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






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






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






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






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






6. A collection of logically related project activities that culminates in the completion of one or more deliverables.






7. 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.






8. A limiting factor that affects the execution of a project - program - portfolio - or process.






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






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






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






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






13. 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.






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






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






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






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






18. 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.






19. 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.






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






21. 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.






22. A group of potential causes of risk.






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






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






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






26. A management control point where scope - budget - actual cost - and schedule are integrated and compared to earned value for performance measurement.






27. 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.






28. 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.






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






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






31. 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.






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






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






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






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






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






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






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






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






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






41. The sum of all budgets established for the work to be performed.






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






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






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






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






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






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






48. The sequence of activities that represents the longest path through a project - which determines the shortest possible duration.






49. 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






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