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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 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.






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






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






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






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






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






7. 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.






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






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






10. The approved version of a work product that can be changed only through formal change control procedures and is used as a basis for comparison.






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






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






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






14. 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.






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






16. A formally chartered group responsible for reviewing - evaluating - approving - delaying - or rejecting changes to the project and for recording and communicating such decisions.






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






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






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






20. 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.






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






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






23. A logical relationship in which a successor activity cannot start until a predecessor activity has finished.






24. A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.






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






26. 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.






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






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






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






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






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 group of potential causes of risk.






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






34. 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.






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






36. 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.






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






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






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






40. A document that provides detailed deliverable - activity - and scheduling information about each component in the work breakdown structure.






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






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






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






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






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






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






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






48. 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.






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






50. 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.