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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 person or group who provides resources and support for the project - program - or portfolio - and is accountable for enabling success.






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






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






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






5. A measure of the cost performance that is required to be achieved with the remaining resources in order to meet a specified management goal - expressed as the ratio of the cost to finish the outstanding work to the remaining budget.






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






7. A dependent activity that logically comes after another activity in a schedule.






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






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






10. 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.






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






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






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






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






15. A formal proposal to modify any document - deliverable - or baseline.






16. 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






17. 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.






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






19. A hierarchical representation of risks that is organized according to risk categories.






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






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






22. An iterative planning technique in which the work to be accomplished in the near term is planned in detail - while the work in the future is planned at a higher level.






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






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






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






26. A component of the project or program management plan that describes how the roles and responsibilities - reporting relationships - and staff management will be addressed and structured.






27. An individual - group - or organization who may affect - be affected by - or perceive itself to be affected by a decision - activity - or outcome of a project - program - or portfolio.






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






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






30. A measure of schedule efficiency expressed as the ratio of earned value to planned value.






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






32. 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.






33. A temporary endeavor undertaken to create a unique product - service - or result.






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






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






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






37. The amount of time whereby a successor activity is required to be delayed with respect to a predecessor activity.






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






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






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






41. 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.






42. 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.)






43. A limiting factor that affects the execution of a project - program - portfolio - or process.






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






45. 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.






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






47. 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.






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






49. 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.






50. A hierarchical representation of resources by category and type.







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