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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 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.






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






3. 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.






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






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






6. 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.






7. An activity that can be planned and measured and that yields a specific output. (Note: Discrete effort is one of three earned value management [EVM] types of activities used to measure work performance.)






8. 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.






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






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






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






13. A group of potential causes of risk.






14. A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.






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






16. A measure of schedule efficiency expressed as the ratio of earned value to planned value.






17. 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.






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






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






20. A measure of schedule performance expressed as the difference between the earned value and the planned value.






21. 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.






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






23. The series of phases that a project passes through from its initiation to its closure.






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






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






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






27. 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.






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






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






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






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






32. A bar chart of schedule information where activities are listed on the vertical axis - dates are shown on the horizontal axis - and activity durations are shown as horizontal bars placed according to start and finish dates.






33. 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.






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






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






36. 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.






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






38. 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






39. 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.)






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






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






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






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






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






45. 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.






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






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






48. 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.






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