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






2. Any activity on the critical path in a project schedule.






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






4. 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.






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






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






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 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 amount of budget deficit or surplus at a given point in time - expressed as the difference between the earned value and the actual cost.






10. The description of the project scope - major deliverables - assumptions - and constraints.






11. 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.






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






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






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






15. 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.






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






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






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






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






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






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






22. 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.






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






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






25. 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.






26. A critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or a given point in time.






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






28. 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.






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






30. 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.






31. A group of potential causes of risk.






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






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






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






35. 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.






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






37. 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.






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






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






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






41. A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.






42. A technique used to shorten the schedule duration for the least incremental cost by adding resources.






43. 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.






44. 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.






45. 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.






46. 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.






47. A person or group who provides resources and support for the project - program - or portfolio - and is accountable for enabling success.






48. A review at the end of a phase in which a decision is made to continue to the next phase - to continue with modification - or to end a project or program.






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






50. 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.