capm Flashcards
(378 cards)
1
Q
A set of conditions that is required to be met before deliverables are accepted.
A
Acceptance Criteria
2
Q
Products, results, or capabilities produced by a project and validated by the project customer or sponsors as meeting their specified acceptance criteria.
A
Accepted Deliverables
3
Q
An assessment of correctness within the quality management system.
A
Accuracy
4
Q
Multiple attributes associated with each schedule activity that can be included within the activity list. Include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.
A
Activity Attributes
5
Q
The quantitative assessments of the likely number of time periods that are required to complete an activity.
A
Activity Duration Estimates
6
Q
A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed.
A
Activity List
7
Q
The realized cost incurred for the work performed on an activity during a specific time period
A
Actual Cost (AC)
8
Q
A project life cycle that is iterative or incremental.
A
Adaptive Life Cycle
9
Q
A technique that allows large numbers of ideas to be classified into groups for review and analysis.
A
Affinity Diagrams
10
Q
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
Agreements
11
Q
A technique used to evaluate identified options in order to select the options or approaches to use to execute and perform the work of the project.
A
Alternative Analysis
12
Q
A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project.
A
Analogous Estimating
13
Q
A factor in the planning process that is considered to be true, real, or certain, without proof or demonstration.
A
Assumption
14
Q
A project document used to record all assumptions and constraints throughout the project life cycle.
A
Assumption Log
15
Q
Method of measuring quality that consists of noting the presence (or absence) of some characteristic (attribute) in each of the units under consideration.
A
Attribute Sampling
16
Q
The right to apply project resources, expend funds, make decisions, or give approvals.
A
Authority
17
Q
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.
A
Backward Pass
18
Q
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 to actual results.
A
Baseline
19
Q
Supporting documentation outlining the details used in establishing project estimates such as assumptions, constraints, level of detail, ranges, and confidence levels.
A
Basis of Estimates
20
Q
The comparison of actual or planned products, processes, and practices to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance.
A
Benchmarking
21
Q
The documented explanation defining the processes for creating, maximizing, and sustaining the benefits provided by a project or program.
A
Benefits Management Plan
22
Q
All documents used to solicit information, quotations, or proposals from prospective sellers.
A
Bid Documents
23
Q
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
Bidder Conference
24
Q
A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS).
A
Bottom-Up Estimating
25
The approved estimate for the project or any work breakdown structure component or any schedule activity.
Budget
26
The sum of all budgets established for the work to be performed.
Budget at Completion (BAC)
27
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.
Business Case
28
The net quantifiable benefit derived from a business endeavor. The benefit may be tangible, intangible, or both.
Business Value
29
A decomposition technique that helps trace an undesirable effect back to its root cause.
Cause and Effect Diagram
30
A process whereby modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or rejected
Change Control
31
A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions.
Change Control Board (CCB)
32
A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.
Change Control System
33
A comprehensive list of changes submitted during the project and their current status
Change Log
34
A component of the project management plan that establishes the change control board, documents the extent of its authority, and describes how the change control system will be implemented
Change Management Plan
35
A formal proposal to modify a document, deliverable, or baseline.
Change Request.
36
A technique for systematically reviewing materials using a list for accuracy and completeness.
Checklist Analysis
37
A tally sheet that can be used as a checklist when gathering data.
Checksheets
38
A request, demand, or assertion of rights by a seller against a buyer, or vice versa, for consideration, compensation, or payment under the terms of a legally binding contract, such as for a disputed change.
Claim
39
The process of processing, adjudicating, and communicating contract claims
Claims Administration
40
The process of finalizing all activities for the project, phase, or contract
Close Project or Phase
41
The process(es) performed to formally complete or close a project, phase, or contract.
Closing Process Group
42
A numbering system used to uniquely identify each component of the work breakdown structure (WBS)
Code of Accounts
43
The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.
Collect Requirements
44
An organizational placement strategy where the project team members are physically located close to one another in order to improve communication, working relationships, and productivity
Colocation
45
A systematic procedure, technique, or process used to transfer information among project stakeholders.
Communication Methods
46
A description, analogy, or schematic used to represent how the communication process will be performed for the project.
Communication Models
47
An analytical technique to determine the information needs of the project stakeholders through interviews, workshops, study of lessons learned from previous projects, etc.
Communication Requirements Analysis
48
A component of the project, program, or portfolio management plan that describes how, when, and by whom information about the project will be administered and disseminated.
Communications Management Plan
49
A technique to identify the preferred communication method, format, and content for stakeholders for planned communication activities.
Communication Styles Assessment
50
Specific tools, systems, computer programs, etc., used to transfer information among project stakeholders.
Communication Technology.
51
The process of obtaining seller responses, selecting a seller, and awarding a contract
Conduct Procurements
52
A component of the project management plan that describes how to identify and account for project artifacts under configuration control, and how to record and report changes to them
Configuration Management Plan
53
A collection of procedures used to track project artifacts and monitor and control changes to these artifacts.
Configuration Management System
54
Within the quality management system, this is a general concept of delivering results that fall within the limits that define acceptable variation for a quality requirement.
Conformance
55
A limiting factor that affects the execution of a project, program, portfolio, or process.
Constraint
56
A visual depiction of the product scope showing a business system (process, equipment, computer system, etc.), and how people and other systems (actors) interact with it.
Context Diagrams
57
An event or occurrence that could affect the execution of the project that may be accounted for with a reserve.
Contingency
58
Time or money allocated in the schedule or cost baseline for known risks with active response strategies.
Contingency Reserve
59
Responses provided which may be used in the event that a specific trigger occurs.
Contingent Response Strategies
60
A mutually binding agreement that obligates the seller to provide the specified product or service or result and obligates the buyer to pay for it.
Contract
61
The system used to collect, track, adjudicate, and communicate changes to a contract.
Contract Change Control System
62
Comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective action as needed.
Control
63
A management control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement.
Control Account.
64
A graphic display of process data over time and against established control limits, which has a centerline that assists in detecting a trend of plotted values toward either control limit
Control Chart.
65
The process of monitoring the status of the project to update the project costs and manage changes to the cost baseline.
Control Costs
66
The area composed of three standard deviations on either side of the centerline or mean of a normal distribution of data plotted on a control chart, which reflects the expected variation in the data. See also specification limits.
Control Limits
67
The process of managing procurement relationships, monitoring contract performance, making changes and corrections as appropriate, and closing out contracts.
Control Procurements
68
The process of monitoring and recording results of executing the quality management activities to assess performance and ensure the project outputs are complete, correct, and meet customer expectations.
Control Quality
69
The process of ensuring that the physical resources assigned and allocated to the project are available as planned, as well as monitoring the planned versus actual utilization of resources and performing corrective action as necessary.
Control Resources
70
The process of monitoring the status of the project to update the project schedule and manage changes to the schedule baseline
Control Schedule
71
The process of monitoring the status of the project and product scope and managing changes to the scope baaseline.
Control Scope
72
An intentional activity that realigns the performance of the project work with the project management plan.
Corrective Action
73
Summing the lower-level cost estimates associated with the various work packages for a given level within the project’s WBS or for a given cost control account.
Cost Aggregation
74
The approved version of the time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results.
Cost Baseline
75
A financial analysis tool used to determine the benefits provided by a project against its costs.
Cost-Benefit Analysis
76
A component of a project or program management plan that describes how costs will be planned, structured, and controlled.
Cost Management Plan
77
All costs incurred over the life of the product by investment in preventing nonconformance to requirements, appraisal of the product or service for conformance to requirements, and failure to meet requirements.
Cost of Quality (CoQ)
78
A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.
Cost Performance index (CPi)
79
A category of contract that involves payments to the seller for all legitimate actual costs incurred for completed work, plus an award fee representing seller profit
Cost Plus Award Fee Contract (CPAF)
80
A type of cost-reimbursable contract where the buyer reimburses the seller for the seller’s allowable costs (allowable costs are defined by the contract) plus a fixed amount of profit (fee)
Cost Plus Fixed Fee Contract (CPFF)
81
A type of cost-reimbursable contract where the buyer reimburses the seller for the seller’s allowable costs (allowable costs are defined by the contract), and the seller earns its profit if it meets defined performance criteria.
Cost Plus incentive Fee Contract (CPiF)
82
A type of contract involving payment to the seller for the seller’s actual costs, plus a fee typically representing the seller’s profit.
Cost-Reimbursable Contract
83
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.
Cost Variance (CV)
84
A technique used to shorten the schedule duration for the least incremental cost by adding resources
Crashing
85
The process of subdividing project deliverables and project work into smaller, more manageable components
Create WBS
86
Standards, rules, or tests on which a judgment or decision can be based or by which a product, service, result, or process can be evaluated.
Criteria
87
The sequence of activities that represents the longest path through a project, which determines the shortest possible duration.
Critical Path
88
A method used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths within the schedule model.
Critical Path Method (CPM)
89
Discrete, unorganized, unprocessed measurements or raw observations.
Data
90
A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.
Decision Tree Analysis
91
A technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts.
Decomposition
92
The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
Define Activities
93
The process of developing a detailed description of the project and product.
Define Scope
94
Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project.
Deliverable
95
The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
Determine Budget
96
The method used to create and evolve the product, service, or result during the project life cycle, such as predictive, iterative, incremental, agile, or a hybrid method.
Development Approach
97
The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
Develop Project Charter
98
The process of defining, preparing, and coordinating all plan components and consolidating them into an integrated project management plan.
Develop Project Management Plan
99
The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model for project execution and monitoring and controlling.
Develop Schedule
100
The process of improving competences, team member interaction, and overall team environment to enhance project performance.
Develop Team
101
Approaches to presenting information with logical linkages that aid in understanding.
Diagramming Techniques
102
The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’s objectives.
Direct and Manage Project Work
103
An activity that can be planned and measured and that yields a specific output. [Note: One of three earned value management (EVM) types of activities used to measure work performance.]
Discrete Effort
104
A relationship that is established based on knowledge of best practices within a particular application area or an aspect of the project where a specific sequence is desired
Discretionary Dependency
105
he process of gathering a corpus of information and reviewing it to determine accuracy and completeness
Documentation Reviews
106
The total number of work periods required to complete an activity or work breakdown structure component, expressed in hours, days, or weeks. Contrast with effort.
Duration
107
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.
Early Finish Date (EF)
108
In the critical path method, the earliest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic, the data date, and any schedule constraints.
Early Start Date (ES)
109
The measure of work performed expressed in terms of the budget authorized for that work
Earned Value (EV)
110
A methodology that combines scope, schedule, and resource measurements to assess project performance and progress.
Earned Value Management
111
The number of labor units required to complete a schedule activity or work breakdown structure component, often expressed in hours, days, or weeks. Contrast with duration
Effort
112
The ability to identify, assess, and manage the personal emotions of oneself and other people, as well as the collective emotions of groups of people.
Emotional intelligence
113
Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio.
Enterprise Environmental Factors
114
A quantitative assessment of the likely amount or outcome of a variable, such as project costs, resources, effort, or durations
Estimate
115
The process of estimating the number of work periods needed to complete individual activities with the estimated resources
Estimate Activity Durations
116
The process of estimating team resources and the type and quantities of material, equipment, and supplies necessary to perform project work
Estimate Activity Resources
117
The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete.
Estimate at Completion (EAC)
118
The process of developing an approximation of the monetary resources needed to complete project work
Estimate Costs
119
The expected cost to finish all the remaining project work.
Estimate to Complete (ETC)
120
Directing, managing, performing, and accomplishing the project work; providing the deliverables; and providing work performance information
Execute
121
Those processes performed to complete the work defined in the project management plan to satisfy the project requirements
Executing Process Group
122
Judgment provided based upon expertise in an application area, knowledge area, discipline, industry, etc., as appropriate for the activity being performed. Such expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training.
Expert Judgment
123
Knowledge that can be codified using symbols such as words, numbers, and pictures.
Explicit Knowledge
124
A relationship between project activities and non-project activities
External Dependency
125
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.
Fallback Plan
126
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.
Fast Tracking
127
point in time associated with a schedule activity’s completion. Usually qualified by one of the following: actual, planned, estimated, scheduled, early, late, baseline, target, or current.
Finish Date
128
A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.
Finish-to-Finish (FF)
129
A logical relationship in which a successor activity cannot start until a predecessor activity has finished.
Finish-to-Start (FS)
130
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.
Firm Fixed Price Contract (FFP)
131
An agreement that sets the fee that will be paid for a defined scope of work regardless of the cost or effort to deliver it
Fixed-Price Contract
132
A type of contract where the buyer pays the seller a set amount (as defined by the contract), and the seller can earn an additional amount if the seller meets defined performance criteria.
Fixed Price incentive Fee Contract (FPiF)
133
A fixed-price contract, but with a special provision allowing for predefined final adjustments to the contract price due to changed conditions, such as inflation changes, or cost increases (or decreases) for specific commodities
Fixed Price with Economic Price Adjustment Contract (FPEPA)
134
The depiction in a diagram format of the inputs, process actions, and outputs of one or more processes within a system.
Flowchart
135
An elicitation technique that brings together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product, service, or result.
Focus Groups
136
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.
Forecast
137
A critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or a given point in time.
Forward Pass
138
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
Free Float
139
An organizational structure in which staff is grouped by areas of specialization and the project manager has limited authority to assign work and apply resources.
Functional Organization
140
The process of comparing the planned expenditure of project funds against any limits on the commitment of funds for the project to identify any variances between the funding limits and the planned expenditures.
Funding Limit Reconciliation
141
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.
Gantt Chart
142
A category or rank used to distinguish items that have the same functional use but do not share the same requirements for quality.
Grade
143
Expectations regarding acceptable behavior by project team members.
Ground Rules
144
A bar chart that shows the graphical representation of numerical data.
Histogram
145
Documents and data on prior projects including project files, records, correspondence, closed contracts, and closed projects.
Historical Information
146
The process of identifying individual risks as well as sources of overall risk and documenting their characteristics.
Identify Risks
147
The process of identifying project stakeholders regularly and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.
identify Stakeholders
148
The process of implementing agreed-upon risk response plans.
Implement Risk Responses
149
A fixed date imposed on a schedule activity or schedule milestone, usually in the form of a “start no earlier than” and “finish no later than” date.
Imposed Date
150
A set of financial incentives related to cost, schedule, or technical performance of the seller.
Incentive Fee
151
An adaptive project life cycle in which the deliverable is produced through a series of iterations that successively add functionality within a predetermined time frame. The deliverable contains the necessary and sufficient capability to be considered complete only after the final iteration.
Incremental Life Cycle
152
A process of using a third party to obtain and analyze information to support prediction of cost, schedule, or other items.
Independent Estimates
153
A graphical representation of situations showing causal influences, time ordering of events, and other relationships among variables and outcomes.
Influence Diagram
154
Organized or structured data, processed for a specific purpose to make it meaningful, valuable, and useful in specific contexts.
Information
155
Facilities, processes, and procedures used to collect, store, and distribute information between producers and consumers of information in physical or electronic format.
Information Management Systems
156
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.
Initiating Process Group
157
Any item, whether internal or external to the project, which is required by a process before that process proceeds. May be an output from a predecessor process.
Input
158
Skills used to effectively lead and interact with team members and other stakeholders
Interpersonal and Team Skills
159
Generally, this term is equivalent to request for proposal. However, in some application areas, it may have a narrower or more specific meaning.
Invitation for Bid (iFB)
160
A project document where information about issues is recorded and monitored.
Issue Log
161
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.
Iterative Life Cycle
162
A mixture of experience, values and beliefs, contextual information, intuition, and insight that people use to make sense of new experiences and information
Knowledge
163
The amount of time whereby a successor activity will be delayed with respect to a predecessor activity.
Lag
164
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.
Late Finish Date (LF)
165
In the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic, the project completion date, and any schedule constraints.
Late Start Date (LS)
166
The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.
Lead
167
A project document used to record knowledge gained during a project so that it can be used in the current project and entered into the lessons learned repository.
Lessons Learned Register
168
An activity that does not produce definitive end products and is measured by the passage of time.
Level of Effort (LOE)
169
The process of gathering and organizing data about product requirements and analyzing them against available alternatives including the purchase or internal manufacture of the product.
Make-or-Buy Analysis
170
The process of ensuring timely and appropriate collection, creation, distribution, storage, retrieval, management, monitoring, and the ultimate disposition of project information.
Manage Communications
171
An amount of the project budget or project schedule held outside of the performance measurement baseline (PMB) for management control purposes, that is reserved for unforeseen work that is within scope of the project.
Management Reserve
172
The ability to plan, organize, direct, and control individuals or groups of people to achieve specific goals.
Management Skills
173
The process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organizational learning.
Manage Project Knowledge
174
The process of translating the quality management plan into executable quality activities that incorporate the organization’s quality policies into the project.
Manage Quality
175
The process of communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement.
Manage Stakeholder Engagement
176
The process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance.
Manage Team
177
A relationship that is contractually required or inherent in the nature of the work.
Mandatory Dependency
178
A quality management and control tool used to perform data analysis within the organizational structure created in the matrix. Seeks to show the strength of relationships between factors, causes, and objectives that exist between the rows and columns that form the matrix.
Matrix Diagrams
179
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.
Matrix Organization
180
A system of practices, techniques, procedures, and rules used by those who work in a discipline.
Methodology
181
A significant point or event in a project, program, or portfolio.
Milestone
182
A type of schedule that presents milestones with planned dates. See also master schedule.
Milestone Schedule
183
A technique used to consolidate ideas created through individual brainstorming sessions into a single map to reflect commonality and differences in understanding and to generate new ideas.
Mind-Mapping
184
Collect project performance data, produce performance measures, and report and disseminate performance information.
Monitor
185
The process of tracking, reviewing, and reporting overall progress to meet the performance objectives defined in the project management plan.
Monitor and Control Project Work
186
The process of ensuring that the information needs of the project and its stakeholders are met.
Monitor Communications
187
Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes.
Monitoring and Controlling Process Group
188
The process of monitoring the implementation of agreed-upon risk response plans, tracking identified risks, identifying and analyzing new risks, and evaluating risk process effectiveness throughout the project.
Monitor Risks
189
The process of monitoring project stakeholder relationships, and tailoring strategies for engaging stakeholders through the modification of engagement strategies and plans.
Monitor Stakeholder Engagement
190
An analysis technique where a computer model is iterated many times, with the input values chosen at random for each iteration driven by the input data, including probability distributions and probabilistic branches. Outputs are generated to represent the range of possible outcomes for the project.
Monte Carlo Simulation
191
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.
Multicriteria Decision Analysis
192
A point at which dependency lines connect on a schedule network diagram.
Node
193
A technique that enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or for prioritization.
Nominal Group Technique
194
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.
Objective
195
A risk that would have a positive effect on one or more project objectives.
Opportunity
196
A hierarchical representation of the project organization, which illustrates the relationship between project activities and the organizational units that will perform those activities.
Organizational Breakdown Structure (OBS)
197
Plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization.
Organizational Process Assets
198
A product, result, or service generated by a process. May be an input to a successor process.
Output
199
The effect of uncertainty on the project as a whole, arising from all sources of uncertainty including individual risks, representing the exposure of stakeholders to the implications of variations in project outcome, both positive and negative.
Overall Project Risk
200
An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.
Parametric Estimating
201
A relationship in which a schedule activity has more than one predecessor
Path Convergence
202
A relationship in which a schedule activity has more than one successor
Path Divergence
203
Integrated scope, schedule, and cost baselines used for comparison to manage, measure, and control project execution
Performance Measurement Baseline (PMB)
204
The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating the decisions.
Perform integrated Change Control
205
The process of prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and impact as well as other characteristics.
Perform Qualitative Risk Analysis
206
The process of numerically analyzing the combined effect of identified individual project risks and other sources of uncertainty on overall project objectives.
Perform Quantitative Risk Analysis
207
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.
Phase Gate
208
The process of developing an appropriate approach and plan for project communication activities based on the information needs of each stakeholder or group, available organizational assets, and the needs of the project.
Plan Communications Management
209
The process of defining how the project costs will be estimated, budgeted, managed, monitored, and controlled.
Plan Cost Management
210
The authorized budget assigned to scheduled work.
Planned Value (PV)
211
Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve
Planning Process Group
212
The process of documenting project procurement decisions, specifying the approach, and identifying potential sellers
Plan Procurement Management
213
The process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with quality requirements and/or standards.
Plan Quality Management
214
The process of defining how to estimate, acquire, manage, and utilize physical and team resources.
Plan Resource Management
215
The process of defining how to conduct risk management activities for a project.
Plan Risk Management
216
The process of developing options, selecting strategies, and agreeing on actions to address overall project risk exposure, as well as to treat individual project risks.
Plan Risk Responses
217
The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule
Plan Schedule Management
218
The process of creating a scope management plan that documents how the project and product scope will be defined, validated, and controlled
Plan Scope Management
219
The process of developing approaches to involve project stakeholders, based on their needs, expectations, interests, and potential impact on the project.
Plan Stakeholder Engagement
220
Decisions made by the largest block in a group, even if a majority is not achieved.
Plurality
221
Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.
Portfolio
222
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.
Precedence Diagramming Method (PDM)
223
A form of project life cycle in which the project scope, time, and cost are determined in the early phases of the life cycle.
Predictive Life Cycle
224
A grid for mapping the probability of occurrence of each risk and its impact on project objectives if that risk occurs.
Probability and impact Matrix
225
An established method of accomplishing a consistent performance or result, a procedure typically can be described as the sequence of steps that will be used to execute a process.
Procedure
226
A systematic series of activities directed towards causing an end result such that one or more inputs will be acted upon to create one or more outputs.
Process
227
The review of contracts and contracting processes for completeness, accuracy, and effectiveness.
Procurement Audits
228
The documents utilized in bid and proposal activities, which include the buyer’s Invitation for bid, invitation for negotiations, request for information, request for quotation, request for proposal, and seller’s responses.
Procurement Documents
229
A component of the project or program management plan that describes how a project team will acquire goods and services from outside of the performing organization.
Procurement Management Plan
230
Describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products, services, or results.
Procurement Statement of Work
231
The approach by the buyer to determine the project delivery method and the type of legally binding agreement(s) that should be used to deliver the desired results.
Procurement Strategy
232
An artifact that is produced, is quantifiable, and can be either an end item in itself or a component item. Additional words are material and goods. See also deliverable.
Product
233
For projects that have a product as a deliverable, it is a tool to define scope that generally means asking questions about a product and forming answers to describe the use, characteristics, and other relevant aspects of what is going to be manufactured.
Product Analysis
234
The series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement
Product Life Cycle
235
The features and functions that characterize a product, service, or result.
Product Scope
236
Related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually.
Program
237
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.
Progressive Elaboration
238
A temporary endeavor undertaken to create a unique product, service, or result
Project
239
A calendar that identifies working days and shifts that are available for scheduled activities.
Project Calendar
240
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.
Project Charter
241
Includes the processes required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information.
Project Communications Management
242
Includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so the project can be completed within the approved budget.
Project Cost Management
243
Forecast project costs to be paid that are derived from the cost baseline for total or periodic requirements, including projected expenditures plus anticipated liabilities.
Project Funding Requirements
244
The framework, functions, and processes that guide project management activities in order to create a unique product, service, or result to meet organizational, strategic, and operational goals.
Project Governance
245
Launching a process that can result in the authorization of a new project.
Project Initiation
246
Includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.
Project Integration Management
247
The series of phases that a project passes through from its start to its completion.
Project Life Cycle
248
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
Project Management
249
An information system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes
Project Management Information System
250
A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.
Project Management Office (PMO)
251
The document that describes how the project will be executed, monitored and controlled, and closed.
Project Management Plan
252
A logical grouping of project management inputs, tools and techniques, and outputs. Include initiating processes, planning processes, executing processes, monitoring and controlling processes, and closing processes. Not project phases.
Project Management Process Group
253
A document that graphically depicts the project team members and their interrelationships for a specific project.
Project Organization Chart
254
A collection of logically related project activities that culminates in the completion of one or more deliverables.
Project Phase
255
Project Procurement Management includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team.
Project Procurement Management
256
Project Quality Management includes the processes for incorporating the organization’s quality policy regarding planning, managing, and controlling project and product quality requirements, in order to meet stakeholders’ expectations.
Project Quality Management
257
Project Resource Management includes the processes to identify, acquire, and manage the resources needed for the successful completion of the project.
Project Resource Management
258
Includes the processes of conducting risk management planning, identification, analysis, response planning, response implementation, and monitoring risk on a project.
Project Risk Management
259
An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources.
Project Schedule
260
Includes the processes required to manage the timely completion of the project.
Project Schedule Management
261
A graphical representation of the logical relationships among the project schedule activities.
Project Schedule Network Diagram
262
The work performed to deliver a product, service, or result with the specified features and functions.
Project Scope
263
Includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully
Project Scope Management
264
The description of the project scope, major deliverables, assumptions, and constraints.
Project Scope Statement
265
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.
Project Stakeholder Management
266
A set of individuals who support the project manager in performing the work of the project to achieve its objectives.
Project Team
267
The process of reviewing proposals provided by suppliers to support contract award decisions.
Proposal Evaluation Techniques
268
A method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it.
Prototypes
269
The degree to which a set of inherent characteristics fulfills requirements.
Quality
270
A structured, independent process to determine if project activities comply with organizational and project policies, processes, and procedures.
Quality Audits
271
A component of the project or program management plan that describes how applicable policies, procedures, and guidelines will be implemented to achieve the quality objectives.
Quality Management Plan
272
The organizational framework whose structure provides the policies, processes, procedures, and resources required to implement the quality management plan.
Quality Management System
273
A policy specific to the Project Quality Management Knowledge Area, it establishes the basic principles that should govern the organization’s actions as it implements its system for quality management.
Quality Policy
274
A project document that includes quality management issues, recommendations for corrective actions, and a summary of findings from quality control activities and may include recommendations for process, project, and product improvements.
Quality Report
275
A common type of responsibility assignment matrix that uses responsible, accountable, consult, and inform statuses to define the involvement of stakeholders in project activities.
RACi Chart
276
An analytical technique where a series of input variables are examined in relation to their corresponding output results in order to develop a mathematical or statistical relationship
Regression Analysis
277
Requirements imposed by a governmental body. These requirements can establish product, process, or service characteristics, including applicable administrative provisions that have government-mandated compliance.
Regulations
278
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.
Request for information (RFi)
279
A type of procurement document used to request proposals from prospective sellers of products or services. In some application areas, it may have a narrower or more specific meaning.
Request for Proposal (RFP).
280
A type of procurement document used to request price quotations from prospective sellers of common or standard products or services. Sometimes used in place of request for proposal and, in some application areas, it may have a narrower or more specific meaning.
Request for Quotation (RFQ)
281
A condition or capability that is necessary to be present in a product, service, or result to satisfy a business need.
Requirement
282
A description of how individual requirements meet the business need for the project.
Requirements Documentation
283
A component of the project or program management plan that describes how requirements will be analyzed, documented, and managed
Requirements Management Plan
284
A grid that links product requirements from their origin to the deliverables that satisfy them.
Requirements Traceability Matrix
285
An analytical technique to determine the essential features and relationships of components in the project management plan to establish a reserve for the schedule duration, budget, estimated cost, or funds for a project.
Reserve Analysis
286
The risk that remains after risk responses have been implemented
Residual Risk
287
A team member or any physical item needed to complete the project.
Resource
288
A hierarchical representation of resources by category and type.
Resource Breakdown Structure
289
A calendar that identifies the working days and shifts upon which each specific resource is available.
Resource Calendar
290
A resource optimization technique in which adjustments are made to the project schedule to optimize the allocation of resources and which may affect critical path.
Resource Leveling
291
A component of the project management plan that describes how project resources are acquired, allocated, monitored, and controlled
Resource Management Plan
292
A technique in which activity start and finish dates are adjusted to balance demand for resources with the available supply.
Resource Optimization Technique
293
A resource optimization technique in which free and total float are used without affecting the critical path.
Resource Smoothing
294
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.
Responsibility
295
A grid that shows the project resources assigned to each work package.
Responsibility Assignment Matrix (RAM)
296
An output from performing project management processes and activities. Include outcomes (e.g., integrated systems, revised process, restructured organization, tests, trained personnel, etc.) and documents (e.g., policies, plans, studies, procedures, specifications, reports, etc.).
Result
297
Action taken to bring a defective or nonconforming component into compliance with requirements or specifications.
Rework
298
An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.
Risk
299
A risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs.
Risk Acceptance
300
The degree of uncertainty an organization or individual is willing to accept in anticipation of a reward.
Risk Appetite
301
A risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact.
Risk Avoidance
302
A hierarchical representation of potential sources of risks.
Risk Breakdown Structure (RBS)
303
Organization by sources of risk (e.g., using the RBS), the area of the project affected (e.g., using the WBS), or other useful category (e.g., project phase) to determine the areas of the project most exposed to the effects of uncertainty.
Risk Categorization
304
Technique to evaluate the degree to which the data about risks is useful for risk management.
Risk Data Quality Assessment
305
A risk response strategy whereby the project team acts to increase the probability of occurrence or impact of an opportunity.
Risk Enhancement
306
A risk response strategy whereby the team acknowledges that a risk is outside of its sphere of influence and shifts the ownership of the risk to a higher level of the organization where it is more effectively managed.
Risk Escalation
307
A risk response strategy whereby the project team acts to ensure that an opportunity occurs.
Risk Exploiting
308
An aggregate measure of the potential impact of all risks at any given point in time in a project, program, or portfolio.
Risk Exposure
309
A component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed.
Risk Management Plan
310
A risk response strategy whereby the project team acts to decrease the probability of occurrence or impact of a threat.
Risk Mitigation
311
A repository in which outputs of risk management processes are recorded.
Risk Register
312
A project document developed progressively throughout the Project Risk Management processes, which summarizes information on individual project risks and the level of overall project risk.
Risk Report
313
A risk response strategy whereby the project team allocates ownership of an opportunity to a third party who is best able to capture the benefit of that opportunity.
Risk Sharing
314
The level of risk exposure above which risks are addressed and below which risks may be accepted.
Risk Threshold
315
A risk response strategy whereby the project team shifts the impact of a threat to a third party, together with ownership of the response
Risk Transference
316
An iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level.
Rolling Wave Planning
317
An analytical technique used to determine the basic underlying reason that causes a variance or a defect or a risk. May underlie more than one variance or defect or risk.
Root Cause Analysis
318
The approved version of a schedule model that can be changed using formal change control procedures and is used as the basis for comparison to actual results.
Schedule Baseline
319
A technique used to shorten the schedule duration without reducing the project scope.
Schedule Compression
320
A component of the project or program management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule.
Schedule Management Plan
321
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.
Schedule Model
322
A technique to identify early and late start dates, as well as early and late finish dates, for the uncompleted portions of project activities.
Schedule Network Analysis
323
A measure of schedule efficiency expressed as the ratio of earned value to planned value.
Schedule Performance index (SPi)
324
A measure of schedule performance expressed as the difference between the earned value and the planned value.
Schedule Variance (SV)
325
The sum of the products, services, and results to be provided as a project.
Scope
326
The approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed using formal change control procedures and is used as a basis for comparison to actual results.
Scope Baseline
327
The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources.
Scope Creep
328
A component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled, and validated.
Scope Management Plan
329
A risk that arises as a direct result of implementing a risk response.
Secondary Risk
330
A team formation where the team functions with an absence of centralized control.
Self-Organizing Teams
331
Formal responses from sellers to a request for proposal or other procurement document specifying the price, commercial terms of sale, and technical specifications or capabilities the seller will do for the requesting organization that, if accepted, would bind the seller to perform the resulting agreement.
Seller Proposals
332
An analysis technique to determine which individual project risks or other sources of uncertainty have the most potential impact on project outcomes, by correlating variations in project outcomes with variations in elements of a quantitative risk analysis model.
Sensitivity Analysis
333
The process of identifying and documenting relationships among the project activities.
Sequence Activities
334
A contract between a service provider (either internal or external) and the end user that defines the level of service expected from the service provider.
Service Level Agreement (SLA)
335
An analytical technique that models the combined effect of uncertainties to evaluate their potential impact on objectives.
Simulation
336
A set of attributes desired by the buyer which a seller is required to meet or exceed to be selected for a contract.
Source Selection Criteria
337
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.
Specification Limits
338
A person or group who provides resources and support for the project, program, or portfolio and is accountable for enabling success.
Sponsor
339
An individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio.
Stakeholder
340
A technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project.
Stakeholder Analysis
341
A matrix that compares current and desired stakeholder engagement levels.
Stakeholder Engagement Assessment Matrix
342
A component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project or program decision making and execution.
Stakeholder Engagement Plan
343
A project document including the identification, assessment, and classification of project stakeholders.
Stakeholder Register
344
A logical relationship in which a successor activity cannot finish until a predecessor activity has started.
Start-to-Finish (SF)
345
A logical relationship in which a successor activity cannot start until a predecessor activity has started.
Start-to-Start (SS)
346
A narrative description of products, services, or results to be delivered by the project.
Statement of Work (SOW)
347
A dependent activity that logically comes after another activity in a schedule.
Successor Activity
348
A group of related schedule activities aggregated and displayed as a single activity.
Summary Activity
349
Analysis of strengths, weaknesses, opportunities, and threats of an organization, project, or option.
SWOT Analysis
350
Personal knowledge that can be difficult to articulate and share such as beliefs, experience, and insights.
Tacit Knowledge
351
Determining the appropriate combination of processes, inputs, tools, techniques, outputs, and life cycle phases to manage a project.
Tailoring
352
A document that records the team values, agreements, and operating guidelines, as well as establishing clear expectations regarding acceptable behavior by project team members.
Team Charter
353
A component of the resource management plan that describes when and how team members will be acquired and how long they will be needed.
Team Management Plan
354
A risk that would have a negative effect on one or more project objectives.
Threat
355
A technique used to estimate cost or duration by applying an average or weighted average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates.
Three-Point Estimating
356
A predetermined value of a measurable project variable that represents a limit that requires action to be taken if it is reached.
Threshold
357
A type of contract that is a hybrid contractual arrangement containing aspects of both cost-reimbursable and fixed-price contracts.
Time and Material Contract (T&M)
358
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.
To-Complete Performance index (TCPi)
359
The quantified description of acceptable variation for a quality requirement.
Tolerance
360
A special type of bar chart used in sensitivity analysis for comparing the relative importance of the variables.
Tornado Diagram
361
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.
Total Float
362
An analytical technique that uses mathematical models to forecast future outcomes based on historical results.
Trend Analysis
363
An event or situation that indicates that a risk is about to occur.
Trigger Condition
364
The process of formalizing acceptance of the completed project deliverables.
Validate Scope
365
A quantifiable deviation, departure, or divergence away from a known baseline or expected value.
Variance
366
A technique for determining the cause and degree of difference between the baseline and actual performance.
Variance Analysis
367
A projection of the amount of budget deficit or surplus, expressed as the difference between the budget at completion and the estimate at completion.
Variance At Completion (VAC)
368
An actual condition that is different from the expected condition that is contained in the baseline plan.
Variation
369
Completed project deliverables that have been checked and confirmed for correctness through the Control Quality process.
Verified Deliverables
370
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.
Voice of the Customer
371
A document that provides detailed deliverable, activity, and scheduling information about each component in the work breakdown structure.
WBS Dictionary
372
The process of evaluating scenarios in order to predict their effect on project objectives.
What-if Scenario Analysis
373
A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.
Work Breakdown Structure (WBS)
374
An entry in the work breakdown structure that can be at any level.
Work Breakdown Structure Component
375
The work defined at the lowest level of the work breakdown structure for which cost and duration are estimated and managed.
Work Package
376
The raw observations and measurements identified during activities being performed to carry out the project work.
Work Performance Data
377
The performance data collected from controlling processes, analyzed in comparison with project management plan components, project documents, and other work performance information.
Work Performance Information
378
he physical or electronic representation of work performance information compiled in project documents, intended to generate decisions, actions, or awareness.
Work Performance Reports
