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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 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.






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






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






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






5. 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.)






6. A graphical representation of the logical relationships among the project schedule activities.






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






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






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






10. 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.






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






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






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






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






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






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






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






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






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






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






21. 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.






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






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






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






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






27. 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.






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






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






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






32. 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.






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






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






35. A component of the human resource plan that describes when and how team members will be acquired and how long they will be needed.






36. 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.






37. 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.






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






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






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






41. 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.






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






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






44. 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






45. 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






46. A hierarchical representation of resources by category and type.






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






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






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






50. 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.