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






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






3. 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.






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






5. 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.






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






7. 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.






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






9. A process whereby modifications to documents - deliverables - or baselines associated with the project are identified - documented - approved - or rejected.






10. A hierarchical representation of resources by category and type.






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






12. 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.






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






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 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






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






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






18. The sum of all budgets established for the work to be performed.






19. 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.






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






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






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






23. 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






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






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






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






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






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






29. A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS).






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






31. A person or group who provides resources and support for the project - program - or portfolio - and is accountable for enabling success.






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






33. 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.






34. 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.






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






36. A logical relationship in which a successor activity cannot start until a predecessor activity has started.






37. 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.






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






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






40. The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint.






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






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






43. 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.






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






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






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






47. 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.






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






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






50. 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.