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






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






3. 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.)






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






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






6. The measure of work performed expressed in terms of the budget authorized for that work.






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






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






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






10. 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.






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






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






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






14. 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.






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






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






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






18. 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.






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






20. 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.






21. 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.






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






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






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






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






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






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






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






29. 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.






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






31. 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.






32. A response to a threat that has occurred - for which a prior response had not been planned or was not effective.






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






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






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






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






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






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






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






40. 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.






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






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






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






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






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






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






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






48. 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






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






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