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






2. 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.






3. 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.






4. 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.)






5. 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.






6. An earned value management technique used to indicate performance trends by using a graph that displays cumulative costs over a specific time period.






7. 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.)






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






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






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






11. 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.






12. A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.






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






14. 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.






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






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






17. A person or group who provides resources and support for the project - program - or portfolio - and is accountable for enabling success.






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






19. 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.






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






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






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






23. A component of the project or program management plan that describes how an organization's quality policies will be implemented.






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






25. 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.






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






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






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






29. 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.






30. A hierarchical representation of resources by category and type.






31. 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.






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






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






34. A document in which the results of risk analysis and risk response planning are recorded.






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






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






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






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






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






40. The authorized budget assigned to scheduled work.






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






42. A group of potential causes of risk.






43. A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.






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






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






46. 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.






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






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






49. 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.






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






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