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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 in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply.






2. A temporary endeavor undertaken to create a unique product - service - or result.






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






4. 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.






5. 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.






6. 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.






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






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






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






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






11. 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.






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






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






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






15. An intentional activity that ensures the future performance of the project work is aligned with the project management plan.






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






17. 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.






18. A risk response strategy whereby the project team shifts the impact of a threat to a third party - together with ownership of the response.






19. The authorized budget assigned to scheduled work.






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






21. The approved version of a scope statement - work breakdown structure (WBS) - and its associated WBS dictionary - which can be changed only through formal change control procedures and is used as a basis for comparison.






22. 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.






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






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






25. 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.






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






27. A group of potential causes of risk.






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






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






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






31. 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.






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






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






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






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






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






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






38. The amount of budget deficit or surplus at a given point in time - expressed as the difference between the earned value and the actual cost.






39. 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.






40. 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.






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






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






43. 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.






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






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






46. 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.






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






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






49. 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.






50. A component of the project or program management plan that describes how the roles and responsibilities - reporting relationships - and staff management will be addressed and structured.