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PMI Project Management Vocab

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. The description of the project scope - major deliverables - assumptions - and constraints.






2. In the critical path method - the earliest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic - the data date - and any schedule constraints.






3. The application of knowledge - skills - tools - and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually.






4. In the critical path method - the latest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic - the project completion date - and any schedule constraints.






5. A dependency between two activities - or between an activity and a milestone.






6. A temporary endeavor undertaken to create a unique product - service - or result.






7. An estimate of the longest activity duration - which takes into account all of the known variables that could affect performance.






8. The amount of budget deficit or surplus at a given point in time - expressed as the difference between the earned value and the actual cost.






9. A logical relationship in which a successor activity cannot start until a predecessor activity has finished.






10. A component of a project or program management plan that describes how costs will be planned - structured - and controlled.






11. 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.






12. A risk that would have a negative effect on one or more project objectives.






13. The uncontrolled expansion to product or project scope without adjustments to time - cost - and resources.






14. An individual - group - or organization who may affect - be affected by - or perceive itself to be affected by a decision - activity - or outcome of a project - program - or portfolio.






15. An intentional activity to modify a nonconforming product or product component.






16. An intentional activity that ensures the future performance of the project work is aligned with the project management plan.






17. An intentional activity that realigns the performance of the project work with the project management plan.






18. 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.)






19. A condition or capability that is required to be present in a product - service - or result to satisfy a contract or other formally imposed specification.






20. Projects - programs - subportfolios - and operations managed as a group to achieve strategic objectives.






21. A component of the project or program management plan that establishes the activities for developing - monitoring - and controlling the project or program.






22. A measure of the cost performance that is required to be achieved with the remaining resources in order to meet a specified management goal - expressed as the ratio of the cost to finish the outstanding work to the remaining budget.






23. A grid that shows the project resources assigned to each work package.






24. A component of the project or program management plan that describes how the scope will be defined - developed - monitored - controlled - and verified.






25. A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.






26. A group of related schedule activities aggregated and displayed as a single activity.






27. An uncertain event or condition that - if it occurs - has a positive or negative effect on one or more project objectives.






28. A management control point where scope - budget - actual cost - and schedule are integrated and compared to earned value for performance measurement.






29. In the critical path method - the earliest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic - the data date - and any schedule constraints.






30. The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint.






31. 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.






32. A collection of logically related project activities that culminates in the completion of one or more deliverables.






33. A hierarchical representation of resources by category and type.






34. An estimate of the most probable activity duration that takes into account all of the known variables that could affect performance.






35. The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.






36. 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.






37. The amount of time whereby a successor activity is required to be delayed with respect to a predecessor activity.






38. The level of an organization's ability to deliver the desired strategic outcomes in a predictable - controllable - and reliable manner.






39. A calendar that identifies working days and shifts that are available for scheduled activities.






40. A measure of schedule performance expressed as the difference between the earned value and the planned value.






41. 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.






42. A risk that would have a positive effect on one or more project objectives.






43. The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available.






44. A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.






45. A technique for determining the cause and degree of difference between the baseline and actual performance.






46. A hierarchical representation of the project organization - which illustrates the relationship between project activities and the organizational units that will perform those activities.






47. The application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.






48. 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.






49. The authorized budget assigned to scheduled work.






50. A graphical representation of the logical relationships among the project schedule activities.







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