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






2. 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.






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






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






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






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






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






8. 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.






9. 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.






10. 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.






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






12. 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.






13. 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.






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






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






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






17. 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.






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






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






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






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






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






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






24. 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.






25. 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.






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






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






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






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






30. 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.






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






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






33. A significant point or event in a project - program - or portfolio.






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






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






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






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






38. 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.






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






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






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






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






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






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






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






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






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






48. 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.






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






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