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PMI Project Management Vocab
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Instructions:
Answer 50 questions in 15 minutes.
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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. 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.
Cost Variance
Start-to-Finish
Forward Pass
Schedule Variance
2. The application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.
Project Management
Enterprise Environmental Factors
Critical Chain Method
What-If Sce
3. 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.)
Predecessor Activity
Finish-to-Finish
Risk Category
Discrete Effort
4. A component of the project or program management plan that establishes the activities for developing - monitoring - and controlling the project or program.
Schedule Management Plan
Early Finish Date
Critical Path Method
Schedule Variance
5. A component of the project - program - or portfolio management plan that describes how risk management activities will be structured and performed.
Early Finish Date
Risk Breakdown Structure
Risk Management Plan
Stakeholder
6. A measure of schedule performance expressed as the difference between the earned value and the planned value.
Requirements Management Plan
Schedule Variance
Scope Creep
Gantt Chart
7. A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.
Late Finish Date
What-If Sce
Corrective Action
Critical Chain Method
8. 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.
Project Calendar
Discrete Effort
Project Management Office
Resource Leveling
9. A risk that arises as a direct result of implementing a risk response.
Analogous Estimating
Secondary Risk
To-Complete Performance Index
Schedule Model
10. A collection of logically related project activities that culminates in the completion of one or more deliverables.
Most Likely Duration
Project Phase
Path Divergence
Program Management Office
11. 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.
Resource Breakdown Structure
Risk Register
Free Float
What-If Sce
12. The uncontrolled expansion to product or project scope without adjustments to time - cost - and resources.
Schedule Model
Project Calendar
Backward Pass
Scope Creep
13. Conditions - not under the immediate control of the team - that influence - constrain - or direct the project - program - or portfolio.
Risk
Change Control
Summary Activity
Enterprise Environmental Factors
14. A calendar that identifies the working days and shifts upon which each specific resource is available.
Resource Calendar
Path Convergence
Project
Project Scope Statement
15. The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.
Risk Breakdown Structure
Estimate at Completion
Project Manager
Requirement
16. A measure of schedule efficiency expressed as the ratio of earned value to planned value.
Schedule Performance Index
Organizational Project Management Maturity
Baseline
Start-to-Start
17. 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.
Backward Pass
Scope Baseline
Program
Schedule Management Plan
18. A set of conditions that is required to be met before deliverables are accepted.
Predecessor Activity
Acceptance Criteria
Change Control Board
Organizational Process Assets
19. 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.)
Change Control
Level of Effort
Change Request
Summary Activity
20. A hierarchical representation of risks that is organized according to risk categories.
Risk Breakdown Structure
Variance at Completion
Code of Accounts
Human Resource Plan
21. A document that provides detailed deliverable - activity - and scheduling information about each component in the work breakdown structure.
Start-to-Finish
Estimate to Complete
Late Finish Date
WBS Dictionary
22. Projects - programs - subportfolios - and operations managed as a group to achieve strategic objectives.
Portfolio
Requirements Management Plan
Organizational Process Assets
Percent Complete
23. A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.
Precedence Diagramming Method
Threat
Cost Management Plan
Cost Performance Index
24. A hierarchical representation of resources by category and type.
Resource Breakdown Structure
What-If Sce
Critical Chain Method
Schedule Management Plan
25. The expected cost to finish all the remaining project work.
Schedule Compression
Estimate to Complete
Project Manager
Critical Chain Method
26. A relationship in which a schedule activity has more than one successor.
Risk Register
Path Divergence
Backward Pass
Risk Breakdown Structure
27. 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.
Planned Value
Late Finish Date
Apportioned Effort
Procurement Management Plan
28. A technique used to shorten the schedule duration without reducing the project scope.
Responsibility Assignment Matrix
Schedule Compression
Resource Breakdown Structure
WBS Dictionary
29. An estimate of the longest activity duration - which takes into account all of the known variables that could affect performance.
Path Convergence
Pessimistic Duration
Project Manager
Schedule Model Analysis
30. A management control point where scope - budget - actual cost - and schedule are integrated and compared to earned value for performance measurement.
Risk Mitigation
Control Account
Procurement Management Plan
Cost Management Plan
31. An activity that logically comes before a dependent activity in a schedule.
Predecessor Activity
Precedence Diagramming Method
Project Charter
Risk Management Plan
32. An event or situation that indicates that a risk is about to occur.
Procurement Management Plan
Responsibility Assignment Matrix
Activity
Trigger Condition
33. 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.
Product Life Cycle
Bottom-up Estimating
Predecessor Activity
Total Float
34. A component of the human resource plan that describes when and how team members will be acquired and how long they will be needed.
Project Manager
Schedule Baseline
Staffing Management Plan
Product Life Cycle
35. A document in which the results of risk analysis and risk response planning are recorded.
Risk Register
Project Schedule Network Diagram
Schedule Model
Project Management Plan
36. The measure of work performed expressed in terms of the budget authorized for that work.
Total Float
Portfolio Management
Earned Value
Critical Chain Method
37. An intentional activity to modify a nonconforming product or product component.
Organizational Project Management Maturity
Enterprise Environmental Factors
Defect Repair
What-If Sce
38. A risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact.
Project Management Plan
Risk Avoidance
Late Finish Date
Change Request
39. A risk that would have a negative effect on one or more project objectives.
Threat
Schedule Compression
Risk Register
Project Calendar
40. A dependent activity that logically comes after another activity in a schedule.
Summary Activity
Level of Effort
Successor Activity
Pessimistic Duration
41. A critical path method technique for calculating the late start and late finish dates by working backward through the schedule model from the project end date.
Resource Breakdown Structure
Backward Pass
Cost Management Plan
Late Finish Date
42. 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.
Change Control
Project Management
Project Charter
Schedule Baseline
43. A response to a threat that has occurred - for which a prior response had not been planned or was not effective.
Backward Pass
Assumption
What-If Sce
Path Convergence
44. A technique used for dividing and sub-dividing the project scope and project deliverables into smaller - more manageable parts.
Control Account
Lead
Decomposition
Parametric Estimating
45. A grid for mapping the probability of each risk occurrence and its impact on project objectives if that risk occurs.
Probability and Impact Matrix
Project Life Cycle
Corrective Action
Pessimistic Duration
46. The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.
Cost Variance
Performing Organization
Portfolio
Lead
47. Any unique and verifiable product - result - or capability to perform a service that is required to be produced to complete a process - phase - or project.
Deliverable
Parametric Estimating
Actual Cost
Estimate to Complete
48. A point in time when the status of the project is recorded.
Data Date
Project Management
Sponsor
Critical Path
49. The authorized budget assigned to scheduled work.
Portfolio
Cost Performance Index
Planned Value
S-Curve Analysis
50. A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.
Start-to-Finish
Finish-to-Finish
Secondary Risk
Requirement
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