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






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






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






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






5. An output of a schedule model that presents linked activities with planned dates - durations - milestones - and resources.






6. 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.






7. 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.






8. 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.






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






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






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






12. A relationship in which a schedule activity has more than one predecessor.






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






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






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






16. A component of the project or program management plan that describes how an organization's quality policies will be implemented.






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






18. An activity where effort is allotted proportionately across certain discrete efforts and not divisible into discrete efforts. (Note: Apportioned effort is one of three earned value management [EVM] types of activities used to measure work performance






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






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






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






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






23. 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.






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






25. The document that describes how the project will be executed - monitored - and controlled.






26. 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






27. 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.)






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






29. In the critical path method - the latest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic - the project completion date - and any schedule constraints.






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






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






32. The authorized budget assigned to scheduled work.






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






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






35. A group of potential causes of risk.






36. A risk that would have a positive effect on one or more project objectives.






37. 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.






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






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






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






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






42. 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.






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






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






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






46. A graphical representation of the logical relationships among the project schedule activities.






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






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






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






50. 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.