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






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






3. 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.






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






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






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






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






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






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






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






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






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






14. 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.






15. In the critical path method - the latest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic - the project completion date - and any schedule constraints.






16. 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.






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






18. A risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact.






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






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






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






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






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






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






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






27. 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.






28. 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.






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






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






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






32. 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.)






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






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






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






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






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






38. A grid that shows the project resources assigned to each work package.






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






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






41. 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.)






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






43. 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.






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






45. 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






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






47. 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.






48. 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.






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






50. The approved version of a work product that can be changed only through formal change control procedures and is used as a basis for comparison.







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