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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 finished.






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






3. The work performed to deliver a product - service - or result with the specified features and functions.






4. 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.






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






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






7. 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






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






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






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






11. 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.






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






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






14. A component of the project - program - or portfolio management plan that describes how - when - and by whom information will be administered and disseminated.






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






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






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






18. The authorized budget assigned to scheduled work.






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






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






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






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






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






24. The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.






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






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






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






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






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






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






31. 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.






32. 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.






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






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






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






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






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






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






39. A component of the human resource plan that describes when and how team members will be acquired and how long they will be needed.






40. Any unique and verifiable product - result - or capability to perform a service that is required to be produced to complete a process - phase - or project.






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






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






43. 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.






44. A hierarchical representation of resources by category and type.






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






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






47. The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.






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






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






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