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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 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.






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






3. A condition or capability that is required to be present in a product - service - or result to satisfy a contract or other formally imposed specification.






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






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






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






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






8. 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.






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






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






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






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






13. 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






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






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






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






17. A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model.






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






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






20. A technique used to shorten the schedule duration without reducing the project scope.






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






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






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






24. The realized cost incurred for the work performed on an activity during a specific time period.






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






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






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






28. 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.






29. 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.






30. A critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or a given point in time.






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






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






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






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






35. 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.






36. 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.






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






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






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






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






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






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






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






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






45. An event or situation that indicates that a risk is about to occur.






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






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






48. 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.






49. 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.






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