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






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






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






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






5. A component of a project or program management plan that describes how costs will be planned - structured - and controlled.






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






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






9. 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.






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






11. 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.






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






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






14. A person or group who provides resources and support for the project - program - or portfolio - and is accountable for enabling success.






15. 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.






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






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






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






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






20. 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.






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






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






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






24. 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.






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






26. 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






27. 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.






28. The number of labor units required to complete a schedule activity or work breakdown structure component - often expressed in hours - days - or weeks.






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






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






31. 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.






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






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






34. 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.






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






36. 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






37. 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.






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






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






40. The authorized budget assigned to scheduled work.






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






42. 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.)






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






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






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






46. 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.






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






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






49. 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.






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






Can you answer 50 questions in 15 minutes?



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