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Home » PMP Practice Exam » 401 Free PMP Practice Exams Quiz Questions and Answers (Part 2)

401 Free PMP Practice Exams Quiz Questions and Answers (Part 2)

08/29/2015 Brenda Wilson 0 Comment

401 Free PMP Practice Exams Quiz Questions and Answers (Part 2)

You know that it is not easy to take a Pmp certification without studying and preparing well your knowledge before taking the exam, so how to obtain successfully the Pmp certification, for sure that you are wondering that, right? At here that is your answer you need. Practicing free Pmp exam questions that is the best way for you in order to prepare well for your real test by learn the concepts included in each question. There are many knowledge management area include in 200 questions that you need to answers correctly at least 106 questions during 4 hours. In this article, we offer 401 Free PMP Practice Exams Quiz Questions and Answers (Part 2), which focus on the general pmp issues. Completing these 201 quiz questions below to improve effectively your background and memorize the concepts deeply, and you just need to take your little time when you are free to practice everyday. while practicing, you should ensure that you understand the requirement of questions to answer carefully because some similar questions maybe appear your real test. After finished, let hit the “submit” button below to take full answers and check your practical result and given answers to know what you need to practice more. Let’s enjoys us to discover that right now and don’t forget to leave your comment below if you have any problem that we will support you as soon as possible. Have a good time!

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401 Free PMP Practice Exams Quiz Questions and Answers - Page 5

A risk response that attempts to enhance the conditions to ensure that a positive risk event will likely happen.
A ranking approach that identifies and ranks the risks from very high to very unlikely or to some other value.
David McClelland developed this theory, which states that our needs are acquired and developed by our experiences over time. All people are, according to this theory, driven by one of three needs: achievement, affiliation, or power.
A constraint is anything that limits the project manager's options. Consider a predetermined budget, deadline, resources, or materials the project manager must use within the project— these are all examples of project constraints.
A risk-related action that avoids risk within the project. A workaround to a problem within your project is an example of a preventive action.
An activity relationship that requires an activity to start so that its successor can finish. This is the most unusual of all the activity relationship types.
Reports are formal communications on project activities, their status, and conditions.
A risk response appropriate for both positive and negative risks, but often used for smaller risks within a project.
Stakeholder management planning is the process of creating a strategy to manage the stakeholders in the project. It's the analysis of what the stakeholders want the project to do, how the stakeholders' wants align with that of other stakeholders, and the prioritization of the stakeholders within the project.
These risks deal with faults in the management of the project: the unsuccessful allocation of time, resources, and scheduling; unacceptable work results; and poor project management.
The documented approach of how a project will be planned, executed, monitored and controlled, and then closed. This document is a collection of subsidiary project management plans and related documents.
A diagram that visualizes the flow of the project activities and their relationships to other project activities.
This is the study of the functions within a system, project, or, what's more likely in the project scope statement, the product the project will be creating. Functional analysis studies the goals of the product, how the product will be used, and the expectations the customer has of the product once it leaves the project and moves into operations. Functional analysis may also consider the cost of the product in operations, which is known as life cycle costing.
Comparing any two similar entities to measure their performance.
A document the seller provides to the buyer. The proposal includes more than just a fee for the proposed work; it also includes information on the vendor's skills, the vendor's reputation, and ideas on how the vendor can complete the contracted work for the buyer.
A software package that allows the project management team to present the project's health through graphics, spreadsheets, and text. (Think of Microsoft Project.)
The smallest item in the work breakdown structure.
The scope baseline is a combination of three project documents: the project scope statement, the work breakdown structure, and the WBS dictionary. The creation of the project deliverable will be measured against the scope baseline to show any variances from what was expected and what the project team has created.
A scope definition process of finding alternative solutions for the project customer while considering the customer's satisfaction, the cost of the solution, and how the customer may use the product in operations.
A PMI document that defines the expectations of its members to act responsibly, respectfully, fairly, and honestly in their leadership of projects and programs. PMI member Anyone, certified as a project manager or not, who has joined the Project Management Institute.
A RACI chart is a matrix chart that only uses the activities of responsible, accountable, consult, and inform. RAG rating An ordinal scale that uses red, amber, and green (RAG) to capture the probability, impact, and risk score.
A report that depicts how well a project is performing. Often, the performance report is based on earned value management and may include cost or schedule variance reports.
A PMI publication that defines widely accepted project management practices. The CAPM and the PMP exam are based on this book.
Abraham Maslow's theory of the five needs all humans have and work toward.
A triangle with the characteristics of time, cost, and scope. Time, cost, and scope each constitute one side of the triangle; if any side of the Iron Triangle is not in balance with the other sides, the project will suffer. The Iron Triangle of Project Management is also known as the Triple Constraints of Project Management because all projects are constrained by time, cost, and scope.
The logical division of a project based on the work or deliverable completed within that phase. Common examples include the phases within construction, software development, or manufacturing.
The science of using past results to predict future performance.
This estimate is somewhat broad and is used early in the planning processes and also in top-down estimates. The range of variance for the estimate can be from - 10 percent to + 25 percent.
Standard project management is based on Deming's plan-do-check-act cycle, which describes the logical progression of project management duties.
A method to rate potential project team members based on criteria such as education, experience, skills, knowledge, and more.
From seller to buyer. Price is the determining factor in the decision-making process.
These estimates are often referred to as "should cost" estimates. They are created by the performing organization or outside experts to predict what the cost of the procured product should be.
Describes the personal, cultural, and organizational interpretation of right and wrong; project managers are to operate ethically and fairly.
The order of the activities doesn't necessarily have to happen in a specific order. For example, you could install the light fixtures first, then the carpet, and then paint the room. The project manager could use soft logic to change the order of the activities if so desired. This is also known as discretionary dependency or preferential logic.
This is the cost associated with not satisfying the quality expectations. This is a component of the cost of quality.
This plan defines what quality means for the project, how the project will achieve quality, and how the project will map to organizational procedures pertaining to quality.
A logbook of the issues the project team has identified and dates as to when the issues must be resolved by. The issue log may also include team members or stakeholders who are responsible for finding a solution to the identified issues. All identified issues are documented in the issue log, along with an issue owner and a deadline to resolve the issue. The outcome of the issue is also recorded.
This plan details how the project costs will be planned for, estimated, budgeted, and then monitored and controlled.
A person or group that is affected by the project or that may affect the group. Stakeholders can be positive, negative, neutral in their attitude toward the project success.
The best modality to use when communicating that is relevant to the information being communicated.
This plan details the project procedures for entertaining change requests: how change requests are managed, documented, approved, or declined.
This approach to project scope statement creation attempts to find the correct level of quality in relation to a reasonable budget for the project deliverable while still achieving an acceptable level of performance from the product.
This includes the labeling of the components, how changes are made to the product, and the accountability of the changes.
An unplanned response to a negative risk within the project. This is an example of a corrective action.
The total cost of the opportunity that is refused to realize an opposing opportunity.
William Ouchi's theory is based on the participative management style of the Japanese. This theory states that workers are motivated by a sense of commitment, opportunity, and advancement.
This takes out the personal preferences of the decision maker in the organization to ensure that the best seller is awarded the contract. Weights are assigned to the values of the proposals, and each proposal is scored.
A schedule compression method that changes the relationship of activities. With fast tracking, activities that would normally be done in sequence are allowed to be done in parallel or with some overlap. Fast tracking can be accomplished by changing the relation of activities from FS to SS or even FF or by adding lead time to downstream activities. However, fast tracking does add risk to the project.
The project team meets and learns about their roles and responsibilities on the project. Little interaction among the project team happens in this stage because the team is learning about the project and project manager.
Facial expressions, hand gestures, and body language are nonverbal cues that contribute to a message. Approximately 55 percent of communication is nonverbal.

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PMP Practical Exam Prep

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  • PMP Tests – Project Communication Management
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  • PMP Question bank – ITTO Project Scope Management
  • PMP Exam Questions – Project Risk Management
  • PMBOK 5th Edition PMP Practice Questions
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