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






2. 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.






3. A component of the project or program management plan that establishes the activities for developing - monitoring - and controlling the project or program.






4. A component of the project or program management plan that describes how a team will acquire goods and services from outside of the performing organization.






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






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






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






8. 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.






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






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






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






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






13. A relationship in which a schedule activity has more than one successor.






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






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






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






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






18. 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.






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






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






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






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






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






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






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






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






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






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






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






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






31. A group of potential causes of risk.






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






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






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






35. 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.






36. The authorized budget assigned to scheduled work.






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






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






39. 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.






40. 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.






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






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






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






44. 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.






45. 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.






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






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






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






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






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