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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 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.






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






3. 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.






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






5. The authorized budget assigned to scheduled work.






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






7. 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.






8. 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.






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






10. 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.






11. 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.






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






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






14. 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.






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






16. A hierarchical representation of the project organization - which illustrates the relationship between project activities and the organizational units that will perform those activities.






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






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






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






20. 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.






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






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






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






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






25. 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.






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






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






28. 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.)






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






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






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






32. 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.






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






34. 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.






35. 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






36. A person or group who provides resources and support for the project - program - or portfolio - and is accountable for enabling success.






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






38. 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.






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






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






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






42. An individual - group - or organization who may affect - be affected by - or perceive itself to be affected by a decision - activity - or outcome of a project - program - or portfolio.






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






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






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






46. 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.






47. Plans - processes - policies - procedures and knowledge bases specific to and used by the performing organization.






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






49. 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.






50. A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.