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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 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.)






2. 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.






3. A component of the project or program management plan that establishes the activities for developing - monitoring - and controlling the project or program.






4. 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.






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






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






7. A grid that links product requirements from their origin to the deliverables that satisfy them.






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






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






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






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






12. A risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact.






13. 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.






14. The application of knowledge - skills - tools - and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually.






15. A management control point where scope - budget - actual cost - and schedule are integrated and compared to earned value for performance measurement.






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






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






18. 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.






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






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






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






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






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






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






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






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






27. 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.






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






29. A calendar that identifies the working days and shifts upon which each specific resource is available.






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. The document that describes how the project will be executed - monitored - and controlled.






32. 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.






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






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






35. 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.






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






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






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






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






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






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






42. A dependency between two activities - or between an activity and a milestone.






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






44. 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.






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






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






47. 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






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






49. 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.






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