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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 response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs.






2. 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.






3. 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.






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






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






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






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






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






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






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






11. 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.






12. 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.






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






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






15. 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.






16. An activity where effort is allotted proportionately across certain discrete efforts and not divisible into discrete efforts. (Note: Apportioned effort is one of three earned value management [EVM] types of activities used to measure work performance






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






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






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






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






22. 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.






23. 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.)






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






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






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






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






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






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






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






31. 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.






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






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






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






35. 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.






36. 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.






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






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






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






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






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






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






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






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 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.






46. 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.






47. The authorized budget assigned to scheduled work.






48. 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.






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






50. 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.