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






2. A group of potential causes of risk.






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






4. 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.






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






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






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






8. 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.






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






10. 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.






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






12. 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.






13. A component of the project or program management plan that describes how requirements will be analyzed - documented and managed.






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






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






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






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






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






19. A limiting factor that affects the execution of a project - program - portfolio - or process.






20. 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.






21. 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.






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






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






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






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






26. An iterative planning technique in which the work to be accomplished in the near term is planned in detail - while the work in the future is planned at a higher level.






27. 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.






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






29. A measure of schedule performance expressed as the difference between the earned value and the planned value.






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






31. 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.






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






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






34. 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.






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






36. 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.






37. The centralized management of one or more portfolios to achieve strategic objectives.






38. 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.






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






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






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






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






43. The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.






44. 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.






45. 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.)






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






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






48. 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






49. 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.






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