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






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






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






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






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






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






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






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






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






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






13. The series of phases that represent the evolution of a product - from concept through delivery - growth - maturity - and to retirement.






14. A dependency between two activities - or between an activity and a milestone.






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






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






17. 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.






18. 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.






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






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






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






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






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






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






25. A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.






26. 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.






27. 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.






28. 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.






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






30. 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.






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






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






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






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






35. 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.)






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






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






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






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






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






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






42. 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.






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






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






45. 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.






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






47. 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.)






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






49. 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.






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