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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. In the critical path method - the latest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic - the project completion date - and any schedule constraints.






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






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






4. 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.






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






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






7. A group of related schedule activities aggregated and displayed as a single activity.






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






9. The work performed to deliver a product - service - or result with the specified features and functions.






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






11. In the critical path method - the earliest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic - the data date - and any schedule constraints.






12. The approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results.






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






14. 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.






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






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






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






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






19. 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.






20. 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.






21. 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.






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






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






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






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






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






27. 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






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






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






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






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






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






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






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






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






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






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






38. 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.






39. A group of potential causes of risk.






40. 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.






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






42. 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.






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






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






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






46. Plans - processes - policies - procedures and knowledge bases specific to and used by the performing organization.






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






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






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






50. A critical path method technique for calculating the late start and late finish dates by working backward through the schedule model from the project end date.