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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 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.






2. A group of potential causes of risk.






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






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






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






6. A document that provides detailed deliverable - activity - and scheduling information about each component in the work breakdown structure.






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






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






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






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






11. The document that describes how the project will be executed - monitored - and controlled.






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






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






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






15. 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.






16. A technique for estimating the duration or cost of an activity or a project - using historical data from a similar activity or project.






17. 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.






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






19. 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.






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






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






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






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






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






25. 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.






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






27. A calendar that identifies the working days and shifts upon which each specific resource is available.






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






29. 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.






30. A component of the project or program management plan that describes how requirements will be analyzed - documented and managed.






31. 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.






32. 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.






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






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






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






36. 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.






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






38. 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.)






39. A risk that would have a positive effect on one or more project objectives.






40. 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.






41. 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.)






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






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






44. A risk response strategy whereby the project team shifts the impact of a threat to a third party - together with ownership of the response.






45. 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.






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






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






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






49. 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.






50. 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.