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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 hierarchical representation of resources by category and type.






2. An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.






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






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






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






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






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






8. An estimate of the shortest activity duration that takes into account all of the known variables that could affect performance.






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






10. 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.






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






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






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






14. A component of the human resource plan that describes when and how team members will be acquired and how long they will be needed.






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






16. 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.






17. 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.






18. The authorized budget assigned to scheduled work.






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






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






21. 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.






22. 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.






23. A critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or a given point in time.






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






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






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






27. 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.






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






29. A group of potential causes of risk.






30. A component of the project - program - or portfolio management plan that describes how risk management activities will be structured and performed.






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






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






33. 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.






34. 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.






35. 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.






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






37. The sum of all budgets established for the work to be performed.






38. 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.






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






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






41. 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.






42. A formally chartered group responsible for reviewing - evaluating - approving - delaying - or rejecting changes to the project and for recording and communicating such decisions.






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






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






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






46. A point in time when the status of the project is recorded.






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






48. 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.






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






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