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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 estimate of the most probable activity duration that takes into account all of the known variables that could affect performance.






2. 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.






3. 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.






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






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






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






7. 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.






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






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






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






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






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






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






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






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






16. 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.






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






18. A technique used for dividing and sub-dividing the project scope and project deliverables into smaller - more manageable parts.






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






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






21. A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.






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






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






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






25. 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.






26. An intentional activity that ensures the future performance of the project work is aligned with the project management plan.






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






28. An intentional activity to modify a nonconforming product or product component.






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






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






31. 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.






32. 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.)






33. A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model.






34. 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.






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






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






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






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






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






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






41. 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.






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






43. A group of potential causes of risk.






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






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






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






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






48. 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.






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






50. 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.)