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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 hierarchical representation of resources by category and type.






2. 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.






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






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






5. 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.






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






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






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






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






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






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






12. A group of potential causes of risk.






13. 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






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






15. 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.






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






17. 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.






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






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






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






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






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






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






24. 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.






25. 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.






26. 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.






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






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






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






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






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






32. A grid that links product requirements from their origin to the deliverables that satisfy them.






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






34. 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.






35. The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.






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






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






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






39. 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.






40. 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.






41. An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.






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






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






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






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






47. 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.






48. 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.






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






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