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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. 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.






2. 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.






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






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






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






6. A component of the project or program management plan that establishes the activities for developing - monitoring - and controlling the project or program.






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






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






9. A component of the project - program - or portfolio management plan that describes how - when - and by whom information will be administered and disseminated.






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






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






12. 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






13. 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.






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. 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.






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






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






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






19. 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.






20. 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.






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






22. A document that provides detailed deliverable - activity - and scheduling information about each component in the work breakdown structure.






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






24. 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.






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






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






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






28. A calendar that identifies working days and shifts that are available for scheduled activities.






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






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






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






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






33. 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.






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






35. A group of potential causes of risk.






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






37. A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS).






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






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






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






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






42. A calendar that identifies the working days and shifts upon which each specific resource is available.






43. 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.






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






45. 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.






46. A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.






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






48. 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.






49. 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.






50. The description of the project scope - major deliverables - assumptions - and constraints.