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






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






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






4. 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.






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






6. 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.






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






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






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






10. A formal proposal to modify any document - deliverable - or baseline.






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






12. The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available.






13. 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.






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






15. 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.






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






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






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






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






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






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






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






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






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






25. 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.






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






27. 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.






28. 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.






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






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






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






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






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






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






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






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






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






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






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






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. A limiting factor that affects the execution of a project - program - portfolio - or process.






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






43. 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.






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






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






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. An iterative planning technique in which the work to be accomplished in the near term is planned in detail - while the work in the future is planned at a higher level.






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






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






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