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






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






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






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






5. 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.






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






7. 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.






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






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






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






12. A point in time when the status of the project is recorded.






13. The document that describes how the project will be executed - monitored - and controlled.






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






15. 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.






16. A component of the project or program management plan that describes how a team will acquire goods and services from outside of the performing organization.






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






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






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






20. A measure of schedule efficiency expressed as the ratio of earned value to planned value.






21. The centralized management of one or more portfolios to achieve strategic objectives.






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






23. 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.






24. A group of potential causes of risk.






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






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






27. 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.






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






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






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






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






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






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






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






35. 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.






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






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






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






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






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






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






42. A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply.






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






44. A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.






45. 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.






46. 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.)






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






48. 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.






49. 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.






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