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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 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.






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






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






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






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






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






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






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






9. 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.






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






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






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






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






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






15. 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.






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






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






18. 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.






19. 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.






20. An activity that does not produce definitive end products and is measured by the passage of time. (Note: Level of effort is one of three earned value management [EVM] types of activities used to measure work performance.)






21. 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.






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






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






24. A component of the project or program management plan that describes how the scope will be defined - developed - monitored - controlled - and verified.






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






26. An output of a schedule model that presents linked activities with planned dates - durations - milestones - and resources.






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






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






29. 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.






30. 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.






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






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






33. 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.






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






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






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






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






38. 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.






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






40. A technique for determining the cause and degree of difference between the baseline and actual performance.






41. 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.






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






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






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






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






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






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






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






49. 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.






50. 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