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






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






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






4. 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.






5. An output of a schedule model that presents linked activities with planned dates - durations - milestones - and resources.






6. Projects - programs - subportfolios - and operations managed as a group to achieve strategic objectives.






7. 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.






8. A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply.






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






10. A response to a threat that has occurred - for which a prior response had not been planned or was not effective.






11. 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






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






13. 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.






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






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






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






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






18. An intentional activity that ensures the future performance of the project work is aligned with the project management plan.






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






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






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






22. 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.






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






24. 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.






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






26. 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.)






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






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






29. 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.






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






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






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






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






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






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






36. 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.






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






38. 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.






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






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






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






42. A limiting factor that affects the execution of a project - program - portfolio - or process.






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






44. 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






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






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






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






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






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






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