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PMI Project Management Vocab
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Instructions:
Answer 50 questions in 15 minutes.
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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 set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.
Program Management
Successor Activity
Change Control System
Precedence Diagramming Method
2. 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.
Schedule Model Analysis
Fast Tracking
Change Request
Apportioned Effort
3. A hierarchical representation of the project organization - which illustrates the relationship between project activities and the organizational units that will perform those activities.
Probability and Impact Matrix
Organizational Breakdown Structure
Actual Cost
Schedule Variance
4. An estimate of the most probable activity duration that takes into account all of the known variables that could affect performance.
Late Start Date
Milestone
Most Likely Duration
Path Divergence
5. A limiting factor that affects the execution of a project - program - portfolio - or process.
Three-Point Estimate
Resource Leveling
Constraint
Project Calendar
6. An uncertain event or condition that - if it occurs - has a positive or negative effect on one or more project objectives.
Schedule Compression
Risk
Performing Organization
Lead
7. 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.)
Level of Effort
Change Control Board
Quality Management Plan
Portfolio
8. The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete.
Early Finish Date
Deliverable
Estimate at Completion
Total Float
9. A collection of logically related project activities that culminates in the completion of one or more deliverables.
Project Phase
Opportunity
Risk Breakdown Structure
Actual Cost
10. A grid that shows the project resources assigned to each work package.
Responsibility Assignment Matrix
Critical Path
Gantt Chart
Risk Acceptance
11. An estimate expressed as a percent of the amount of work that has been completed on an activity or a work breakdown structure component.
Percent Complete
Organizational Breakdown Structure
Finish-to-Start
Procurement Management Plan
12. A logical relationship in which a successor activity cannot start until a predecessor activity has finished.
Critical Path Activity
Finish-to-Start
Sponsor
Trigger Condition
13. A hierarchical representation of risks that is organized according to risk categories.
Risk Breakdown Structure
Path Convergence
What-If Sce
Cost Management Plan
14. A graphical representation of the logical relationships among the project schedule activities.
Performing Organization
Enterprise Environmental Factors
Project Schedule Network Diagram
Estimate to Complete
15. 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
Schedule Model
Apportioned Effort
Procurement Management Plan
Resource Leveling
16. 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.)
Discrete Effort
Finish-to-Finish
Parametric Estimating
Control Account
17. The uncontrolled expansion to product or project scope without adjustments to time - cost - and resources.
Scope Creep
Apportioned Effort
Schedule Compression
Phase Gate
18. A group of related schedule activities aggregated and displayed as a single activity.
Project Manager
Constraint
Summary Activity
WBS Dictionary
19. A formally chartered group responsible for reviewing - evaluating - approving - delaying - or rejecting changes to the project and for recording and communicating such decisions.
Change Control Board
Effort
Pessimistic Duration
Constraint
20. A relationship in which a schedule activity has more than one predecessor.
Risk Acceptance
Path Convergence
Requirements Traceability Matrix
To-Complete Performance Index
21. A component of a project or program management plan that describes how costs will be planned - structured - and controlled.
Cost Management Plan
Discrete Effort
Late Start Date
Organizational Project Management Maturity
22. 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.
Data Date
Program
Planned Value
Defect Repair
23. The number of labor units required to complete a schedule activity or work breakdown structure component - often expressed in hours - days - or weeks.
Effort
Backward Pass
To-Complete Performance Index
Cost Performance Index
24. The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.
Scope Baseline
Lessons Learned
Lead
Forward Pass
25. A measure of schedule performance expressed as the difference between the earned value and the planned value.
Corrective Action
Critical Path Method
Schedule Variance
Discrete Effort
26. An intentional activity that realigns the performance of the project work with the project management plan.
Baseline
Responsibility Assignment Matrix
Corrective Action
Project Phase
27. 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.
What-If Sce
Late Start Date
Baseline
Data Date
28. A logical relationship in which a successor activity cannot start until a predecessor activity has started.
Organizational Project Management Maturity
Portfolio
Start-to-Start
Risk
29. A risk that would have a positive effect on one or more project objectives.
Opportunity
Planned Value
Estimate to Complete
Start-to-Finish
30. A technique used to shorten the schedule duration for the least incremental cost by adding resources.
Quality Management Plan
Crashing
Project Schedule Network Diagram
Rolling Wave Planning
31. A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.
Cost Performance Index
Portfolio
Risk Mitigation
Start-to-Finish
32. 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.
Fast Tracking
Schedule Model
Stakeholder
Risk
33. An enterprise whose personnel are the most directly involved in doing the work of the project or program.
Organizational Breakdown Structure
Performing Organization
Path Divergence
Crashing
34. 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.
Path Convergence
Schedule Baseline
Budget at Completion
Control Account
35. An output of a schedule model that presents linked activities with planned dates - durations - milestones - and resources.
Human Resource Plan
Effort
Variance at Completion
Project Schedule
36. A management control point where scope - budget - actual cost - and schedule are integrated and compared to earned value for performance measurement.
Pessimistic Duration
S-Curve Analysis
Change Control
Control Account
37. A component of the project or program management plan that describes how an organization's quality policies will be implemented.
Quality Management Plan
Probability and Impact Matrix
Project Schedule
Project Life Cycle
38. 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.
Program Management
Performing Organization
Data Date
Schedule Baseline
39. 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.
Decomposition
Early Finish Date
Late Finish Date
Early Start Date
40. A component of the project - program - or portfolio management plan that describes how - when - and by whom information will be administered and disseminated.
Change Request
Communication Management Plan
Secondary Risk
Critical Chain Method
41. A person or group who provides resources and support for the project - program - or portfolio - and is accountable for enabling success.
Defect Repair
Corrective Action
Schedule Model
Sponsor
42. A risk response strategy whereby the project team shifts the impact of a threat to a third party - together with ownership of the response.
Threat
Risk Transference
Start-to-Start
Trigger Condition
43. A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.
Critical Chain Method
Apportioned Effort
Sponsor
Logical Relationship
44. 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.
Project Charter
Percent Complete
Project Calendar
Scope Baseline
45. 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.
Gantt Chart
Risk Avoidance
Risk Acceptance
Communication Management Plan
46. 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.
Project Schedule Network Diagram
Scope Baseline
Control Account
Summary Activity
47. A technique for determining the cause and degree of difference between the baseline and actual performance.
Control Account
Planned Value
Scope Baseline
Variance Analysis
48. Plans - processes - policies - procedures and knowledge bases specific to and used by the performing organization.
Defect Repair
Organizational Process Assets
Change Request
Communication Management Plan
49. A projection of the amount of budget deficit or surplus - expressed as the difference between the budget at completion and the estimate at completion.
Variance at Completion
Preventive Action
Risk Category
Cost Variance
50. A dependent activity that logically comes after another activity in a schedule.
Successor Activity
Project
Earned Value
Start-to-Start
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