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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 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.






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






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






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






5. The application of knowledge - skills - tools - and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually.






6. A group of potential causes of risk.






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






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






9. A factor in the planning process that is considered to be true - real - or certain - without proof or demonstration.






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






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






12. 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.






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






15. 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






16. 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.






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






18. 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.






19. A technique for estimating the duration or cost of an activity or a project - using historical data from a similar activity or project.






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






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






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






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






24. 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.






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






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






27. An estimate expressed as a percent of the amount of work that has been completed on an activity or a work breakdown structure component.






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






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






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






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






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






33. 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.






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






35. 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.






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






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






38. 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.






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






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






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






42. 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.






43. The sum of all budgets established for the work to be performed.






44. 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.






45. 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.






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






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






48. 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.






49. 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.






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