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






3. 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.






4. 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.






5. The sum of all budgets established for the work to be performed.






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






7. 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.






8. 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.






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






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






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






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






13. 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.






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






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






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. 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.






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






19. A risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact.






20. A temporary endeavor undertaken to create a unique product - service - or result.






21. 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.






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






23. An activity that logically comes before a dependent activity in a schedule.






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






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






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






27. The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available.






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






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






30. 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.






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






32. 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.






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






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






35. 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.






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






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






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






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






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






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






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






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






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






45. The authorized budget assigned to scheduled work.






46. 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






47. An activity that can be planned and measured and that yields a specific output. (Note: Discrete effort is one of three earned value management [EVM] types of activities used to measure work performance.)






48. 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.)






49. 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.






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