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






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






4. 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.






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






6. 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.






7. A process used to investigate or analyze the output of the schedule model in order to optimize the schedule






8. 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.






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






10. A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.






11. 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.






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






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






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






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






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






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






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






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






21. 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.






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






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






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






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






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






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






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






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






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






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






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






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






34. 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.






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






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






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






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






39. A representation of the plan for executing the project's activities including durations - dependencies and other planning information - used to produce a project schedule along with other scheduling artifacts.






40. 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.






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






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






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






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






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






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






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






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






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






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