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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 risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact.






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






3. 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






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






5. 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.






6. The document that describes how the project will be executed - monitored - and controlled.






7. 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.






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






9. The work performed to deliver a product - service - or result with the specified features and functions.






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






11. 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.






12. 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.






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






14. A technique used for dividing and sub-dividing the project scope and project deliverables into smaller - more manageable parts.






15. 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.






16. The series of phases that a project passes through from its initiation to its closure.






17. A process whereby modifications to documents - deliverables - or baselines associated with the project are identified - documented - approved - or rejected.






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






19. 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.






20. 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.






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






22. A process used to investigate or analyze the output of the schedule model in order to optimize the schedule






23. The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available.






24. A document that provides detailed deliverable - activity - and scheduling information about each component in the work breakdown structure.






25. A numbering system used to uniquely identify each component of the work breakdown structure.






26. A calendar that identifies working days and shifts that are available for scheduled activities.






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






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






29. 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.






30. 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.






31. The centralized management of one or more portfolios to achieve strategic objectives.






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






33. The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.






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






35. A set of conditions that is required to be met before deliverables are accepted.






36. A technique for estimating the duration or cost of an activity or a project - using historical data from a similar activity or project.






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






38. 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.)






39. A methodology that combines scope - schedule - and resource measurements to assess project performance and progress.






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






41. A relationship in which a schedule activity has more than one successor.






42. A document in which the results of risk analysis and risk response planning are recorded.






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






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






45. A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS).






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






47. A dependency between two activities - or between an activity and a milestone.






48. A component of the project or program management plan that establishes the activities for developing - monitoring - and controlling the project or program.






49. The process of optimizing the mix of portfolio components to further the strategic objectives of the organization.






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







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