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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 start until a predecessor activity has finished.






2. 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.






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






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






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






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






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






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






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. 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.






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






12. A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model.






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






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






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






16. The document that describes how the project will be executed - monitored - and controlled.






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






18. A technique used to estimate cost or duration by applying an average of optimistic - pessimistic - and most likely estimates when there is uncertainty with the individual activity estimates.






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






20. 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.






21. A review at the end of a phase in which a decision is made to continue to the next phase - to continue with modification - or to end a project or program.






22. A process whereby modifications to documents - deliverables - or baselines associated with the project are identified - documented - approved - or rejected.






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






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






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






26. A hierarchical representation of the project organization - which illustrates the relationship between project activities and the organizational units that will perform those activities.






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






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






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






30. The application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.






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






32. 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.






33. A grid that links product requirements from their origin to the deliverables that satisfy them.






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






35. Any activity on the critical path in a project schedule.






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






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






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






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






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. 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.






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






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






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






45. 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.






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






47. A dependent activity that logically comes after another activity in a schedule.






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






49. 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.






50. 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.