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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 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.






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






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






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






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






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






7. A condition or capability that is required to be present in a product - service - or result to satisfy a contract or other formally imposed specification.






8. 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.






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






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






11. 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.






12. 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.






13. 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.)






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






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






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






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






18. The realized cost incurred for the work performed on an activity during a specific time period.






19. 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.






20. 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.






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






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






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






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






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






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






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






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






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






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






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






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






33. The number of labor units required to complete a schedule activity or work breakdown structure component - often expressed in hours - days - or weeks.






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






35. 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






36. 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.






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






38. A representation of the plan for executing the project's activities including durations - dependencies and other planning information - used to produce a project schedule along with other scheduling artifacts.






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






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






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






42. An estimate of the shortest activity duration that takes into account all of the known variables that could affect performance.






43. 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.






44. A bar chart of schedule information where activities are listed on the vertical axis - dates are shown on the horizontal axis - and activity durations are shown as horizontal bars placed according to start and finish dates.






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






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






47. 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.






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






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






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