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






2. A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS).






3. 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.






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






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






6. 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.






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






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






9. 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.






10. 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.






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






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






13. 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.)






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






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






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






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






18. A group of potential causes of risk.






19. 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.






20. A significant point or event in a project - program - or portfolio.






21. 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.






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






23. 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.






24. 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.






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






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






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






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






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






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






31. 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






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






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






34. 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.






35. 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.






36. The approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results.






37. The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint.






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






39. 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.






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






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






42. The expected cost to finish all the remaining project work.






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






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






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






46. 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.






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






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






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






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