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






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






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






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






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






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






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






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






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






11. An output of a schedule model that presents linked activities with planned dates - durations - milestones - and resources.






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






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






14. Conditions - not under the immediate control of the team - that influence - constrain - or direct the project - program - or portfolio.






15. The description of the project scope - major deliverables - assumptions - and constraints.






16. 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.






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






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






19. 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.






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






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






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






23. 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.






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






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






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






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






28. 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.






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






30. 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.






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






32. A process whereby modifications to documents - deliverables - or baselines associated with the project are identified - documented - approved - or rejected.






33. An intentional activity to modify a nonconforming product or product component.






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






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






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






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






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






39. An activity that logically comes before a dependent activity in a schedule.






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






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






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






43. 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.






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






45. 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.)






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






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






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






49. A relationship in which a schedule activity has more than one predecessor.






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