PMI Project Management Vocab
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PMI Project Management Vocab
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1. An estimate of the most probable activity duration that takes into account all of the known variables that could affect performance.

2. 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.

3. 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.

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

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

6. 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.

7. A hierarchical representation of resources by category and type.

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

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

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

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

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

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

14. 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.

15. A component of a project or program management plan that describes how costs will be planned - structured - and controlled.

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

17. 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.

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

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

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

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

22. 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

23. The process of optimizing the mix of portfolio components to further the strategic objectives of the organization.

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

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

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