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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 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.






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






3. An activity that can be planned and measured and that yields a specific output. (Note: Discrete effort is one of three earned value management [EVM] types of activities used to measure work performance.)






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






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






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






8. 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.






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






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






11. 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.






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






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






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






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






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






17. 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.






18. A set of conditions that is required to be met before deliverables are accepted.






19. 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.)






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






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






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






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






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






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






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






27. 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.






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






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






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






31. An activity that logically comes before a dependent activity in a schedule.






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






33. 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.






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






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






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






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






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






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






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






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. 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.






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






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






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






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






47. 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.






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






49. The authorized budget assigned to scheduled work.






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







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