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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 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.






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






3. 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.






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






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






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






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






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






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






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






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






12. 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.






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






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






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






16. A grid for mapping the probability of each risk occurrence and its impact on project objectives if that risk occurs.






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






18. 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






19. 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.






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






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






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






23. 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.)






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






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






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






27. A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model.






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






29. A logical relationship in which a successor activity cannot finish until a predecessor activity has started.






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






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






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






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






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






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






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






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






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






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






40. 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.






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. 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.






43. The authorized budget assigned to scheduled work.






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






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






46. 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






47. A risk response strategy whereby the project team acts to reduce the probability of occurrence or impact of a risk.






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






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






50. 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.