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






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






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






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






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






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






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






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






9. 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.






10. A group of related projects - subprograms and program activities that are managed in a coordinated way to obtain benefits not available from managing them individually.






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






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






13. 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.






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






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






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






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






18. 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.






19. 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






20. The series of phases that a project passes through from its initiation to its closure.






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






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






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






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






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






26. A measure of schedule efficiency expressed as the ratio of earned value to planned value.






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






28. A projection of the amount of budget deficit or surplus - expressed as the difference between the budget at completion and the estimate at completion.






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






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






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






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






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






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






35. A document in which the results of risk analysis and risk response planning are recorded.






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






37. A group of potential causes of risk.






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






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






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






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






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






43. 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.






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






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






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






48. The authorized budget assigned to scheduled work.






49. 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.






50. 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.