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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. 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.
WBS Dictionary
Program Management
Discrete Effort
Rolling Wave Planning
2. The uncontrolled expansion to product or project scope without adjustments to time - cost - and resources.
Scope Creep
Project Management Office
Performing Organization
Code of Accounts
3. 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.
Requirement
Variance at Completion
Lead
Project Phase
4. A calendar that identifies working days and shifts that are available for scheduled activities.
Critical Path Activity
Project Calendar
What-If Sce
Risk Transference
5. A factor in the planning process that is considered to be true - real - or certain - without proof or demonstration.
Estimate to Complete
Forward Pass
Lag
Assumption
6. A person or group who provides resources and support for the project - program - or portfolio - and is accountable for enabling success.
Backward Pass
Risk
Requirement
Sponsor
7. A dependent activity that logically comes after another activity in a schedule.
Lead
Program Management
Successor Activity
Risk Acceptance
8. 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.
Change Control
Gantt Chart
Project Management Plan
Scope Baseline
9. A risk that would have a positive effect on one or more project objectives.
Change Control
Opportunity
Project
Path Divergence
10. A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.
Stakeholder
Early Finish Date
Predecessor Activity
Critical Chain Method
11. A dependency between two activities - or between an activity and a milestone.
Successor Activity
Logical Relationship
Control Account
WBS Dictionary
12. A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS).
Assumption
Project Charter
Bottom-up Estimating
Requirement
13. 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
Lessons Learned
Change Control Board
Project Calendar
Effort
14. Conditions - not under the immediate control of the team - that influence - constrain - or direct the project - program - or portfolio.
Enterprise Environmental Factors
Percent Complete
Risk Transference
Optimistic Duration
15. A process whereby modifications to documents - deliverables - or baselines associated with the project are identified - documented - approved - or rejected.
Project Scope
Resource Breakdown Structure
Change Control
Portfolio
16. A technique for determining the cause and degree of difference between the baseline and actual performance.
Variance Analysis
Trigger Condition
Threat
Change Control Board
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.
Critical Path Method
Schedule Baseline
Human Resource Plan
Risk Category
18. A logical relationship in which a successor activity cannot start until a predecessor activity has started.
Start-to-Start
Start-to-Finish
Responsibility Assignment Matrix
Critical Path Activity
19. A hierarchical representation of risks that is organized according to risk categories.
Risk Breakdown Structure
Activity
Opportunity
Schedule Management Plan
20. A technique used to shorten the schedule duration without reducing the project scope.
Enterprise Environmental Factors
Schedule Compression
Cost Management Plan
Earned Value
21. A hierarchical representation of the project organization - which illustrates the relationship between project activities and the organizational units that will perform those activities.
Organizational Breakdown Structure
Schedule Performance Index
Requirements Traceability Matrix
Communication Management Plan
22. The series of phases that a project passes through from its initiation to its closure.
Schedule Compression
Most Likely Duration
Acceptance Criteria
Project Life Cycle
23. An estimate expressed as a percent of the amount of work that has been completed on an activity or a work breakdown structure component.
Fast Tracking
Planned Value
Percent Complete
Pessimistic Duration
24. The realized cost incurred for the work performed on an activity during a specific time period.
Actual Cost
Free Float
Project Life Cycle
Baseline
25. A management structure that standardizes the program-related governance processes and facilitates the sharing of resources - methodologies - tools - and techniques.
Quality Management Plan
Scope Creep
Late Finish Date
Program Management Office
26. The application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.
Project Management
Project Scope Statement
Summary Activity
Lag
27. A technique for estimating the duration or cost of an activity or a project - using historical data from a similar activity or project.
Product Life Cycle
Project Life Cycle
Program
Analogous Estimating
28. 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
Deliverable
Estimate at Completion
Corrective Action
29. A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
Baseline
Project Charter
Risk Mitigation
Actual Cost
30. 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.
Estimate at Completion
Forward Pass
Change Request
Quality Management Plan
31. An earned value management technique used to indicate performance trends by using a graph that displays cumulative costs over a specific time period.
Effort
Forward Pass
S-Curve Analysis
Risk Mitigation
32. The level of an organization's ability to deliver the desired strategic outcomes in a predictable - controllable - and reliable manner.
Organizational Project Management Maturity
Actual Cost
Change Control System
Lag
33. A logical relationship in which a successor activity cannot finish until a predecessor activity has started.
Cost Management Plan
Start-to-Finish
Decision Tree Analysis
S-Curve Analysis
34. A temporary endeavor undertaken to create a unique product - service - or result.
Early Start Date
Project
WBS Dictionary
Program
35. 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
Risk
Quality Management Plan
Project Management
36. 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.
Human Resource Plan
Organizational Process Assets
Staffing Management Plan
Scope Creep
37. An output of a schedule model that presents linked activities with planned dates - durations - milestones - and resources.
Assumption
S-Curve Analysis
Project Schedule
Path Divergence
38. A component of the project or program management plan that describes how requirements will be analyzed - documented and managed.
S-Curve Analysis
Procurement Management Plan
Requirements Management Plan
Rolling Wave Planning
39. A process used to investigate or analyze the output of the schedule model in order to optimize the schedule
Quality Management Plan
Schedule Baseline
Change Control Board
Schedule Model Analysis
40. Any activity on the critical path in a project schedule.
Critical Path Activity
Project Manager
Schedule Performance Index
Apportioned Effort
41. A relationship in which a schedule activity has more than one predecessor.
Start-to-Start
Late Start Date
Milestone
Path Convergence
42. A risk that would have a negative effect on one or more project objectives.
Threat
Estimate to Complete
Data Date
Decision Tree Analysis
43. A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.
Bottom-up Estimating
Decision Tree Analysis
Risk Transference
Schedule Model Analysis
44. The document that describes how the project will be executed - monitored - and controlled.
Successor Activity
Project Management Plan
Program
Free Float
45. An event or situation that indicates that a risk is about to occur.
Trigger Condition
Late Finish Date
Portfolio
Opportunity
46. The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete.
Stakeholder
Requirements Management Plan
Staffing Management Plan
Estimate at Completion
47. A component of the project - program - or portfolio management plan that describes how risk management activities will be structured and performed.
Project
Variance Analysis
Rolling Wave Planning
Risk Management Plan
48. 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.
Stakeholder
Planned Value
Rolling Wave Planning
Project Calendar
49. 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.
To-Complete Performance Index
Project
Apportioned Effort
Earned Value
50. A numbering system used to uniquely identify each component of the work breakdown structure.
Lessons Learned
Code of Accounts
Summary Activity
Risk Register