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






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






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






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






5. A group of potential causes of risk.






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






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






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






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






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






11. A critical path method technique for calculating the late start and late finish dates by working backward through the schedule model from the project end date.






12. 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.






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






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






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






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






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






18. A group of related schedule activities aggregated and displayed as a single activity.






19. A calendar that identifies working days and shifts that are available for scheduled activities.






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






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






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






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






24. 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.






25. 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.






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






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






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






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






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






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






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 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.






35. 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.






36. The measure of work performed expressed in terms of the budget authorized for that work.






37. The knowledge gained during a project which shows how project events were addressed or should be addressed in the future for the purpose of improving future performance






38. 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.






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






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






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






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






43. Any unique and verifiable product - result - or capability to perform a service that is required to be produced to complete a process - phase - or project.






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






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






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






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






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






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






50. The authorized budget assigned to scheduled work.