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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 process whereby modifications to documents - deliverables - or baselines associated with the project are identified - documented - approved - or rejected.






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






3. 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.






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






5. 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.






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






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






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






9. A component of the project or program management plan that describes how an organization's quality policies will be implemented.






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






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






12. 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.






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






14. An iterative planning technique in which the work to be accomplished in the near term is planned in detail - while the work in the future is planned at a higher level.






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






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






17. A technique used to estimate cost or duration by applying an average of optimistic - pessimistic - and most likely estimates when there is uncertainty with the individual activity estimates.






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






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






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






21. 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.






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






23. The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.






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






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






26. 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






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






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






29. 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.






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






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






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






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






34. 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.






35. 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.






36. 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.






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






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






39. The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.






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






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






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






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






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






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






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






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






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






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






50. 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.