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Test your basic knowledge |
PMI Project Management Vocab
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Subjects
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certifications
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pmi
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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. A person or group who provides resources and support for the project - program - or portfolio - and is accountable for enabling success.
Analogous Estimating
Sponsor
Risk Breakdown Structure
Scope Creep
2. 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.
Project Management
Three-Point Estimate
Defect Repair
Optimistic Duration
3. The description of the project scope - major deliverables - assumptions - and constraints.
Project Scope Statement
Sponsor
Requirements Management Plan
Discrete Effort
4. The centralized management of one or more portfolios to achieve strategic objectives.
Project Management
Portfolio Management
Project Charter
Project Scope
5. The number of labor units required to complete a schedule activity or work breakdown structure component - often expressed in hours - days - or weeks.
Earned Value Management
WBS Dictionary
Assumption
Effort
6. A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.
Schedule Baseline
Schedule Model
Estimate to Complete
Cost Performance Index
7. A document in which the results of risk analysis and risk response planning are recorded.
Risk Register
Schedule Model
Crashing
Corrective Action
8. An estimate of the shortest activity duration that takes into account all of the known variables that could affect performance.
Optimistic Duration
Schedule Model Analysis
Discrete Effort
Start-to-Start
9. 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.
Program
Risk Breakdown Structure
Requirements Management Plan
S-Curve Analysis
10. The series of phases that a project passes through from its initiation to its closure.
Change Control Board
Project Life Cycle
Human Resource Plan
Schedule Compression
11. The series of phases that represent the evolution of a product - from concept through delivery - growth - maturity - and to retirement.
Product Life Cycle
What-If Sce
Organizational Process Assets
Finish-to-Start
12. A grid that links product requirements from their origin to the deliverables that satisfy them.
Critical Path Activity
Requirements Traceability Matrix
Forward Pass
Analogous Estimating
13. The amount of time whereby a successor activity is required to be delayed with respect to a predecessor activity.
Lag
Requirements Management Plan
Risk Mitigation
S-Curve Analysis
14. A management control point where scope - budget - actual cost - and schedule are integrated and compared to earned value for performance measurement.
Trigger Condition
Crashing
Critical Path Method
Control Account
15. A management structure that standardizes the project-related governance processes and facilitates the sharing of resources - methodologies - tools - and techniques.
Risk Register
Variance Analysis
Path Convergence
Project Management Office
16. An output of a schedule model that presents linked activities with planned dates - durations - milestones - and resources.
Cost Variance
Project
Change Control
Project Schedule
17. A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.
Start-to-Start
Discrete Effort
Decision Tree Analysis
Organizational Project Management Maturity
18. A graphical representation of the logical relationships among the project schedule activities.
Secondary Risk
Risk Transference
Risk
Project Schedule Network Diagram
19. 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.
Project Manager
Planned Value
Late Start Date
Risk
20. A calendar that identifies working days and shifts that are available for scheduled activities.
Project Phase
Percent Complete
Project Calendar
Resource Calendar
21. An intentional activity to modify a nonconforming product or product component.
Rolling Wave Planning
Start-to-Start
Defect Repair
Threat
22. The measure of work performed expressed in terms of the budget authorized for that work.
Most Likely Duration
Code of Accounts
Decision Tree Analysis
Earned Value
23. A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.
Start-to-Start
Schedule Model
Change Control System
Trigger Condition
24. A relationship in which a schedule activity has more than one predecessor.
Path Convergence
Risk Category
Finish-to-Finish
Resource Breakdown Structure
25. An enterprise whose personnel are the most directly involved in doing the work of the project or program.
Performing Organization
Predecessor Activity
Estimate to Complete
Assumption
26. The level of an organization's ability to deliver the desired strategic outcomes in a predictable - controllable - and reliable manner.
Start-to-Start
Optimistic Duration
Organizational Project Management Maturity
Corrective Action
27. The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete.
Estimate at Completion
Critical Path Activity
Project Management
Risk
28. A risk that arises as a direct result of implementing a risk response.
Resource Breakdown Structure
Variance at Completion
Deliverable
Secondary Risk
29. 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.
Risk Register
Planned Value
Gantt Chart
Cost Performance Index
30. The approved version of a work product that can be changed only through formal change control procedures and is used as a basis for comparison.
Threat
Estimate at Completion
Baseline
Earned Value
31. A component of the project - program - or portfolio management plan that describes how risk management activities will be structured and performed.
Progressive Elaboration
Actual Cost
Risk Management Plan
Logical Relationship
32. Any activity on the critical path in a project schedule.
Budget at Completion
Critical Path Activity
Apportioned Effort
Decision Tree Analysis
33. An intentional activity that realigns the performance of the project work with the project management plan.
Corrective Action
Performing Organization
Risk Category
Schedule Model
34. 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.
Milestone
Phase Gate
Requirement
Earned Value Management
35. A measure of schedule performance expressed as the difference between the earned value and the planned value.
Lead
Variance Analysis
Schedule Variance
Activity
36. A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS).
Bottom-up Estimating
Project Calendar
Schedule Compression
Earned Value Management
37. A component of the project or program management plan that describes how an organization's quality policies will be implemented.
Quality Management Plan
Earned Value
Threat
Schedule Model Analysis
38. A measure of schedule efficiency expressed as the ratio of earned value to planned value.
Schedule Performance Index
Defect Repair
Portfolio
Pessimistic Duration
39. The work performed to deliver a product - service - or result with the specified features and functions.
Risk Management Plan
Three-Point Estimate
Project Scope
Staffing Management Plan
40. 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.
Resource Leveling
Project Management
Critical Path Method
Planned Value
41. A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.
Project Phase
Optimistic Duration
Fast Tracking
Finish-to-Finish
42. A point in time when the status of the project is recorded.
Quality Management Plan
Early Start Date
Decomposition
Data Date
43. 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.
Variance Analysis
Cost Variance
Start-to-Start
Early Finish Date
44. 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.
Project Manager
Organizational Breakdown Structure
Scope Baseline
Cost Variance
45. Projects - programs - subportfolios - and operations managed as a group to achieve strategic objectives.
Lag
Defect Repair
Portfolio
Project Phase
46. A grid that shows the project resources assigned to each work package.
Acceptance Criteria
Variance at Completion
Project Manager
Responsibility Assignment Matrix
47. The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.
Schedule Model Analysis
Project Manager
Acceptance Criteria
Estimate to Complete
48. A document that provides detailed deliverable - activity - and scheduling information about each component in the work breakdown structure.
WBS Dictionary
Constraint
Percent Complete
Fast Tracking
49. A logical relationship in which a successor activity cannot finish until a predecessor activity has started.
Milestone
Start-to-Finish
Finish-to-Finish
Portfolio Balancing
50. A component of the project or program management plan that describes how requirements will be analyzed - documented and managed.
Finish-to-Finish
Resource Calendar
Requirements Management Plan
Apportioned Effort