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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 calendar that identifies the working days and shifts upon which each specific resource is available.






2. A group of related projects - subprograms and program activities that are managed in a coordinated way to obtain benefits not available from managing them individually.






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






4. An estimate of the longest activity duration - which takes into account all of the known variables that could affect performance.






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






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






7. 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.






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






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






10. 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.






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






12. The measure of work performed expressed in terms of the budget authorized for that work.






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






14. 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.






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






16. 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.






17. An event or situation that indicates that a risk is about to occur.






18. 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.






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






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






21. A logical relationship in which a successor activity cannot finish until a predecessor activity has started.






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






23. 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






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






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






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






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






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






29. 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.






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






31. A numbering system used to uniquely identify each component of the work breakdown structure.






32. 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.






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






34. 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.






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






36. 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.






37. 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.






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






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






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






41. 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.






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






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






44. A component of the project or program management plan that establishes the activities for developing - monitoring - and controlling the project or program.






45. A distinct - scheduled portion of work performed during the course of a project.






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






47. 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.






48. The number of labor units required to complete a schedule activity or work breakdown structure component - often expressed in hours - days - or weeks.






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






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