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PMBOK > Glossary A-C > Flashcards

Glossary A-C Flashcards

(100 cards)

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1
Q

Acceptance Criteria

A

a set of conditions that is required to me met before deliverables are accepted

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2
Q

Accepted Deliverables

A

products, results, or capabilities produced by a project and validated by the project customer or sponsors as meeting their specified acceptance criteria

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3
Q

Accuracy

A

within the quality management system, accuracy is an assessment of correctness

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4
Q

Acquire Resources

A

the process of obtaining team members, facilities, equipment, materials, supplies, and other resources necessary to complete project work

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5
Q

Acquisition

A

obtaining human and material resources necessary to perform project activities; acquisition implies a cost of resources, and is not necessarily financial

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6
Q

Activity

A

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

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7
Q

Activity Attributes

A

multiple attributes associated with each schedule activity that can be included with the activity list; activity attributes include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions

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8
Q

Activity Duration

A

the time in calendar units between the start and finish of a schedule activity (see also duration)

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9
Q

Activity Duration Estimates

A

the quantitative assessments of the likely number of time periods that are required to complete an activity

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10
Q

Activity List

A

a documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed

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11
Q

Activity-on-Node (AON)

A

(see precedence diagramming method (PDM))

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12
Q

Actual Cost (AC)

A

the realized cost incurred for the work performed on an activity during a specific time period

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13
Q

Actual Duration

A

the time in calendar units between the actual start date of the schedule activity and either the data date of the project schedule if the schedule activity is in progress or the actual finish date if the schedule activity is complete

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14
Q

Adaptive Life Cycle

A

a project life cycle that is iterative or incremental

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15
Q

Affinity Diagrams

A

a technique that allows large numbers of ideas to be classified into groups for review and analysis

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16
Q

Agreements

A

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, emails, etc.

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17
Q

Alternative Analysis

A

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

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18
Q

Analogous Estimating

A

a technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project

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19
Q

Analytical Techniques

A

various techniques used to evaluate, analyze, or forecast potential outcomes based on possible variations of project or environmental variable and their relationships with other variables

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20
Q

Assumption

A

a factor in the planning process that is considered to be true, real, or certain, without proof or demonstration

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21
Q

Assumption Log

A

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

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22
Q

Attribute Sampling

A

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

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23
Q

Authority

A

the right to apply project resources, expend funds, make decisions, or give approvals

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24
Q

Backward Pass

A

a critical path method technique for calculating the late start and late finish dates by working backward through the schedule model for the project end date

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25
Bar Chart
a graphic display of schedule-related information; in the typical bar chart, 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 (see Gantt chart)
26
Baseline
the approved version of a work product that can be changed only through formal change control procedures and is used as a basis for comparison to actual results
27
Benchmarking
the comparison of actual or planned products, processes, and practices to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance
28
Benefits Management Plan
the documented explanation defining the processes for creating, maximizing, and sustaining the benefits provided by a project or program
29
Bid Documents
all documents used to solicit information, quotations, or proposals from prospective sellers
30
Bidder Conference
the meetings with prospective sellers prior to the preparation of a bid or proposal to ensure all perspective vendors have a clear and common understanding of the procurement; also known as contractor conferences, vendor conference, or pre-bid conferences
31
Bottom-Up Estimating
a method of estimating project duration or cost by aggregating the estimates of the lower-level components o the work breakdown structure (WBS)
32
Budget
the approved estimate for the project or any work breakdown structure component or any schedule activity
33
Budget at Completion (BAC)
the same of all budgets established for the work to be performed
34
Buffer
(see reserve)
35
Business Case
a documented economic feasibility study used to establish validity of the benefits of a selection component lacking sufficient definition and that is used as a basis for the authorization of further project management activities
36
Business Value
the net quantifiable benefit derived from a business endeavor; the benefit may be tangible, intangible, or both
37
Baseline of Estimates
supporting documentation outlining the details used in establishing project estimates such as assumptions, constraints, level of detail, ranges, and confidence levels
38
Cause and Effect Diagram
a decompositions technique that helps trace an undesirable effect back to its root cause
39
Change
a modification to any formally controlled deliverable, project management plan component, or project document
40
Change Control
a process whereby modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or rejected
41
Change Control Board
a formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes the project, and for recording and communicating such decisions
42
Change Control System
a set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled
43
Change Log
a comprehensive list of changes submitted during the project and their current status
44
Change Management Plan
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
45
Change Request
a formal proposal to modify a document, deliverable, or baseline
46
Charter
(see project charter)
47
Checklist Analysis
a technique for systematically reviewing materials using a list for accuracy and completeness
48
Check Sheet
a tally sheet that can be used as a checklist when gathering data
49
Claim
a request, demand, or assertion of rights by a seller against a buyer, or vice versa, for consideration, compensation, or repayment under the terms of a legally binding contract, such as for a disputed charge
50
Claims Administration
the process of processing, adducting, and communicating contract claims
51
Close Project or Phase
the process of finalizing all activities for the project, phase, or contract
52
Closing Process Group
the process(es) performed to formally complete or close a project, phase, or contract
53
Code of Accounts
a numbering system used to uniquely identify each component of the work breakdown structure (WBS)
54
Collect Requirements
the process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives
55
Colocation
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
56
Communication Methods
a systematic procedure, technique, or process used to transfer information among project stakeholders
57
Communication Models
a description, analogy, or schematic used to represent how the communication process will be performed fro the project
58
Communication Requirements Analysis
an analytical technique to determine the information needs of the of the project stakeholders through interviews, workshops, study of lessons learned from previous projects, etc.
59
Communications Management Plan
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
60
Communication Style Assessment
a technique to identify the preferred communication method, format, and content for stakeholders for planned communication activities
61
Communication Technology
specific tools, systems, computer programs, etc., used to transfer information among project stakeholders
62
Conduct Procurements
the process of obtaining seller responses, selecting a seller, and awarding a contract
63
Configuration Management Plan
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
64
Configuration Management System
a collections of procedures used to track project artifacts and monitor and control changes to these artifacts
65
Conformance
within the quality management system, conformance is a general concept of delivering results that fall within the lints that define acceptable variation for a quality requirement
66
Constraint
a limiting factor that affects the execution of a project, program, portfolio, or process
67
Context Diagrams
a visual depiction of the product scope showing a business system (process, equipment, computer system, etc.), and how people and other systems (actions) interact with it
68
Contingency
an event or occurrence that could affect the execution of the project that may be accounted for with a reserve
69
Contingency Reserve
time or money allocated in the schedule or cost baseline for known risks with active response strategies
70
Contingent Response Strategies
responses provided which may be used in the event that a specific trigger occurs
71
Contract
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
72
Contract Change Control Systems
the system used to collect, track, adjudicate, and communicate changes to a contract
73
Control
comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective action as needed
74
Control Account
a management control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement
75
Control Chart
a graphic display of process data per time and against established control limits, which has a centerline that assists in detecting a trend of plotted values toward either control limit
76
Control Costs
the process of monitoring the status of the project to update the project costs and manage changes to the cost baseline
77
Control Limits
the area composed of the standard deviations on either side of the centerline or mean of a normal distribution of data plotted on a control chart, which reflects the expected variation the data (see also specification limits)
78
Control Procurements
the process of managing procurement relationships, monitoring contract performance, making changes and corrections as appropriate, and closing out contracts
79
Control Quality
the process of monitoring an recording results of executing the quality management activities to assess performance and ensure the project outputs are complete, correct, and meet customer expectations
80
Control Resources
the process of ensuring that the physical resources assigned and allocated to the project are available as planned, as well as monitoring the planned versus actual utilization of resources and performing corrective action as necessary
81
Control Schedule
the process of monitoring the status of the project to update the project schedule and manage changes to the schedule baseline
82
Control Scope
the process of monitoring the status of the project and product scope and managing changes to the scope baseline
83
Corrective Action
an intentional activity that realigned the performance of the project work with the proctologist's management plan
84
Cost Aggregations
summing the lower-level cost estimates associated with the various work packages for a given level within the project's EBS or for a given sort control account
85
Cost Baseline
the approved version of the time-phased project budget, excluding any management reserves, which can be changed only through format change control procedures and is used as a basis for comparison to actual results
86
Cost-Benefit Analysis
a financial analysis tool used to determine the benefits provided by a project against its costs
87
Cost Management Plan
a component of a project or program management plan that describes how costs will be planned, structured, and controlled
88
Cost of Quality (CoQ)
all costs incurred over the life of a the product by investment in preventing nonconformance to requirements, appraisal of the product or service for conformance to requirements and failure to meet requirements
89
Cost Performance Index (CPI)
a measure of the cost efficiency of budgetd resources expressed as the ratio of earned value to actual cost
90
Cost Plus Award Fee Contract (CPAF)
a category of contract that involves payment to the seller for the legitimate actual costs incurred for completed work, plus an award fee representing seller profit
91
Cost Plus Fixed Fee Contract (CPFF)
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)
92
Cost Plus Incentive Fee Contract (CPIF)
a type of cost-reimbursable contract where the reimburses the seller for the seller's allowable costs (allowable costs are defined by the contract), and the seeker earns its profit if it meets defined performance criteria
93
Cost-Reimbursable Contract
a type of contract involving payment to the seller for the seller's actual costs, plus a fee typically representing the seller's profit
94
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
95
Crashing
a technique used to shorten the schedule duration for the least incremental cost by adding resources
96
Create WBS
the process of subdividing project deliverables and project work into smaller, more manageable components
97
Criteria
standards, rules, or tests on which a judgment or decision can be based or by which a product, service, result, or process can be evaluated
98
Critical Path
the sequence of activities that represents the longest path through a project, which determines the shortest possible duration
99
Critical Path Activity
any activity on the critical path in a project schedule
100
Critical Path Method (CPM)
a method used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths within the schedule model

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