2nd 250 Cards Flashcards

Question

What is a "basis of estimates"?

Answer 1

This document details how the estimates were developed and their ranges.

Answer 2

This process creates the schedule baseline and the project schedule. Be aware this is an iterative process and is done throughout the project.

Answer 3

1) Project Management Plan 2) A bunch of project documents 3) Agreements 4) Enterprise Environmental Factors 5) Organizational Process Assets

Answer 4

1) Schedule Network Analysis 2) Critical Path Method 3) Resources Optimization Techniques. 1) Resource Leveling 2) Resource Smoothing 4) Data Analysis 5) Leads and Lags 6) Schedule Compression i) Crashing ii) Fast-tracking 7) Project Management Information System 8) Agile Release Planning

Answer 5

This is the longest path through a network diagram.

Answer 6

This is a technique where the PM extends the activity dates or resequencing activities to accommodate the resource constraints. This often increase the length of the critical path.

Answer 7

This allows activities to change if there is a float. This does not change critical path.

Answer 8

This is adding more resources to activities to complete them faster.

Answer 9

This is changing the order of the activities so that some are done in parallel instead of sequentially.

Answer 10

This is releasing a project in smaller iterations.

Answer 11

1) Schedule baseline 2) Project Schedule i) Gantt (bar) chart ii) Milestone chart iii) Project Schedule Network Diagrams 3) Schedule data 4) Project calendars 5) Change requests 6) Project Management Plan Updates.

Answer 12

It is a time-phased graphical display of activity start dates, end dates, and durations. The bars depicting duration make it easy to read.

Answer 13

These only show the major deliverables. Durations in time do not have duration connected with the milestones.

Answer 14

This is controlling the project work to ensure it will be completed by the deadline. This is the daily task of keeping the project on schedule.

Answer 15

1) Project Management Plan 2) Project Documents including i) project schedule ii) Schedule Data iii) Resource Diagrams iv) lessons learned register v) project calendars 3) Work performance data 4) Organizational Process Assets

Answer 16

1) Data analysis i) Earned value analysis ii) Iteration burndown chart iii) Performance reviews iv) what-if scenario 2) Critical path method 3) Project management information systems 4) Leads and Lags 5) schedule compression

Answer 17

1) Work Performance Information 2) Schedule forecasts 3) change requests 4) Project Management plan updates 5) project document updates

Answer 18

This is the forecast of when work could be done.

Answer 19

An Agile planning high-level relative estimation where a T-shirt size is assigned to different stories on the project. The size basically corresponds to the amount of work that needs to be completed.

Answer 20

An Agile planning tool used to assign a Fibonacci number to a poker card based on how much work needs to get done on the project.

Answer 21

It is a diagram able to track how much work is getting done on a project while seeling the number of points "piling up" in a cumulative total on the diagram

Answer 22

A diagram that shows how many pots or things can be done in an interation.

Answer 23

It is an agile chart that showcases how much work has been done on a project. One line shows the total amount and one line shows the amount done on each project as a cumulative total. Charts can be "burn-up" or "burn-down".

Answer 24

This is how long it takes to go through an entire process.

Answer 25

This is how long it takes to go through a part of the process. Aka work in progress.

Answer 26

Cycle time = (work in progress) / throughput

Answer 27

It is figuring out the slowest time (or longest path) frame to finish a project.

Answer 28

Early Start. The earliest you can start an activity without delaying the project end date.

Answer 29

Late Start. The latest you can start a n activity without delaying the project end date.

Answer 30

Early Finish. The earliest you can finish an activity without delaying the project end date.

Answer 31

Late Finish. The latest you can finish the activity without delaying the project end date.

Answer 32

LS - ES = Slack LF - EF = Slack

Answer 33

That we need to subtract or add one depending on the formula because we don't actually work on the first day.

Answer 34

Just subtract 1 from the duration and work the math backward.

Answer 35

First backward from the finish for the earliest start. Then forward through the diagram for the latest finish.

Answer 36

It is about creating the cost baseline (project budget) and ensuring the project stays on budget.

Answer 37

This changes as the project progresses.

Answer 38

This cost stays the same as the project progresses.

Answer 39

This cost in included in the cost baseline.

Answer 40

This is a cost not included specifically in the baseline.

Answer 41

The is the amount of money that has already been spent on a project.

Answer 42

This is the analysis performed to find a less costly way of completing work.

Answer 43

On an Agile project, funding is done incrementally, while on a traditional project, it is done upfront.

Answer 44

This is the process to create the cost management plan.

Answer 45

1) Project management plan 2) Project charter 3) Enterprise environmental factors 4) Organizational process assets.

Answer 46

1) Expert judgment 2) Data analysis 3) Meetings

Answer 47

1) Cost management plan.

Answer 48

This is a plan to direct us how to estimate the cost of each activity, create the project budget, and monitor and control the cost of the project.

Answer 49

This is an analysis of each individual activity and to assign a cost to each activity.

Answer 50

This should include labor, material, equipment, services, and facilities. If it is over a length of time, it should include inflation.

Answer 51

Rough Order of Magnitude This is very inaccurate. Has a rance of -25% to +75% variance.

Answer 52

Better than ROM, has a variance of approximately -10% to +25% of budget or phase.

Answer 53

This is often the best estimate that you can get, ranging -5% to +10%. Considered very accurate.

Answer 54

1) Project Management Plan a) Cost management plan b) quality management plan c) scope baseline. 2) Project Documents a) Project schedule b) risk register c) lessons learned register d) resource requirements e) enterprise environmental factors f) organizational process assets

Answer 55

1) Expert judgment. 2) Analogous estimating 3) Parametric estimating 4) Bottom-up estimating 5) 3-point estimating 6) Data analysis a) Reserve analysis b) Cost of quality 7) Project management information system 8) Decision making

Answer 56

This is the reserved time added to cover work risks. All project work has some kind of risk unknown, and this accounts for that risk.

Answer 57

This is the amount of money spent to ensure quality requirements are met on a project.

Answer 58

1) Cost estimates 2) Basis of estimates 3) Project Documents Updates

Answer 59

This process is where we take all the activity cost estimates and aggregate the cost into the project cost baseline (budget). The project performance is measured against the cost baseline when the project is executed.

Answer 60

1) Project Management Plan a) cost management plan b) resource management plan c) scope baseline. 2) Project documents a) Activity cost estimates b) basis of estimates c) project schedule d) risk register 3) Business documents 4) Agreements 5) Enterprise environmental factors 6) Organizational process assets

Answer 61

1) Cost aggregation 2) Expert judgement 3) Historical information review 4) Funding limit reconciliation 5) Financing 6) Data analysis

Answer 62

1) Cost baseline 2) Project funding requirements 3) Project document updates

Answer 63

This represents the project cost, which includes the contingency reserves. The total budget of the project is the cost baseline + the management reserves.

Answer 64

This process is a monitoring and controlling process where we try to keep the project on budget. In this process, we look for variances to investigate and determine the best course of action. Almost all phases have cost control in them.

Answer 65

1) Project management plan 2) Project documents 3) Project funding requirements 4) Work performance data 5) Organizational process assets

Answer 66

1) Expert judgment 2) Data Analysis a) earned value analysis b) reserve analysis c) variance analysis d) trend analysis 3) To-Complete Performance Index (TCPI) 4) Project management information system

Answer 67

This is how we measure the level of work that needs to be done to finish the project within the budget.

Answer 68

1) Work performance information 2) Cost forecasts 3) Change requests 4) Project Management Plan Updates 5) Project Documents Updates 6) Organizational Process Assets Updates

Answer 69

Agile budgeting is linked to different iterations, the more iterations, the higher the budget of the project. Possible outcomes: 1) Burn rate = average cost per hour per person. 2) Cost per feature 3) hybrid between traditional & hybrid.

Answer 70

Earned Value Management. It is a methodology that combines scope, schedule, and resource measurements to assess project performance.

Answer 71

Budget at Completion

Answer 72

Planned value. This is the amount of money worth of work that should have been done on the project. PV = (Planned % Complete) * BAC

Answer 73

Earned Value The is the amount of money worth of work someone actually did on a project. EV = (Actual % complete) * BAC

Answer 74

Actual Cost This is the amount of money already spent on the project. No formula, just a sum total.

Answer 75

Cost variance. This is the difference between the work done and the work spent. This value should be positive to be under budget (it is backward). Negative values = over budget. CV = EV - AC

Answer 76

Cost Performance Index This is the rate of how we are spending to actually earning on the project. This value should be 1 or more for projects under budget (backward). CPI = EV / AC

Answer 77

Schedule Variance This is the difference between the amount of work we should have done versus the amount of work we actually did. This should be positive for ahead of schedule (backward). Negative values indicate behind schedule. SV = EV - PV

Answer 78

Schedule Performance Index This is the rate of how we are meeting the project schedule. This value should be 1(+), for a project to be ahead of schedule. SPI = EV / PV

Answer 79

Estimate At Completion Forecasting the total cost of the project at the end based on the current spending rate of the project. EAC = BAC / CPI

Answer 80

Estimate To Completion Forecasting the amount that will be needed to complete the current project based on the current performance. ETC = EAC - AC

Answer 81

Variance At Completion The difference between the original budget and new forecasted budget. This value should be positive for projects that may end at or under budget. VAC = BAC - EAC

Answer 82

To-Complete Performance Index The performance that needs to be met to finish the project within the budget. TCPI = (BAC - EV) / (BAC - AC)

Answer 83

The process is the degree to which a set of inherent characteristics fulfill requirements.

Answer 84

This is the design intent, a category assigned to deliverables having the same functional use, but different technical characteristics. Grade of a project can be low or high, while quality must always be high.

Answer 85

A practice in which a product-based company should have very low or no inventory. This usually means the "latest" inventory and a lower total inventory cost.

Answer 86

Business processes should be scrutinized and measured to detect sources of variations that cause projects to deviate from customer requirements. Plan: Design or revise business processes. Do: Implement the plan and measure its performance. Check: Access the measurements and report the results to decision-makers. Act: Decide on changes needed to improve the process.

Answer 87

The theory of making small changes to improve a product or service. If a product does not continually improve, it will become obsolete and outdated. More updated products usually = better qualify.

Answer 88

The theory is sthat all employees are responsible for the quality of their products and services. Everyone in the company needs to be doing a quality job to ensure that they are providing a quality product or service. If you have a great product and poor customer service, most customers will perceive the company as poor quality.

Answer 89

The ultimate test of quality. Meeting customer's expectations by collecting, understanding, and managing project requirements.

Answer 90

Since defects cost more after a deliverable is made, it is better to ensure quality is planned, designed, and built into the product first. More prevention = fewer defects.

Answer 91

This is a quality theory that looks to improve the processes followed to reduce defects. It is based on standard deviation and the bell curve.

Answer 92

Used in probability that means one event cannot affect another event.

Answer 93

This means that two events cannot happen at the same time. ex. cannot role a die and get a two and six at the same time.

Answer 94

It is a measuring quality method that consists of observing the presence )or absence) of some characteristic or attribute. The sample is binary, either good or bad, no middle ground.

Answer 95

A method of measuring quality that consists of how well something meets the requirements. Possible values can be okay, good, very good, bad, or very bad, and can have a middle ground.

Answer 96

Where we identify the quality requirements and or standards for the project and then document how the project will meet them.

Answer 97

1) Project Charter 2) Project Management Plan 3) Project Documents a) Assumption log b) Stakeholder registry c) Risk register d) Requirements documentation e) Requirement traceability matrix 4) Enterprise Environmental Factors 5) Organizational Process Assets

Answer 98

1) Expert judgment 2) Data Gathering 3) Data Analysis a) Cost-benefit analysis b) cost of quality 4) Decision making 5) Data representation a) Logical data model b) Matrix diagram c) Mind mapping d) Flowcharts 6) Testing and inspection planning 7) Meetings

Answer 99

This document shows where the requirements come from, such as which stakeholder requested them.

Answer 100

It is the analysis of the benefits of meeting quality requirements. Higher quality can include less work, higher productivity, lower cost, increased stakeholder satisfaction, and increases profitability. The cost of meeting the quality requirements should NEVER exceed its benefits.

Answer 101

This is the amount we will spend to ensure we meet quality requirements. These include the cost of conformance and the cost of nonconfomance.

Answer 102

This includes all costs associated with meeting the quality requirements. This includes prevention costs like training, materials, and equipment. Also includes appraisal costs like inspection, measurement and analysis, maintenance and calibration, field testing, and procedure checking.

Answer 103

This includes the internal and external costs of defects and failures including rework and scrap.

Answer 104

Is a method used to organize a company's data with a visual representation of data that can be used to identify the best methods to sort and organize.

Answer 105

This shows the relationship between two or more groups along with processes between those groups.

Answer 106

This is a way to visually organize data by selecting a topic and then branching off subtopics that are related to the main topic.

Answer 107

These are a graphical representation of a process along with decisions that get to be made.

Answer 108

1) Quality management plan. 2) Quality metrics 3) Project document updates.

Answer 109

This is the process of executing the activities in the quality management plan.

Answer 110

1) Project management plan 2) Project documents a) quality metrics b) quality control measures c) risk register d) lessons learned register 3) Organization process assets.

Answer 111

1) Data gathering 2) Data analysis 3) Decision making 4) Data representation a) affinity diagrams b) matrix diagrams c) cause and effect diagrams like fishbone d) flowcharts e) histograms 5) Audits 6) Design for X 7) Problem solving 8) quality improvement methods

Answer 112

These are used to put large amounts of data into categories (often built with columns and points under each header)

Answer 113

These show the relationship and processes between two or more groups

Answer 114

A way to visually organize data. Select one topic and then branch off to other topics.

Answer 115

A graphical representation of a process with arrows leading to through processes.

Answer 116

It is executing the activities in the quality management plan; this includes quality assurance. This process is all about process analysis and improvement.

Answer 117

1) Project management plan. 2) Project documents a) quality metrics b) quality control measurements c) risk register d) lessons learned register 3) Organizational process assets

Answer 118

1) Data gathering 2) Data analysis. 3) Decision making 4) Data representation a) affinity diagrams b) matrix diagrams c) cause-and-effect diagrams d) flowcharts e) histograms 5) Audits 6) Desing for X (DfX) 7) Problem-solving 8) quality improvement methods

Answer 119

a) affinity diagrams b) matrix diagrams c) cause-and-effect diagrams d) flowcharts e) histograms

Answer 120

When a large amount of data is put into categories.

Answer 121

This shows the relationship between two or more groups, or the relationships between the processes.

Answer 122

These are also called Ishikawa and Fishbone diagrams. They tell the causes of defects (like fins or bones of the spine). This is a nice tool to find root causes of current or potential defects.

Answer 123

It is a graphical representation of the process including shapes and arrows. Often times this helps a lot with process improvement.

Answer 124

These are bar charts that show the distribution of numerical data and are used to show frequency. This can be used to show the frequency of defects of a project also.

Answer 125

This is analysis to ensure that the organization is following the organizations quality policies.

Answer 126

Often used by engineers in order to design or improve a particular product.

Answer 127

1) Quality reports 2) Test and evaluation documents 3) Change requests 4) Project management plan updates. 5) Project Document updates.

Answer 128

This is evaluating deliverables and seeing if they meet quality standards.

Answer 129

1) Project management plan 2) Project documents a) Quality metrics b) Test and Evaluation documents c) Lessons learned register 3) Work performance data 4) Approved changes Requests 5) Deliverables 6) Enterprise environmental factors 7) Organizational process assets

Answer 130

1) Data gathering a) Checklists b) Check sheets c) Statistical sampling d) Questionnaires and surveys 2) Data analysis 3) Testing and product evaluations 4) Data representation a) Cause-and-effect diagrams b) control charts c) scatter diagrams d) historgram 5) Meeting

Answer 131

These are used to gather defects and keep a running total. Like tick sheets.

Answer 132

This is a chart that creates data limits for defects vs the desired results, these limits are usually within 3 data points of the means. If the value being checked is at 4th or more spot, then it is out of control".

Answer 133

These show trends in relation to different variables on an x and y axis; meant to show a relationship between two variables.

Answer 134

This is a chart that shows the frequency of something, like a moral chart, and it oftentimes is put together with the greatest something first.

Answer 135

These inspect the results of the activities done in "Contraol Quality" processes to determine if the quality standards or policies were met.

Answer 136

These are deliverables that have been inspected by the project manager or team and have met the quality requirements.

Answer 137

This is the process of identifying who will be doing which project role and their responsibilities, reporting, and creating the resources management plan. This plan will express project roles and responsibilities, reporting relationships, and how we will hire, manage, and release the project team. This will also document how to acquire, manage, and use physical resources.

Answer 138

This shows the activities and resources needed over teh project timeline.

Answer 139

This shows what resources are needed for each activity.

Answer 140

This is a listing of all the positive and negative risks on the project. This may include resources that may be needed to respond to some risks.

Answer 141

This is a list of all the stakeholders on the project and how they may impact the project.

Answer 142

This shows the reporting relationship on a project, kind of like an organizational breakdown structure.

Answer 143

The responsibility assignment matrix (RAM) shows the resources assigned to the work packages. A = Accountable C = Consulted R = Responsible I = Informed

Answer 144

This is how the organization manages its resources.

Answer 145

This is part of the project management plan and is used to manage both physical and staff resources. This plan also describes how to acquire, develop, manage, control, and release the project team.

Answer 146

This is how and where of getting the project staff, and that could be internal or external.

Answer 147

This is when and how a PM is going to release the project team after the project is over.

Answer 148

This is training that will be required to ensure the team has the right skills to complete the project work.

Answer 149

How are we going to recognize the project team members for the work that was done.

Answer 150

This is how we will manage the team to ensure we meet all regulations from the company and government.

Answer 151

Addressing safety fo the team.

Answer 152

This is a document that outlines what will be acceptable behavior within the project. It should include general rules of conduct for + meetings + decision-making + and 1:1 conversations.

Answer 153

+ project charter + project management plan + Project documents a) project schedule b) requirements documentation c) risk register d) stakeholder register + enterprise environmental factors + organizatioinal process assets

Answer 154

1) Expert judgment 2) Data in different forms or representation 3) Organizational theory 4) Meetings

Answer 155

This is how the organization manages its resources.

Answer 156

This document shows the roles and responsibilities in written format instead of a chart like a matrix.

Answer 157

1) Resource management plan 2) Team charter 3) Project document updates.

Answer 158

This is where we look at individual activity to determine what and how many resources are needed to accomplish that activity.

Answer 159

They are both people and equipment, machines, and different types of supplies needed to finish an activity.

Answer 160

1) Project management plan 2) Project documents a) activity list b) activity attributes c) assumption log d) resource calendars e) risk register f) cost estimate 3) enterprise environmental plan 4) organizational process assets

Answer 161

1) expert judgment 2) bottom-up estimating 3) analogous estimating 4) parametric estimating 5) data analysis 6) project management information system 7) Meetings

Answer 162

When we breakdown the work into such detail that we can build the estimate from the ground up.

Answer 163

This is all aka stop-down estimating, which can be found to be inaccurate.

Answer 164

This is using a mathematical algorithm to calculate cost or duration.

Answer 165

1) Resource requirements 2) Basis of estimates 3) Resource Breakdown Structure (RBS) 4) Project Document Updates

Answer 166

This is the process to getting the staff and physical resources needed to build the deliverables on the project. Usually one of the first processes done when starting a project.

Answer 167

1) Project management plan 2) Project documents a) resource calendars b) resource requirements c) project schedule d) stakeholder register 3) Enterprise environmental factors 4) Stakeholder register.

Answer 168

1) Decision making 2) Interpersonal and team skills 3) pre-assignment 4) virtual teams

Answer 169

1) Physical resource assignments 2) Project team assignments 3) resource calendars 4) change requests 5) project management plan updates 6) Project document updates 7) Enterprise environmental factors updates 8) Organizational process assets updates

Answer 170

This is assembling the ream so that it is not dysfunctional.

Answer 171

This is a develop team theory that includes 5 stages a team goes thr. That team is: a) forming b) storming c) norming d) performing e) adjourning

Answer 172

This is where the team comes together to get to know each other.

Answer 173

This is when teams start to have conflict with each other.

Answer 174

This is when team members begin to agree with each other on the best methods to build the best methods to building deliverables. This is where everyone is coming to a consensus.

Answer 175

1) Project management plan 2) Project documents: a) resource calendars b) resource requirements c) project schedule d) lessons learned register e) project team factors f) organizational process assets 3) Enterprise environmental factors 4) Organizatioinal process assets

Answer 176

1) Colocation 2) Virtual teams 3) Communication technology 4) interpersonal and team skills 5) recognition and rewards. a) Maslov's heirarchy of needs b) McGregor's Trhory of X and Theiry Y c) Theory Z d) David McClelland's theory of needs. e) Herzberg's theory f) expectancy theory g) forms of powers i. Reward power (best) ii. Expert power (best) iii. Formal (legitimate) power iv. referent power v. penalty (coercive) power. 6) training 7) individual and team assessments 8) meetings.

Answer 177

1) Team performance assessments 2) Change requests 3) project management plan updates 4) project document updates 5) enterprise environmental factors updates 6) organizational process assets updates

Answer 178

The theory created by Maslov shows the human needs required for motivation. Lowest to highest is 1) psychological needs (food, water, warmth, rest. 2) Safety needs (security, safety) 3) Belongingness and love needs (intimate relationships, friends) 4) Esteem (prestige and feeling of accomplishment) 5) Self-actualization (achieving one's full potential, including creative activities).

Answer 179

Theory X is that most people don't like to work and need micromanagement. Theory Y is that most people like to work and are willing to get the job done. These people tend to be liked by their co-workers more.

Answer 180

This is for building loyalty to an organization. It emphasizes the well-being of the employees both at work and outside of work. It encourages steady employment, leads to high employee satisfaction and morale, and overall, results in increased productivity and support for the organization.

Answer 181

This is also known as the achievement theory or 3-needs theory, basically, for workers to be motivated, they need to have 3 things: 1) achievement 2) power 3) affiliation

Answer 182

When we have a strong need to set and accomplish challenging goals

Answer 183

Involves wanting to be a part of a group and wanting to be liked.

Answer 184

This is wanting control to influence others, and wanting to win.

Answer 185

This is aka 2-factor theory. It states, for people to be motivated, hygiene factors and motivation factors are important.

Answer 186

These are job security, safety, work conditions, good pay, paid insurance, and PTO.

Answer 187

These are achievement, responsibility, an opportunity to expand, and decision-making, and can only be achieved if hygiene factors are in place.

Answer 188

This is the power that allows a project manager to give rewards for the work that was done. This can include pay raises or time off.

Answer 189

This is when a project manager is an expert on the subject. With this power, more people tend to listen to you. This can include having experience, certifications, or licenses.

Answer 190

This is the power when you use the position to control the project team. Like, in a dictatorship.

Answer 191

This is power based on someone's personality or charisma. Like with Donald Trump.

Answer 192

This involves using punishment in order to manage the team and tends to lead to more conflict.

Answer 193

This is the process of managing the project team as the project is progressing. This is done throughout the execution process group and involves day-to-day management of the project team, which can include solving conflicts and coaching the team.

Answer 194

1) Project management plan 2) project documents a) issue log b) lessons learned together c) project team assignments d) team charter 3) team performance assessments 4) work performance reports 5) Enterprise environmental factors 6) Organizational process assets

Answer 195

1) interpersonal and team skills a) problem-solving/collaborate b) compromising/reconcile c) force/direct d) smooth/accommodate e) withdrawal/avoid 2) project management information system.

Answer 196

1) define the cause (not just the symptoms 2) analyze the problem 3) identify solutions 4) implement the selected solution 5) review the solution 6) confirm that the solution solved the problem

Answer 197

The ability to understand and manage personal emotions and those of the individuals around you.

Answer 198

1) Self-awareness 2) self-regulation 3) motivation 4) empathy 5) social skills.

Answer 199

1) Change requests 2) Project management plan updates 3) enterprise environmental factors updates 4) organizational process assets updates.

Answer 200

Stakeholders come together and come up with a solution that makes both side happy. it is a win-win scenario.

Answer 201

This is where both sides give up a little bit to come to a consensus on how to solve a problem. This is known as lose-lose, since both sides lose something.

Answer 202

In this technique, one side gets everything they want and the other side gets nothing. This often leads to more conflict.

Answer 203

In this scenario, stakeholders downplay conflict. They say things like "don't worry about it." This is lose-lose because the problem is not solved and may still exist.

Answer 204

in this scenario, one person walks away from the problem. The problem may still exist even if one walks away.

Answer 205

This is the ability to understand and manage personal emotions and those of the individuals around you. This is imperative for leaders and project managers.

Answer 206

1) Self-awareness 2) Self-regulation 3) Motivation 4) Empathy 5) Social Skills

Answer 207

A process that looks at how to correctly manage the physical resources on the project as the project is progressing.

Answer 208

This is a listing of all issues on a project. It is more related to dealing with physical resources versus non-tangible resources.

Answer 209

This is a list of what physical resources are being used on the project.

2nd 250 Cards Flashcards

(235 cards)