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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 realized cost incurred for the work performed on an activity during a specific time period.






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






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






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






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






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






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






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






9. A component of the project or program management plan that describes how the scope will be defined - developed - monitored - controlled - and verified.






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






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






12. 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






13. 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.






14. 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.






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






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






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






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






19. A document that provides detailed deliverable - activity - and scheduling information about each component in the work breakdown structure.






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






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






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






23. The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete.






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






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






27. 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.






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






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






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






31. 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.






32. 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.






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






34. 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.






35. 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.






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






37. A review at the end of a phase in which a decision is made to continue to the next phase - to continue with modification - or to end a project or program.






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






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






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






41. 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.






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






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






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






45. 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.






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






47. A management control point where scope - budget - actual cost - and schedule are integrated and compared to earned value for performance measurement.






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






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






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