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PMI Project Management Vocab

  • Answer 50 questions in 15 minutes.
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  • Match each statement with the correct term.
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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 dependency between two activities - or between an activity and a milestone.

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

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

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

5. 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.

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

7. 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.

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

9. A group of related schedule activities aggregated and displayed as a single activity.

10. 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.

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

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

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

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

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

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

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

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

19. A critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or a given point in time.

20. 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.

21. An estimate of the longest activity duration - which takes into account all of the known variables that could affect performance.

22. A process used to investigate or analyze the output of the schedule model in order to optimize the schedule

23. 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.

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

25. 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.

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

27. 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.

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

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

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

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

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

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

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

35. 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.

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

37. The realized cost incurred for the work performed on an activity during a specific time period.

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

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

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

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

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

43. 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.

44. 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.

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

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

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. 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.

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