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






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






3. 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.






4. A component of a project or program management plan that describes how costs will be planned - structured - and controlled.






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






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






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






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






9. A point in time when the status of the project is recorded.






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






11. A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.






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






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






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






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






16. 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.






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






18. 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.






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






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






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






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






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






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






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






26. 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.






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






28. The authorized budget assigned to scheduled work.






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






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






31. 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.






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






33. 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.






34. 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.)






35. 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.






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






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






38. A representation of the plan for executing the project's activities including durations - dependencies and other planning information - used to produce a project schedule along with other scheduling artifacts.






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






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






41. 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.






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






43. 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.






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






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






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






47. A distinct - scheduled portion of work performed during the course of a project.






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






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






50. A risk response strategy whereby the project team shifts the impact of a threat to a third party - together with ownership of the response.