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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 process used to investigate or analyze the output of the schedule model in order to optimize the schedule
Schedule Model Analysis
To-Complete Performance Index
Project Management Plan
Project Calendar
2. A logical relationship in which a successor activity cannot start until a predecessor activity has finished.
Total Float
Requirements Management Plan
Staffing Management Plan
Finish-to-Start
3. A measure of schedule efficiency expressed as the ratio of earned value to planned value.
Summary Activity
Schedule Performance Index
Variance at Completion
Optimistic Duration
4. An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.
Critical Path
Parametric Estimating
Risk Breakdown Structure
S-Curve Analysis
5. A measure of schedule performance expressed as the difference between the earned value and the planned value.
Risk Mitigation
Schedule Variance
Fast Tracking
Risk Acceptance
6. The series of phases that a project passes through from its initiation to its closure.
Risk Register
Late Finish Date
Requirement
Project Life Cycle
7. 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.
Program Management Office
Earned Value Management
Variance Analysis
Requirement
8. A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.
Finish-to-Start
Project Scope
Requirement
Finish-to-Finish
9. A set of conditions that is required to be met before deliverables are accepted.
Decision Tree Analysis
Critical Chain Method
Acceptance Criteria
Activity
10. A relationship in which a schedule activity has more than one predecessor.
Path Convergence
Probability and Impact Matrix
Project Schedule
Project Manager
11. A calendar that identifies working days and shifts that are available for scheduled activities.
Project Charter
Project Calendar
Apportioned Effort
Organizational Project Management Maturity
12. The process of optimizing the mix of portfolio components to further the strategic objectives of the organization.
Variance Analysis
S-Curve Analysis
Forward Pass
Portfolio Balancing
13. 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
Resource Calendar
Schedule Variance
Optimistic Duration
14. The realized cost incurred for the work performed on an activity during a specific time period.
Procurement Management Plan
Actual Cost
Portfolio Management
Project Manager
15. A response to a threat that has occurred - for which a prior response had not been planned or was not effective.
Probability and Impact Matrix
What-If Sce
Change Control Board
Deliverable
16. A technique used for dividing and sub-dividing the project scope and project deliverables into smaller - more manageable parts.
Planned Value
Portfolio Balancing
Decomposition
Predecessor Activity
17. A technique for determining the cause and degree of difference between the baseline and actual performance.
Baseline
Variance Analysis
Cost Management Plan
Risk Mitigation
18. A grid that links product requirements from their origin to the deliverables that satisfy them.
Project Life Cycle
Program
Project Calendar
Requirements Traceability Matrix
19. The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint.
Risk Breakdown Structure
Total Float
S-Curve Analysis
Project Management
20. Any activity on the critical path in a project schedule.
Predecessor Activity
Change Request
Critical Path Activity
Decision Tree Analysis
21. A dependency between two activities - or between an activity and a milestone.
Scope Creep
Schedule Compression
Baseline
Logical Relationship
22. A component of the project or program management plan that establishes the activities for developing - monitoring - and controlling the project or program.
Scope Baseline
Schedule Management Plan
Quality Management Plan
Project Calendar
23. A hierarchical representation of risks that is organized according to risk categories.
Risk Avoidance
Risk Breakdown Structure
Project Schedule
Project Schedule Network Diagram
24. A risk that arises as a direct result of implementing a risk response.
Parametric Estimating
Total Float
Critical Chain Method
Secondary Risk
25. An earned value management technique used to indicate performance trends by using a graph that displays cumulative costs over a specific time period.
Phase Gate
Resource Breakdown Structure
Project Manager
S-Curve Analysis
26. 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.
Late Start Date
Start-to-Start
Risk Category
Backward Pass
27. A numbering system used to uniquely identify each component of the work breakdown structure.
Backward Pass
Schedule Baseline
Project Scope
Code of Accounts
28. An intentional activity to modify a nonconforming product or product component.
Organizational Project Management Maturity
Stakeholder
Defect Repair
Schedule Variance
29. The sequence of activities that represents the longest path through a project - which determines the shortest possible duration.
Estimate at Completion
Schedule Management Plan
Critical Path
Activity
30. A relationship in which a schedule activity has more than one successor.
Path Divergence
Code of Accounts
Sponsor
Parametric Estimating
31. 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
Forward Pass
Lessons Learned
Sponsor
Project Phase
32. A risk response strategy whereby the project team acts to reduce the probability of occurrence or impact of a risk.
Level of Effort
Risk Mitigation
Path Convergence
Critical Chain Method
33. A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.
Corrective Action
Change Control System
Project Scope Statement
Three-Point Estimate
34. A component of the project or program management plan that describes how the scope will be defined - developed - monitored - controlled - and verified.
Lead
Scope Management Plan
Acceptance Criteria
Path Divergence
35. An activity that logically comes before a dependent activity in a schedule.
WBS Dictionary
Predecessor Activity
Opportunity
Forward Pass
36. A person or group who provides resources and support for the project - program - or portfolio - and is accountable for enabling success.
Code of Accounts
Sponsor
Budget at Completion
Organizational Project Management Maturity
37. A component of the project or program management plan that describes how requirements will be analyzed - documented and managed.
Change Control System
Actual Cost
Requirements Management Plan
Project Management Office
38. An estimate of the most probable activity duration that takes into account all of the known variables that could affect performance.
Deliverable
Most Likely Duration
Change Control
Scope Baseline
39. A risk response strategy whereby the project team shifts the impact of a threat to a third party - together with ownership of the response.
Risk Transference
Project Schedule
Project Life Cycle
Apportioned Effort
40. The amount of budget deficit or surplus at a given point in time - expressed as the difference between the earned value and the actual cost.
Rolling Wave Planning
Schedule Model Analysis
Late Start Date
Cost Variance
41. An uncertain event or condition that - if it occurs - has a positive or negative effect on one or more project objectives.
Risk
Scope Creep
Scope Baseline
Budget at Completion
42. 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.
Activity
Free Float
Start-to-Start
Precedence Diagramming Method
43. An intentional activity that ensures the future performance of the project work is aligned with the project management plan.
Change Control Board
Preventive Action
Portfolio Balancing
Estimate at Completion
44. A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS).
S-Curve Analysis
Actual Cost
Lessons Learned
Bottom-up Estimating
45. A technique used to shorten the schedule duration for the least incremental cost by adding resources.
Crashing
Start-to-Start
Path Divergence
Performing Organization
46. A temporary endeavor undertaken to create a unique product - service - or result.
Rolling Wave Planning
Communication Management Plan
Resource Breakdown Structure
Project
47. A risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact.
Risk Avoidance
Forward Pass
Optimistic Duration
Schedule Compression
48. An intentional activity that realigns the performance of the project work with the project management plan.
Three-Point Estimate
Schedule Baseline
Corrective Action
Change Control Board
49. 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.
Summary Activity
Human Resource Plan
Optimistic Duration
Finish-to-Start
50. The uncontrolled expansion to product or project scope without adjustments to time - cost - and resources.
Scope Creep
Performing Organization
Program Management
Resource Calendar