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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 can be planned and measured and that yields a specific output. (Note: Discrete effort is one of three earned value management [EVM] types of activities used to measure work performance.)






2. A management structure that standardizes the project-related governance processes and facilitates the sharing of resources - methodologies - tools - and techniques.






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






4. 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.






5. 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.






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






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






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






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






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






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






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






13. 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.






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






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






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






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






18. 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.






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






20. 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.)






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






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






23. 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.






24. A risk response strategy whereby the project team shifts the impact of a threat to a third party - together with ownership of the response.






25. 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.






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






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






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






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






30. 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.






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






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






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






34. A methodology that combines scope - schedule - and resource measurements to assess project performance and progress.






35. An output of a schedule model that presents linked activities with planned dates - durations - milestones - and resources.






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






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






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






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






40. A hierarchical representation of resources by category and type.






41. 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.






42. 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.






43. 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.






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






45. A risk that arises as a direct result of implementing a risk response.






46. 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.






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






48. The work performed to deliver a product - service - or result with the specified features and functions.






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






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







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