Deck 1 Flashcards
1
Q
Cost Budget is?
A
Is the cost baseline plus the mgmnt reserves
2
Q
Perform Quality Control focuses on what?
A
- Measure quality 2. identify improvements 3. validate deliverables 4. complete checklists 5. update lessons learned 6. submit change requests 7. update the PM plan and project documents
3
Q
Who structures the procurement documents?
A
The buyer structures the procurement documents to facilitate an accurate and complete response and permit easy comparison of responses. If you do not do this, you will find it difficult to compare the results. Sometimes, as in government contracting, the content and structure is defined by regulation. In some cases, publication of the request will be done in public newspapers, trade journals, registries, or on the internet.
4
Q
Role Responsible and when: enforces quality processes during executing and monitoring and Controlling
A
Sponsor
5
Q
Determine Budget Process has what inputs?
A
- activity cost estimates, from Estimate Costs process 2. Basis of estimates, from Estimate Costs 3. Scope baseline, containing the scope statement, which may contain limitations by period for project expenditures from the organization, contract, or government agency. It also includes the WBS and WBS dictionary. 4. Project schedule, from Develop Schedule, which provides the “when” for costs. 5. Resource calendars, which may indicate resource costs over the length of the project (e.g. rate increases) 6. Contracts for products, services or results that are purchased. 7. Organizational process assets, including policies, procedures, and guidelines related to budgeting, as well as budgeting tools and reporting methods.
6
Q
Estimate Costs process TOOLS AND TECHNIQUES are?
A
- Expert judgement, to guide the application of historical and other information in determining project estimates 2. Analogous estimating, which uses historical information from a previous project. Analogous estimating is useful when information and time are limited, but is not as accurate as detailed estimating 3. Parametric estimating 4. Bottom-up estimating, which estimates at the lower levels then accumulates cost upward. It’s more accurate than analogous estimate 5. Three point estimates. Allows consideration of a range of possible estimates 6. Reserve analysis, to set up contingency reserves to account for cost uncertainty. Contingency reserves are part of the project’s funding requirements 7. Cost of quality, to provide for quality assurance and control costs of the project 8. Project management estimating software, including things like computerized spreadsheets, simulation and statistical tools 9. Vendor bid analysis in which vendor cost bids are analyzed to determine reasonable “should costs” estimates.
7
Q
Work Performance Measures include?
A
- Planned vs. actual technical performance 2. Planned vs. actual schedule performance 3. Planned vs. actual cost performance
8
Q
What process occurs after the quality standards are identified?
A
Plan Quality Process
9
Q
What Comes Before: Direct and Manage Project Execution
A
Develop Project Management Plan
10
Q
What are the OUTPUTS of the process - Plan Quality?
A
- Quality management plan, 2. Quality metrics, 3. Quality checklists , 4. Process improvement plan, 5. Project document updates
11
Q
What are the OUTPUTS of the process - Determine Budget?
A
- Cost performance baseline, an authorized time-phased budget used to measure and monitor project cost performance. Sums the approved budget expenditures by time period, and is displayed as an S-curve showing accumulated expenditures over time., 2. Project funding requirements, which are set in a step function to stay ahead of the cost baseline considering cash flow delays., 3. Project document updates, including cost estimates, project schedule, and the risk register.
12
Q
When is To Complete Performance Index (TCPI) used?
A
To Complete Performance Index (TCPI) is used to determine cost performance efficiency required to complete project within the original budget (BAC) or revised budget (EAC). 1. Revised Budget: TCPI (EAC) = (BAC-EV)/(EAC-AC) 2. If budget can NOT be revised:TCPI (BAC) = (BAC-EV)/(BAC-AC)
13
Q
What are the TOOLS AND TECHNIQUES of the process - Report Performance?
A
- Variance analysis, to look at what caused variance, 2. Forecasting methods, 3. Communication methods, 4. Reporting systems, which is a standard tool to help the project manager capture, store, and distribute information to stakeholders, using software tools to assist.
14
Q
What is Schedule Performance Index (SPI)?
A
Schedule Performance Index (SPI) is the earned value divided by the planned value (EV/PV).
15
Q
What are the TOOLS AND TECHNIQUES of the process - Close Procurements?
A
- Procurement audits, a structured review of the procurement process soup to nuts. The objective is to identify what worked and what didn’t to drive lessons learned.2. Negotiated settlements, of all outstanding issues, claims, and disputes. If settlement cannot be reached though direct negotiation, some form of alternate dispute resolution, including mediation or arbitration may be used. Last result: litigation in the courts.3.Records management system
16
Q
What Comes Before: Close Project or Phase
A
Perform Integrated Change Control
17
Q
What are the TOOLS AND TECHNIQUES of the process - Monitor and Control Risks?
A
- Risk reassessment, including identifying new risks and closing risks, 2. Risk audits, which examine and document the effectiveness of risk management processes, 3. Variance and trend analysis, comparing planned and actual, 4. Technical performance measurement, which monitors specific, quantifiable measures of technical performance appropriate to the application area of the project., 5. Reserve analysis based on risks that have or have not occurred, to determine if reserves should be adjusted., 6. Status meetings, which should include project risk management as an agenda item to keep some attention focused on risks
18
Q
What part of the Quality Management process are you in when using a bar chart to show how many problems occurred for each cause and arranging them according to the frequency in which the problems occurrred
A
Perform Quality Control
19
Q
What part of the Quality Management process are you in when reviewing a graphic with an organized series of lines displaying issues or potential issues that might have led to a defect or problem
A
Perform Quality Control
20
Q
Project Statement of Work (SOW) can be defined as?
A
- A narrative description of products or services to be supplied by the project 2. Describes the business need 3. Describes the Product Scope 4. Describes the relationship between the project and the business need
21
Q
Project Management Plan document can be defined as?
A
The Project Management plan integrates and consolidates all subsidiary plans and baselines from the planning processes. It includes: 1. The life cycle selected for the project - How work will be executed 2. Processes selected by PM team 3. Level of implementation (rigor) 4. Description of tools and techniques to be used 5. How selected processes will be used
22
Q
What are the OUTPUTS of the process - Report Performance?
A
- Performance reports, 2. Organizational process assets updates, including reports, lessons learned, causes of issues and corrective action taken, and any other historical information, 3. Change requests, processed through Perform integrated change control process. Could include recommended corrective or preventive action.
23
Q
What part of the Quality Management process are you in when analyzing a chart of problems to find the most frequent to see which one should be improved?
A
Perform Quality Assurance
24
Q
What are the five processes of Project Scope Management?
A
1) Collect Requirements2) Define Scope3) Create WBS4) Verify Scope5) Control Scope
25
What is the definition of the Control Scope process?
Measuring project and product scope performance and managing changes to the scope baseline.
26
Earned Value Management can be defined as?
A management methodology for intergrating scope, schedule and resources and for objectively measuring project performance and progresss. Performance is measured by determining the budgeted cost of work performed (i.e. earned value) and comparing it to the actual cost of work performed (i.e. actual cost).
27
What are the OUTPUTS of the process - Perform Quantitative Risk Analysis?
1. Risk register updates, including:, - Probabilistic analysis of the project, showing results with associated confidence levels., - Probability of achieving the cost and time objectives, - Prioritized list of quantified risks, - Trends in quantitative risk analysis results, which may lead to conclusions affecting the planned responses.
28
What Comes Before: Monitor and Control Risks
Plan Risk Responses
29
What are the INPUTS of the process - Identify Risks?
1. Risk management plan, including roles and responsibilities, budget and schedule provisions, and categories of risks, 2. Activity cost estimates, to view range of results, 3. Activity duration estimates, also with ranges, 4. Scope baseline, including assumptions and the WBS, 5. Stakeholder register, useful to identify who can provide inputs, 6. Cost management plan, provides approach to cost management, 7. Schedule management plan, for its schedule management approach, 8. Quality management plan, for its impact on risk, 9. Project documents, including the assumption log, work performance reports, earned value reports, network diagrams, baseline, and others, 10. Enterprise environmental factors, including published information, academic studies, benchmarking, industry studies, and risk attitudes, 11. Organization process assets, including project files with actual data, organizational and project process controls, risk statement templates,and lessons learned
30
Types of HR Org charts used in the Develop Human Resource Plan are?
1. Hierarchical 2. Matrix-based (responsibility assigment matrix like RACI)3. Text-oriented
31
What configuration management activities are included in the Integrated Change Control process?
1. Configuration identification 2. Configuration status accounting 3. Configuration Verification and Audit
32
Change requests can require new or revised what?
1. Cost estimates 2. Activity sequences 3. Schedule dates 4. Resource requirements 5. Analysis of risk response alternatives 6. require adjustments to the PM plan 7. Other project management plans/documents
33
What are the TOOLS AND TECHNIQUES of the process - Develop Human Resource Plan?
1. Organization charts and position descriptions (and responsibility assignment matrix (RAM) like RACI (responsible, accountable, consult, inform).2. Networking3. Organizational theory
34
What are the OUTPUTS of the process - Plan Communications?
1. Communications management plan2. Project document updates, including the project schedule, stakeholder register, and stakeholder management strategy
35
What are the INPUTS of the process - Close Procurements?
1. Project management plan, including procurement management plan, 2. Procurement documentation, collected, indexed, and filed. Information on contract schedule, scope, quality, and const performance, along with all contract change documentation, payment records, and inspection results. This will form the basis for lessons learned documentation and for evaluating contractors for future contracts.
36
Perform Integrated Change Control process contains what activities?
1. Influencing the factors that circumvent integrated change control so that only approved changes are implemented 2. Reviewing, analyzing and approving change requests 3. Managing the approved changes 4. Maintaining the integrity of baselines 5. Reviewing, approving, or denying recommended corrective/preventative actions 6. Coordinating changes across the entire project 7. Documenting impact of change requests
37
What tool is being used when reviewing a graphic with an organized series of lines displaying issues or potential issues that might have led to a defect or problem
Cause and Effect Diagram (Ishikawa/fishbone diagrams)
38
Acceptance Criteria
A set of conditions that is required to be met before deliverables are accepted.
39
Activity
A distinct, scheduled portion of work performed during the course of a project.
40
Actual Cost (AC)
The realized cost incurred for the work performed on an activity during a specific time period.
41
Apportioned Effort
An activity where effort is allotted proportionately across certain discrete efforts and not divisible into discrete efforts. One of the 3 EVMs used to measure work performance.
42
Assumption
A factor in the planning process that is considered to be true, real, or certain, without proof of demonstration.
43
Backward Pass
A critical path method technique for calculating the late start and late finish dates by working backward through the schedule model from the project end date.
44
Baseline
An approved plan for a project, plus or minus approved changes. It is compared to actual performance to determine if performance is within acceptable variance thresholds. Usually used with a modifier like cost performance baseline or schedule baseline.
45
Bottom-up Estimating
A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the WBS.
46
Budget at Completion
The sum of all budgets established for the work to be performed.
47
Change Control
A process whereby modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or rejected.
48
Change Control Board
A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project and for recording and communicating such decisions.
49
Change Control System
A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.
50
Change Request
A formal proposal to modify any document, deliverable, or baseline.
51
Code of Accounts
A numbering system used to uniquely identify each component of the WBS.
52
Communication Management Plan
A component of the project, program, or portfolio management plan that describes how, when, and by whom information will be administered and disseminated.
53
Constraint
A limiting factor that affects the execution of a project, program, portfolio, or process.
54
Control Account (CA)
A management control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement.
55
Corrective Action
A intentional activity that realigns the performance of the project work with the project management plan.
56
What is the Cost Management Plan
A component of a project or program management plan that describes how costs will be planned, structured, and controlled.
57
Cost Performance Index (CPI)
A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost. CPI= EV/AC
58
Cost Variance (CV)
The amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual cost. CV= EV-AC
59
Crashing
A technique used to shorten the schedule duration for the least incremental cost by adding resources.
60
Critical Chain Method
A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project certainties.
61
Critical Path
The sequence of activities that represents the longest path through a project, which determines the shortest possible duration.
62
Critical Path Activity
Any activity on the critical path in a project schedule.
63
Critical Path Method
A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model.
64
Data Date
A point in time when the status of the project is recorded.
65
Decision Tree Analysis
A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.
66
Decomposition
A technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts.
67
Defect Repair
An intentional activity to modify a nonconforming product or product component.
68
Deliverable
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.
69
Discrete Effort
Any activity that can be planned and measured and that yields a specific output. One of three EVM types of activities used to measure work performance.
70
Early Finish Date
In the critical path method, the earliest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic, the data date, and any schedule constraints.
71
Early Start Date
In the critical path method, the earliest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic, the data date, and any schedule constraints.
72
Earned Value
The measure of work performed expressed in terms of the budget authorized for that work.
73
Earned Value Management
A methodology that combines scope, schedule, and resource measurements to assess project performance and progress.
74
Effort
The number of labor units required to complete a schedule activity or WBS component, often expressed in hours, days, or weeks.
75
Enterprise Environmental Factors
Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio.
76
Estimate at Completion
The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete. EAC= AC + (BAC-EV)/CPI = BAC/CPI
77
Estimate to Complete
The expected cost to finish all the remaining project work. ETC = EAC - AC
78
Fast Tracking
A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.
79
Finish-to-Finish (FF)
A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.
80
Finish-to-Start (FS)
A logical relationship in which a successor activity cannot start until a predecessor activity has finished.
81
Forward Pass
A critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or a given point in time.
82
Free Float
The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.
83
Gantt Chart
A bar chart of schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates.
84
Human Resource Plan
A component of the project or program management plan that describes how the roles and responsibilities, reporting relationships, and staff management will be addressed and structured.
85
Lag
The amount of time whereby a successor activity is required to be delayed with respect to a predecessor activity/
86
Late Finish Date
In the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic, the project completion date, and any schedule constraints.
87
Late Start Date
In the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic, the project completion date, and any schedule constraints.
88
Lead
The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.
89
Lessons Learned
The knowledge gained during a project which shows how project events were addressed or should be addressed in the future for the purpose of improving future performance.
90
Level of Effort
An activity that does not produce definitive end products and is measured by the passage of time. One of three EVM types of activities used to measure work performance.
91
Logical Relationship
A dependency between two activities or between an activity and a milestone.
92
Milestone
A significant point or event in a project, program, or portfolio.
93
Most Likely Duration
An estimate of the most probable activity duration that takes into account all of the known variables that could affect performance.
94
Opportunity
A risk that would have a positive effect on one of more project objectives.
95
Optimistic Duration
An estimate of the shortest activity duration that takes into account all of the known variables that could affect performance.
96
Organizational Breakdown Structure
A hierarchical representation of the project organization, which illustrates the relationship between project activities and the organizational units that will perform those activities.
97
Organizational Process Assets
Plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization.
98
Organizational Project Management Maturity
The level of an organization's ability to deliver the desired strategic outcomes in a predictable, controllable, and reliable manner.
99
Parametric Estimating
An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.
100
Path Convergence
A relationship in which a schedule activity has more than one predecessor.
101
Path Divergence
A relationship in which a schedule activity has more than one successor.
102
Percent Complete
An estimate expressed as a percent of the amount of work that has been completed on an activity or a WBS component.
103
Performing Organization
An enterprise whose personnel are the most directly involved in doing work of the project or program.
104
Pessimistic Duration
An estimate of the longest activity duration, which takes into account all of the known variables that could affect performance.
105
What is a Phase Gate?
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.
106
Planned Value (PV)
The authorized budget assigned to scheduled work.
107
Portfolio
Projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives.
108
Portfolio Balancing
The process of optimizing the mix of portfolio components to further the strategic objectives of the organization.
109
Portfolio Management
The centralized management of one or more portfolios to achieve strategic objectives.
110
Precedence Diagramming Method
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.
111
Predecessor Activity
An activity that logically comes before a dependent activity in a schedule.
112
Preventative Action
An intentional activity that ensures the future performance of the project work is aligned with the project management plan.
113
What are the 9 knowledge areas?
integration, scope, time, cost, quality, human resource, communication, risk, procurement
114
What are the 5 process groups?
initiating, planning, executing, monitoring and controlling, closing
115
Identify the processes in the initiating process group.
develop project charter, identify stakeholders
116
Name the time management processes within the planning process group.
define activities, sequence activities, estimate activity resources, estimate activity durations, develop schedule
117
Name the scope management processes under the executing process group.
none.
118
Name the planning process for identifying and documenting project roles, responsibilities and required skills, reporting relationships and staffing management.
Develop Human Resource Plan process
119
Name all of the processes in the closing process group.
close project or phase, close procurements
120
Name the 5 processes in the communications management knowledge area.
identify stakeholders, plan communications, distribute information, manage stakeholder expectations, report performance
121
Name the two risk analysis processes in sequential order.
perform qualitative risk analysis, perform quantitative risk analysis
122
Name the first ten processes in sequence.
develop project charter, identify stakeholders, develop project management plan, collect requirements, define scope, create WBS, define activities, sequence activities, estimate activity resources, estimate activity durations
123
Is report performance in the Monitoring and Controlling process group?
Yes
124
Control Scope process comes after which process?
Verify Scope
125
What process comes first: Develop project team or acquire project team?
acquire project team
126
Is the develop schedule process in the cost management knowledge area?
No. It is in the time management knowledge area.
127
Stakeholder register is an output of what process?
identify stakeholders
128
The business case is an input into what process?
develop project charter
129
True or False: The stakeholder register is both an output and input into processes.
True.
130
Which knowledge areas have baselines?
1. Scope 2. Schedule 3. Cost 4. These together create the performance measurement baseline
131
What is included in the Project Management Plan?
1. Each individual management plan 2. Baselines for the project 3. Requirements management plan 4. Change management plan 5. Configuration management plan 6. Process improvement plan
132
What are included in Project Documents?
1. Other documentation used to manage the project 2. Requirements Traceability Metric 3. SH Register 4. Activity List 5. Quality Check lists 6. Risk Register 7. Change log 8. Resource Calendar 9. Issue log
133
Project Scope Statement is used to create what?
WBS
134
Project Scope Statement is an input to what planning?
1. Time 2. Cost 3. Quality 4. Risk 5. Procurement
135
Work Performance Information is generated when?
1. Executing the Direct and Manage Project Execution process 2. Used in the monitoring and controlling processes
136
Configuration Management System is defined as?
A system that provides a standardized, effective, and efficient way to centrally manage approve changes and baselines within a project.
137
Configuration Control is focused on what?
Note: didn't find this in PMBOK version 4.The specification of both the deliverables and the processes.
138
Change Control is focused on what?
Identifying, documenting, and controlling changes to the project and the product baselines
139
Project Selection Method: What is the Project Selection Method if using 'Peer Review'?
Benefit Measure Method
140
Project Selection Method: What is the Project Selection Method if using 'Murder Board'?
Benefit Measure Method
141
Project Selection Method: What is the Project Selection Method if using 'Scoring Models'?
Benefit Measure Method
142
Project Selection Method: What is the Project Selection Method if using Economic'?
Benefit Measure Method
143
Project Selection Method: What is the Project Selection Method if using Benefit compared to cost'?
Benefit Measure Method
144
Project Selection Method: What are the two major types of project Selection methods?
1. Benefit Measure Method 2. Constrained Optimization Method
145
Process: What process has Constraints and Assumptions as an input?
Develop Project Charter
146
Does the PM Plan include any variance allowances?
Yes
147
WBS Dictionary contains what information?
1. Description of the work pacakge 2. the person responsible 3. Contraints 4. Assumptions 5. Dues Dates 6. etc.
148
Schedule Management Plan can be defined as
How schedule contingencies will be reported and assessed. How it will be planned, controlled
149
The key activities that are a part of project time management include:
1. Identifying the list of project activities 2. Estimating the time and resources required to complete each of the identified activities 3. Sequencing the activities to occur one after the other in a logical manner.
150
PDM: type of network diagram can address all four types of dependencies between the activities. What are the four types of dependencies?
1. F to S 2. F to F 3. S to S 4. Hammock
151
Heuristics:
Heuristic estimation is a model based on trial and error.
152
Parametric Estimating:
This uses a mathematical model to calculate projected times for an activity based on historical records from previous projects and other information.
153
Analogous Estimating:
This estimating is based on previous projects (or activities). The last 5 similar projects took 6 months, so this one should also take 6 months.
154
One time Estimate:
1. When estimating use only one time estimate per activity. 2. This techniques should only be used for high level estimates.
155
Schedule Network Analysis is a technique that generates the project schedule. This technique includes:
1. PERT 2. Critical path method 3. Schedule compression 4. What-if scenario analysis 5. Schedule compression 6. Critical chain method
156
What is the PERT formula?
Expected duration= (P+4M+O)/6 P= Pessimistic estimate M= Most likely estimate O= Optimistic estimate
157
How do you calculate float?
Float= LS-ES OR Float= LF-EF
158
What is a summary activity that represents a group of related activities called?
Hammock
159
Control Account can be defined as?
Done at a level higher than the work package. Remember, the project is broken into a WBS. The WBS is further broken down into work packages and work packages are finally broken into activities (WBS Dictionary).
160
Milestone list is an output of what process?
Define Activities
161
Project Schedule Network Diagram is an output of what process?
Sequence Activities
162
Resource Breakdown structure is an output of what process?
Estimate Activity Resources
163
Project Schedule is an output of what process?
Develop Schedule
164
Schedule Baseline is an output of what process?
Develop Schedule
165
Work Performance Measures are an output of what process?
Control Schedule, Control Scope
166
Activity Resource Requirements is an output of what process?
Estimate Activity Resources
167
Estimate Activities Durations process includes the Scope Statement as an input. Why?
The process considers assumptions and constraints which are outlined in the project scope statement
168
Make or buy decision is an output of what process?
Plan Procurements
169
Source selection criteria is an output of what process?
Plan Procurements
170
Selected sellers is an output of what process?
Conduct Procurements
171
Procurement contract award criteria is an output of what process?
Conduct Procurements
172
Subnetwork or fragment network templates are most useful when the project has MANY what?
Identical or nearly identical deliverables
173
A summary activity in a network logic diagram is often referred to as a?
Hammock Activity
174
Work Authorization System; what is it?
Manages what time and in what sequence
175
Monitor and Control Risks definition:
The process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating the risk process throughout the project
176
Develop HR Plan definition:
The process of identifying and documenting project roles, responsibilities, and required skills, reporting relationships, and creating a staffing management plan
177
Acquire Project Team definition:
The process of confirming human resource availability and obtaining the team necessary to complete project assignments
178
Develop Project Team definition:
The process of improving the competencies, team interaction, and the overall team environment to enhance project performance
179
Manage Project Team definition:
The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance
180
Plan Quality definition:
The process of identifying quality requirements and/or standards for the project and product, and documenting how the project will demonstrate compliance
181
Perform Quality Assurance definition:
The process of auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used
182
Perform Quality Control definition:
The process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes
183
Identify Stakeholders definition:
The process of identifying all people or orgs impacted by the project, and documenting relevant information regarding their interests, involvement and impact on project success
184
Plan Communications definition:
The process of determining the project SH information needs and defining a communication approach
185
Distribute Information definition:
The process of making relevant information available to project SHs as planned
186
Manage Stakeholder Expectations definition:
The process of communicating and working with SHs to meet their needs and addressing issues as they occur
187
Report Performance definition:
The process of collecting and distributing performance information, including status reports, progress measurements, and forecasts
188
Plan Procurements definition:
The process of documenting project purchasing decisions, specifying the approach, and identifying potential sellers
189
Conduct Procurements definition:
The process of obtaining seller responses, selecting a seller, and awarding a contract
190
Administer Procurements definition:
The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as needed
191
Closure Procurements definition:
The process of completing each project procurement
192
Develop Project Charter definition:
The process of developing a document that formally authorizes a project or a phase and documenting initial requirements that satisfy SHs needs
193
Develop Project Management Plan definition:
The process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans
194
Direct and Manage Project Execution definition:
The process of performing the work defined in the project mgmnt plan to achieve the project's objectives
195
Monitor and Control Project Work definition:
The process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project mgmnt plan
196
Perform Integrated Change Control definition:
The process of reviewing all change requests, approving changes, and managing changes to the deliverables, OPA, project documents, and project mgmnt plan
197
Close Project or Phase definition:
The process of finalizing all activities across all of the Project Mgmnt Process Groups to formally complete the project or phase
198
Collect Requirements definition:
The process of defining and documenting Stakeholder's needs to meet project objectives
199
Define Scope definition:
The process of developing a detailed description of the project and product
200
Create WBS definition:
The process of subdividing project deliverables and project work into smaller, more manageable components
