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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 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






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






3. 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.






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






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






6. 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.






7. In the critical path method - the earliest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic - the data date - and any schedule constraints.






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






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






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






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






12. 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.






13. 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.






14. 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.






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






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






17. A risk that would have a positive effect on one or more project objectives.






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






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






21. 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.






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






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






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






25. An estimate of the shortest activity duration that takes into account all of the known variables that could affect performance.






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






27. 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.






28. 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.






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






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. 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.






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






33. 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.






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






35. A component of the project or program management plan that describes how an organization's quality policies will be implemented.






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






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






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






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






40. 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.






41. 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.






42. 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.






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






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






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






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






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






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






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






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