Test your basic knowledge |

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 measure of schedule efficiency expressed as the ratio of earned value to planned value.






2. A calendar that identifies the working days and shifts upon which each specific resource is available.






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






4. 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.






5. A technique used to shorten the schedule duration without reducing the project scope.






6. An event or situation that indicates that a risk is about to occur.






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






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






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






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






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






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






13. 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.






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






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






16. A component of the project or program management plan that describes how the scope will be defined - developed - monitored - controlled - and verified.






17. A formal proposal to modify any document - deliverable - or baseline.






18. 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.






19. A grid that links product requirements from their origin to the deliverables that satisfy them.






20. 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.






21. 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






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






23. 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.






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






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






26. A temporary endeavor undertaken to create a unique product - service - or result.






27. 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.






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






29. A significant point or event in a project - program - or portfolio.






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






31. 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.






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






33. Projects - programs - subportfolios - and operations managed as a group to achieve strategic objectives.






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






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






36. A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.






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






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






39. A risk that would have a negative effect on one or more project objectives.






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






41. Any activity on the critical path in a project schedule.






42. A response to a threat that has occurred - for which a prior response had not been planned or was not effective.






43. 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.






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






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






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






47. In the critical path method - the latest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic - the project completion date - and any schedule constraints.






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






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.






50. 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.