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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 early start and early finish dates by working forward through the schedule model from the project start date or a given point in time.






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






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






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






5. 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.






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






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






8. 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.






9. A group of potential causes of risk.






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






11. An activity that can be planned and measured and that yields a specific output. (Note: Discrete effort is one of three earned value management [EVM] types of activities used to measure work performance.)






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






13. 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.






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






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






16. 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.






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






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






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






20. The application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.






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






22. An activity where effort is allotted proportionately across certain discrete efforts and not divisible into discrete efforts. (Note: Apportioned effort is one of three earned value management [EVM] types of activities used to measure work performance






23. 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.






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






25. 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.)






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






27. A component of the project or program management plan that describes how the roles and responsibilities - reporting relationships - and staff management will be addressed and structured.






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






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






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






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






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






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






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






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






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






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






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






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






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






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






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






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






44. 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.






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






46. An individual - group - or organization who may affect - be affected by - or perceive itself to be affected by a decision - activity - or outcome of a project - program - or portfolio.






47. 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.






48. 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






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






50. 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.