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






2. 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.






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






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






5. A point in time when the status of the project is recorded.






6. A technique for estimating the duration or cost of an activity or a project - using historical data from a similar activity or project.






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






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






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






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






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






13. The sum of all budgets established for the work to be performed.






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






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






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






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






18. 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






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






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






21. 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.






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






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






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






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






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






27. The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete.






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






29. 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.)






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






31. 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.






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






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






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






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






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






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






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






39. Any activity on the critical path in a project schedule.






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






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






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






43. 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.






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






45. 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.






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






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






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






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






50. 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.