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511 Free PMP Question Bank on PMP Definitions 5th Edition

04/14/2015 Marie Hall 0 Comment

511 Free PMP Question Bank on PMP Definitions 5th Edition

The below 5th edition PMBOK PMP mock exam free displays a list of definitions from the current PMBOK Guide – for instance, Acceptance Criteria, Accepted Deliverables, Accuracy, Acquire Project Team, Acquisition, Activity Attributes, Activity Code, Activity Cost Estimates, Activity Duration Estimate, Activity Duration, Activity Identifier, Activity List, Activity Network Diagrams, Activity Resource Requirements, Activity-on-Node (AON), Actual Cost (AC), to name a few. In answer to those 511 free PMP question bank on PMP definitions 5th edition, you just need click on the best response to each question, and hit submit button at the bottom of page 5 to check answers and question points. There’re 5 pages in total and each page contains 100 or so questions. You will push ‘next’ at the end of each page to move on with your practice. Are your ready to burn following questions?

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511 Free PMP Question Bank on PMP Definitions 5th Edition - Page 1

Expectations regarding acceptable behavior by project team members.
The performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas.
A smaller portion of the overall project created when a project is subdivided into more manageable components or pieces.
This technique utilizes a decision matrix to provide a systematic analytical approach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas.
A relationship that is contractually required or inherent in the nature of the work.
A documented economic feasibility study used to establish validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities.
An inclusive term that describes the sum of knowledge within the profession of project management. As with other professions, such as law, medicine, and accounting, the body of knowledge rests with the practitioners and academics that apply and advance it. The complete project management body of knowledge includes proven traditional practices that are widely applied and innovative practices that are emerging in the profession. The body of knowledge includes both published and unpublished materials. This body of knowledge is constantly evolving. PMI's PMBOK® Guide identifies a subset of the project management body of knowledge that is generally recognized as good practice.
The approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison.
A type of fixed price contract where the buyer pays the seller a set amount (as defined by the contract), regardless of the seller's costs.
A formally documented change request that is submitted for approval to the integrated change control process.
Something toward which work is to be directed, a strategic position to be attained, a purpose to be achieved, a result to be obtained, a product to be produced, or a service to be performed.
A component of the project or program management plan that describes how requirements will be analyzed, documented, and managed.
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.]
An analytical technique used to determine the basic underlying reason that causes a variance or a defect or a risk. A root cause may underlie more than one variance or defect or risk.
A set of activities and relationships that have been established that can be used repeatedly for a particular application area or an aspect of the project where a prescribed sequence is desired.
The review of contracts and contracting processes for completeness, accuracy, and effectiveness.
The entity responsible for providing the project's sponsor and a conduit for project funding or other project resources.
A set of individuals who support the project manager in performing the work of the project to achieve its objectives.
A project life cycle where the project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified as the project team's understanding of the product increases. Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product.
The process of evaluating scenarios in order to predict their effect on project objectives.
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.
The process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success.
Any continuous series of schedule activities connected with logical relationships in a project schedule network diagram.
A calendar that identifies working days and shifts that are available for scheduled activities.
A logical relationship in which a successor activity cannot start until a predecessor activity has started.
Those processes performed to finalize all activities across all Process Groups to formally close a project or phase.
The stakeholder management plan is a subsidiary plan of the project management plan that defines the processes, procedures, tools, and techniques to effectively engage stakeholders in project decisions and execution based on the analysis of their needs, interests, and potential impact.
A histogram, ordered by frequency of occurrence, that shows how many results were generated by each identified cause
A measure of a team's productivity rate at which the deliverables are produced, validated, and accepted within a predefined interval. Velocity is a capacity planning approach frequently used to forecast future project work.
The projected cost of the schedule activity that includes the cost for all resources required to perform and complete the activity, including all cost types and cost components.
A set of conditions that is required to be met before deliverables are accepted.
The sellers which have been selected to provide a contracted set of services or products.
The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete.
A provision in the project management plan to mitigate cost and/or schedule risk. Often used with a modifier (e.g., management reserve, contingency reserve) to provide further detail on what types of risk are meant to be mitigated.
Within the quality management system, a state of fulfillment in which the needs of a customer are met or exceeded for the customer's expected experiences as assessed by the customer at the moment of evaluation.
The quantified description of acceptable variation for a quality requirement.
An estimate expressed as a percent of the amount of work that has been completed on an activity or a work breakdown structure component.
A document that graphically depicts the project team members and their interrelationships for a specific project.
A subsystem of the overall project management system. It is a collection of formal documented procedures used to apply technical and administrative direction and surveillance to: identify and document the functional and physical characteristics of a product, result, service, or component; control any changes to such characteristics; record and report each change and its implementation status; and support the audit of the products, results, or components to verify conformance to requirements. It includes the documentation, tracking systems, and defined approval levels necessary for authorizing and controlling changes.
The process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled.
A risk response strategy whereby the project team shifts the impact of a threat to a third party, together with ownership of the response.
A statistical technique that calculates the average outcome when the future includes scenarios that may or may not happen. A common use of this technique is within decision tree analysis.
The expected cost to finish all the remaining project work.
The area, on either side of the centerline, or mean, of data plotted on a control chart that meets the customer's requirements for a product or service. This area may be greater than or less than the area defined by the control limits. See also control limits.
Fallback plans include an alternative set of actions and tasks available in the event that the primary plan needs to be abandoned because of issues, risks, or other causes.
A risk response strategy whereby the project team acts to reduce the probability of occurrence or impact of a risk.
A listing of product requirements and deliverables to be completed, written as stories, and prioritized by the business to manage and organize the project's work.
Projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives.
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.
The number of labor units required to complete a schedule activity or work breakdown structure component, often expressed in hours, days, or weeks.
A technique for systematically reviewing materials using a list for accuracy and completeness.
The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources.
A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.
An estimate or prediction of conditions and events in the project's future based on information and knowledge available at the time of the forecast. The information is based on the project's past performance and expected future performance, and includes information that could impact the project in the future, such as estimate at completion and estimate to complete.
A risk that remains after risk responses have been implemented.
See precedence diagramming method (PDM).
A risk that arises as a direct result of implementing a risk response.
Any organizational structure in which the project manager has full authority to assign priorities, apply resources, and direct the work of persons assigned to the project.
Plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization.
A project document used to document and monitor elements under discussion or in dispute between project stakeholders.
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.
A dependent activity that logically comes after another activity in a schedule.
A formal or informal approach to elicit information from stakeholders by talking to them directly.
A planning technique used to provide products, services, and results that truly reflect customer requirements by translating those customer requirements into the appropriate technical requirements for each phase of project product development.
A document that provides, for common and repeated use, rules, guidelines, or characteristics for activities or their results, aimed at the achievement of the optimum degree of order in a given context.
Products, results, or capabilities produced by a project and validated by the project customer or sponsors as meeting their specified acceptance criteria.
A type of procurement document whereby the buyer requests a potential seller to provide various pieces of information related to a product or service or seller capability.
Comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective action as needed.
The right to apply project resources, expend funds, make decisions, or give approvals.
Within the quality management system, accuracy is an assessment of correctness.
A process of using a third party to obtain and analyze information to support prediction of cost, schedule, or other items.
A technique for determining the cause and degree of difference between the baseline and actual performance.
A methodology that combines scope, schedule, and resource measurements to assess project performance and progress.
An estimate of the most probable activity duration that takes into account all of the known variables that could affect performance.
Any document or communication that defines the initial intentions of a project. This can take the form of a contract, memorandum of understanding (MOU), letters of agreement, verbal agreements, email, etc.
A facilitated workshop technique that helps to determine critical characteristics for new product development.
A group of potential causes of risk.
An assignment that can be delegated within a project management plan such that the assigned resource incurs a duty to perform the requirements of the assignment.
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.
The amount of time whereby a successor activity is required to be delayed with respect to a predecessor activity.
A group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually.
Project Stakeholder Management includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution.
A work breakdown structure component below the control account with known work content but without detailed schedule activities. See also control account.
Techniques that are used to generate ideas within a group of stakeholders.
A structured pattern of actions adopted by an organization such that the organization's policy can be explained as a set of basic principles that govern the organization's conduct.
A type of contract involving payment to the seller for the seller's actual costs, plus a fee typically representing seller's profit. Cost-reimbursable contracts often include incentive clauses where, if the seller meets or exceeds selected project objectives, such as schedule targets or total cost, then the seller receives from the buyer an incentive or bonus payment.
In the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic, the project completion date, and any schedule constraints.
Someone with management authority over an organizational unit within a functional organization. The manager of any group that actually makes a product or performs a service. Sometimes called a line manager.
Any change to the project scope. A scope change almost always requires an adjustment to the project cost or schedule.
An enterprise whose personnel are most directly involved in doing the work of the project or program.
A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed.
Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of persons assigned to the project.
Responses provided which may be used in the event that a specific trigger occurs.
The capability to identify, assess, and manage the personal emotions of oneself and other people, as well as the collective emotions of groups of people.
The meetings with prospective sellers prior to the preparation of a bid or proposal to ensure all prospective vendors have a clear and common understanding of the procurement. Also known as contractor conferences, vendor conferences, or pre-bid conferences.
A comprehensive list of changes made during the project. This typically includes dates of the change and impacts in terms of time, cost, and risk.
Restrictions on the content, timing, audience, or individual who will deliver a communication usually stemming from specific legislation or regulation, technology, or organizational policies.
The measure of work performed expressed in terms of the budget authorized for that work.
A technique that explores the accuracy of assumptions and identifies risks to the project from inaccuracy, inconsistency, or incompleteness of assumptions.

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