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






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






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






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






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






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






7. 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.






8. 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.






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






10. 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.






11. 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.






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






13. 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.






14. An estimate of the most probable activity duration that takes into account all of the known variables that could affect performance.






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






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






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






18. A factor in the planning process that is considered to be true - real - or certain - without proof or demonstration.






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






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






21. 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.






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






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






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






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






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






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






28. A set of conditions that is required to be met before deliverables are accepted.






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






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






31. A measure of the cost performance that is required to be achieved with the remaining resources in order to meet a specified management goal - expressed as the ratio of the cost to finish the outstanding work to the remaining budget.






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






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






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






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






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






37. A relationship in which a schedule activity has more than one predecessor.






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






39. 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.






40. 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.






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






42. 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.






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






44. 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.






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






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






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






48. 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.






49. The authorized budget assigned to scheduled work.






50. 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.