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






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






3. 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.






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






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






6. 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.)






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






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






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






10. 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.






11. 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.






12. 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.






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






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






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






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






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






18. 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.






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






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






21. 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.






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






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






24. 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.






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






26. 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.






27. A bar chart of schedule information where activities are listed on the vertical axis - dates are shown on the horizontal axis - and activity durations are shown as horizontal bars placed according to start and finish dates.






28. A component of the project or program management plan that describes how an organization's quality policies will be implemented.






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






30. A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply.






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






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






33. The approved version of a scope statement - work breakdown structure (WBS) - and its associated WBS dictionary - which can be changed only through formal change control procedures and is used as a basis for comparison.






34. The level of an organization's ability to deliver the desired strategic outcomes in a predictable - controllable - and reliable manner.






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






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






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






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






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






40. 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.






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






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






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






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






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






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






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






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






49. 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.)






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