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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 a team will acquire goods and services from outside of the performing organization.






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






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






4. The authorized budget assigned to scheduled work.






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






6. 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.






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






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






9. 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.






10. A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed.






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






12. 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.






13. A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS).






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






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






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






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






18. A significant point or event in a project - program - or portfolio.






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






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






21. The application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.






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






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






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






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






26. 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.






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






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






29. An intentional activity that realigns the performance of the project work with the project management plan.






30. 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.






31. Conditions - not under the immediate control of the team - that influence - constrain - or direct the project - program - or portfolio.






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






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






34. 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.






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






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






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






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






39. 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.






40. 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.






41. 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.)






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






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






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






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






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






47. 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.






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






49. The amount of budget deficit or surplus at a given point in time - expressed as the difference between the earned value and the actual cost.






50. 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.