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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 set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.






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






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






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






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






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






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






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






9. 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.






10. The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.






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






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






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






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






15. 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.






16. 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.






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






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






19. A review at the end of a phase in which a decision is made to continue to the next phase - to continue with modification - or to end a project or program.






20. 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.






21. 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.






22. A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.






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






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






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






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






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






28. The authorized budget assigned to scheduled work.






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






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






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






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






33. 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.






34. A collection of logically related project activities that culminates in the completion of one or more deliverables.






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






36. 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.)






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






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






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






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






41. 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.






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






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






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






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






46. The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint.






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






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






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






50. A relationship in which a schedule activity has more than one successor.