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






2. 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.






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






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






5. In the critical path method - the earliest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic - the data date - and any schedule constraints.






6. Any unique and verifiable product - result - or capability to perform a service that is required to be produced to complete a process - phase - or project.






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






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






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






11. An earned value management technique used to indicate performance trends by using a graph that displays cumulative costs over a specific time period.






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






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






14. A grid that links product requirements from their origin to the deliverables that satisfy them.






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






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






17. 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.






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






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






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






21. 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.






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






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






24. The work performed to deliver a product - service - or result with the specified features and functions.






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






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






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






28. 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.






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






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






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






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






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






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






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






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






37. An estimate expressed as a percent of the amount of work that has been completed on an activity or a work breakdown structure component.






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






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






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






41. 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






42. A representation of the plan for executing the project's activities including durations - dependencies and other planning information - used to produce a project schedule along with other scheduling artifacts.






43. 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.






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






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






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






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






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






50. The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.