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






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






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






4. A limiting factor that affects the execution of a project - program - portfolio - or process.






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






6. 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






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






8. 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.






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






10. A process whereby modifications to documents - deliverables - or baselines associated with the project are identified - documented - approved - or rejected.






11. 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.






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






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






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






15. 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.






16. The authorized budget assigned to scheduled work.






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






18. 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.






19. 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.)






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






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






22. A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.






23. 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.






24. 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.






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






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






27. 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.






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






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






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






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






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






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






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






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






36. 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.






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






38. 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.






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






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






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






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






43. 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.






44. A formally chartered group responsible for reviewing - evaluating - approving - delaying - or rejecting changes to the project and for recording and communicating such decisions.






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






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






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






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






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






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