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






2. 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.






3. A point in time when the status of the project is recorded.






4. An intentional activity that realigns the performance of the project work with the project management plan.






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






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






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






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






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






10. The application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.






11. 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.






12. The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint.






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






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






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






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






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






18. 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.






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






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






21. 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






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






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






24. 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.






25. A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.






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






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






28. 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.






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






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






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






32. 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.






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






34. 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.






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






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






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






38. 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.






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






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






41. 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.






42. 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.






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






44. 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.






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






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






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






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






49. The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available.






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






Can you answer 50 questions in 15 minutes?



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