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






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






3. The series of phases that a project passes through from its initiation to its closure.






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






5. 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.






6. The sequence of activities that represents the longest path through a project - which determines the shortest possible duration.






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.)






8. An intentional activity to modify a nonconforming product or product component.






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






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






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






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






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






14. 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.






15. 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.






16. 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.






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






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






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






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






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






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






24. 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.






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






26. 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.






27. A dependent activity that logically comes after another activity in a schedule.






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






29. 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.






30. 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






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






32. A dependency between two activities - or between an activity and a milestone.






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






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






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






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






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






38. Conditions - not under the immediate control of the team - that influence - constrain - or direct the project - program - or portfolio.






39. 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.






40. A projection of the amount of budget deficit or surplus - expressed as the difference between the budget at completion and the estimate at completion.






41. A group of potential causes of risk.






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






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






44. 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.






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






46. 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.






47. 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.






48. 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.






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






50. 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.