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






2. 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.






3. 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.






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






5. 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.)






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






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






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






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






10. The authorized budget assigned to scheduled work.






11. 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.






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






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






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






17. 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.






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






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






20. 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.






21. The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint.






22. 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.






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






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






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






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






27. 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






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






29. An intentional activity to modify a nonconforming product or product component.






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






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






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






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






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






35. 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.






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






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






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






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






40. A methodology that combines scope - schedule - and resource measurements to assess project performance and progress.






41. A technique used to shorten the schedule duration without reducing the project scope.






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






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






44. The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available.






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






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






47. 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.)






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






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






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