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






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






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






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






5. 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.






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






7. A logical relationship in which a successor activity cannot start until a predecessor activity has finished.






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






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






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






11. 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.






12. 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.






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






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






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






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






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






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






19. 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.






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






21. A risk response strategy whereby the project team acts to reduce the probability of occurrence or impact of a risk.






22. 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.






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






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






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






26. 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.)






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






28. A component of the project - program - or portfolio management plan that describes how risk management activities will be structured and performed.






29. The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.






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






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






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






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






34. 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.






35. 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.






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






37. A measure of schedule performance expressed as the difference between the earned value and the planned value.






38. A hierarchical representation of risks that is organized according to risk categories.






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






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






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






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






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






44. 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.






45. The uncontrolled expansion to product or project scope without adjustments to time - cost - and resources.






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






47. Conditions - not under the immediate control of the team - that influence - constrain - or direct the project - program - or portfolio.






48. 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.






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






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