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






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






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






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






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






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






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






8. 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.






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






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






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






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






13. 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.






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






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






16. 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.






17. 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.






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






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






20. 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.






21. 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.






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






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






24. An enterprise whose personnel are the most directly involved in doing the work of the project or program.






25. An output of a schedule model that presents linked activities with planned dates - durations - milestones - and resources.






26. 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






27. 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.






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






29. 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.






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






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






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






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






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






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






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






37. An activity that logically comes before a dependent activity in a schedule.






38. 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.






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






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






41. 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.






42. 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.






43. 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.






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






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






46. 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.






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






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






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






50. The expected cost to finish all the remaining project work.







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