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Test your basic knowledge |
PMI Project Management Vocab
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certifications
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business-skills
Instructions:
Answer 50 questions in 15 minutes.
If you are not ready to take this test, you can
study here
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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. An output of a schedule model that presents linked activities with planned dates - durations - milestones - and resources.
Apportioned Effort
Start-to-Finish
Risk Mitigation
Project Schedule
2. The work performed to deliver a product - service - or result with the specified features and functions.
Deliverable
Project Scope
Portfolio Management
Secondary Risk
3. A representation of the plan for executing the project's activities including durations - dependencies and other planning information - used to produce a project schedule along with other scheduling artifacts.
Schedule Model
Program Management
Estimate at Completion
Activity
4. A set of conditions that is required to be met before deliverables are accepted.
Logical Relationship
Corrective Action
Acceptance Criteria
Earned Value Management
5. A significant point or event in a project - program - or portfolio.
Early Start Date
Milestone
Critical Path Activity
Critical Chain Method
6. An activity that does not produce definitive end products and is measured by the passage of time. (Note: Level of effort is one of three earned value management [EVM] types of activities used to measure work performance.)
Requirements Management Plan
Level of Effort
Scope Management Plan
Resource Calendar
7. A response to a threat that has occurred - for which a prior response had not been planned or was not effective.
Bottom-up Estimating
Organizational Process Assets
What-If Sce
Finish-to-Start
8. Projects - programs - subportfolios - and operations managed as a group to achieve strategic objectives.
Portfolio
Finish-to-Start
Optimistic Duration
Percent Complete
9. A document that provides detailed deliverable - activity - and scheduling information about each component in the work breakdown structure.
WBS Dictionary
Project Manager
Decision Tree Analysis
Finish-to-Start
10. A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.
Control Account
Fast Tracking
Project Manager
Resource Breakdown Structure
11. An iterative planning technique in which the work to be accomplished in the near term is planned in detail - while the work in the future is planned at a higher level.
Milestone
Code of Accounts
Schedule Model
Rolling Wave Planning
12. A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed.
Percent Complete
Schedule Model Analysis
Scope Creep
Precedence Diagramming Method
13. An estimate expressed as a percent of the amount of work that has been completed on an activity or a work breakdown structure component.
Risk Category
Path Divergence
Scope Baseline
Percent Complete
14. A component of the project or program management plan that describes how requirements will be analyzed - documented and managed.
Staffing Management Plan
Activity
WBS Dictionary
Requirements Management Plan
15. A projection of the amount of budget deficit or surplus - expressed as the difference between the budget at completion and the estimate at completion.
Estimate to Complete
Critical Path Activity
Variance at Completion
Responsibility Assignment Matrix
16. A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.
Most Likely Duration
Risk Register
Parametric Estimating
Change Control System
17. An enterprise whose personnel are the most directly involved in doing the work of the project or program.
Schedule Variance
Start-to-Finish
Performing Organization
Trigger Condition
18. The approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results.
Schedule Baseline
S-Curve Analysis
Project Scope
Gantt Chart
19. An earned value management technique used to indicate performance trends by using a graph that displays cumulative costs over a specific time period.
Lessons Learned
S-Curve Analysis
Project
Project Life Cycle
20. The sequence of activities that represents the longest path through a project - which determines the shortest possible duration.
Fast Tracking
Assumption
Logical Relationship
Critical Path
21. A component of the project or program management plan that describes how a team will acquire goods and services from outside of the performing organization.
Procurement Management Plan
Planned Value
Estimate to Complete
Sponsor
22. A formal proposal to modify any document - deliverable - or baseline.
Change Request
Finish-to-Start
Schedule Baseline
Risk Mitigation
23. Plans - processes - policies - procedures and knowledge bases specific to and used by the performing organization.
Deliverable
Organizational Process Assets
Project Phase
Schedule Performance Index
24. A review at the end of a phase in which a decision is made to continue to the next phase - to continue with modification - or to end a project or program.
Phase Gate
Trigger Condition
Assumption
Procurement Management Plan
25. The expected cost to finish all the remaining project work.
Lead
Finish-to-Start
Estimate to Complete
Secondary Risk
26. A critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or a given point in time.
Acceptance Criteria
Forward Pass
Decision Tree Analysis
S-Curve Analysis
27. A bar chart of schedule information where activities are listed on the vertical axis - dates are shown on the horizontal axis - and activity durations are shown as horizontal bars placed according to start and finish dates.
Gantt Chart
Schedule Model
Effort
Risk Transference
28. A component of the project or program management plan that describes how an organization's quality policies will be implemented.
Risk Management Plan
Portfolio Balancing
Organizational Project Management Maturity
Quality Management Plan
29. The uncontrolled expansion to product or project scope without adjustments to time - cost - and resources.
Bottom-up Estimating
Cost Management Plan
Scope Creep
Preventive Action
30. A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply.
Procurement Management Plan
Preventive Action
Successor Activity
Resource Leveling
31. A hierarchical representation of the project organization - which illustrates the relationship between project activities and the organizational units that will perform those activities.
Organizational Breakdown Structure
Gantt Chart
Quality Management Plan
Earned Value Management
32. A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.
Program Management Office
Critical Chain Method
Level of Effort
Gantt Chart
33. The approved version of a scope statement - work breakdown structure (WBS) - and its associated WBS dictionary - which can be changed only through formal change control procedures and is used as a basis for comparison.
Scope Baseline
Schedule Baseline
Enterprise Environmental Factors
Risk Mitigation
34. The level of an organization's ability to deliver the desired strategic outcomes in a predictable - controllable - and reliable manner.
Activity
Organizational Process Assets
Organizational Project Management Maturity
Procurement Management Plan
35. A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.
Project Phase
Change Control
Estimate to Complete
Cost Performance Index
36. The realized cost incurred for the work performed on an activity during a specific time period.
Requirements Management Plan
Risk Avoidance
Actual Cost
Risk Register
37. A measure of schedule efficiency expressed as the ratio of earned value to planned value.
Finish-to-Start
Human Resource Plan
Schedule Performance Index
Project Management Office
38. A risk that would have a positive effect on one or more project objectives.
Baseline
Opportunity
Project Management Plan
Schedule Variance
39. An uncertain event or condition that - if it occurs - has a positive or negative effect on one or more project objectives.
Project
Project Charter
Resource Breakdown Structure
Risk
40. A technique used to estimate cost or duration by applying an average of optimistic - pessimistic - and most likely estimates when there is uncertainty with the individual activity estimates.
Three-Point Estimate
Critical Path
Preventive Action
Project Scope Statement
41. The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete.
Lead
Responsibility Assignment Matrix
Estimate at Completion
Procurement Management Plan
42. A technique for estimating the duration or cost of an activity or a project - using historical data from a similar activity or project.
Risk Breakdown Structure
Crashing
Critical Path
Analogous Estimating
43. A technique used to shorten the schedule duration for the least incremental cost by adding resources.
Risk Register
Resource Leveling
Schedule Compression
Crashing
44. A distinct - scheduled portion of work performed during the course of a project.
Activity
Optimistic Duration
Change Request
Decomposition
45. The application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.
Requirements Traceability Matrix
Project Management
Opportunity
Earned Value Management
46. An estimate of the longest activity duration - which takes into account all of the known variables that could affect performance.
Critical Chain Method
Change Control System
Lag
Pessimistic Duration
47. The centralized management of one or more portfolios to achieve strategic objectives.
Rolling Wave Planning
Corrective Action
Portfolio Management
Most Likely Duration
48. A component of the project or program management plan that describes how the scope will be defined - developed - monitored - controlled - and verified.
Scope Management Plan
Constraint
Schedule Management Plan
Backward Pass
49. An activity that can be planned and measured and that yields a specific output. (Note: Discrete effort is one of three earned value management [EVM] types of activities used to measure work performance.)
Resource Leveling
Percent Complete
Project Management Office
Discrete Effort
50. A risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs.
Risk Acceptance
Planned Value
Cost Performance Index
To-Complete Performance Index