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






2. A representation of the plan for executing the project's activities including durations - dependencies and other planning information - used to produce a project schedule along with other scheduling artifacts.






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






4. 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.






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






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






7. A response to a threat that has occurred - for which a prior response had not been planned or was not effective.






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






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






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






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






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






13. 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.






14. 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.






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






16. The document that describes how the project will be executed - monitored - and controlled.






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






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






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






20. A calendar that identifies working days and shifts that are available for scheduled activities.






21. 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.






22. 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.






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






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






25. The measure of work performed expressed in terms of the budget authorized for that work.






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






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






28. The authorized budget assigned to scheduled work.






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






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






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






32. A component of the project - program - or portfolio management plan that describes how risk management activities will be structured and performed.






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






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






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






36. In the critical path method - the earliest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic - the data date - and any schedule constraints.






37. A risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs.






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. 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.






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






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






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






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






44. 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






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






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






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






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






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