Deck 1 Flashcards

Question

What are the three needs in McClelland's Theory of Needs? (AFP)

Answer 1

1) Achievement 2) Affiliation 3) Power

Answer 2

1) Acquire Resources 2) Develop Team 3) Manage Team

Answer 3

1) Frequent reviews throughout the project 2) Customer engagement with the team 3) Recurring retrospectives to check effectiveness of the quality processes 4) Incremental delivery

Answer 4

1) Functional managers 2) Other project management teams in the organization 3) External organizations, vendors, contractors, etc.

Answer 5

1) How the estimate was developed 2) Assumptions and constraints 3) Range of estimates (e.g. $10,000 ± 10%) 4) Confidence level of the estimate

Answer 6

1) Monitor and Control Project Work 2) Manage Quality 3) Control Quality 4) Identify Risks 5) Plan Stakeholder Engagement 6) Manage Stakeholder Engagement

Answer 7

1) Plan Procurement Management | 2) Conduct Procurements

Answer 8

1) Plan Procurement Management 2) Conduct Procurements 3) Control Procurements

Answer 9

1) PMO develops a common project management methodology, best practices and standards; 2) monitors compliance to standards, policies and procedures across projects; 3) manages interdependencies, coordinates communication, and manages shared resources among projects; 4) provides mentoring and coaching to project managers.

Answer 10

1) Schedule Management Plan 2) Schedule Baseline 3) Scope Baseline 4) Project Schedule 5) Work Performance Data 6) Project Calendars 7) Resource Calendars 8) Organizational Process Assets

Answer 11

1) Scope 2) Schedule 3) Cost 4) Quality 5) Resources 6) Risk

Answer 12

1) Shareholder value 2) Customer value 3) Employee knowledge 4) Channel partner value 5) Social value

Answer 13

1. Develop an appropriate communication strategy. | 2. Carrying out the activities necessary to implement the communication strategy.

Answer 14

1. Expert judgment 2. Knowledge management 3. Information management 4. Interpersonal and team skills

Answer 15

1. Get formal acceptance from the customer 2. Close contract(s) 3. Document lessons learned 4. Release the team

Answer 16

1. Initiating 2. Planning 3. Executing 4. Monitoring and Controlling 5. Closing

Answer 17

1. Investigate the conflict 2. Decipher the source and stage of conflict 3. Determine the root cause 4. Analyze the context 5. Implement and track solution

Answer 18

1. Obtain final acceptance of deliverables 2. Transfer the ownership of deliverables to assigned stakeholders 3. Perform administrative closure 4. Distribute final project report 5. Collate lessons learned 6. Archive project documents 7. Measure customer satisfaction

Answer 19

1. Organizational culture, political climate, and governance framework; 2. Personnel administration policies; 3. Stakeholder risk appetites; 4. Established communication channels.

Answer 20

1. Processes, policies, and procedures | 2. Organizational knowledge bases

Answer 21

-15% to +30%

Answer 22

-25% to +75%

Answer 23

- Increased focus on completing work - Limits scope creep and gold plating - Simplifies scheduling

Answer 24

49 processes, across 5 Process Groups and 10 Knowledge Areas

Answer 25

50% is owned by the buyer, and 50% by the seller

Answer 26

80% of the problems are due to 20% of the causes.

Answer 27

80/20 principle

Answer 28

A backlog in a change-driven project is equivalent to Project Scope in a plan-driven project.

Answer 29

A backlog that contains activities relating to managing risk in addition to the usual features associated with delivering value.

Answer 30

A bar chart showing the amount of time that a resource is scheduled to work on a project over a given period of time.

Answer 31

A bar chart used to plot the frequency of occurrence of a particular problem or situation. It can show the number of defects per deliverable, a ranking of the cause of defects, the number of times each process is noncompliant, or other representations of project or product defects in graphical form.

Answer 32

A breach serious enough to destroy the value of the contract and give a basis for an action for breach of contract.

Answer 33

A buffer in the Project Management Plan to account for cost and/or schedule risk.

Answer 34

A Burndown Chart tracks how much work remains on your project and whether the deadline will be met. A Burnup Chart tracks how much work is done. It shows more information than a Burndown Chart because it also has a line showing how much work is in the project as whole and allows progress to be tracked independently of scope changes.

Answer 35

A business tool used for organizing a large number of ideas into logical groups for review and analysis.

Answer 36

A calendar of working and non-working days for a project. It typically defines holidays, weekends, and shift hours.

Answer 37

A calendar of working and nonworking days of a particular resource.

Answer 38

A category assigned to a product or a service that has the same functional use but different technical characteristics.

Answer 39

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.

Answer 40

A category of projects that have common elements not present in all projects. It is usually defined in terms of either the product (i.e., by similar technologies or production methods) or the type of customer (i.e., internal versus external, government versus commercial) or industry sector (i.e., utilities, automotive, aerospace, information technologies, etc.). Application areas can overlap.

Answer 41

A change request that has been processed through the integrated change control process and approved.

Answer 42

A chart that tracks the work that remains to be completed in the iteration backlog.

Answer 43

A collection of procedures used to track project artifacts and monitor and control changes to these artifacts. It is a subsystem of the overall project management system.

Answer 44

A collection of various components that together can produce results not obtainable by the individual components alone.

Answer 45

A common type of responsibility assignment matrix that uses responsible, accountable, consult, and inform (RACI) statuses to define the involvement of stakeholders in project activities.

Answer 46

A common way to categorize risks as low, moderate, or high by combining the two dimensions of a risk: its probability of occurrence and its impact on objectives, if it occurs.

Answer 47

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

Answer 48

A component of the Project Management Plan that describes how project and product requirements will be analyzed, documented, and managed throughout the project.

Answer 49

A component of the project management plan that describes how project resources are acquired, allocated, monitored, and controlled.

Answer 50

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.

Answer 51

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.

Answer 52

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.

Answer 53

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.

Answer 54

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.

Answer 55

A component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled, and validated.

Answer 56

A component of the project or program management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule.

Answer 57

A component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed.

Answer 58

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.

Answer 59

A component of the resource management plan that describes when and how project team members will be acquired and how long they will be needed.

Answer 60

A condition or capability that is required to be present in a product, service, or result to satisfy a business need.

Answer 61

A condition or capability that will be used to assess conformance by validating the acceptability of an attribute for the quality of a result.

Answer 62

A conflict resolution technique that emphasizes agreements rather than differences. It does not solve a problem, but merely brushes it under the carpet. It is also known as Accommodate technique.

Answer 63

A conflict resolution technique that involves finding a "common ground" that brings some degree of satisfaction to all the parties involved in the conflict. It results in a lose-lose situation.

Answer 64

A conflict resolution technique that involves incorporating multiple viewpoints in order to come to a consensus.

Answer 65

A conflict resolution technique that involves retreating away from or avoiding a conflict. It does not solve the problem and just "postpones" it. It usually isn't the best technique for conflict resolution. It is also known as Avoid technique.

Answer 66

A conflict resolution technique that involves solving the root cause of the conflict so that the conflict is permanently resolved. It leads to a win-win situation.

Answer 67

A conflict resolution technique that pushes one particular viewpoint at the expense of others. It generates a win-lose situation.

Answer 68

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.

Answer 69

A cost estimate based on high level requirements and expert judgment.

Answer 70

A Critical Path Method (CPM) technique for calculating the early start and early finish dates by working forward from the project's start date, in the network diagram.

Answer 71

A Critical Path Method (CPM) technique to calculate the late finish dates and late start dates by working backwards through the schedule model from the project end date.

Answer 72

A current condition or situation that may have an impact on the project objectives.

Answer 73

A decision support tool that uses a tree-like graph or model of decisions and their possible consequences.

Answer 74

A decomposition technique that helps trace an undesirable effect back to its root cause. It is also known as Fishbone Diagram or Ishikawa Diagram.

Answer 75

A deliverable-oriented hierarchical breakdown of all the work that needs to be done in order to achieve the project objectives.

Answer 76

A dependency between two activities, or between an activity and a milestone. The four possible types are: Finish-to-Start; Finish-to-Finish; Start-to-Start; and Start-to-Finish.

Answer 77

A dependent activity that logically comes after another activity in a schedule. In other words, it's the "to" activity of a logical relationship in a schedule network.

Answer 78

A depreciation method in which the depreciation rate is 200% (or double) that of the rate calculated with the Straight-Line depreciation.

Answer 79

A depreciation method that assumes the same amount of depreciation for each year of a product's life.

Answer 80

A description of a project or product attribute and how to measure it.

Answer 81

A description of how individual requirements meet the business need for the project.

Answer 82

A description of the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products, services, or results. It includes specifications, quantity desired, quality levels, performance data, period of performance, work location, and other requirements.

Answer 83

A desired end state, often described as a set of desired objectives and outcomes.

Answer 84

A detailed estimate developed from well defined information. It is in the range of -5% to +10%.

Answer 85

A diagrammatic representation of the inputs, process actions, and outputs of one or more processes within a system.

Answer 86

A discipline concerned with the way individuals, groups, and organizations develop knowledge.

Answer 87

A discussion aimed at reaching an agreement.

Answer 88

A distinct, scheduled portion of work performed during the course of a project.

Answer 89

A document established by an authority, custom, or general consent as a model or example.

Answer 90

A document issued by the project initiator or sponsor that formally authorizes the project. It outlines the project objectives, identifies the main stakeholders, and defines the authority of the project manager.

Answer 91

A document outlining the activities necessary for achieving the planned benefits. It identifies a timeline and the tools and resources necessary to ensure the benefits are fully realized over time.

Answer 92

A document that contains the name and contact information of all the stakeholders, their assessment (major requirements, expectations, influence), and their classification (internal/external and supporter/neutral/resistor).

Answer 93

A document that graphically depicts the project team members and their interrelationships for a specific project.

Answer 94

A document that provides additional details on each element of the WBS, such as a unique ID for each element, description of the work to be done, deliverables, assumptions, milestones, etc.

Answer 95

A document that records the team values, agreements, and operating guidelines, as well as establishes clear expectations regarding acceptable behavior by project team members.

Answer 96

A document used for recording all the changes that occur during a project and their current status. It also includes the dates when changes were made and the corresponding impact to schedule, cost and risk.

Answer 97

A document used for recording and monitoring the resolution of issues.

Answer 98

A document used to record and track selected items (like changes, issues, etc.) during the execution of a process or an activity. Usually used with a modifier, such as issue, change, issue, or assumption.

Answer 99

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. In simple terms, it's the justification for doing a project.

Answer 100

A documented list of project team members, their project roles, and communication information.

Answer 101

A facilitated workshop technique used in manufacturing industry that helps transform customer needs (the voice of the customer [VOC]) into engineering characteristics for a product or service. These characteristics are then prioritized, and goals are set for achieving them.

Answer 102

A factor that is considered to be true or certain for the purpose of planning, without demonstration or proof.

Answer 103

A financial analysis tool used to determine the benefits provided by a project against its costs.

Answer 104

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.

Answer 105

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.

Answer 106

A form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail, while the work far in the future is planned at a relatively higher level.

Answer 107

A form of project life cycle in which the project scope, time, and cost are determined in the early phases of the life cycle.

Answer 108

A formal or an informal approach to elicit information from the stakeholders by talking to them directly.

Answer 109

A formal proposal to modify any document, deliverable, or baseline. It may include corrective actions, preventive actions, defect repairs, and updates to project documentation and plans.

Answer 110

A formally constituted group of stakeholders responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating the decisions taken.

Answer 111

A formally documented change request that is submitted for approval to the integrated change control process.

Answer 112

A function that a person is assigned to perform. For example, a project manager's role is to manage a project and achieve its objectives.

Answer 113

A general concept of delivering results that fall within the limits that define acceptable variation for a quality requirement.

Answer 114

A generic term for any of a number of handwritten, drawn, printed or electronic displays which a team places in a highly visible location, so that all team members as well as passers-by can see the latest information at a glance. Examples include task board, burndown chart, incident report, continuous integration status, impediments list, etc.

Answer 115

A generic term for project schedule, or schedule model.

Answer 116

A graphic display of schedule-related information. Schedule activities or work breakdown structure components are listed down the left side of the chart, dates are shown across the top, and activity durations are shown as date-placed horizontal bars.

Answer 117

A graphical display of cumulative costs, labor hours, percentage of work, or other quantities, plotted against time. The S-shape of the curve results from the fact that factors such as cost and work completed are flat (low) at the beginning of a project, increase steadily as the project progresses, and then decline rapidly and become flat toward the end of the project.

Answer 118

A graphical display of the results of a process over time and against established control limits. Control Charts are used to determine whether a process is "in control" or in need of adjustment.

Answer 119

A graphical representation of a decision problem that shows decisions, uncertainties, and objectives, and how they influence each other.

Answer 120

A graphical representation of how much work is done. The total work is tracked on the vertical axis, with time along the horizontal. It allows progress to be tracked independently of scope changes. Though commonly used in Agile software development, these charts can be applied to any project containing measurable progress over time.

Answer 121

A graphical representation of the logical relationships among the project schedule activities. Always drawn from left to right to reflect project work chronology.

Answer 122

A graphical representation of work left to do versus time. The outstanding work (or backlog) is often on the vertical axis, with time along the horizontal. It is useful for predicting when all of the work will be completed. Though commonly used in Agile software development, these charts can be applied to any project containing measurable progress over time.

Answer 123

A grid that links product requirements from their origin to the deliverables that satisfy them.

Answer 124

A grid that shows the project resources assigned to each work package.

Answer 125

A group creativity technique by which a group tries to find a solution for a specific problem by gathering a list of ideas spontaneously contributed by its members. It is particularly useful for identifying risks.

Answer 126

A group of people who try to find reasons to not pursue a project.

Answer 127

A group of people with a shared goal who fulfill their roles with little or no time spent meeting face to face.

Answer 128

A group of potential causes of risk. Examples include technical, external, organizational, environmental, or project management.

Answer 129

A group of related activities, which are displayed and reported as a single activity, between two milestones or in a given time period. Mainly used for management communication and better control. It is also known as Hammock Activity.

Answer 130

A group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually.

Answer 131

A grouping of project management processes by areas of specialization.

Answer 132

A hierarchical organization of project risks by risk categories or sources of risks.

Answer 133

A hierarchical structure of project resources by resource category and type.

Answer 134

A hierarchical structure of the organization that relates each project activity to the organizational unit responsible for it.

Answer 135

A Japanese term - Kai (take apart) and Zen (make good). It's process improvement technique.

Answer 136

A lean enterprise technique used to document, analyze, and improve the flow of information or materials required to produce a product or service for a customer.

Answer 137

A legal agreement between parties that outlines confidential material, knowledge, or information that the parties wish to share with each other for certain purposes, but wish to restrict access to by third parties. It is also known as Confidentiality Agreement.

Answer 138

A limiting factor that affects the execution of a project, program, portfolio, or process.

Answer 139

A list identifying all project milestones and normally indicates whether the milestone is mandatory or optional.

Answer 140

A list of project 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.

Answer 141

A listing of product requirements and deliverables to be completed, written as stories, and prioritized by the business to manage and organize the project's work.

Answer 142

A logical group of work within a project, usually resulting in a major deliverable. For example, phases for an IT project could be requirements, design, development, testing and implementation. Note: Project phases are NOT the same as Project Management Process Groups.

Answer 143

A logical grouping of project management processes. For example, all planning processes are grouped under the Planning Process Group. Project Management Process Groups are not project phases.

Answer 144

A logical relationship between two activities, or between an activity and a milestone. The four possible types are: Finish-to-Start; Finish-to-Finish; Start-to-Start; and Start-to-Finish. It is also known as Logical Relationship.

Answer 145

A logical relationship in which a successor ("to") activity cannot start until a predecessor ("from") activity has started.

Answer 146

A logical relationship in which the predecessor ("from") activity cannot finish until the successor ("to") activity has started.

Answer 147

A Logical Relationship is a dependency between two schedule activities or a schedule activity and a schedule milestone. In Precedence Diagramming Method (PDM), a Logical Relationship is called a Precedence Relationship.

Answer 148

A long-lived video conferencing link between the various locations in which the team is dispersed. People start the link at the beginning of a workday, and close it at the end. In this way, people can see and engage spontaneously with each other, reducing the collaboration lag.

Answer 149

A management control point in the WBS where Earned Value measurements take place. It is also known as a Cost Account.

Answer 150

A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.

Answer 151

A Master Schedule is a high level schedule that identifies the key deliverables and key milestones. A Milestone Schedule is a high level schedule that only identifies key milestones. So, Milestone Schedule can be considered as a subset of Master Schedule.

Answer 152

A measure of a team's productivity rate at which the deliverables are produced, validated, and accepted within a predefined interval. Velocity is a capacity planning approach frequently used to forecast future project work.

Answer 153

A measure of cost efficiency on a project. It is the ratio of earned value (EV) to actual cost (AC).

Answer 154

A measure of exactness.

Answer 155

A measure of schedule efficiency expressed as the ratio of Earned Value (EV) to Planned Value (PV).

Answer 156

A measure of schedule performance expressed as the difference between the Earned Value (EV) and the Planned Value (PV).

Answer 157

A meeting that brings together key stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product, service, or result. It is conducted by a trained moderator.

Answer 158

A meeting to examine and document the effectiveness of risk responses in dealing with overall project risk and individual project risks.

Answer 159

A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS) into an overall estimate for the entire activity or work package.

Answer 160

A method of measuring quality that consists of noting the presence (or absence) of some characteristic (attribute) in each of the units under consideration.

Answer 161

A method of obtaining early feedback on requirements by providing a working model (usually on a smaller scale) of the expected product before actually building it. They help customers visualize their end product and provide early feedback, and reduce the risks on the project.

Answer 162

A method of representing a precedence diagram.

Answer 163

A methodology that involves the customer or end users in the design and development of an application, through a series of collaborative workshops. It uses customer involvement and group dynamics to accurately depict the user's view of the business need and to jointly develop a solution. It is used in the software development industry.

Answer 164

A mixture of experience, values and beliefs, contextual information, intuition, and insight that people use to make sense of new experiences and information.

Answer 165

A modification to any deliverable, project management plan component, or project document that is not under formal change control.

Answer 166

A modification to any formally controlled deliverable, project management plan component, or project document.

Answer 167

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.

Answer 168

A narrative description of products, services, or results to be delivered by the project.

Answer 169

A new risk that emerges as a result of applying risk responses.

Answer 170

A Pareto Diagram is a specific type of Histogram, ordered by frequency of occurrence. It shows how many defects were generated by type or category of the identified cause, and helps the project team focus on the causes creating the greatest number of defects.

Answer 171

A partially complete document in a predefined format that provides a defined structure for collecting, organizing, and presenting information and data.

Answer 172

A person or group who provides resources and support for the project, program, or portfolio and is accountable for enabling success.

Answer 173

A person, group, or organization (e.g., customer, sponsor, performing organization, or the public) that is actively involved in a project, or whose interests may be positively or negatively affected by the project.

Answer 174

A plan specifying the actions to be taken when a risk event (positive or negative) occurs.

Answer 175

A plan specifying the alternative set of actions to be taken if the primary plan is not effective in dealing with a risk event.

Answer 176

A point at which dependency lines connect on a schedule network diagram.

Answer 177

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.

Answer 178

A precise statement of the needs to be satisfied and the essential characteristics that are required. Examples are: requirement specification, design specification, product specification, and test specification.

Answer 179

A predetermined list of risk categories that might give rise to individual project risks and that could also act as sources of overall project risk.

Answer 180

A procedure employed by a human to perform an activity to produce a deliverable. Technique may employ one or more tools.

Answer 181

A process for sanctioning project work to ensure that the work is done by the person or organization, at the right time, and in the proper sequence.

Answer 182

A process in which raw materials are delivered just in time for use, thus eliminating costs associated with inventory handling, maintenance and even inspection.

Answer 183

A process of using a third party to obtain and analyze information to support prediction of cost, schedule, or other items.

Answer 184

A process to generate a probability distribution for the overall project duration or cost by running multiple trial runs, called simulations, using input values selected at random from probability distributions of individual activity durations or costs.

Answer 185

A product analysis technique to perform the same work at lesser cost. It is also known as Value Analysis or Value Management.

Answer 186

A Product is an end item or a component of the end item produced by a project (e.g. a building, a software application, etc.). A Deliverable is any tangible output produced by the project. It could be a product, service or result. Product is a type of Deliverable.

Answer 187

A Product is an end item or a component of the end item produced by a project (e.g. a building, a software application, etc.). A Result could be an outcome (e.g. a business process, an upgraded system, a research study, trained resources, etc.) or a document (e.g. a new policy document, a training plan, a research report, etc.). Both Product and Result are considered deliverables of the project.

Answer 188

A product life cycle may involve one or more project life cycles.

Answer 189

A product, result, or service generated by a process.

Answer 190

A program's success is measured by the program's ability to deliver its intended benefits to an organization, and by the program's efficiency and effectiveness in delivering those benefits.

Answer 191

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.

Answer 192

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.

Answer 193

A project document used to record all assumptions and constraints throughout the project life cycle.

Answer 194

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 for future projects.

Answer 195

A Project Life Cycle is a series of phases from concept to closure through which a project passes through. A Product Life Cycle is a series of phases from concept to end of life (or disposal) through which a product passes through. A product life cycle may contain one or more project life cycles.

Answer 196

A project life cycle that is iterative or incremental. Its iterations are very rapid (usually 2-4 weeks in length) and are fixed in time and resources.

Answer 197

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. The product is developed through a series of repeated cycles, while increments successively add to the functionality of the product.

Answer 198

A Project Management Knowledge Area that includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.

Answer 199

A Project Management Knowledge Area that 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.

Answer 200

A Project Management Knowledge Area that includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget.

Answer 201

A Project Management Knowledge Area that includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team.

Answer 202

A Project Management Knowledge Area that includes the processes of conducting risk management planning, identification, analysis, response planning, response implementation, and monitoring risk on a project.

Answer 203

A Project Management Knowledge Area that includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.

Answer 204

A Project Management Knowledge Area that includes the processes required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information.

Answer 205

A Project Management Knowledge Area that 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.

Answer 206

A Project Management Knowledge Area that includes the processes required to manage the timely completion of a project.

Answer 207

A Project Management Knowledge Area that includes the processes to identify, acquire, and manage the resources needed for the successful completion of the project.

Answer 208

A project management methodology that integrates scope, schedule and cost to measure project performance and progress in an objective manner.

Answer 209

A project management technique to assess the magnitude of variance (in scope, time, cost, quality, etc.) from the baseline and determine whether corrective or preventive action is required.

Answer 210

A project schedule in summary form that identifies major deliverables and milestones. It is also referred to as Milestone Schedule.

Answer 211

A project schedule in summary form that identifies major milestones.

Answer 212

A project schedule network diagram in the form of a bar chart where bars represent activities, and the length of the bars represent activity durations.

Answer 213

A Project Team is comprised of the project manager, project management team, and other team members. Project Management Team includes a subset of Project Team members who are directly involved in project management activities.

Answer 214

A project vision sets the overall picture of the project, and project objectives qualify this vision and make it specific.

Answer 215

A projection of the amount of budget deficit or surplus, expressed as the difference between the Budget at Completion (BAC) and the Estimate at Completion (EAC).

Answer 216

A prototyping technique showing sequence or navigation through a series of images or illustrations.

Answer 217

A provision in a contract in which one party agrees to be financially responsible for specified types of damages, claims, or losses.

Answer 218

A provision in a contract that excuses the parties involved from any liability or contractual obligations because of acts of God, wars, terrorism, or other such events.

Answer 219

A quality control technique that involves choosing a random sample from a population of interest, for inspection. It is used when not many defects are expected, testing entire population would take too long, testing is destructive or testing is costly. The sample frequency and size are established in the Plan Quality Management process.

Answer 220

A quality management and control tool used to perform data analysis within the organizational structure created in the matrix. The matrix diagram seeks to show the strength of relationships between factors, causes, and objectives that exist between the rows and columns that form the matrix.

Answer 221

A quality management planning tool used to identify key issues and evaluate suitable alternatives to define a set of implementation priorities.

Answer 222

A quantitative assessment of the likely amount of time required to complete an activity.

Answer 223

A quantitative assessment of the likely amount or outcome of a variable, such as project costs, resources, effort, or durations. It should always include some indication of accuracy (e.g., ± x percent).

Answer 224

A quantitative risk analysis and modeling technique used to help determine which risks have the most potential impact on the project. It examines the extent to which the uncertainty of each project element affects the objective being examined when all other uncertain elements are held at their baseline values. The typical display of results is in the form of a Tornado Diagram.

Answer 225

A refinement of brainstorming that allows individual participants time to consider the question(s) individually before the group creativity session is held.

Answer 226

A relationship between project activities and non-project activities. Such a dependency is usually outside the project team's control. Example - The building construction can start only after the government permit is obtained.

Answer 227

A relationship between/among project activities. Such a dependency is usually within the project team's control. Example - Developers need to complete coding the application before testers can test it.

Answer 228

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

Answer 229

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

Answer 230

A relationship that is contractually required or inherent in the nature of the work. Example - Foundation needs to be laid before the building can be erected. It is also known as Hard Logic or Hard Dependency.

Answer 231

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, even though there may be other acceptable sequences. Example - The building construction should start after the rainy season is over. It is also known as Preferred Logic, Preferential Logic, or Soft Logic.

Answer 232

A relatively small number of causes will typically produce a majority of the problems or defects. It is commonly known as the 80/20 principle.

Answer 233

A replacement for face-to-face pairing using virtual conferencing tools to share screens, including voice and video links.

Answer 234

A repository in which outputs of risk management processes are recorded. It typically includes the list of identified risks along with their description, category, probability, impact, planned responses, owners and status.

Answer 235

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.

Answer 236

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.

Answer 237

A reserve in the Project Management Plan to account for cost and/or schedule risk. It is also known as Reserve.

Answer 238

A resource optimization technique to produce a resource-limited schedule. It alters the project schedule to reduce the extreme variations in resource usage, and achieve a more stable usage over the course of a project.

Answer 239

A Result is an output of a process or an activity. It could be an outcome (e.g. a business process, an upgraded system, a research study, a trained resource, etc.) or a document (e.g. a new policy document, a training plan, a research report, etc.). A Deliverable is any tangible output produced by the project. It could be a product, service or result. Result is a type of Deliverable.

Answer 240

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.

Answer 241

A review of the change requests to verify that these were implemented as approved.

Answer 242

A risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact.

Answer 243

A risk response strategy whereby the project team acts to ensure that an opportunity occurs.

Answer 244

A risk response strategy whereby the project team acts to increase the probability of occurrence or impact of an opportunity.

Answer 245

A risk response strategy whereby the project team acts to reduce the probability of occurrence or impact of a threat.

Answer 246

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.

Answer 247

A risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs.

Answer 248

A risk response strategy whereby the project team shifts the impact of a threat to a third party, together with ownership of the response.

Answer 249

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.

Answer 250

A risk that has occurred should be considered as an issue.

Answer 251

A risk that only provides a chance for a loss. It is also known as an Insurable risk.

Answer 252

A risk that provides an opportunity of profit or loss. The risk may be a threat or an opportunity.

Answer 253

A risk that remains after risk responses have been implemented.

Answer 254

A schedule activity that has low total float.

Answer 255

A schedule compression technique that involves determining an approach that brings maximum reduction in project duration with least incremental cost and risk, and without changing the scope.

Answer 256

A schedule compression technique that reduces the project duration by performing critical path activities in parallel that were originally planned to be performed in sequence.

Answer 257

A schedule network analysis technique used to determine the minimum project duration by analyzing the amount of schedule flexibility (or float) on various paths in the project schedule network.

Answer 258

A schedule network path that passes the same node twice. Network loops cannot be analyzed using traditional schedule network analysis techniques such as the Critical Path Method.

Answer 259

A sequence of activities connected by logical relationships in a project schedule network diagram.

Answer 260

A sequence of steps that is used to execute a process in order to accomplish a consistent performance or result.

Answer 261

A series of phases from concept to closure through which a project passes through. For example, phases for an IT project could be requirements, design, development, testing and implementation.

Answer 262

A series of phases, from concept to end-of-life, that a product passes through. A typical product life cycle may include the following phases: concept, definition, production, operation, and obsolescence (retirement or disposal).

Answer 263

A servant leader demonstrates commitment to serve and put other people first.

Answer 264

A set metric used to evaluate a team's performance against the project vision and objectives.

Answer 265

A set of attributes desired by the buyer which a seller is required to meet or exceed to be selected for a contract.

Answer 266

A set of conditions that is required to be met before deliverables are accepted.

Answer 267

A set of financial incentives related to cost, schedule, or technical performance of the seller.

Answer 268

A set of individuals who support the project manager in performing the work of the project to achieve the project's objectives.

Answer 269

A set of numeric or alpha-numeric characters that categorize the schedule activity. It allows for filtering and ordering of activities within reports.

Answer 270

A set of procedures for managing and controlling changes to the project documents and deliverables. It's a subset of the Configuration Management System.

Answer 271

A set of rules that establish clear expectations regarding acceptable behavior by project team members. Ground rules are very important in any professional setup.

Answer 272

A set of technical guidelines that may be applied during the design of a product for the optimization of a specific aspect of the design.

Answer 273

A significant point or event in a project, program, or portfolio, for example, completing a key deliverable.

Answer 274

A similar, but less complex application took 8 man months for development. The new application development should take about 10 man months.

Answer 275

A single-team process framework used to manage product development.

Answer 276

A small, self-contained feature that can be developed quickly and that delivers significant value to the user.

Answer 277

A source of variation that is inherent in the system and predictable. On a control chart, it appears as random data points within the control limits. It is also referred to as random cause.

Answer 278

A source of variation that is not inherent in the system, and is unpredictable and intermittent. It can be assigned to a defect in the system. On a control chart, it appears as data points outside the control limits or non-random points within the control limits. It is also referred to as Assignable Cause.

Answer 279

A special type of bar chart used in sensitivity analysis for comparing the relative importance of the variables.

Answer 280

A specific type of professional or management activity that contributes to the execution of a process and that may employ one or more techniques and tools.

Answer 281

A specified percentage of budget value is assigned when a work package is started, and the remaining budget value percentage is assigned when the work package is complete.

Answer 282

A stakeholder whose interests are negatively impacted by the project, or who is not interested in the success of the project. Such stakeholders may work to make the project a failure.

Answer 283

A state of fulfillment in which the needs of a customer are met or exceeded for the customer's expected experiences as assessed by the customer at the moment of evaluation.

Answer 284

A statistical concept that gives a measure of the "spread" of the values of a random variable around the mean of a distribution. It shows how much variation there is from the average or the mean value.

Answer 285

A statistical method for identifying which factors may influence specific variables of a product or process under development or in production.

Answer 286

A statistical technique that calculates the profit or loss of an outcome (e.g. a project) based on different scenarios, by taking into consideration the probability of occurrence and the expected profit or loss from each scenario. It is commonly used in Decision Tree Analysis.

Answer 287

A store of historical information about lessons learned from previous projects, such as issues faced, things done right, things gone wrong, decisions made, etc. This is an integral part of the process of continuous improvement.

Answer 288

A strategy of not making a premature decision but instead delaying commitment and keeping important and irreversible decisions open until the cost of not making a decision becomes greater than the cost of making a decision.

Answer 289

A structured pattern of actions adopted by an organization such that the organization's policy can be explained as a set of basic principles that govern the organization's conduct.

Answer 290

A structured, independent process to determine if project activities comply with organizational and project policies, processes, and procedures.

Answer 291

A style of work used in agile that leverages the principles of inspection, adaptation, and transparency.

Answer 292

A support activity which is difficult to measure but is directly related to the project's objectives. It usually consists of short amounts of work which must be repeated periodically. Examples of such an activity may be project budget accounting, customer liaison, etc.

Answer 293

A system of practices, techniques, procedures, and rules used by those who work in a discipline.

Answer 294

A system used by project managers to authorize the start of work packages or activities. It is subsystem of the project management system.

Answer 295

A system used to collect, track, adjudicate, and communicate changes to a contract.

Answer 296

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.

Answer 297

A team formation where the team functions with an absence of centralized control.

Answer 298

A technique aimed to "smoothen" or achieve a more uniform resource utilization over a period of time. For example, instead of using 7 resources in Month 1 and 3 resources in Month 2, it is better to use 5 resources each month as long as the activities stay within their free and total float.

Answer 299

A technique for analyzing the risk associated with potential problems identified during Failure Mode and Effects Analysis (FMEA). RPN is calculated by multiplying Severity (S) or Impact, Occurrence (O) or Probability, and Detection (D). RPN S x O x D.

Answer 300

A technique for breaking down major project scope and deliverables into smaller, more manageable components.

Answer 301

A technique for systematically reviewing materials using a list for accuracy and completeness.

Answer 302

A technique of analyzing the functions of an item, assigning values to those functions, and providing the functions at the lowest overall cost without loss of performance. In simple words, value analysis is about doing the same work at lesser cost.

Answer 303

A technique that compares the funding available in each time period (say a month) to the planned expenditure in that time period to ensure that the planned expenditure is within the available funding. It is used in the Determine Budget process.

Answer 304

A technique that employs decision trees to compare the outcomes of different scenarios in terms of their expected monetary values, in order to support decisions. It incorporates the probability and the cost or reward of each scenario to calculate the expected monetary value of the scenario.

Answer 305

A technique that enhances Brainstorming with a voting process used to rank the most useful ideas for further brainstorming or for prioritization.

Answer 306

A technique that is used to adjust the start and finish dates of activities by adjusting planned resource use to be equal to or less than resource availability.

Answer 307

A technique that is used to measure, compare, and analyze actual performance of work in progress on the project against the baseline.

Answer 308

A technique that provides a direct way of viewing individuals in their environment performing their jobs or tasks and carrying out processes. It is also known as "job shadowing".

Answer 309

A technique that 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.

Answer 310

A technique to analyze a process in order to identify bottlenecks or problems, root causes of problems, non-value adding activities in the process and areas for improvement. It includes root cause analysis.

Answer 311

A technique to determine whether to accomplish a particular work in-house (make) or procure it from an external organization (buy). Both direct and indirect costs should be considered while making such decisions.

Answer 312

A technique to identify early and late start dates, as well as early and late finish dates, for the uncompleted portions of project activities. Examples include Critical Path Method, Critical Chain Method, What-If Analysis, and Resource Leveling.

Answer 313

A technique to identify the preferred communication method, format, and content for stakeholders for planned communication activities.

Answer 314

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. It is also known as Activity-On-Node (AON) method.

Answer 315

A technique used for identifying patterns (or trends) in historical information, in order to predict future events.

Answer 316

A technique used to develop and control project schedule by assessing the feasibility of project schedule under various scenarios. It works by asking questions such as "what if scenario X happens?".

Answer 317

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.

Answer 318

A technique used to explain an overarching solution wherein stakeholders try to describe aspects of a solution in the same way a marketer might describe product features and benefits on a box (or product packaging).

Answer 319

A technique used to find ways to bring project activities that are behind into alignment with plan during project execution.

Answer 320

A technique used to identify the stakeholders, and their interest, experience and influence on the project.

Answer 321

A technique used to identify the type of dependency that is used to create the logical relationships between predecessor and successor activities.

Answer 322

A technique used to shorten the schedule duration without reducing the project scope. Examples include Crashing and Fast Tracking.

Answer 323

A temporary endeavor undertaken to create a unique product, service, or result.

Answer 324

A term that describes the knowledge within the profession of project management. The project management body of knowledge includes proven traditional practices that are widely applied as well as innovative practices that are emerging in the profession.

Answer 325

A theory that assumes that the average worker is inherently lazy, avoids work and responsibility, and requires supervision.

Answer 326

A theory that assumes that the average worker is willing to get the job done without constant supervision and seeks opportunity for personal improvement and self-respect.

Answer 327

A theory that says that an individual's needs are acquired over time and are shaped by his/her life experiences. Most of the needs can be classified into 3 categories - Achievement, Affiliation and Power. It is also known as Acquired Needs Theory, Three Needs Theory, or Learned Needs Theory.

Answer 328

A theory that says that individuals have different sets of goals and can be motivated if they have certain expectations. It explains the processes that an individual undergoes to make choices.

Answer 329

A time delay between the start or finish of an activity and the start and finish of its successors in a schedule network.

Answer 330

A time-boxed iteration to research or experiment.

Answer 331

A time-phased graphic display of activity durations. It is also referred to as a Bar Chart. Activities are plotted on the vertical axis, dates are plotted on the horizontal axis, and activity durations are shown as horizontal bars.

Answer 332

A Tool is something tangible, like a template or a software program, that is used to perform an activity to produce a deliverable. Technique is a procedure performed by a human to perform an activity to produce a deliverable. A Technique may employ many Tools.

Answer 333

A tool that provides schedule component names, definitions, structural relationships, and formats that support the application of a scheduling method.

Answer 334

A tool to visually depict work at various stages of process.

Answer 335

A tool used in quality management that summarizes the inputs and outputs of one or more processes in tabular format.

Answer 336

A tool used to determine the correlation between 2 variables. The independent variable is plotted on the x-axis, and the dependent variable on the y-axis. The closer the points are to the diagonal line, the more closely the variables are related.

Answer 337

A tool used to document the gap between the current and desired levels of stakeholder engagement.

Answer 338

A Tornado Diagram graphically displays the result of single-factor (or one-way) Sensitivity Analysis. It allows visual comparison of the relative importance of many input variables on the outcome.

Answer 339

A transactional leader focuses on goals, feedback, and accomplishment to determine rewards.

Answer 340

A type of audit used to consider the effectiveness of the risk management process.

Answer 341

A type of contract that is a hybrid of cost reimbursable (CR) and fixed price (FP) contracts.

Answer 342

A type of contract where the buyer pays the seller a set amount (as defined by the contract), and an additional amount (fee or profit) if the seller meets defined performance criteria.

Answer 343

A type of contract where the buyer reimburses the seller for the seller's actual costs, plus a fee representing the seller's profit.

Answer 344

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).

Answer 345

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.

Answer 346

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.

Answer 347

A type of procurement document used by the buyer to solicit information (about a product or a service or seller's capability) from a prospective seller. It is generally used "before" the actual procurement document (RFP, RFQ or IFB) is sent out.

Answer 348

A type of procurement document used to request a total price to do all the work, from prospective sellers. It is generally used in FP contracts.

Answer 349

A type of procurement document used to request detailed proposals from prospective sellers, with information such as how the work will be done, who will do it, where will they do it, and how much will it cost, seller's past experience in this field, etc. It is generally used in CR contracts.

Answer 350

A type of procurement document used to request price quotations from prospective sellers for standard items or services, or price per unit of measure. It is generally used in T&M contracts.

Answer 351

A unique identifier for each schedule activity in a schedule network diagram.

Answer 352

A unique identifier, a textual description of the requirement, the rationale for inclusion, owner, source, priority, version, current status (such as active, cancelled, deferred, added, approved) and date completed.

Answer 353

A unit for estimating product backlog items used on agile projects based on how long an item would take to complete if it were the only work being performed, there were no interruptions, and all resources necessary to complete the work were immediately available. It is also called Ideal Days or Ideal Hours.

Answer 354

A vendor, supplier, or contractor that provides products, services, or results to an organization.

Answer 355

A verifiable measure.

Answer 356

A vision statement is usually aspirational in nature and describes how the project aligns with the stakeholder and organization goals. The mission statement defines the overall purpose of the project.

Answer 357

A visual depiction of the product scope by showing a business system (process, equipment, computer system, etc.), and how people and other systems (actors) interact with it.

Answer 358

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.

Answer 359

A visual model of all the features and functionality desired for a given product, created to give the project team a holistic view of what they are building and why.

Answer 360

A visual representation of an organization's data, described in business language and independent of any specific technology.

Answer 361

A WBS component within a Control Account that is identified and budgeted in early planning, but is not yet sub-divided into work packages.

Answer 362

A written, legally enforceable contract for a specified period (usually 1 year), between organization and its employees represented by an independent trade union. It sets down and defines conditions of employment (wages, working hours, conditions, etc.) and procedures for dispute resolution. It is also called labor agreement, union agreement, or union contract.

Answer 363

Absorbing information subconsciously by overhearing useful discussions of other colocated team members.

Answer 364

Accept the project

Answer 365

Acceptance Test-Driven Development

Answer 366

Accommodate

Answer 367

According to McClelland's theory, people who work best in cooperation with others have a high need for affiliation.

Answer 368

According to their interest, influence, and involvement in the project.

Answer 369

Acknowledgement means that the receiver has received the message, whereas Response means that receiver has decoded, understands and is replying to the message.

Answer 370

Acquire Resources

Answer 371

Acquire Resources

Answer 372

Action taken to bring a defective or non-conforming component into compliance with requirements or specifications.

Answer 373

Activity ID, WBS ID, activity name, codes, description, predecessor and successor activities, logical relationships, leads and lags, resource requirements, imposed dates, assumptions and constraints, person assigned, place where the work has to be performed, level of effort (LOE), discrete effort, and apportioned effort (AE).

Answer 374

Activity Identifier

Answer 375

Activity-on-Node

Answer 376

Activity-On-Node (AON) method

Answer 377

Actual Cost

Answer 378

Actual start and finish dates of schedule activities, actual duration, list of activities that have started, their progress, and list of the activities that have finished.

Answer 379

Actual Time

Answer 380

Adaptive life cycle

Answer 381

Adaptive Life Cycles are also iterative and incremental, but differ in that iterations are very rapid (usually with a duration of 2 to 4 weeks) and are fixed in time and cost. In Iterative and Incremental projects, the iterations may overlap, but in Adaptive projects, the iterations are usually performed in sequence, and do not overlap.

Answer 382

Adaptive methods are preferred when: - Environment is changing rapidly - It is difficult to define requirements and scope up front - It is possible to define small incremental improvements that will deliver value to stakeholders

Answer 383

Adaptive methods are preferred when: 1) Environment is changing rapidly 2) It is difficult to define requirements and scope up front 3) It is possible to define small incremental improvements that will deliver value to stakeholders

Answer 384

Adding more resources to an activity so that it finishes early.

Answer 385

Additional details to describe an activity, such as activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.

Answer 386

Adjourning

Answer 387

Adjusting all processes to improve (reduce/remove) the bottleneck.

Answer 388

Agile or Change-driven life cycles

Answer 389

Agile release planning is a technique to develop schedule on an agile project.

Answer 390

Agile teams work at a sustainable pace.

Answer 391

Agreement by everyone in the group on a single course of action.

Answer 392

All activity dependencies in a project schedule network diagram.

Answer 393

All components of the project management plan are inputs to the Manage Project Knowledge process.

Answer 394

All documents used in signing, executing, and closing an agreement. Procurement documentation may include documents predating the project.

Answer 395

All documents used to solicit information, quotations, or proposals from prospective sellers.

Answer 396

All the "work" that goes in producing project deliverables (products, services or results).

Answer 397

All the processes, tools, techniques, methodologies, resources, and procedures to manage a project are collectively known as Project Management System. Project Management Information System is an information system (consisting of the tools and techniques) used to manage the outputs of project management processes.

Answer 398

Alternative Dispute Resolution

Answer 399

Alternatives analysis; Regression analysis; Root cause analysis; Reserve Analysis; Trend Analysis; Earned Value Management; SWOT Analysis; Variance Analysis, etc.

Answer 400

American National Standards Institute

Answer 401

An activity that logically comes before a dependent activity in a schedule. In other words, it's the "from" activity of a logical relationship in a schedule network.

Answer 402

An actual condition that is different from the expected condition, which is contained in the baseline plan.

Answer 403

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.

Answer 404

An aggregate measure of the potential impact of all risks at any given point in time in a project, program, or portfolio.

Answer 405

An agile practice of experimenting (iterating) freely and often in order to learn from the mistakes and achieve the desired outcomes quickly.

Answer 406

An agile release consists of multiple iterations or Sprints.

Answer 407

An agreed upon sum of money that the buyer will be entitled to in the event that the contractor fails to meet certain contractual obligations. These are established at the time of signing the contract and are a part of the contract.

Answer 408

An agreed-upon amount of variation to be allowed before some action needs to be taken.

Answer 409

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.

Answer 410

An analytic 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.

Answer 411

An analytical technique to determine the information needs of the project stakeholders through interviews, workshops, study of lessons learned from previous projects, etc.

Answer 412

An analytical technique to establish a contingency (or buffer) for project duration or budget to mitigate schedule or cost risks.

Answer 413

An analytical technique used to determine the basic underlying reason for a variance, defect or risk.

Answer 414

An anomaly or flaw, in a deliverable such that the deliverable does not meet its requirements or specifications.

Answer 415

An artifact that is produced, is quantifiable, and can be either an end item in itself or a component item. It is also described as material and goods.

Answer 416

An assessment of correctness.

Answer 417

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.

Answer 418

An earned value method that divides a work package into measurable segments, each ending with an observable milestone, and then assigns a weighted value to the achievement of each milestone.

Answer 419

An element at any level of the WBS.

Answer 420

An elicitation technique using focused sessions that bring key cross-functional stakeholders together to define product requirements.

Answer 421

An enterprise whose personnel are most directly involved in doing the work of the project or program.

Answer 422

An estimate of the most probable activity duration that takes into account all of the known variables that could affect performance.

Answer 423

An estimate of the shortest activity duration that takes into account all of the known variables that could affect performance.

Answer 424

An estimate or prediction of a project's future schedule performance based on information and knowledge available at the time of the forecast. These are typically expressed in terms of schedule variance (SV) and schedule performance index (SPI).

Answer 425

An estimate or prediction of future conditions and events in a project based on project's performance, and other information available at the time of the forecast.

Answer 426

An estimate or prediction of project's future cost performance based on information and knowledge available at the time of the forecast. These are typically expressed as estimate to complete (ETC), estimate at completion (EAC), budget at completion (BAC), and to-complete performance index (TCPI).

Answer 427

An estimating technique that uses a statistical relationship established based on historical data, to calculate an estimate for activity parameters, such as scope, cost, budget, and duration.

Answer 428

An estimating technique that uses duration or cost information from a previous, similar activity as the basis for estimating a future activity.

Answer 429

An estimating technique that uses three cost or duration estimates (optimistic, most likely, and pessimistic) to account for risk or uncertainty in an activity.

Answer 430

An event or occurrence that could affect the execution of the project that may be accounted for with a reserve.

Answer 431

An Extreme Programming (XP) technique to describe a common vision for how a program works.

Answer 432

An individual with deep knowledge in a particular specialization who has also learned to be productive in other team roles.

Answer 433

An individual with management authority over one or more resources.

Answer 434

An information gathering technique used in risk management to increase the breadth of the risks considered, and devise contingency plans, by examining the project's strengths, weaknesses, opportunities, and threats.

Answer 435

An information system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes. It is used to support all aspects of the project from initiating through closing, and can include both manual and automated systems.

Answer 436

An integration of scope, schedule and cost baselines of the project. It is used for measuring project performance including earned value measurement.

Answer 437

An intentional activity that ensures the future performance of the project work is aligned with the Project Management Plan.

Answer 438

An intentional activity that realigns the performance of the project work with the project management plan.

Answer 439

An intentional activity to modify a nonconforming product or product component.

Answer 440

An item that is placed under configuration control. It may include the product, its components, documentation or project artifacts (plans and documents).

Answer 441

An official recommendation or advice that indicates policies, standards, or procedures for how something should be accomplished.

Answer 442

An ordered list of user-centric requirements that a team maintains for a product.

Answer 443

An organizational construct that focuses on the flow of value to customers through the delivery of specific products or services.

Answer 444

An organizational hierarchy that has many of the characteristics of the projectized organization, and can have full-time project managers with considerable authority and full-time project administrative staff.

Answer 445

An organizational hierarchy that maintains many of the characteristics of a functional organization, and the project manager role is more of a coordinator or expediter than that of a true project manager.

Answer 446

An organizational hierarchy that recognizes the need for a project manager, but does not provide the project manager with the full authority over the project and project funding.

Answer 447

An organizational hierarchy where resources are allocated on a dedicated basis to a project and are controlled by the project manager.

Answer 448

An organizational hierarchy which may involve all structures (such as functional, matrix or projectized) at various levels.

Answer 449

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.

Answer 450

An organizational structure in which staff is grouped by areas of specialization (such as engineering, marketing, IT, production, finance, etc.) and the project manager has limited authority to assign work and apply resources.

Answer 451

An output of a project management process or an activity. It could be an outcome (e.g. a business process, an upgraded system, a research study, a trained resource, etc.) or a document (e.g. a new policy document, a training plan, a research report, etc.).

Answer 452

An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources.

Answer 453

An uncertain event (or risk) that will impact the project positively, if it occurs.

Answer 454

An uncertain event (or risk) that will negatively impact a project, if it occurs.

Answer 455

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

Answer 456

An understanding of the differences between individuals, groups, and organizations and adapting the project's communication strategy in the context of these differences.

Answer 457

Analogous Estimating

Answer 458

Another name for Discretionary Dependency.

Answer 459

Another name for float.

Answer 460

Any activity on a critical path in a project schedule.

Answer 461

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.

Answer 462

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.

Answer 463

Any numbering system used to uniquely identify each component of the WBS.

Answer 464

Any organizational structure, which is a hybrid of functional organization and projectized organization, where resources are controlled functionally by their functional manager, and for the project requirements by the project manager.

Answer 465

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.

Answer 466

Approaches to presenting information with logical linkages that aid in understanding.

Answer 467

Appropriate stakeholders identified in the Schedule Management Plan.

Answer 468

Approved Change Requests

Answer 469

Approved versions of: - Project Scope Statement - WBS - WBS Dictionary

Answer 470

Arbitration

Answer 471

As early in the project as possible, preferably while the project charter is being developed and always prior to the start of planning. In other words, during project initiation.

Answer 472

As soon as the project is conceived

Answer 473

Aspirational