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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 group of potential causes of risk.






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






3. The approved version of a scope statement - work breakdown structure (WBS) - and its associated WBS dictionary - which can be changed only through formal change control procedures and is used as a basis for comparison.






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






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






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






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






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






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






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






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






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






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






14. 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.






15. A critical path method technique for calculating the late start and late finish dates by working backward through the schedule model from the project end date.






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






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






18. 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.






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






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






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






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






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






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






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






26. 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.






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






28. 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






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. 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.






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






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






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






34. An intentional activity that ensures the future performance of the project work is aligned with the project management plan.






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






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






37. 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.






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






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






40. The sum of all budgets established for the work to be performed.






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






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






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






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






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






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






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






48. A temporary endeavor undertaken to create a unique product - service - or result.






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






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