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






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






3. 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.






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






5. 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.






6. 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.






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






8. A component of a project or program management plan that describes how costs will be planned - structured - and controlled.






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






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






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






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






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 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.






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






16. 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.






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






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






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






20. 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.






21. A dependency between two activities - or between an activity and a milestone.






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






23. A numbering system used to uniquely identify each component of the work breakdown structure.






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






25. 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.






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






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






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






29. 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.






30. 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.






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






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






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






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






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






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






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






38. 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.






39. 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.






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






41. A group of potential causes of risk.






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






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






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






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






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






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






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






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






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