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Other Vocab Flashcards

(53 cards)

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1
Q

Business Documents - include..

A

-Project Business Case
-Project Benefits Management Plan

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2
Q

Project Business Case

A

Includes: business needs, analysis of situation, recommendation, and evaluation

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3
Q

Project Benefits Management Plan

A

Includes: target benefits, strategic alignment, timeframe for realizing benefits, benefits owner, metrics, assumptions, and risks

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4
Q

Organizational Process Assets (OPA)

A

Processes and Procedures
 Standards
 Policies
 Work instructions
 Templates
 Change control procedures

Organizational Knowledge Repositories
 Project files
 Historical information
 Configuration management knowledge bases
 Financial databases

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5
Q

Enterprise Environmental Factors (EEF)

A

 Not under the control of the project team
 Influence, constrain, or direct the project
 Think of these as “the world we work in”

Internal to the Organization:
-Organizational culture
-Geographic distribution of facilities and resources
-Infrastructure
-IT Software
-Resource availability
-Employee capability

External to the Organization:
-Marketplace conditions
-Social and cultural influences
-Legal restrictions
-Commercial databases
-Government or industry standards
-Financial considerations

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6
Q

Requirements documentation

A

describes how individual requirements meet the business need for the project

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7
Q

Scope management plan

A

a component of the project management plan that describes how the scope will be
defined, developed, monitored, controlled, and validated

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8
Q

Requirements management plan

A

a component of the project management plan that describes how project and
product requirements will be analyzed, documented, and managed

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9
Q

Stakeholder engagement plan

A

used to understand stakeholder communication requirements and the level of stakeholder engagement in order to assess and adapt to the level of stakeholder participation in requirements activities

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10
Q

Assumption Log

A

identified assumptions about the product,
project, environment, stakeholders, and other factors that can influence requirements

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11
Q

Lessons learned register

A

used to provide information on effective requirements collection techniques, especially for projects that are using an iterative or
adaptive product development methodology

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12
Q

Stakeholder Register

A

used to identify stakeholders who can provide information on the requirements. It also captures requirements and expectations that
stakeholders have for the project

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13
Q

Requirements traceability matrix

A

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

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14
Q

Project management plan

A

the document that describes how the project will be executed, monitored and controlled, and closed. It integrates and consolidates all of the subsidiary management plans and baselines, and other information necessary to manage the project

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15
Q

Project scope statement

A

the description of the project scope, major deliverables, and exclusions. The project scope statement documents the entire scope, including project and product scope

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16
Q

The WBS

A

a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables

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17
Q

Scope baseline

A

the approved version of a scope statement, WBS, and its associated WBS dictionary, which can be changed only through formal change control procedures and is used as a basis for comparison

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18
Q

WBS dictionary

A

a document that provides detailed deliverable, activity, and scheduling information about each component in the WBS

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19
Q

Work package

A

the work defined at the lowest level of the WBS for which cost and duration can be estimated and managed. Not the activities themselves

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20
Q

Plan Schedule Management

A

The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule

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21
Q

Schedule management plan

A

a component of the project management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule

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22
Q

Define Activities

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A

the process of identifying and documenting the specific actions to be performed to produce
the project deliverables. The key benefit of this process is that it decomposes work packages into schedule activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work

23
Q

Rolling wave planning

Study These Flashcards
A

an iterative planning technique in which the work to be accomplished in the near term is
planned in detail, while work further in the future is planned at a higher level

24
Q

Sequence Activities

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A

the process of identifying and documenting relationships among the project activities. it defines the logical sequence of work to obtain the greatest efficiency given all project
constraints

25
Schedule baseline
the approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results. It is accepted and approved by the appropriate stakeholders as the schedule baseline with baseline start dates and baseline finish dates
26
Plan Cost Management
the process of defining how the project costs will be estimated, budgeted, managed, monitored, and controlled
27
Estimate Costs
the process of developing an approximation of the cost of resources needed to complete project work. The key benefit of this process is that it determines the monetary resources required for the project
28
Cost baseline
the approved version of the time-phased project budget, excluding any management reserves, which can only be changed through formal change control procedures. It is used as a basis for comparison to actual results. The cost baseline is developed as a summation of the approved budgets for the different schedule activities
29
Plan Quality Management
the process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with quality requirements and/or standards.
30
Quality management plan
a component of the project management plan that describes how applicable policies, procedures, and guidelines will be implemented to achieve the quality objectives. It describes the activities and resources necessary for the project management team to achieve the quality objectives set for the project
31
Resource Management Plan
the component of the project management plan that provides guidance on how project resources should be categorized, allocated, managed, and released. It may be divided between the team management plan and physical resource management plan
32
Estimate Activity Resources
the process of estimating team resources and the type and quantities of materials, equipment, and supplies necessary to perform project work
33
Plan Communications Management
the process of developing an appropriate approach and plan for project communications activities based on the information needs of each stakeholder or group, available organizational assets, and the needs of the project. The key benefit of this process is a documented approach to effectively and efficiently engage stakeholders by presenting relevant information in a timely manner
34
risk register
captures details of identified individual project risks, risk owners and potential risk responses
35
risk report
presents information on sources of overall project risk, together with summary information on identified individual project risks -Sources of overall project risk, indicating which are the most important drivers of overall project risk exposure; -Summary information on identified individual project risks, such as number of identified threats and opportunities, distribution of risks across risk categories, metrics and trends, etc
36
Qualitative Risk Analysis
the process of prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and impact as well as other characteristics
37
Quantitative Risk Analysis
the process of numerically analyzing the combined effect of identified individual project risks and other sources of uncertainty on overall project objectives
38
Plan Procurement Management
the process of documenting project procurement decisions, specifying the approach and identifying potential sellers. The key benefit of this process is that it determines whether to acquire goods and services from outside the project and, if so, what to acquire as well as how and when to acquire it
39
Manage Communications
the process of ensuring timely and appropriate collection, creation, distribution, storage, retrieval, management, monitoring, and the ultimate disposition of project information
40
Monitor and Control Project Work
the process of tracking, reviewing, and reporting the overall progress to meet the performance objectives defined in the project management plan
41
Perform Integrated Change Control
the process of reviewing all change requests; approving changes and managing changes to deliverables, project documents, and the project management plan; and communicating the decisions
42
Validate Scope
process of formalizing acceptance of the completed project deliverables
43
Control Scope
process of monitoring the status of the project and product scope and managing changes to the scope baseline. The key benefit of this process is that the scope baseline is maintained throughout the project
44
PESTLE
identifies the external business environment factors that can affect the value and desired outcomes of a project -Political -Environmental -Social -Technical -Legal -Economic
45
Relational Power
participates in networking and has connections and alliances
46
Referent Power
gained credibility and the respect and admiration of others
47
Charismatic Power
personally charming
48
Ingratiating Power
applies flattery to win favor or cooperation
49
Student syndrome
a common student behaviour to postpone the homework to the last possible start time
50
Dropped baton
refers to the impact of poor coordination. If an activity is completed early and the resources for the new dependent activity is not ready, the time gained by completing the activity early, is lost
51
Sandbagging
refers to the practice of holding a complete work until the true due date arrives
52
Parkinson’s Law
occurs when an activity is completed before deadline but resources are still improving the work until the due date is reached. The time spent on the activity is often expanded and finished at the last minute (ie to fill the time that’s been allocated)
53
Self-protection
when workers fail to report early completion of activities out of fear that management team will adjust future standards and demand more next time

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