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






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






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






4. 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.






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






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






7. 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.






8. 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.






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






10. 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.)






11. A dependent activity that logically comes after another activity in a schedule.






12. 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.






13. A dependency between two activities - or between an activity and a milestone.






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






15. 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.






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






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






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






20. A logical relationship in which a successor activity cannot finish until a predecessor activity has started.






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






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






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






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






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






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






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






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






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






30. 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.






31. 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.






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






33. A component of the project or program management plan that describes how the roles and responsibilities - reporting relationships - and staff management will be addressed and structured.






34. A component of the project - program - or portfolio management plan that describes how - when - and by whom information will be administered and disseminated.






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






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






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






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






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






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






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






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






43. A technique used for dividing and sub-dividing the project scope and project deliverables into smaller - more manageable parts.






44. 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.






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






46. The document that describes how the project will be executed - monitored - and controlled.






47. 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.






48. 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.






49. A component of the human resource plan that describes when and how team members will be acquired and how long they will be needed.






50. 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