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PMI Project Management Vocab

  • Answer 50 questions in 15 minutes.
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  • Match each statement with the correct term.
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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 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.

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

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

4. 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.

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

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

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

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

9. 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.

10. The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.

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

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

13. The authorized budget assigned to scheduled work.

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

15. 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.

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

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

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

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

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

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

22. 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.

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

24. 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.

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

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

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

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

29. 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.

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

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

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

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

34. A relationship in which a schedule activity has more than one successor.

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

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

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

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

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

40. 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.

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

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

43. 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.

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

45. 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.)

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

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

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

49. 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.

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