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






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






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






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






5. An output of a schedule model that presents linked activities with planned dates - durations - milestones - and resources.






6. An intentional activity to modify a nonconforming product or product component.






7. 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.)






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






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






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






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






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






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






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






15. 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.






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






17. 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.






18. 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.






19. A calendar that identifies working days and shifts that are available for scheduled activities.






20. A group of related schedule activities aggregated and displayed as a single activity.






21. A hierarchical representation of risks that is organized according to risk categories.






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






23. 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.






24. 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.






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






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






27. The series of phases that a project passes through from its initiation to its closure.






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






29. The process of optimizing the mix of portfolio components to further the strategic objectives of the organization.






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






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






32. 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.






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






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






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






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






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






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






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






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






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






42. 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.






43. 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.






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






45. The amount of time whereby a successor activity is required to be delayed with respect to a predecessor activity.






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






47. 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.






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






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






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