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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. One advantages of sensitivity analysis is?
Fast Tracking
IT indicates that there is a range of possible outcomes
IRR - Interal Rate of Return
Expectancy Theory
2. Considering both development and operating costs when evaluating project alternatives
3 Processes of quality managment
IRR - Interal Rate of Return
Life-cycle costing
Change Control Board
3. Aka Standard Deviation. It is considered the quality standard. 1 Sigma - 68.26% 2 Sigma - 95.45% 3. Sigma - 99.73%
Sigma
Report Performance
ISO 9000 (International Org for Standardization)
Milestone list
4. Inputs to many process because they deal w/ variables external to the project such as government requlations and market conditions. Examples are org structure govt standards - personnel - policies business market
Nonconformance
EEF - Enterprise Enviromental Factors
Summary Schdule
Power/ Interest Grid
5. Type of power that comes from senior Mgmt at a company authorizing you to be a P.M. and whatever authority comes with that.
Influence/Impact grid
Delphi Technique
Formal Power
Phase results are verified and documented
6. Conflict Solution Negotiation attempt to get everyone involved to give (concede) a little to find a common ground and resloution. It is sometimes viewed as undesirable because when everyone give something up there is a potential that the solution wil
Compromising
Forcing
Rolling Wave Planning
Crashing
7. Standard is associated with companies that wish to document their process and adhere to those processes
Bottom-up estimating
Conformance
ISO 9000 (International Org for Standardization)
Mgmt by Objectives
8. 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
Bottom-up Estimating
Progress Report
Expectancy Theory
Bill of materials
9. 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
Expert Power
Expectancy Theory
Pull Communication
10. Process of improving the competencies - team interaction - and the overall team environment to enhance project team
Visionary
Develop Project Team
External Comm
Risk Register
11. An output of Define Activites that identies all milestones and indicated whether the milestone is mandatory
Run Chart
Pure Risk
FORMAL Communication
Milestone list
12. Activity B msut be Finish by the time Activity A is finish
Influence/Impact Grid
Perks
Finish to Finish
Run of Seven Rule
13. Group whose function is to review - approve or reject changes on the project as they relate to the various areas of the represented bussiness
6 sigma
Change Control Board
Risk Register
Continous Improvement (Kaizen)
14. Used for communication and information distribution on the project - not necessarily a hightech system but what ever is used for project communication on the project. Normally a mixture of technology and non-technology.
Risk breakdown structure
Develop Project Team
PMIS
Confronting/ Problem solving
15. Type of Mgmt Style where managers have an appealing persona that makes team members enjoy working with them
Charismatic
Assumptions
Risk breakdown structure
Penalty Power
16. When Activity A starts Activity B can starts
Multiplying the risk's probability of occurrence by its estimated impact
Resource leveling
Start to Start
Approved Change
17. Conflict Solution that entails considering insights and views from a variety of sources and leads to consensus management which in turn leads to commitment
Referent Power
Manage Stakeholders Expectations
Requested Changes
Collaborating
18. Communication formula
The 100% Rule
Arrow diagramming method (ADM)
n *(n -1) /2
Controlling communication
19. The consequences (good or bad) or the amount at stake if something does occur
Impact
n *(n -1) /2
Organization Process Assests (OPA)
Change Control Board
20. 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
Elements of scope
FORMAL Communication
Internal comm
21. Communication up and down the organization
Critical Path Method
Mgmt Reserves
Proprietary Quality Management Methodolgies
Vertical Comm
22. Which organization does conflict occur the most in managing projects
Referent Power
6 sigma
Unoffical Comm
Strong Matrix
23. Key tool for comparing a product or service to other standards
Manage Stakeholders Expectations
n *(n -1) /2
Confronting/ Problem solving
Benchmarking
24. 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
Power/Influence Grid
Contraints
Influence/Impact Grid
Concept of the Halo Theory
25. 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
Start to Start
Causal/econometric
Interactive Communication
Approved Change
26. One choice does not include any other choices
Mutual Exclusivity
Sample Testing
PMIS
Residual Risk
27. CMMI - 6 SIGMA - LEAN 6 Sigma Quality Function
Finish to Start (Most common)
Risk Owner
Proprietary Quality Management Methodolgies
IRR - Interal Rate of Return
28. Communication in writing or oral
Coaching
Proprietary Quality Management Methodolgies
Written or oral
Internal comm
29. What is the number source of conflict?
Scheduling
Judgemental methods
Rolling Wave Planning
Organization Breakdown Structure
30. Activity A start before Activity B finishes
Referent Power
Start to Finsh
Pareto Diagram
Root cause analysis
31. A comprehesive list including all schedule activites required on the project
Activity List
Causal/econometric
Stakeholder Analysis
Maslow's Hierarchy of needs
32. Team members - quality of their work - Project Manager - quality on the project - Senior Exe - quality standards at the company
Influence/Impact Grid
Risk Owner
Work Authorization System
People responsible for quality
33. 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
Verbal and Non-verbal
Work Authorization System
Power/Influence Grid
Risk breakdown structure
34. Key tool that is a statistical method or tool - that helps identify which factors may influence specific variable of a product or process under development or in production. It lets you change many factors at once.
Root cause analysis
Design of Experiments
Charateristics of a project
Demings' 14 principles of Management
35. A constraint that must be completed before subsequent items can start
Registered to the international quality standards ISO 9001
Collaborating
Mandatory Constraints (Hard logic)
Pareto Diagram
36. Shows the risk that potentially occur broken down by risk category
Fringe
Charateristics of a project
Risk breakdown structure
Perks
37. Process of developing a document that formally authorizes a project or a phase and document initial requirements that satisfy the stakeholders needs and expectations
Project Scope Statment
Push Communications
Develop Project Charter
Project management and quality
38. Strategy defines as approach to increase the support and minimize negative impacts of stakeholders throughout the entire project life cycle
Stakeholder Mgmt Stategy
Reward Power
6 sigma
Residual Risk
39. 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.
Horizontal Comm
Indentify Stakholders
Influence/Impact grid
Visionary
40. Plan Quality - Perform Quality Assurance - Perform Quality Control
Multiplying the risk's probability of occurrence by its estimated impact
Analogous or Top down Estimating
IT indicates that there is a range of possible outcomes
3 Processes of quality managment
41. States that 100% of the work of a project needs to be represented in the creation of the WBS. What is the 100% rule?
Variance Analysis
The 100% Rule
Risk Breakdown Structure
Monte Carlo Technique
42. One of the biggest potential problems facing a project team member in a strong matrix is....
Risk breakdown structure
Conflict between functional manager and project manager
Steps for using the Stakeholder Analysis
Rolling Wave Planning
43. Worst form of power to use. People experience negative impact if they don't do what is desired
LAG
Penalty Power
Closing the project
Power/Influence Grid
44. Process of tracking member performance. providing feedback - resolving issues - and managing changes to optimize project performance.
Smoothing/Accommodating
Manage Project Team
Time series method
Strong Matrix
45. A jeopardy that results from the implementation of a risk repsonse
ISO 3 Steps
Closing the project
Sequence for Closure (for a project) Ver2
Secondary Risk
46. Process of collecting and distributing performance information - including status reports - progress measurements and forecast
A Lag
Mediator
Report Performance
Develop Human Resource Plan
47. A constraint put in place by something external to the project team or organization
Risk Breakdown Structure
Referent Power
External Contraints
IT indicates that there is a range of possible outcomes
48. Putting more resources on the Critical Path activites. Usually increases cost but minimal risk exposure
Project management and quality
Impact
Crashing
3 Processes of quality managment
49. Close out any contracts w/ outside vendors - Deliver any required reports associated w/ closure (OPA updates) - Complete any close project or phase activites - Performed lessons learned - Complete the archives of any project files (OPA updates) - Rel
ISO 9000 (International Org for Standardization)
Power/ Interest Grid
Sequence for Closure (for a project) Ver2
Organization Process Assests (OPA)
50. In fixed pricing the most important consideration is ____.
Level of Scope development
Change Control Board
Start to Start
Upper Control Limit (UCL) - Lower Control Limit (LCL)