CompTia Project Glossary - Part 02 Flashcards
1
Q
A standard of measurement that specifically defines how something will be measured.
A
metric
2
Q
A major deliverable or key event in the project used to measure project progress.
A
milestone
3
Q
This project process group is where activities are performed to monitor the progress of the project and determine whether there are variances from the project plan. Corrective actions are taken during this process to get the project back on course.
A
monitoring and controlling
4
Q
A project that is initiated by multiple business units.
A
multiple business unit project
5
Q
Negotiating is a leadership technique and a conflict - resolution technique. Negotiating is the act of two or more parties explaining their needs and coming to a mutual agreement on a resolution.
A
negotiating
6
Q
Evaluation of the cash inflows using the discounted cash flow technique, which is applied to each period the inflows are expected. The total present value of the cash flows is deducted from the initial investment; this assumes that cash inflows are reinvested at the cost of capital. It is similar to discounted cash flows.
A
net present value (NPV)
7
Q
A depiction of project activities and the interrelationships between these activities.
A
network diagram
8
Q
Operations typically involve ongoing functions that support the production of goods or services. They don ? t have a beginning or an end.
A
operations
9
Q
A high - level estimate of the time and cost of a project based on the actual cost and duration of a similar project.
A
order of magnitude
10
Q
The process of addressing factors that may impact how to manage a project team, defining roles and responsibilities for project team members, identifying how the project team will be organized, and documenting a staffing management plan.
A
organization planning
11
Q
A quantitatively based estimating technique that is typically calculated by multiplying rate times quantity.
A
parametric estimating
12
Q
A Quality Control technique used to rank importance of a problem based on its frequency of occurrence over time. This diagram is based on the Pareto principle, more commonly referred to as the 80/20 rule , which says that the majority of defects are caused by a small set of problems
A
pareto diagram
13
Q
The length of time it takes a company to recover the initial cost of producing the product or service of the project.
A
payback period
14
Q
Collecting information regarding project progress and project accomplishments and reporting it to the stakeholders, project team members, management team, and other interested parties. It also makes predictions regarding future project performance.
A
performance reporting
15
Q
cost of work that ? s been budgeted for an activity during a certain time period.
A
planned value (PV)
16
Q
The process group where the project plans are developed that will be used throughout the project to direct, monitor, and control work results. The primary result of this process is the project plan.
A
planning
17
Q
Performed when a project is canceled or ends prematurely. It describes the reasons for cancellation or failure and documents the deliverables that were completed.
A
post-mortem analysis
18
Q
Conducted at the end of the project to document lessons learned.
A
post-project review
19
Q
A network diagramming method that places activities on nodes, which connect to dependent activities using arrows. Also known as activity on node .
A
precedence diagramming method (PDM)
20
Q
A task on the network diagram that occurs before another task.
A
predecessor
21
Q
An investigation at project request time to determine the costs and benefits of the project, as well as examine alternatives to the proposed solution in order to determine the feasibility of carrying out the project
A
preliminary investigation
22
Q
A type of change request that usually occur during the Monitoring and Controlling process group. Preventive actions are implemented to help reduce the probability of a negative risk event.
A
preventative action
23
Q
A Quality Control tool and technique that keeps errors from reaching the customer. Prevention is less expensive than having to fix problems after they ? ve occurred.
A
prevention
24
Q
The cost of activities performed to avoid quality problems, including quality planning, training, and any product or process testing.
A
prevention costs
25
The likelihood a risk event will occur. Probability is expressed as a number between 0.0 and 1.0.
probability
26
The process of identifying what goods or services will be purchased from outside the organization. It uses make - or - buy analysis to determine whether goods or services should be purchased outside the organization or produced internally.
procurement planning
27
Explains the major characteristics of the product and describes the relationship between the business need and the product. This is also referred to as high - level requirements .
product description
28
Occurs in the Close Procurements process and determines whether the work of the contract is acceptable and satisfactory.
product verification
29
A grouping of related projects that are managed together to capitalize on benefits that couldn ? t be achieved if the projects were managed separately.
program
30
Calculates the expected value, or weighted average, of critical path tasks to determine project duration by using three estimates: most likely, pessimistic, and optimistic. The PERT calculation is (optimistic + pessimistic + (4 ? most likely)) / 6.
program evaluation and review technique (PERT)
31
Reports from project team members listing the tasks each team member is working on, the current progress of each task, and the work remaining.
progress reports
32
Temporary in nature, with a definite start and end date; creates a unique product, service, or result. It is completed when the goals and objectives of the project have been met and signed off on by the stakeholders.
project
33
An organizational structure focused on projects. Project managers generally have ultimate authority over the project, and sometimes supporting departments such as human resources and accounting might report to the project manager. Project managers are responsible for making project decisions and acquiring and assigning resources.
project-based organization
34
The person who fully understands, believes in, and espouses the benefits of the project to the organization. This is the cheerleader for the project.
project champion
35
An official, written acknowledgment and recognition that a project exists. It ? s signed by the project sponsor and gives the project manager authority to assign organizational resources to the work of the project.
project charter
36
The formal acceptance of a project and the activities required to formally end the project work.
project closure
37
Documents the key characteristics of the product or service that will be created by the project.
project description
38
Carrying out the project plan. Activities are clarified, the work is authorized to begin, resources are committed and assigned to activities, and the product or service of the project is created. The largest portion of the project budget will be spent during this process.
project execution
39
Documentation in the project charter that includes the reason the project is being undertaken and the business need the project will address.
project justification
40
The grouping of project phases in a sequential order from the beginning of the project to the close.
project life cycle
41
Applying skills, knowledge, and project management tools and techniques to fulfill the project requirements.
project management
42
The world ? s leading professional project management association.
Project Management Institute (PMI)
43
The nine project management groupings, or Knowledge Areas, that bring together common or related processes. They are Integration, Scope, Time, Cost, Quality, Human Resource, Communications, Risk, and Procurement
project management knowledge areas
44
Established by organizations to create and maintain procedures and standards for project management methodologies to be used throughout the organization.
project management office (PMO)
45
The person responsible for applying the skills, knowledge, and project management tools and techniques to the project activities to successfully complete the project objectives.
project manager
46
Measures that the project manager uses to determine whether the project is on track, such as any deviation from the baseline schedule or the baseline budget.
project performance indicators
47
A document, or assortment of documents, that constitutes what the project is, what the project will deliver, and how all the processes will be managed. Used as the guideline throughout the project Executing and Controlling phases to track and measure project performance and to make future project decisions. Also used as a communication and information tool for stakeholders, team members, and management.
project plan
48
A formal presentation by the project manager or project team members to the sponsor, the client, and the other executive stakeholders.
project review
49
Determines the start and finish dates for project activities and assigns resources to the activities.
project schedule
50
Used to determine which proposed projects are approved to move forward.
project selection
51
A project that undertakes to prove that a specific activity can be done or an idea can be accomplished.
proof of concept
52
Determining the impact of identified risks on the project and the probability they?ll occur. Aligns risks in a priority order according to their effect on the project objectives.
qualitative risk analysis
53
Monitoring work results to see whether they fulfill the quality standards et out in the quality management plan; determines whether the end product conforms to the requirements and product description defined during the planning processes.
quality control
54
Describes how the project management team will enact the quality policy and documents the resources needed to carry out the quality plan. It describes the responsibilities of the project team in implementing quality and outlines all the processes and procedures the project team and organization will use to satisfy quality requirements.
quality management plan
55
Identifying the quality standards applicable for the project and how they ? ll be fulfilled.
quality planning
56
A complex analysis technique that uses a mathematical approach to numerically analyze the probability and impact of risk events.
quantitative risk analysis
57
A duration estimate obtained by applying a productivity rate of the resource performing the task.
quantitatively based durations
58
A type of responsibility assignment matrix that describes the resources needed for the task and their role for that task using the following descriptors: responsible, accountable, consult, or inform.
RACI chart
59
Setting a new project baseline because of substantial changes to the schedule or the budget.
rebaselining
60
This process is where the project manager gathers and documents the collection of baseline data for the project. Baseline data includes cost, schedule, scope, and quality data. Performance report information is delivered to the stakeholders at project status meetings and steering committee meetings
Report Performance
61
A document that is sent out to potential vendors requesting them to provide a proposal on a product or service.
request for proposal (RFP)
62
The specifications and characteristics of the goal or deliverable.
requirement
63
A process that defines and documents all the resources needed and the quantity of resources needed to perform project activities, including human, material, and equipment resources.
resource planning
64
A listing of all the job titles within a company or department with a brief description of the job. It may also identify the number of people currently employed in each job title.
resource pool description
65
A document containing a description of the resources needed from all three resource types for work package items from the WBS.
resource requirements
66
A resource chart that defines the WBS identifier, the resource type needed for the WBS element, and the quantity of resources needed for the task. A WBS is displayed in chart form.
responsibility assignment matrix (RAM)
67
An update to the approved start or end date of the schedule baseline, typically a result of approved scope changes.
revision
68
An action that is taken as a result of quality activities to correct a defect.
rework
69
A potential future event that can have either negative or positive consequences.
risk
70
The process used to identify and focus on those risks that are the most critical to the success of your project.
risk analysis
71
Identifying the potential project risks and documenting their characteristics.
risk identification
72
A numbered list of risks that are produced during the risk identification process and that are documented within a risk register.
risk list
73
Details how risk management processes will be implemented, monitored, and controlled throughout the life of the project. It does not define responses to individual risks.
risk management plan
74
The process that involves implementing the risk response plan, tracking and monitoring identified risks, and identifying and responding to new risks as they occur.
risk monitoring and control
75
Identifying, analyzing, and determining how risk events will be managed for a project.
risk planning
76
A process that describes how to reduce threats and take advantage of opportunities, documents the plan for negative and positive risk events, and assigns owners to each risk.
risk response planning
77
An event that warns a risk is imminent and a response plan should be implemented.
risk trigger
78
A Quality Control tool and technique that shows variation in the process over time or shows trends such as improvements or the lack of improvements in the process.
run chart
79
The final, approved project schedule that is used during project execution to monitor project progress.
schedule baseline
80
The process of documenting and managing changes to the project schedule.
schedule control
81
Calculating and preparing the schedule of project activities, which becomes the schedule baseline. It determines activity start and finish dates, finalizes activity sequences and durations, and determines activity duration estimates
schedule development
82
Measures the progress to date against the progress that was planned. The SPI indicator acts as an efficiency rating. If the result is greater than one, performance is better than expected, and you ? re ahead of schedule. If it ? s less than one, performance is less than expected, and you ? re behind schedule. The formula is SPI = EV / PV.
schedule performance index (SPI)
83
Any change that is made to the project schedule as part of the ongoing work involved with managing the project.
schedule update
84
The difference between a task ? s progress as compared to its estimated progress represented in terms of cost. The formula is SV = EV ? PV.
schedule variance (SV)
85
The description of the work involved to complete the project. It defines both what is included in the project and what is excluded from the project.
scope
86
The process of documenting and managing changes to project scope. Any modification to the agreed - upon WBS is considered a scope change. Changes in product scope will require changes to project scope, and scope changes always require schedule changes.
scope control
87
The minor changes or small additions that are made to the project outside of a formal scope change process that cause project scope to grow and change.
scope creep
88
Per the PMBOK Guide , the process of breaking down the major deliverables from the scope statement to create the WBS. For purposes of the CompTIA objectives and exam, scope definition is used in a much broader sense to cover several scope planning elements, including the scope statement and the scope management plan.
scope definition
89
Defines the process for preparing the scope statement and the WBS. This also documents the process that manages project scope and changes to project scope.
scope management plan
90
The process of defining the scope management plan, the scope statement, and the WBS and WBS dictionary.
scope planning
91
Documents the product description, key deliverables, success and acceptance criteria, key performance indicators, exclusions, assumptions, and constraints. The scope statement is used as a baseline for future project decisions.
scope statement
92
A process that concerns formally accepting the deliverables of the project and obtaining sign - off that they?re complete.
scope verification
93
One of the benefit measurement methods used for project selection. It contains a predefined list of criteria against which each project is ranked. Each criterion has a scoring range and a weighting factor. A scoring model can also be used as a tool to select from among competing vendors.
scoring model
94
Putting the project activities in the order in which they will take place.
sequencing
95
The amount of time allowed to delay the early start of a task without delaying the finish date of the project. This is also known as float time .
slack time
96
A requirement that a product or service must be obtained from a single vendor in government work; also includes justification.
sole source
97
Obtaining bids and proposals from vendors in response to RFPs and similar procurement documents prepared during the solicitation planning process.
solicitation
98
An executive in the organization with authority to allocate funds, assign resources, and enforce decisions regarding the project.
sponsor
99
Obtaining human resources and assigning them to the project. Human resources may come from inside or outside the organization.
staff acquisition
100
Documents when and how human resources will be added to and released from the project team and what they will be working on while they are part of the team.
staffing management plan
101
A person or an organization that has something to gain or lose as a result of the project. Most stakeholders have a vested interest in the outcomes of the project.
stakeholder
102
A task relationship where the finish of the successor task is dependent on the start of its predecessor.
start - to - finish
103
A project task relationship where the start of the successor task depends on the start of the predecessor task.
start - to - start
104
A type of project ending where resources are cut off from the project.
starvation
105
Contains the details of a procurement item in clear, concise terms and includes the project objectives, a description of the work of the project, and concise specifications of the product or services required.
statement of work (SOW)
106
The date when the project manager measures how much has been spent on a specific task.
status date
107
See acceptance criteria
success criteria
108
A task on the network diagram that occurs after another task.
successor
109
A way to get diverse groups of people to work together efficiently and effectively. This is the responsibility of the project manager. It can involve activities performed together as a group or individually designed to improve team performance.
team building
110
Creating an open, encouraging environment for stakeholders to contribute, as well as developing the project team into an effective, functioning, coordinated group.
team development
111
Also known as nonfunctional requirements , the product characteristics needed for the product to perform the functional requirements. Technical requirements typically refer to information technology ? related projects. They are typically the elements and functions that happen behind the scenes of a program to meet the client ?s request.
technical requirements
112
A type of contract where the buyer and the seller agree on a unit rate, such as the hourly rate for a programmer. The total cost is unknown and will depend on the amount of time spent to produce the product.
time and materials contract
113
The projected performance level that must be achieved in the remaining work of the project in order to satisfy financial or schedule goals. The formula is TCPI = (BAC ? EV) / (BAC ? AC).
to - complete performance index (TCPI)
114
An estimating technique that uses actual durations from similar activities on a previous project. This is also referred to as analogous estimating .
top - down estimating
115
A mathematical technique that can be used to predict future defects based on historical results.
trend analysis
116
According to CompTIA, time, cost, and quality. Other sources site scope rather than quality in their definitions of the triple constraints.
triple constraint
117
The comparison of planned project results with actual project results. The formula is VAC = BAC ? EAC.
variance analysis
118
A deliverables - oriented hierarchy that defines the total work of the project. Each level has more detailed information than the previous level.
work breakdown structure (WBS)
119
A document that describes the deliverables and their components, the code of accounts identifier, estimates, resources, criteria for acceptance, and any other information that helps clarify the deliverables.
work breakdown structure (WBS) dictionary
120
The total time it takes for a person to complete a task if they did nothing else from the time they started until the task was complete.
work effort
121
The lowest level in a WBS. Team assignments, time estimates, and cost estimates can be made at this level. On very large projects, this level is handed off to subproject managers who develop their own WBS to fulfill the requirements of the work package deliverable.
work package
