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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 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.)






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






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






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






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






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






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






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






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






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






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






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






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






14. 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






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






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






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






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






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






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






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






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






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






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






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






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






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






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






29. An intentional activity that realigns the performance of the project work with the project management plan.






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






31. 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.






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






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






34. A representation of the plan for executing the project's activities including durations - dependencies and other planning information - used to produce a project schedule along with other scheduling artifacts.






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






36. 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.






37. 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.






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






39. A measure of the cost performance that is required to be achieved with the remaining resources in order to meet a specified management goal - expressed as the ratio of the cost to finish the outstanding work to the remaining budget.






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






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






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






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






44. 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.






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






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






47. A grid for mapping the probability of each risk occurrence and its impact on project objectives if that risk occurs.






48. 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.






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






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







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