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






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






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






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






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






6. 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.






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






8. A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.






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






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






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






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






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






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






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






16. 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.






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






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






19. 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.






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






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






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






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






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






25. 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.






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






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






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






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






30. 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.






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






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






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






34. A group of related schedule activities aggregated and displayed as a single activity.






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






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






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






38. 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.






39. A technique used to shorten the schedule duration without reducing the project scope.






40. 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.






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






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






43. 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.






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






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






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






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






48. 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.






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






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