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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
.
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. The sum of all budgets established for the work to be performed.
Budget at Completion
Parametric Estimating
Change Control
Predecessor Activity
2. A review at the end of a phase in which a decision is made to continue to the next phase - to continue with modification - or to end a project or program.
Opportunity
Risk Breakdown Structure
Phase Gate
Start-to-Finish
3. The application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.
Summary Activity
Critical Path
Project Management
Change Request
4. A dependent activity that logically comes after another activity in a schedule.
Path Divergence
Project Scope Statement
Successor Activity
Optimistic Duration
5. A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.
Logical Relationship
Critical Chain Method
Constraint
Program
6. A management structure that standardizes the program-related governance processes and facilitates the sharing of resources - methodologies - tools - and techniques.
Preventive Action
Program Management Office
Constraint
Successor Activity
7. A component of the project or program management plan that establishes the activities for developing - monitoring - and controlling the project or program.
Project
Organizational Process Assets
Schedule Management Plan
Communication Management Plan
8. 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.
Communication Management Plan
Deliverable
Sponsor
Defect Repair
9. 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.
Effort
Earned Value
Opportunity
Forward Pass
10. 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.
Risk
Milestone
Human Resource Plan
Path Divergence
11. A component of the project or program management plan that describes how an organization's quality policies will be implemented.
Earned Value
Optimistic Duration
Preventive Action
Quality Management Plan
12. 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.
Rolling Wave Planning
Control Account
Optimistic Duration
Earned Value
13. 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.
Variance Analysis
Requirement
Estimate at Completion
Critical Chain Method
14. A factor in the planning process that is considered to be true - real - or certain - without proof or demonstration.
Precedence Diagramming Method
Assumption
Risk Avoidance
Start-to-Start
15. An estimate of the longest activity duration - which takes into account all of the known variables that could affect performance.
Total Float
Pessimistic Duration
Early Finish Date
Control Account
16. The uncontrolled expansion to product or project scope without adjustments to time - cost - and resources.
Critical Chain Method
Scope Creep
Deliverable
Organizational Project Management Maturity
17. 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.
Requirement
Organizational Process Assets
Lessons Learned
To-Complete Performance Index
18. An enterprise whose personnel are the most directly involved in doing the work of the project or program.
Critical Path Method
Schedule Performance Index
Bottom-up Estimating
Performing Organization
19. A logical relationship in which a successor activity cannot start until a predecessor activity has finished.
To-Complete Performance Index
Finish-to-Start
Variance at Completion
Analogous Estimating
20. A point in time when the status of the project is recorded.
Project Charter
Analogous Estimating
Code of Accounts
Data Date
21. A person or group who provides resources and support for the project - program - or portfolio - and is accountable for enabling success.
Threat
Sponsor
Schedule Variance
Human Resource Plan
22. A formally chartered group responsible for reviewing - evaluating - approving - delaying - or rejecting changes to the project and for recording and communicating such decisions.
Sponsor
Scope Management Plan
Change Control Board
Earned Value Management
23. Projects - programs - subportfolios - and operations managed as a group to achieve strategic objectives.
Crashing
Schedule Baseline
Three-Point Estimate
Portfolio
24. 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.
Scope Baseline
Finish-to-Start
Lead
Path Divergence
25. 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.
Fast Tracking
Predecessor Activity
Parametric Estimating
Change Control System
26. The process of optimizing the mix of portfolio components to further the strategic objectives of the organization.
Corrective Action
Risk Transference
Fast Tracking
Portfolio Balancing
27. The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.
Project Manager
Cost Variance
Baseline
Change Control
28. A component of the project or program management plan that describes how requirements will be analyzed - documented and managed.
Three-Point Estimate
Requirements Management Plan
Percent Complete
Estimate at Completion
29. An estimate expressed as a percent of the amount of work that has been completed on an activity or a work breakdown structure component.
Percent Complete
Level of Effort
WBS Dictionary
Project Calendar
30. 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.
Precedence Diagramming Method
Communication Management Plan
Schedule Model Analysis
Late Start Date
31. A technique for estimating the duration or cost of an activity or a project - using historical data from a similar activity or project.
To-Complete Performance Index
Gantt Chart
Milestone
Analogous Estimating
32. A risk that would have a positive effect on one or more project objectives.
Opportunity
To-Complete Performance Index
Effort
Project Life Cycle
33. A significant point or event in a project - program - or portfolio.
Portfolio Balancing
Code of Accounts
Planned Value
Milestone
34. The level of an organization's ability to deliver the desired strategic outcomes in a predictable - controllable - and reliable manner.
Organizational Project Management Maturity
Staffing Management Plan
Actual Cost
Threat
35. A measure of schedule performance expressed as the difference between the earned value and the planned value.
Schedule Variance
Communication Management Plan
Most Likely Duration
Level of Effort
36. A risk that arises as a direct result of implementing a risk response.
Schedule Variance
Portfolio Management
Secondary Risk
Risk Register
37. The amount of time whereby a successor activity is required to be delayed with respect to a predecessor activity.
Project
Lag
Program
WBS Dictionary
38. The application of knowledge - skills - tools - and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually.
Schedule Model Analysis
Most Likely Duration
Change Control System
Program Management
39. A technique used to shorten the schedule duration without reducing the project scope.
Requirements Management Plan
Schedule Model
Three-Point Estimate
Schedule Compression
40. A relationship in which a schedule activity has more than one successor.
Free Float
Organizational Process Assets
Resource Calendar
Path Divergence
41. The sequence of activities that represents the longest path through a project - which determines the shortest possible duration.
Critical Path
Early Start Date
Resource Breakdown Structure
Deliverable
42. A numbering system used to uniquely identify each component of the work breakdown structure.
Enterprise Environmental Factors
Code of Accounts
Lead
Risk Register
43. Any activity on the critical path in a project schedule.
Critical Path Activity
Project Scope
Change Control Board
Baseline
44. A technique used to shorten the schedule duration for the least incremental cost by adding resources.
Fast Tracking
Most Likely Duration
Actual Cost
Crashing
45. A formal proposal to modify any document - deliverable - or baseline.
Quality Management Plan
Gantt Chart
Change Request
Free Float
46. A technique for determining the cause and degree of difference between the baseline and actual performance.
Path Convergence
Probability and Impact Matrix
Variance Analysis
Project Schedule Network Diagram
47. The centralized management of one or more portfolios to achieve strategic objectives.
Progressive Elaboration
Cost Management Plan
Portfolio Management
Performing Organization
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.
Change Control System
Resource Breakdown Structure
Project Manager
Procurement Management Plan
49. 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 Management Office
What-If Sce
Project Schedule
50. A methodology that combines scope - schedule - and resource measurements to assess project performance and progress.
Schedule Baseline
Actual Cost
Activity
Earned Value Management