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






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






3. A group of related projects - subprograms and program activities that are managed in a coordinated way to obtain benefits not available from managing them individually.






4. The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.






5. The sequence of activities that represents the longest path through a project - which determines the shortest possible duration.






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






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






8. A component of the project or program management plan that describes how an organization's quality policies will be implemented.






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






10. 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.






11. A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.






12. A grid that links product requirements from their origin to the deliverables that satisfy them.






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






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






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






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






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






18. A grid for mapping the probability of each risk occurrence and its impact on project objectives if that risk occurs.






19. 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.






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






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






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






23. 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.






24. 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.)






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






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






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






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






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






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






31. A logical relationship in which a successor activity cannot finish until a predecessor activity has started.






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






33. 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.)






34. 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.






35. 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.






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






37. The authorized budget assigned to scheduled work.






38. 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.






39. A methodology that combines scope - schedule - and resource measurements to assess project performance and progress.






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






41. A document in which the results of risk analysis and risk response planning are recorded.






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






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






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






45. A risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs.






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






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






48. 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.






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






50. A component of the project - program - or portfolio management plan that describes how risk management activities will be structured and performed.







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