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






2. An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.






3. The number of labor units required to complete a schedule activity or work breakdown structure component - often expressed in hours - days - or weeks.






4. 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.






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






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






7. A risk that arises as a direct result of implementing a risk response.






8. 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.






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






10. 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.






11. A component of the project or program management plan that describes how the scope will be defined - developed - monitored - controlled - and verified.






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






13. A numbering system used to uniquely identify each component of the work breakdown structure.






14. A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.






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






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






17. A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed.






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






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






20. In the critical path method - the latest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic - the project completion date - and any schedule constraints.






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






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






23. 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.






24. 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.






25. An estimate expressed as a percent of the amount of work that has been completed on an activity or a work breakdown structure component.






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






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






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






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






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






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






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






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






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






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






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






37. 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.






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






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.






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






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






42. 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.)






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






44. An estimate of the longest activity duration - which takes into account all of the known variables that could affect performance.






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






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






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






48. The series of phases that represent the evolution of a product - from concept through delivery - growth - maturity - and to retirement.






49. 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.






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