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






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






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. A distinct - scheduled portion of work performed during the course of a project.






5. The amount of time whereby a successor activity is required to be delayed with respect to a predecessor activity.






6. The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.






7. 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.






8. A component of the project or program management plan that describes how requirements will be analyzed - documented and managed.






9. Conditions - not under the immediate control of the team - that influence - constrain - or direct the project - program - or portfolio.






10. 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.






11. The expected cost to finish all the remaining project work.






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






13. The sequence of activities that represents the longest path through a project - which determines the shortest possible duration.






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






15. 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.






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






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






18. 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.






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






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






21. 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.)






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






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






24. 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.






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






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






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






28. The series of phases that represent the evolution of a product - from concept through delivery - growth - maturity - and to retirement.






29. 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.






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






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






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






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






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






35. The authorized budget assigned to scheduled work.






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






37. 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.






38. 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.






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






40. A technique used to estimate cost or duration by applying an average of optimistic - pessimistic - and most likely estimates when there is uncertainty with the individual activity estimates.






41. 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.






42. 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.






43. 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.






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






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






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






48. An intentional activity to modify a nonconforming product or product component.






49. A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.






50. A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model.