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PMI Project Management Vocab

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






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






3. A significant point or event in a project - program - or portfolio.






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






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






6. A relationship in which a schedule activity has more than one successor.






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






8. 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.






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






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






11. A component of the project or program management plan that describes how requirements will be analyzed - documented and managed.






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






13. An activity that logically comes before a dependent activity in a schedule.






14. The work performed to deliver a product - service - or result with the specified features and functions.






15. Conditions - not under the immediate control of the team - that influence - constrain - or direct the project - program - or portfolio.






16. A risk response strategy whereby the project team shifts the impact of a threat to a third party - together with ownership of the response.






17. A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed.






18. 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.






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






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






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






22. The centralized management of one or more portfolios to achieve strategic objectives.






23. The sum of all budgets established for the work to be performed.






24. 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.






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






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






27. 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.






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






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






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






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






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






33. 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.






34. An activity where effort is allotted proportionately across certain discrete efforts and not divisible into discrete efforts. (Note: Apportioned effort is one of three earned value management [EVM] types of activities used to measure work performance






35. The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.






36. A technique for estimating the duration or cost of an activity or a project - using historical data from a similar activity or project.






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






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






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






40. A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.






41. A risk response strategy whereby the project team acts to reduce the probability of occurrence or impact of a risk.






42. 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.)






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






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






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






46. An estimate expressed as a percent of the amount of work that has been completed on an activity or a work breakdown structure component.






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






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 number of labor units required to complete a schedule activity or work breakdown structure component - often expressed in hours - days - or weeks.






50. The series of phases that represent the evolution of a product - from concept through delivery - growth - maturity - and to retirement.







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