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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 set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.






2. 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.






3. A hierarchical representation of the project organization - which illustrates the relationship between project activities and the organizational units that will perform those activities.






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






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






6. An uncertain event or condition that - if it occurs - has a positive or negative effect on one or more project objectives.






7. 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.)






8. The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete.






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






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






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






12. A logical relationship in which a successor activity cannot start until a predecessor activity has finished.






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






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






15. 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






16. 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.)






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






18. A group of related schedule activities aggregated and displayed as a single activity.






19. A formally chartered group responsible for reviewing - evaluating - approving - delaying - or rejecting changes to the project and for recording and communicating such decisions.






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






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






22. 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.






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






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






25. A measure of schedule performance expressed as the difference between the earned value and the planned value.






26. An intentional activity that realigns the performance of the project work with the project management plan.






27. The approved version of a work product that can be changed only through formal change control procedures and is used as a basis for comparison.






28. A logical relationship in which a successor activity cannot start until a predecessor activity has started.






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






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






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






32. A representation of the plan for executing the project's activities including durations - dependencies and other planning information - used to produce a project schedule along with other scheduling artifacts.






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






34. 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.






35. An output of a schedule model that presents linked activities with planned dates - durations - milestones - and resources.






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






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






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.






39. In the critical path method - the earliest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic - the data date - and any schedule constraints.






40. A component of the project - program - or portfolio management plan that describes how - when - and by whom information will be administered and disseminated.






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






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






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






44. 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.






45. A bar chart of schedule information where activities are listed on the vertical axis - dates are shown on the horizontal axis - and activity durations are shown as horizontal bars placed according to start and finish dates.






46. 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.






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






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






49. A projection of the amount of budget deficit or surplus - expressed as the difference between the budget at completion and the estimate at completion.






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







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