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PMI Project Management Vocab
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Instructions:
Answer 50 questions in 15 minutes.
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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 measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.
Risk Acceptance
Risk Avoidance
Risk
Cost Performance Index
2. A component of a project or program management plan that describes how costs will be planned - structured - and controlled.
Cost Management Plan
Change Request
Portfolio Management
Lessons Learned
3. A risk that would have a positive effect on one or more project objectives.
Lead
Opportunity
Discrete Effort
Project Calendar
4. 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.
Pessimistic Duration
Project Calendar
Requirement
Sponsor
5. 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 Avoidance
Total Float
Staffing Management Plan
Analogous Estimating
6. 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.
Program Management
Resource Breakdown Structure
Progressive Elaboration
Schedule Management Plan
7. 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.
Corrective Action
Project Management
Rolling Wave Planning
Most Likely Duration
8. 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.)
Apportioned Effort
Trigger Condition
Level of Effort
To-Complete Performance Index
9. A group of related schedule activities aggregated and displayed as a single activity.
S-Curve Analysis
Earned Value
Summary Activity
Risk Acceptance
10. 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.
Successor Activity
Phase Gate
Lag
Program
11. The sequence of activities that represents the longest path through a project - which determines the shortest possible duration.
Budget at Completion
Project Scope Statement
Critical Path
Portfolio Management
12. A component of the project - program - or portfolio management plan that describes how risk management activities will be structured and performed.
Risk Management Plan
Data Date
Resource Calendar
Risk Transference
13. A calendar that identifies working days and shifts that are available for scheduled activities.
Finish-to-Start
Requirements Traceability Matrix
Project Calendar
Product Life Cycle
14. A calendar that identifies the working days and shifts upon which each specific resource is available.
Lag
Defect Repair
Resource Calendar
Change Request
15. 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.
Phase Gate
Bottom-up Estimating
Procurement Management Plan
Successor Activity
16. 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.
Assumption
Risk Register
Project Calendar
Schedule Model
17. A risk response strategy whereby the project team acts to reduce the probability of occurrence or impact of a risk.
Performing Organization
Risk Mitigation
Finish-to-Start
Milestone
18. A relationship in which a schedule activity has more than one predecessor.
Optimistic Duration
Path Convergence
Project
Change Control System
19. A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.
Project Manager
Total Float
Organizational Breakdown Structure
Finish-to-Finish
20. A critical path method technique for calculating the late start and late finish dates by working backward through the schedule model from the project end date.
Effort
To-Complete Performance Index
Backward Pass
Organizational Process Assets
21. The realized cost incurred for the work performed on an activity during a specific time period.
Estimate at Completion
Project Scope
Project Calendar
Actual Cost
22. The number of labor units required to complete a schedule activity or work breakdown structure component - often expressed in hours - days - or weeks.
Effort
S-Curve Analysis
Analogous Estimating
Project Management Plan
23. A projection of the amount of budget deficit or surplus - expressed as the difference between the budget at completion and the estimate at completion.
Variance at Completion
Fast Tracking
Requirement
Path Divergence
24. Conditions - not under the immediate control of the team - that influence - constrain - or direct the project - program - or portfolio.
Change Control
Estimate to Complete
Scope Baseline
Enterprise Environmental Factors
25. A management structure that standardizes the project-related governance processes and facilitates the sharing of resources - methodologies - tools - and techniques.
Resource Calendar
Project Management Office
Project
Start-to-Start
26. 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.
Early Start Date
Corrective Action
Activity
Organizational Project Management Maturity
27. A dependency between two activities - or between an activity and a milestone.
Logical Relationship
Resource Leveling
Project Scope
Milestone
28. A grid for mapping the probability of each risk occurrence and its impact on project objectives if that risk occurs.
Schedule Model Analysis
Probability and Impact Matrix
Rolling Wave Planning
Performing Organization
29. A formally chartered group responsible for reviewing - evaluating - approving - delaying - or rejecting changes to the project and for recording and communicating such decisions.
Threat
Free Float
Change Control Board
WBS Dictionary
30. A component of the project or program management plan that describes how requirements will be analyzed - documented and managed.
Project Calendar
Project Management
Communication Management Plan
Requirements Management Plan
31. A risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs.
Schedule Variance
Risk Acceptance
Code of Accounts
Resource Calendar
32. The expected cost to finish all the remaining project work.
Analogous Estimating
Variance Analysis
Finish-to-Start
Estimate to Complete
33. A risk response strategy whereby the project team shifts the impact of a threat to a third party - together with ownership of the response.
Decomposition
Project Management
Assumption
Risk Transference
34. A hierarchical representation of risks that is organized according to risk categories.
Project Scope Statement
Milestone
Change Control Board
Risk Breakdown Structure
35. A factor in the planning process that is considered to be true - real - or certain - without proof or demonstration.
Schedule Compression
Budget at Completion
Percent Complete
Assumption
36. A numbering system used to uniquely identify each component of the work breakdown structure.
Constraint
Code of Accounts
Change Control System
Corrective Action
37. An intentional activity to modify a nonconforming product or product component.
Product Life Cycle
Critical Path
Defect Repair
Lessons Learned
38. An estimate expressed as a percent of the amount of work that has been completed on an activity or a work breakdown structure component.
Risk Mitigation
Most Likely Duration
Percent Complete
What-If Sce
39. A set of conditions that is required to be met before deliverables are accepted.
Secondary Risk
Baseline
Acceptance Criteria
Change Request
40. The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.
Project Manager
Effort
Critical Chain Method
What-If Sce
41. A hierarchical representation of resources by category and type.
Bottom-up Estimating
Resource Breakdown Structure
Communication Management Plan
Requirement
42. The work performed to deliver a product - service - or result with the specified features and functions.
Project Scope
Rolling Wave Planning
Opportunity
Start-to-Finish
43. An enterprise whose personnel are the most directly involved in doing the work of the project or program.
Free Float
Performing Organization
Early Finish Date
Change Request
44. A document in which the results of risk analysis and risk response planning are recorded.
Optimistic Duration
Risk Register
Sponsor
Human Resource Plan
45. A relationship in which a schedule activity has more than one successor.
Baseline
Crashing
Risk Category
Path Divergence
46. A component of the project - program - or portfolio management plan that describes how - when - and by whom information will be administered and disseminated.
Control Account
Communication Management Plan
Earned Value Management
Phase Gate
47. In the critical path method - the earliest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic - the data date - and any schedule constraints.
Early Finish Date
Forward Pass
What-If Sce
Analogous Estimating
48. The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete.
Threat
Project Phase
Estimate at Completion
To-Complete Performance Index
49. 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
Deliverable
Lessons Learned
Progressive Elaboration
Rolling Wave Planning
50. A person or group who provides resources and support for the project - program - or portfolio - and is accountable for enabling success.
Parametric Estimating
Variance Analysis
Sponsor
Activity
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