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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 calendar that identifies the working days and shifts upon which each specific resource is available.






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






3. 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.






4. 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.






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






6. 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.






7. 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.






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






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






10. 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.






11. A relationship in which a schedule activity has more than one successor.






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






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






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






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






16. 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.)






17. 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.






18. 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.






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






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






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






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






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






24. A group of potential causes of risk.






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






26. A risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact.






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






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






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






30. 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.






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






32. 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.






33. 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.






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






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






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






37. 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.






38. The authorized budget assigned to scheduled work.






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






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






41. 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.






42. 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.






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






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






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






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






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






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






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






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







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