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






2. A component of the project or program management plan that describes how the roles and responsibilities - reporting relationships - and staff management will be addressed and structured.






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






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






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






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






8. Any activity on the critical path in a project schedule.






9. 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.






10. 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.






11. 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.






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






13. 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.






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






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






16. 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.






17. 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.






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






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






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






21. A logical relationship in which a successor activity cannot start until a predecessor activity has started.






22. A dependency between two activities - or between an activity and a milestone.






23. 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.






24. 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.






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






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






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






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






29. The authorized budget assigned to scheduled work.






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






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






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






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






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






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






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






38. A group of potential causes of risk.






39. 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.






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






41. 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.






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






43. 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.






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






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






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






47. 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.






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






49. 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.






50. 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.







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