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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. A risk that arises as a direct result of implementing a risk response.






2. A logical relationship in which a successor activity cannot start until a predecessor activity has started.






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






4. A technique used for dividing and sub-dividing the project scope and project deliverables into smaller - more manageable parts.






5. A component of the project - program - or portfolio management plan that describes how - when - and by whom information will be administered and disseminated.






6. A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model.






7. The realized cost incurred for the work performed on an activity during a specific time period.






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






9. A risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact.






10. Plans - processes - policies - procedures and knowledge bases specific to and used by the performing organization.






11. The expected cost to finish all the remaining project work.






12. The series of phases that a project passes through from its initiation to its closure.






13. A technique used to shorten the schedule duration without reducing the project scope.






14. 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.






15. A technique used to shorten the schedule duration for the least incremental cost by adding resources.






16. A document that provides detailed deliverable - activity - and scheduling information about each component in the work breakdown structure.






17. 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.






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






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






20. A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.






21. 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.






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






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






24. An event or situation that indicates that a risk is about to occur.






25. 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.






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






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






28. The process of optimizing the mix of portfolio components to further the strategic objectives of the organization.






29. A calendar that identifies the working days and shifts upon which each specific resource is available.






30. A numbering system used to uniquely identify each component of the work breakdown structure.






31. A component of the human resource plan that describes when and how team members will be acquired and how long they will be needed.






32. An enterprise whose personnel are the most directly involved in doing the work of the project or program.






33. A point in time when the status of the project is recorded.






34. The knowledge gained during a project which shows how project events were addressed or should be addressed in the future for the purpose of improving future performance






35. 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.






36. The measure of work performed expressed in terms of the budget authorized for that work.






37. A management structure that standardizes the program-related governance processes and facilitates the sharing of resources - methodologies - tools - and techniques.






38. A group of potential causes of risk.






39. The authorized budget assigned to scheduled work.






40. A process used to investigate or analyze the output of the schedule model in order to optimize the schedule






41. A distinct - scheduled portion of work performed during the course of a project.






42. A relationship in which a schedule activity has more than one predecessor.






43. An estimate of the shortest activity duration that takes into account all of the known variables that could affect performance.






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






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






46. 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.






47. A projection of the amount of budget deficit or surplus - expressed as the difference between the budget at completion and the estimate at completion.






48. 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.






49. 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.






50. The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete.







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