid that groups the stakeholders based on their active involvement in the project and their ability to effect changes to the projects planning or execution.
Report Performance
Influence/Impact grid
Smoothing and withdrawal
Interactive Communication
5. Components - assemblies - sub assemblies used to build a product or service Whaty are the 4 breakdown structures?
6 process for Project Integration Mangement
Sender Message/Receiver - Medium - type of format of the message
Bill of materials
PMIS
6. Diagramming type where the activity is on the arrow or line and the circle or box connects the activities
Arrow diagramming method (ADM)
Work Authorization System
Work Authorization System
Offical
7. 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
Finish to Finish
Critical Chain Method
Life-cycle costing
8. Type of Grid that groups the stakholders based on their active involvement in the project and their ability to effect changes to the projects planning or execution
Hygiene factors
Commincations Mgmt plan
Mediator
Influence/Impact Grid
9. The process of making relevant information availible to project stakeholders as planned
Distribute Information
Secondary Risk
Manage Stakeholders Expectations
Mandatory Constraints (Hard logic)
10. A network diagramming technique in which schedule activites are represented by boxes (or nodes)
Verbal and Non-verbal
Schedules - project priorities - resources
Precendence Diagramming Method (activity on the node)
Referent Power
11. 3 main components of the communication model
Mgmt Reserves
Total Quality Management TQM
Sender Message/Receiver - Medium - type of format of the message
Arrow diagramming method (ADM)
12. Plan Quality - Perform Quality Assurance - Perform Quality Control
3 Processes of quality managment
Conflict between functional manager and project manager
Crashing
Team development Life Cycle
13. A comprehesive list including all schedule activites required on the project
Level of Scope development
Activity List
Director
Work around
14. Process of Confirming human resources availibilty and obtaining the team necessary to complete project assignments
Acquire Project Team
Critical Chain Method
Risk Breakdown Structure
Code of Accounts
15. Techinque of systemically gathering and analyzing quantitative and qualitative information to determine whose interest should be taken into account throughout the project
Stakeholder Analysis
Arrow diagramming method (ADM)
People responsible for quality
Finish to Start (Most common)
16. A jeopardy that results from the implementation of a risk repsonse
Verbal and Non-verbal
Rolling Wave Planning
Secondary Risk
Multiplying the risk's probability of occurrence by its estimated impact
17. Plan defines the communication needs of the stakeholders - the communications format and frequency and who delivers them. It can include reports meeting scehdules - changes process and contact information for the team.
Commincations Mgmt plan
Acquire Project Team
Project Selection
Mutual Exclusivity
18. From the Buyers perspective the riskiest form of contract is
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Cost plus percentage of cost
Project management and quality
Resource leveling
19. Process of identifying and documenting project roles - responsibilities - and required skills reporting relationship - and creating a staffing managment plan
Sample Testing
Variance Analysis
Develop Human Resource Plan
Scheduling
20. Information Gathering Techniques from Identify Risks - tools and technique
LAG
Manage Stakeholders Expectations
Root cause analysis
Scatter Diagram
21. Shows the risk that potentially occur broken down by risk category
Risk breakdown structure
Level of Scope development
Start to Finsh
Influence/Impact Grid
22. Doing activites in parallel that are that are normally in sequence. Inc cost could occur with rework but additional risk could occur because of possible rework.
Perform Qualitative Risk Analysis
Expectancy Theory
Fast Tracking
Power/ Interest Grid
23. Best form power to use. Someone receives a benefit for doing something that is needed
Penalty Power
Reward Power
Sequence for Closure (for a project) Ver2
Logic Bar Chart (Gantt Chart)
24. An output of Define Activites that identies all milestones and indicated whether the milestone is mandatory
Milestone list
Just-in-time (JIT)
Sample Testing
Smoothing/Accommodating
25. Deals with how we are effeiciently using our money
IRR - Interal Rate of Return
FORMAL Communication
Resource breakdown structure
Root cause analysis
26. If the contract is not completed by the contractor either for failure to comply - bankruptcy etc. this is know as
Breach
Organization Process Assests (OPA)
Unoffical Comm
Bottom-up Estimating
27. Forecasting methods that uses the assumption that is possible to identify the underlying factors that might influence the variable that is being forcasted
Scatter Diagram
Risk Triggers
Causal/econometric
Resource breakdown structure
28. Formal or informal system used in project mgmt to ensure that 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
Root cause analysis
Risk breakdown structure
Formal Power
29. Model describing classes of stakeholders based on thier power - urgency and legitmacy
Forcing
Critical Chain Method
Salience Model
Written or oral
30. 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)
Upper Control Limit (UCL) - Lower Control Limit (LCL)
Precendence Diagramming Method (activity on the node)
Activity List
Critical Path Method
31. Used for - legal communication and project documents - When distance or extreme complexity are involve - official situations - presentations - primarily one directional communications
FORMAL Communication
A Lag
Horizontal Comm
Oganization breakdown structure
32. Any numbering system used to uniquely identify each component of the work breakdown structure
Code of Accounts
Level of Scope development
Variance Analysis
Manage Stakeholders Expectations
33. 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
Hygiene factors
Bill of materials
Mutual Exclusivity
34. 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
Internal comm
Mgmt by Objectives
Judgemental methods
Rolling Wave Planning
35. 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
Project Scope Statment
3 Processes of quality managment
Change Control Board
36. Process of improving the competencies - team interaction - and the overall team environment to enhance project team
Develop Project Team
Closing the project
internal risk can be controlled but external cannot be controlled
Run Chart
37. Type of Mgmt style that drives the direction of the team or team members to accomplish specific activties and goals
ISO 3 Steps
Director
Confronting/ Problem solving
Rolling Wave Planning
38. People make good project manager simply because they are good in their fields - regardless of background training in project management
Concept of the Halo Theory
Design of Experiments
Cost plus percentage of cost
Oganization breakdown structure
39. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
A Lag
Coaching
Work Authorization System
Charismatic
40. Communication that is not on the record
Unoffical Comm
Compromising
Milestone Schedule
Stakeholder Mgmt Stategy
41. 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
Bottom-up estimating
Critical Path Method
Assumptions
42. 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.
Arrow diagramming method (ADM)
LAG
Report Performance
Logic Bar Chart (Gantt Chart)
43. Employee works a great deal on the project and assumes that the reward will be relative to the amount of effort or perceived effort
Risk breakdown structure
Interactive Communication
Expectancy Theory
Organization Process Assests (OPA)
44. Invokes determining the latest that an activity can start w/o delaying the activites that follow it.
Free (or Total) float
Gold Plating
90%
Critical Path Method
45. Mock-up technique that uses software to simulate project charactereristics to determine possible outcome
Just-in-time (JIT)
Director
Push Communications
Monte Carlo Technique
46. Type of power comes from an attitude or presence that a person has and the corresponding type of influence this person has on the team. It could also come from someone who aligns with other people in a powerful posistion at the company or on the team
Conflict between functional manager and project manager
Referent Power
EEF - Enterprise Enviromental Factors
Bottom-up Estimating
47. Earlier in the project - the PM does directing - as the project evolves the PM shifts towards coaching. As the project gets a great deal of work accomplished - the PM goes to a Facilitator. The PM then goes to support at project closure
Create WBS
Leadership and Managment Styles within the project managment life cycle
Scope Baseline
Mediator
48. Conflict Solution where there is an attempt to focus on the positive and distract the attention from the negative
Smoothing/Accommodating
Manage Stakeholders Expectations
Mgmt by Objectives
Phase results are verified and documented
49. Type of Mgmt style that helps keep things progressing making them occur. This style is not super proactive nor does it have ownership
Collaborating
Brainstorming
The 100% Rule
Facilitator
50. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Charateristics of a project
Bottom-up estimating
Crashing
Risk Triggers