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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 cost to finish all the remaining project work.






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






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






4. 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.






5. 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.






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






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






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






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






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






11. 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.






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






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






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






15. A component of the project or program management plan that establishes the activities for developing - monitoring - and controlling the project or program.






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






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






18. 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.






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






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






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






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






23. A group of potential causes of risk.






24. 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.






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






26. A process used to investigate or analyze the output of the schedule model in order to optimize the schedule






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






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






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






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






31. 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.)






32. A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.






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






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






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






36. An estimate of the shortest activity duration that takes into account all of the known variables that could affect performance.






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






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






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






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






41. A set of conditions that is required to be met before deliverables are accepted.






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






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






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






45. 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.






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






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






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






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






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