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






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






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






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






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






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






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






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






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. 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.






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






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






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






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






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






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






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






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






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






20. 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.






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






22. 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.






23. The expected cost to finish all the remaining project work.






24. 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.






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






26. A component of the project or program management plan that describes how an organization's quality policies will be implemented.






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






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






29. A technique used to shorten the schedule duration for the least incremental cost by adding resources.






30. The number of labor units required to complete a schedule activity or work breakdown structure component - often expressed in hours - days - or weeks.






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






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






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






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






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






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






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






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






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






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






41. 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.)






42. 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.






43. A group of potential causes of risk.






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






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






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






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






48. An activity where effort is allotted proportionately across certain discrete efforts and not divisible into discrete efforts. (Note: Apportioned effort is one of three earned value management [EVM] types of activities used to measure work performance






49. 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.






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