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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. A temporary endeavor undertaken to create a unique product - service - or result.






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






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






5. 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.






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






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






8. 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.






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






10. 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






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






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






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






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






15. 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.






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






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






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






19. 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.






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






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






22. 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.






23. 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.






24. A grid that links product requirements from their origin to the deliverables that satisfy them.






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






26. 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.






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






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






29. 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.






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






31. 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.






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






33. 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.






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






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






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






37. A risk response strategy whereby the project team shifts the impact of a threat to a third party - together with ownership of the response.






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






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






40. The knowledge gained during a project which shows how project events were addressed or should be addressed in the future for the purpose of improving future performance






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






42. 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.






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






44. The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.






45. 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.






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






47. The measure of work performed expressed in terms of the budget authorized for that work.






48. 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.






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






50. Plans - processes - policies - procedures and knowledge bases specific to and used by the performing organization.