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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 schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.






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






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






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






5. 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.






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






7. The application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.






8. A risk that arises as a direct result of implementing a risk response.






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






10. 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.






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






12. 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.






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






14. A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS).






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






16. 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.)






17. A methodology that combines scope - schedule - and resource measurements to assess project performance and progress.






18. 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






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






20. A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed.






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






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






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






24. 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.






25. A component of the project or program management plan that establishes the activities for developing - monitoring - and controlling the project or program.






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






27. 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.






28. A calendar that identifies working days and shifts that are available for scheduled activities.






29. Any unique and verifiable product - result - or capability to perform a service that is required to be produced to complete a process - phase - or project.






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






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






32. 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.






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






34. 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.






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






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






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






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






39. The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.






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






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






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






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






44. 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.






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






46. 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.






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






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






49. An intentional activity that ensures the future performance of the project work is aligned with the project management plan.






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







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