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 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.






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






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






4. 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.






5. 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






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






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






8. The realized cost incurred for the work performed on an activity during a specific time period.






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






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






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






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






13. 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.)






14. 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.






15. 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.






16. 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






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






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






19. A factor in the planning process that is considered to be true - real - or certain - without proof or demonstration.






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






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






22. 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.






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






24. 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.)






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






26. 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.






27. 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.






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






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






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






31. 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.






32. A group of potential causes of risk.






33. 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.






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






35. 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.






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






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






38. 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.






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






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






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






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






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






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






45. 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.






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






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






48. 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.






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






50. The description of the project scope - major deliverables - assumptions - and constraints.