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






2. 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.






3. The authorized budget assigned to scheduled work.






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






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






6. 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.






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






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






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






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






11. 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.






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






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






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






15. 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.






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






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






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






19. 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.






20. 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.)






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






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






23. 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.






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






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






26. 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.






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






28. 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.






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






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






31. 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.






32. 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.)






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






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






35. 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






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






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






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






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






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






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






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






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






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






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






46. 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.






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






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






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






50. 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.