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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 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.






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






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






4. 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.






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






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






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






8. 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.






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






10. 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.






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






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






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






14. 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.






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






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






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






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






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






20. 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.






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






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






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






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






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






26. 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.






27. 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.






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






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






30. A graphical representation of the logical relationships among the project schedule activities.






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






32. A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.






33. 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.






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






35. 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.






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






37. 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.






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






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






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






41. 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.






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






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






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






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






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






47. A response to a threat that has occurred - for which a prior response had not been planned or was not effective.






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






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






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