PMP

Question 1

Cultural norm

Answer 1

Describes the culture and style of how an organization operates. The accepted practices, culture, ideas, vision, and nature of an organization

Question 2

Fast tracking

Answer 2

A schedule compression technique that allows phases to overlap in order to compress the schedule and finish the job faster. Fast tracking does increase project risk.

Question 3

Phase-end review

Answer 3

Ensures that all the phase obligations have been met to allow the project to move onto the next phases of the project.

Question 4

Adaptive project life cycle

Answer 4

changes happen often

Question 5

Kill point

Answer 5

An opportunity to halt the project based on project performance in the previous phase. Kill point typically come at the end of a project phase and are also known as phase gates.

Question 6

Deliverable

Answer 6

Something that can be verified and measures.

Question 7

Projectized structure

Answer 7

Group of employees, collocated or not, by activities on a particular project. The project manager in a projectized structure may have complete, or very close to complete, power over the project team.

Question 8

Level of failing for the project

Answer 8

Projects are most likely to fail at the start of the project. As the project moves closer to the project completion, its odds of finishing successfully increase.

Question 9

Functional organization

Answer 9

PM has little to no power and the functional manager has all of the power.

Question 10

Weak matrix organization

Answer 10

The functional manager has the power over the project funding. In a weak matrix, the functional manager is likely to be the project sponsor.

Question 11

Application areas

Answer 11

The areas of discipline that a project may center upon.. Consider technology, law, sales, marketing, and construction among many others.

Question 12

Assumption log

Answer 12

A document that clearly identifies and track assumptions that are made in the project. All assumptions need to be tested for their validity and the outcome of the test should be recorded.

Question 13

Autocratic

Answer 13

The project manager makes all of the decisions

Question 14

Avoidance

Answer 14

This is one response to a risk event. The risk is avoided by planning a different technique to remove the risk from the project.

Question 15

Benchmarking

Answer 15

A process of using prior projects within or external to performing organization to compare and set standards for processes and results.

Question 16

Benefit measurement methods

Answer 16

Project selection methods that compare the benefits of projects to determine which project the organization should select for investment.

Question 17

Adjourning

Answer 17

The final stage of the team development; once the project is done, the team moves onto other assignments either as a unit or the project team ream is disbanded and individual team members to onto other work.

Question 18

Affinity diagram

Answer 18

Clusters like ideas together and allow for decomposition of ideas to compare and contrast project requirements.

Question 19

Analogous estimating

Answer 19

This relies on historical information to predict estimates for current projects. Analogous estimating is also known as top-down estimating and is a form of expert judgment.

Question 20

Activity on node

Answer 20

A network diagramming approach that places the activities on a node in the project network diagram.

Question 21

Activity sequencing

Answer 21

The process of mapping the project activities in the order in which the work should be completed.

Question 22

Actual cost

Answer 22

The amount funds the project has spent to date. The difference between actual costs and the earned value will reveal the cost variance.

Question 23

360-degree appraisal

Answer 23

A performance review completed by a person’s peers, managers, and subordinates. It’s called a 360-degree appraisal as it’s a circle of reviews by people at different levels of an organization.

Question 24

Acceptance

Answer 24

This is a response to a risk event, generally made when the probability of the event and/or impact are small. It is used when mitigation, transference, or avoidance are not selected.

Question 25

Active listening

Answer 25

This occurs when the receiver confirms that message is being received by feedback, questions, prompts for clarity, and other signs of having received the message.

Question 26

Activity attributes

Answer 26

Activities that special conditions, requirements, risks, and other conditions should be documented.

Question 27

Activity cost estimates

Answer 27

The cost of resources including materials, services, and when warranted, labor should be estimated.

Question 28

Activity list

Answer 28

A listing of all of the project activities required to complete each project phase or the entire project. This list is an input to the project network diagram.

Question 29

Benefit/cost analysis

Answer 29

The process of determining the pros and cons of any project, process, product, or activity.

Question 30

Benefit/cost ratios

Answer 30

Shows the proportion of benefits to costs; for example 4:1 would equate to four benefits and just one cost.

Question 31

Bid

Answer 31

A document from the seller to the buyer. Used when price is the determining factor in the decision-making process.

Question 32

Bidder conferences

Answer 32

A meeting with prospective sellers to ensure all sellers have a clear understanding of the product or services to be procured. Bidder conferences allow sellers to query the buyer on the details of the product to help ensure that the proposal the seller creates is adequate and appropriate for the proposed agreement.

Question 33

Bottom-up estimating

Answer 33

A technique where an estimate for each component in the WBS is developed and then totaled for an overall project budget, but it provides the most accurate estimate.

Question 34

Brainstorming

Answer 34

The most common approach to risk identification; it is performed by a project team to identify the risks within the project. A multidisciplinary team, hosted by a project facilitator, can also perform brainstorming.

Question 35

Budget at completion

Answer 35

The predicted budget for the project; what the project should cost when it is completed. Budget at completion represents 100% of the planned value for the project’s completion.

Question 36

Cause-and-effect diagrams

Answer 36

Used for root cause analysis of what factors are creating the risks within the project. The goal is to identify and treat the root of the problem, not the symptom.

Question 37

Centralized contracting

Answer 37

All contracts for all projects need to be approved through a central contracting unit within the performing organization.

Question 38

Change Control Board

Answer 38

A group of decision makers that review proposed project changes.

Question 39

Change Control system

Answer 39

A predefined set of activities, forms, and procedures to entertain project change requests.

Question 40

Change log

Answer 40

As changes to the project time, cost, or scope enter the project they should be recorded in the change log for future reference.

Question 41

Change management plan

Answer 41

When changes are approved for a project, including time, cost, scope, or contract, then there needs to be a plan on how the project team will manage these new changes within the project.

Question 42

Chart of accounts

Answer 42

A coding system used by the performing organization’s accounting system to account for the project work.

Question 43

Checklists

Answer 43

A listing of activities that workers check to ensure the work has been completed consistently; used in quality control.

Question 44

Closing

Answer 44

The fifth of five project management process groups. It contains the processes responsible for closing a project, a project phase, or the procurement relationships.

Question 45

Coercive power

Answer 45

The project manager uses fear and threats to manage the project team.

Question 46

Collective bargaining agreements

Answer 46

These are contractual agreements initiated by employee groups, unions, or other labor organizations; they may act as constraint on the project.

Question 47

Communications formula

Answer 47

The formula “N(N-1)/2” shows the number of communication channels in a project. N represents the total number of stakeholders.

Question 48

Communications management plan

Answer 48

A plan that documents and organizes the stakeholder needs for communication. This plan covers the communications system, its documentation, the flow of communication, modalities of communications, schedules for communications, information retrieval, and any other stakeholder requirements for communications.

Question 49

Composite structure

Answer 49

An organization structure that uses a blend of the functional, matrix, or projectized organization to operate and manage projects.

Question 50

Compromising

Answer 50

A conflict resolution method; this approach required both parties to give up something. The decision ultimately made is a blend of both sides of the argument. Because neither party completely wins, it is considered a lose-lose solution.

Question 51

Confidentiality

Answer 51

A project manager should keep certain aspects of a project confidential; consider contract negotiations, human resource issues, and trade secrets of the organization.

Question 52

Configuration management

Answer 52

The control and documentation of the project’s product features and functions.

Question 53

Conflict of interest

Answer 53

A situation where the project manager could influence a decision for personal gain.

Question 54

Constrained optimization methods

Answer 54

Complex mathematical models to determine the likelihood of a projects’ success. These models are used to determine which project an organization should chose for investment.

Question 55

Constaints

Answer 55

Anything that limits the project manager’s options; for example, time, cost, and scope are always project constraint.

Question 56

Contingency reserve

Answer 56

A time or dollar amount allotted as a response to risk events that may occur within a project.

Question 57

Continuous process improvement

Answer 57

A goal of quality assurance to improve the project’s processes and deliverables; meshes with the project’s Process Improvement Plan.

Question 58

Contract

Answer 58

A legal, binding agreement, preferably written, between a buyer and seller detailing the requirements and obligations of both parties. Must include the offer, an acceptance, and consideration.

Question 59

Contract administration

Answer 59

The process of ensuring that the buyer and the seller both perform to the specifications within the contract.

Question 60

Contract change control system

Answer 60

Defines the procedures for how contracts may be changed. Includes the paperwork, tracking, conditions, dispute resolution procedures, and the procedures for getting the changes approved within the performing organization.

Question 61

Contract closeout

Answer 61

A process for confirming that the obligations of the contract were met as expected. The project manager, the customer, key stakeholder, and, in some instances, the seller complete the product verification together to confirm the contract has been completed.

Question 62

Contract file

Answer 62

A complete indexed set of records of the procurement process incorporated into the administrative closure process. These records include financial information as well as information on the performance and acceptance of the procured work.

Question 63

Control charts

Answer 63

These illustrate the performance of a project over time. They map the result of inspections against a chart. Control charts are typically used in projects or operations that have repetitive activities such as manufacturing, test series, or help desk functions. Upper and lower control limits indicate if values are within control or out of control.

Question 64

Cost baseline

Answer 64

This shows what the project is expected to spend. It’s usually shown in an S-curve and allows the project manager and management to predict when the project will be spending monies and over what duration. The purpose of the cost baseline is to measure and predict project performance.

Question 65

Cost budgeting

Answer 65

A process of assigning a cost to an individual work package. This process shows costs over time. The cost budget results in an S-Curve that becomes the cost baseline for the project.

Question 66

Cost change control

Answer 66

This is part of the Integrated Change Control System and documents the procedures to request, approved, an incorporate changes to project costs.

Question 67

Cost control

Answer 67

An active process to control causes of cost change, to document cost changes, and to monitor cost changes, and to monitor cost fluctuations within the project. When changes occurs, the cost baseline must be updated.

Question 68

Cost estimating

Answer 68

The process of calculating the costs, by category, of the identified resources to complete the project work.

Question 69

Cost management plan

Answer 69

Explains how variances to the costs of the project will be managed. The plan may be based on a range of acceptable variances

Question 70

Cost of conformance

Answer 70

The cost of completing the project work to satisfy the project scope and the expected level of quality. Examples include training, safety measures, and quality management activities. Also known as the cost of quality.

Question 71

Cost of nonconformance

Answer 71

The cost of not completing the project with quality; includes wasted time for corrective actions, rework, wasted materials. This could mean loss of business, loss of sales, lawsuits. Also known as the cost of poor quality.

Question 72

Cost performance index

Answer 72

The process of calculating the costs, by category, of the identified resources to complete the project work.

Question 73

Cost plus award fee

Answer 73

This contract requires the buyer to pay for all the project costs and give the seller an award fee based on the project performance, meeting certain project criteria, or other goals established by the buyer. The award fee can be tied to any factor the buyer determines and the factor doesn’t have to be exact.

Question 74

Cost variance

Answer 74

The difference between the earned value and the actual costs.

Question 75

Cost-reimbursable contracts

Answer 75

A contract that pays the seller for the product. In the payment to the seller, there is a profit margin the difference between the actual costs of the product and the sales amount.

Question 76

Crashing

Answer 76

A duration compression technique that adds project resources to the project in an effort to reduce the amount of time allotted for effort-driven activities.

Question 77

Critical chain method

Answer 77

A network diagramming approach that considers the availability or project resources and the project’s promised end date to determine the critical path(s) in the project.

Question 78

Critical path method

Answer 78

A network diagramming approach that identifies the project activities which cannot be delayed or the project completion date will be late.

Question 79

Culture shock

Answer 79

The initial reaction a person experiences when they’re in a foreign environment.

Question 80

Decision tree analysis

Answer 80

A type of analysis that determines which of two decisions is the best. The decision tree assists in calculating the value of the decision and determining which decision costs the least.

Question 81

Decoder

Answer 81

This is a part of the communications model; it is the inverse of the encoder. If a message is encoded, a decoder translates it back to the usable format.

Question 82

Decomposition

Answer 82

The breakdown of the project scope statement into the project’s work breakdown structure. The smallest item of the project’s decomposition into the WBS is called the work package.

Question 83

Deliverable

Answer 83

A thing that a project creates; projects generally create many deliverables as part of the project work.

Question 84

Delphi technique

Answer 84

A method to query experts anonymously on foreseeable risks within the project, phase, or component of the project. The results of the survey are analyzed and organized and then circulated to the experts. There can be several rounds of anonymous discussions with the Delphi technique. The goal is to gain consensus on project risks, and the anonymous nature of the process ensures that no one expert’s advice overtly influences the opinion of another participant.

Question 85

Democratic

Answer 85

The project team is involved in the decision making process

Question 86

Design of experiments

Answer 86

This relies on statistical “what-if” scenarios to determine which variables within a project will result in the best outcome; it can also be used to eliminate a defect. The design of experiments approach is most often used on the product of the project, rather than the project itself.

Question 87

Dictatorship

Answer 87

A group decision process where the person with the most power forces the decision even though the rest of the group may oppose the decision.

Question 88

Direct costs

Answer 88

Costs incurred by the project in order for it to exist. Examples include equipment needed to complete the project work, salaries of the project team, and other expenses tied directly to the project’s existence.

Question 89

Discretionary dependencies

Answer 89

The order of the project activities do not have to completed in a particular order so they can be done in the order of the project manager or the project team’s discretion.

Question 90

Duration estimates

Answer 90

The prediction of how long the project work will take to complete.

Question 91

Earned value

Answer 91

The value of the work that has been completed and the budget for that work; EV=%Complete X BAC.

Question 92

Earned value management

Answer 92

Earned value management integrates scope, schedule, and cost to give an objective, scalable point-in-time assessment of the project. EVM calculates the performance of the project and compares current performance against plan. EVM can also be an harbinger of things to come. Results early in the project can predict the likelihood of the project’s success of failure.

Question 93

Effective listening

Answer 93

The receiver is involved in the listening experience by paying attention to visual clues by the speaker and to para-lingual intentions and by asking relevant questions.

Question 94

Encoder

Answer 94

Part of the communications model; the device or technology that packages the message to travel over the medium.

Question 95

Enhance

Answer 95

To enhance a risk is to attempt to modify it probability to and/or its impacts to realize the most gains from the identified risk.

Question 96

Estimate at completion

Answer 96

A hypothesis of what the total cost of the project will be. Before the project begins, the project manager completes an estimate for the project deliverables based on the WBS. As the project progresses, there will likely be some variances between what the cost estimate was and what the actual cost is. The EAC is calculated to predict what the new estimate at completion will be.

Question 97

Estimate to complete

Answer 97

Represents how much more money is needed to complete the project work: ETC = EAC-AC

Question 98

Estimating publications

Answer 98

Typically a commercial reference to help the project estimator confirm and predict the accuracy of estimates. If a project manager elects to use one of these commercial databases, the estimate should include a pointer to this document for future reference and verification.

Question 99

Ethics

Answer 99

Describes the personal, cultural, and organizational interpretation of right and wrong; project managers are to operate ethically and fairly.

Question 100

Ethnocentrism

Answer 100

Happens when individuals measure and compare a foreigner’s action against their own local culture. The local typically believe their own culture is superior to the foreigner’s culture.

Question 101

Evaluation criteria

Answer 101

Used to rate and score proposals from sellers. In some instances, such as a bid or quote, the evaluation criterion is focused just on the price the seller offers. In other instances, such as a proposal, the evaluation criteria can be multiple values: experience, references, certifications, and more.

Question 102

Exceptional

Answer 102

The project manager only pays attention to the top ten percent of the project performers and the bottom ten percent of the project team performers.

Question 103

Executing

Answer 103

The project management process group that carries out the project management plan to create the project deliverables.

Question 104

Expectancy theory

Answer 104

People will behave on the basis of what they expect as a result of their behavior. In other words, people will work in relation to the expected reward of the work.

Question 105

Expert power

Answer 105

A type of power where the authority of the project manager comes from experience with the area that he project focuses on.

Question 106

Exploit

Answer 106

The organization wants to ensure that the identified risk does happen to realized the positive impact associated with the risk event.

Question 107

Facilitated workshops

Answer 107

A collection of stakeholders from around the organization that come together to analyze, discuss, and determine the project requirements.

Question 108

Feedback

Answer 108

Sender confirmation of the message by asking questions, requesting a response, or other confirmation signals.

Question 109

Finish-to-finish

Answer 109

A relationship between project activities where the predecessor activities must finish before successor activities may finish.

Question 110

Finish-to-start

Answer 110

A relationship between project activities where the predecessor activities mush finish before the successor activities may start; this is the most common network diagramming relationship type.

Question 111

Fixed costs

Answer 111

Costs that remain the same throughout the project.

Question 112

Fixed price with economic price adjustment contracts

Answer 112

A contract for long-term projects that may span years to complete the project work. The contract does define a fixed price with caveats for special categories of price fluctuation.

Question 113

Fixed-price contracts

Answer 113

Fixed-priced contracts are also known as Firm-Fixed-Price and Lump-Sum contracts. These contracts have a pre-set price that the vendor is obligated to perform the work or provide materials for the agreed price.

Question 114

Float

Answer 114

A generic term to describe the amount of time an activity may delayed without delaying any successor activities start date.

Question 115

Flowcharting

Answer 115

A chart that illustrates how the parts of a system occur in sequence.

Question 116

FNET

Answer 116

A project constraint that requires an activity to finish no earlier than a specific date.

Question 117

Focus groups

Answer 117

A conversation of stakeholders led by a moderator to elicit project requirements.

Question 118

Force majeure

Answer 118

A powerful and unexpected event, such as a hurricane or other disaster.

Question 119

Forcing

Answer 119

A conflict resolution method where one person dominates or forces their point of view or solution to a conflict.

Question 120

Forecasting

Answer 120

An educated estimate of how long the project will take to complete. Can also refer to how much the project may cost to complete.

Question 121

Formal power

Answer 121

The type of power where the project manager has been assigned by senior management to be in charge of the project.

Question 122

Forming

Answer 122

The initial stage of team development; the project team meets and learns about their roles and responsibilities on the project.

Question 123

Fragnets

Answer 123

A portion of the project that is usually contracted to a vendor to complete yet the project work is still represented in the project network diagram.

Question 124

Function analysis

Answer 124

Related to value engineering, this allows team input to the problem, institutes a search for a logical solution, and tests the functions of the product so the results can be graphed.

Question 125

Functional managers

Answer 125

The managers of the permanent staff in each organizational department, line of business, or function as sales, finance, technology. Project managers and functional manages interact on project decisions that affect function, projects, and operations.

Question 126

Functional structure

Answer 126

An organization that group staff according to their expertise. Entities that have a clear division regarding business units and their associated responsibilities. Project manages in functional organization have little power and report to the functional managers and the project team all exist within one department.

Question 127

Future value

Answer 127

A formula to predict the current amount of funds into a future amount of funds. The formula is: Future value = Present value(1+i)n where i is the value of return and n is the number of time periods.

Question 128

Halo effect

Answer 128

When one attribute of a person influence a decision.

Question 129

Hard logic

Answer 129

The project activities must be completed in a particular order; this is also known as mandatory dependencies.

Question 130

Herzberg’s theory of motivation

Answer 130

Posits that there are two catalysts for workers: hygiene agents and motivating agents. Hygiene agents do nothing to motivate, but their absence demotivate workers. Hygiene agents are the expectation all workers have: job security, paychecks, clean and sage working conditions, a sense of belonging, civil working relationships, and other basic attributes associated with employment. Motivating agents are components such as reward, recognition, promotion, and other values that encourage individuals to succeed.

Question 131

Histogram

Answer 131

A bar chart; A Pareto diagram is an example of a histogram.

Question 132

Historical information

Answer 132

Any information created in the past that can help the current project succeed.

Question 133

Human resources plan

Answer 133

Defines the management of the project human resources, timing of use, and enterprise environmental factors the project manager must adhere to in the organization when it comes to human resources management

Question 134

Inappropriate compensation

Answer 134

The project manager is avoiding compensation, such as bribes. The project manager is to act in the best interest of the project and the organization.

Question 135

Indirect costs

Answer 135

These costs can be shared across multiple projects tha use the same resources – such as for a training room or piece of equipment.

Question 136

Influence diagram

Answer 136

An influence diagram charts out a decision problem. It identifies all of the elements, variables, decisions, and objectives – and how each factor may influence another.

Question 137

Initiating

Answer 137

The start an authorization of the project; the project manager is identified, the project is authorized through the charter, and the stakeholders are identified.

Question 138

Initial rate of return

Answer 138

A benefit measurement formula to calculate when the present value of the cash inflow equals the project’s original investment.

Question 139

Interviews

Answer 139

A requirements elicitation process to collect requirements from the project stakeholders.

Question 140

Invitation for bid

Answer 140

A document from the buyer to the seller. Requests the seller to provide a price for the procured product or service.

Question 141

Iron Triangle

Answer 141

A term used to describe the three constraints of every project: time, cost, and scope. The sides of the iron triangle must be kept in balance or the quality of the project will suffer.

Question 142

ISO 9000

Answer 142

An international standard that helps organization follow their own quality procedures. ISO 9000 is not a quality system, but a method of following procedures created by an organization.

Question 143

Issue log

Answer 143

Issues are decision that are usually in disagreement among tow or more parties. Issues are recorded in the issue log along with an issue owner designation, an issue date for resolution, and the eventual outcome of the issue.

Question 144

Issues

Answer 144

Any point of connection, debate, or decision that has not yet been made in the project that may affect the project’s success.

Question 145

Iterative relationships of project phases

Answer 145

Ideal for projects like research. The next phase of the project is not planned until the current phase of the project is underway. The direction of the project change based on the current work in the project, market conditions, or as more information is discovered.

Question 146

Knowledge areas

Answer 146

There are 10 knowledge areas within project management; each knowledge area is a specific portion of the project, and all 10 project mangement knowledge areas are interrelated.

Question 147

Lag

Answer 147

Time added to a project activity to delay its start time; lag time is considered positive time and it is sometimes called waiting time.

Question 148

Laissez faire

Answer 148

The project manager has a hands-off policy and the team entirely self-led regarding the decision-making process.

Question 149

Lead

Answer 149

Time added to activity to allow its start time to begin earlier than scheduled; lead time is negative time as it moves the activities closer to the project’s start date.

Question 150

Lessons learned

Answer 150

Ongoing collection of documentation about what has and has not worked in the project; the project manager and the project team participate in lessons learned creation.

Question 151

Letter of intent

Answer 151

Expresses the intention of the buyer to procure products or services from the seller. This is not a contract, but express intent to purchase so the seller can prepare for the work.

Question 152

Majority

Answer 152

A group decision process where a vote is offered and the majority wins.

Question 153

Make-or-buy analysis

Answer 153

Used in determining what part of the project scope to make and what part to purchase.

Question 154

Management by projects

Answer 154

An organization that uses projects to move the company forward is using the management-by-projects approach. These project-centric entities could manage any level of their work as a project.

Question 155

Mandatory dependencies

Answer 155

Project activities must happen in a particular order due to the nature of the work; also known as hard logic.

Question 156

Maslow’s Hierarchy of Needs

Answer 156

A theory that states that there are five layers of needs for all humans; physiological, safety, social, esteem, and the crowning jewel, self-actualization.

Question 157

Matrix structure

Answer 157

An organization that groups staff by function but openly shares resources on project teams throughout the organization. Project managers in a matrix structure share the power with functional management. There are 3 types of matrix structures: weak, balanced, and strong to describe the amount of authority for the project manager.

Question 158

MClelland’s Theory of Needs

Answer 158

People have three needs: achievement, affiliation, and power. One of the needs drives the person’s actions.

Question 159

McGregor’s Theory of X and Y

Answer 159

This theory states that “X” people are lazy, don’t want to work, and need to be micromanaged. “Y” people are self-led, motivated, and strive to accomplish.

Question 160

Medium

Answer 160

Part of the communications model; this is the path the message takes from the sender to the receiver. This is the modality in which the communication travels typically refers to an electronic model, such as email or the telephone.

Question 161

Mind mapping

Answer 161

A visual representation of like and opposing ideas, thoughts, and project requirements.

Question 162

Mitigation

Answer 162

Reducing the probability or impact of a risk.

Question 163

Monitoring and controlling

Answer 163

The project management process group responsible for ensuring that the project execution is completed according to the project management plan and expectations.

Question 164

Monte Carlo analysis

Answer 164

A what-if scenario to determine how scenarios may work out given any number of variables. The process doesn’t actually create out a specific answer, but a range of possible answers. When Monte Carlo is applied to a schedule, it can present, for example, the optimistic completion date, and the most likely completion date for each activity in the project.

Question 165

Murder boards

Answer 165

A group of decision makers that may determine to “kill” a proposed project before it is officially launched based on the board’s findings of the likelihood of the project’s success.

Question 166

Net present value

Answer 166

A benefit measurement formula used for project that span multiple years or quarters. NPV calculates the present value for each year or quarter of the project.

Question 167

Network templates

Answer 167

A network diagram based on previous similar projects that is adapted for the current project.

Question 168

Nominal group technique

Answer 168

A group creativity technique that follows the brainstorming model but ranks each brainstorm idea.

Question 169

Nonverbal

Answer 169

Approximately 55% of oral communication is non-verbal. Facial expression, hand gestures, and body language contribute to the message.

Question 170

Norming

Answer 170

Project team members go about getting the project work, begin to rely on one another, and generally complete their project assignments.

Question 171

Observation

Answer 171

A requirements elicitation process where the observer shadows a person to understand how they complete a process. Observers may be a participant observer or an invisible observer.

Question 172

Obligopoly

Answer 172

A market condition where the actions of one competitor affects the actions of all the other competitors.

Question 173

Operational definitions

Answer 173

The quantifiable terms and value used to measure a process, activity, or work result. Operational definitions are also known as metrics.

Question 174

Operations

Answer 174

The ongoing work of the business. Operations are a generic way to describe the activities that support the core functions of a business entity.

Question 175

Operations management

Answer 175

Operation managers deal directly with the income-generating products or services the company provides. Projects often affect the core business so these managers are stakeholders in these projects.

Question 176

Organizational breakdown structure

Answer 176

Though these chars are similar to the WBS, the breakdown is by department, units, or by team.

Question 177

Organizational charts

Answer 177

These show how an organization, such as a company or large project team, is ordered, reporting structures, and the flow of information.

Question 178

Ouchi’s Theory Z

Answer 178

This theory posits that workers are motivated by a sense of commitment, opportunity, and advancement. Workers will work if they are challenged and motivated.

Question 179

Overlapping relationship of phases

Answer 179

Allows project phases to overlap to compress the project duration. This is also known as fast track.

Question 180

Paralingual

Answer 180

The pitch, tone, and inflections in the senders’s voice affect the message being sent.

Question 181

Parametric estimating

Answer 181

Ideal for projects with repetitive work where a parameter, such as five hours per unit, is used to estimate the project duration.

Question 182

Parametric modeling

Answer 182

A mathematical model based on known parameters to predict the cost of a project. The parameters in the model can vary based on the type of work being done. A parameter can be cost per cubic yard, cost per unit, and so on.

Question 183

Pareto diagrams

Answer 183

A Pareto diagram is related to Pareto’s Law: 80% of the problems come from 20% of the issues (this is also known as the 80/20 rule). A Pareto diagram illustrates problems by assigned cause, from smallest to largest.

Question 184

Parkinson’s Law

Answer 184

Work expands to fill the amount of time allotted to it.

Question 185

Paypack period

Answer 185

The duration of time it takes a project to earn back the original investment.

Question 186

Performance reports

Answer 186

These formal reports define how the project is performing on time, cost, scope, quality and any other relevant information.

Question 187

Performing

Answer 187

If a project team can reach the performing stage of team development, they trust one another, work well together, and issues and problems get resolved quickly and effectively.

Question 188

Planned value

Answer 188

The worth of the work that should be completed by a specific time in the project schedule.

Question 189

Planning

Answer 189

The iterative process group where the intention of the project is determined and documented in the project management plan.

Question 190

Plurality

Answer 190

A group decision process approach allows the biggest section of a group to win even if a majority doesn’t exist.

Question 191

PMBOK Guide

Answer 191

The abbreviate definition for PMI’s A Guide to the Project Management Body of Knowledge.

Question 192

PMI Code of Ethics and Professional Conduct

Answer 192

A PMI document that defines the expectations of its members to act responsibly, respectfully, fairly, and honestly in their leadership of projects and programs.

Question 193

PMIS

Answer 193

A project management information system is typically a software system, such as MS Project, to assist the project manager in managing the project

Question 194

PMP

Answer 194

A PMP is certified by the Project Management Institute as a Project Management Professional.

Question 195

Portfolio management review board

Answer 195

A collection of organizational decision makers, usually executives, that review proposed project and programs for their value and return on investment for the organization.

Question 196

Precedence diagramming method

Answer 196

The most common method of arranging the project work visually. The PDM puts the activities in boxes, called nodes, and connects the boxes with arrows. The arrows represent the relationship and the dependencies of the work packages.

Question 197

Present value

Answer 197

A benefit measurement formula to determine what a future amount of funds is worth today. The formula is Present Value=Future Value/(1+i)n where i is the value of return and n is the number of time periods.

Question 198

Problem solving

Answer 198

The ability to determine the best solution for a problem in a quick and efficient manner.

Question 199

Process adjustments

Answer 199

When quality is lacking, process adjustment are needed for immediate corrective actions or for future preventative actions to ensure that quality improves. Process adjustment may qualify for a change reques and be funneled through the Change Control System as part of integration management.

Question 200

Procurement documents

Answer 200

All of the documents for purchasing, such as request for quotes, invitation to bid, request for proposal, and the response are stored as part of the project documentation.

Question 201

Product life cycle

Answer 201

A unique life, duration, and support of the thing a project creates. Product life cycles are separate from the project life cycle.

Question 202

Product scope

Answer 202

The attributes and characteristics of the deliverables the project is creating.

Question 203

Program manager

Answer 203

Coordinates the efforts of multiple projects working together in the program. Programs are comprised of projects, so the program manager is a stakeholder in each of the constituent projects within the program.

Question 204

Programs

Answer 204

A collection of projects working in unison to realize benefits that could not be achieved by managing each project independently of one another.

Question 205

Progress report

Answer 205

These provide current information on the project work completed to date.

Question 206

Progressive elaboration

Answer 206

The process of starting with a large idea and through incremental analysis, actions, and planning the idea becomes more and more specific. Progressive collaboration is the generally-accepted planning process for project management, wherein the project management team start very broad and work toward a specific, detailed plan.

Question 207

Project

Answer 207

An undertaking outside of normal operations to create a unique product, services, condition, or result. Projects are temporary while operations are ongoing.

Question 208

Project baselines

Answer 208

There are 3 baselines in a project which are used to measure project performance: cost, schedule, and scope.

Question 209

Project calendar

Answer 209

A calendar that defines the working times for the project. For example, a project may require the project team to work nights and weekends so as not to disturb the ongoing operations of the organization during working hours. In addition, the project calendar accounts for holidays, working hours, and work shifts the project will cover.

Question 210

Project charter

Answer 210

A document that authorizes the project, defines the high-level requirements, identifies the project manager and the project sponsor, and provide initial information about the project.

Question 211

Project communications management

Answer 211

One of the ten project management knowledge areas; it is the planning and management of communication among project stakeholders.

Question 212

Project cost management

Answer 212

One of the ten project management knowledge areas;; it is the estimating, budgeting, and controlling of the project expenses.

Question 213

Project customer/end user

Answer 213

The person or group that will use the project deliverable. In some instances, a project may have many different customers.

Question 214

Project funding requirements

Answer 214

In larger projects, this document identifies the timeline of when capital is required for the project to move forward. This document defines the amount of funds a project needs in order to reach its objectives and when the project funds are needed.

Question 215

Project governance

Answer 215

Defines the rules for a project and it’s up to the project manager to enforce the project governance to ensure the project’s ability to reach its objectives. The project management plan defines the project governance and how the project manager, the project team, and the organization will all follow the rules and policies within the project.

Question 216

Project human resource management

Answer 216

One of the ten project management knowledge areas;; projects are completed by people and the project manager generally oversee the management of the human resources on the project team.

Question 217

Project integration management

Answer 217

One of the ten project management knowledge areas;; this knowledge area coordinates the activities and completeness of the other 8 knowledge areas.

Question 218

Project life cycle

Answer 218

Unique to each project and comprised of phases of work. Project life cycle typically create a milestone and allow subsequent phases to begin.

Question 219

Project management

Answer 219

The management of the projects within an organization. It is the initiation, planning, executing, monitoring and controlling, and closing of the temporary endeavor of the project.

Question 220

Project management integration

Answer 220

A project management knowledge area that coordinates all of the effort of the project’s initiation, planning, executing, monitoring and controlling, and closing.

Question 221

Project Management Office (PMO)

Answer 221

Organizes and manages control over all projects within an organization. PMOs may also known as the program management office, or simply the program office. Coordinate all aspects, methodology, and nomenclature for project processes, templates, software, and resource assignment.

Question 222

Project management team

Answer 222

People on the project team that are involved with managing the project.

Question 223

Project manager

Answer 223

The person accountable for managing the project; guides the team through the project phases to completion.

Question 224

Project plan

Answer 224

A comprehensive document comprised o several subsidiary plans that communicates the intent and direction of the project.

Question 225

Project portfolio management

Answer 225

A management process to select the projects that should be invested in. Specifically, it is the selection process based on the need, profitability, and affordability of the proposed projects.

Question 226

Project procurement management

Answer 226

One of the ten project management knowledge areas; this knowledge area oversees the purchasing and contract administration for a project

Question 227

Project quality management

Answer 227

One of the ten project management knowledge areas;; this knowledge area defines quality assurance, quality control, and the quality policy for the project.

Question 228

Project risk management

Answer 228

One of the ten project management knowledge areas; creates the risk management plan, performs qualitative and quantitative risk analysis, plans risk responses, and monitors and controls the project risks.

Question 229

Project scope management

Answer 229

One of the ten project management knowledge areas;; responsible for collecting project requirements defining the project scope, create the WBS, performing scope verification, and controlling the project scope. The project scope statement includes the project scope description, product acceptance criteria, project deliverables, project exclusions, project assumptions and the project constraints.

Question 230

Project sponsor

Answer 230

Authorizes the project. This person or group ensures that the project manager has the necessary resources, including monies, to get the work done. The project sponsor is someone within the performing organization that has the power to authorize and sanction the project work, and is ultimately accountable for the project’s success.

Question 231

Project team

Answer 231

The collection of individuals that will work together to ensure the success of the project. The project manager works with the project team to guide, schedule, and oversee the project work. The project team completes the project work.

Question 232

Project time management

Answer 232

A project management knowledge area that defines the project activities, sequences project work, estimates resources and activity duration, and develops the project schedule. This knowledge area is also responsible for control the project schedule.

Question 233

Proposal

Answer 233

A document from the seller to the buyer, responding to a Request for Proposal or other procurement documents. Proposals are an expose on ideas, suggestion, recommendations, and solutions to an opportunity provided by a vendor for a seller. Proposals include a price for the work and document how the vendor would provide the service to the buyer.

Question 234

Prototypes

Answer 234

A mockup of the project deliverable to confirm, adapt, or develop the project requirements.

Question 235

Qualified seller list

Answer 235

The performing organization may have lists of qualified sellers, preferred sellers, or approved sellers. The qualified sellers list generally has contact information, history of past experience with the seller, and other pertinent information.

Question 236

Qualitative risk analysis

Answer 236

An examination and prioritization of the risks based on their probability of occurring and the impact on the project if they occur. Qualitative risk analysis guides the risk reaction process.

Question 237

Quality assurance

Answer 237

An executing process to ensure that the project is adhering to the quality expectations of the project customer and organization. QA is a prevention-driven process to perform the project work with quality to avoid errors, waste and delays.

Question 238

Quality audits

Answer 238

A quality audit is a process to confirm that the quality processes are performing correctly on the current project. The quality audit determines how to make things better for the project and other projects within the organization. Quality audits measure the project’s ability to maintain the expected level of quality.

Question 239

Quality control

Answer 239

A process in which the work results are monitored to see if they meet relevant quality standards.

Question 240

Quality function

Answer 240

A philosophy and a practice to fully understand customer needs – both spoken and implied – without gold-plating the project deliverables.

Question 241

Quality management plan

Answer 241

This document describe how the project manager an the project team will fulfill the quality policy. In an ISO 9000 environment, he Quality Management Plan is referred to as the project quality system.

Question 242

Quality policy

Answer 242

The formal policy an organization follows to achieve a preset standard of quality. The project team should either adapt the quality policy of the organization to guide the project implementation or create its own policy if one doesn’t exist within the performing organization.

Question 243

Quantitative risk analysis

Answer 243

A numerical assessment of the probability and impact of the identified risks. Quantitative risk analysis also creates an overall risk score for the project.

Question 244

Quote

Answer 244

A document from the seller to the buyer; used when price is the determining factor in the decision-making process.

Question 245

RACI chart

Answer 245

A chart designates each team member against each project activity as either Responsible, Accountable, Consult, or Inform (RACI). A RACI chart is technically a type of responsibility assignment matrix chart.

Question 246

Receiver

Answer 246

Part of the communications model: the recipient of the message

Question 247

Referent power

Answer 247

Power that is present when the project team is attracted to, or wants to work on the project or with, the project manager. Referent power also exists when the project manager references another more powerful person, such as the CEO.

Question 248

Request for proposal

Answer 248

A document from the buyer to the seller that asks the seller to provide a proposal for completing the procured work or for providing the procured product.

Question 249

Request for quote

Answer 249

A document from the buyer to the seller asking the seller to provide a price for the procured product or service.

Question 250

Requirements documentation

Answer 250

A clearly-defined explanation of the project requirements. The requirements must be measurable, complete, accurate, and signed-off by the project stakeholders.

Question 251

Requirements management plan

Answer 251

Defines how requirements will manage throughout the phases o the project. This plan also defines how any changes to the requirement will be allowed, documented, and tracked through project execution.

Question 252

Requirement traceability matrix

Answer 252

A table that identifies all of the project requirements, when the requirements is due, when the requirements is created, and any other pertinent information about the requirements.

Question 253

Residual risks

Answer 253

Risk that are left over after mitigation, transference, and avoidance. These are generally accepted risks. Management may elect to add contingency costs and time to account for the residual risk within the project.

Question 254

Resource breakdown structure

Answer 254

This type of chart breaks down the project by types of resources utilized on the project no matter where the resource is being utilized in the project.

Question 255

Resource calendar

Answer 255

The resource calendar shows when resources, such as project team members, consultant, and SMEs, are available to work on the project. It takes into account vacations, other commitments within the organization, restrictions on contracted work, overtime issues, and so on.

Question 256

Resource histogram

Answer 256

A bar chart reflecting when individual employees, groups or communities are involved in a project. Often used by management to see when employees are most or least active in a project.

Question 257

Resource leveling heuristics

Answer 257

A method to flatten the schedule when resources are over-allocated or allocated unevenly. Resource leveling can be applied in different methods to accomplish different goals. One of the most common method is to ensure that workers are not overextended on activities.

Question 258

Resource requirements

Answer 258

The identification of what resources are needed to complete the project work is needed a a supporting document for planning. This includes people, materials, equipment, facilities, and services.

Question 259

Responsibility

Answer 259

The person that decides what will happen in a project about a particular area of the project.

Question 260

Responsibility assignment matrix chart

Answer 260

A chart type designates the roles and responsibility of the project team.

Question 261

Reward power

Answer 261

The project manager’s authority to reward the project team.

Question 262

Risk

Answer 262

An uncertain event that can have a positive or negative influence on the project success. It can affect the project costs, schedule, and often both. All risks and their status should be recorded in the risk register.

Question 263

Risk mangement plan

Answer 263

A subsidiary project plan for determining: how risk will be identified, how quantitative and qualitative analysis will be completed, how risk response planning will happen, how risks will be monitored, and how ongoing risks management activities will occur through the project life cycle.

Question 264

Risk owners

Answer 264

The individuals or groups responsible for a risk response.

Question 265

Risk register

Answer 265

A risk is an uncertain event or condition that can have a positive or negative effect on the project. All risks, regardless of their probability or impact, are recorded in the issue log and their status is kept current.

Question 266

Role

Answer 266

Who does what type of activities in a project.

Question 267

Roles and responsibility

Answer 267

Maps project roles to responsibility within the project; roles are positions on the project team and responsibility are project activities.

Question 268

Run chart

Answer 268

Similar to a control chart, a run chart tracks trends over time and displays those trends in a graph with each plotted data mapped to a specific date.

Question 269

Sapir-Whorf hypothesis

Answer 269

A theory that suggest there’s a linkage between the language a person (or culture) speaks and how that person or culture behaves in the world.

Question 270

Scales of probability and impact

Answer 270

Used in a risk matrix in both qualitative and quantitative risk analysis to score each risk’s probability and impact.

Question 271

Scatter diagram

Answer 271

Tracks the relationship between two or more variables to determine if the one variable affects the other. It allows the project team, quality control team, or project manager make adjustment to improve the overall results of the project.

Question 272

Schedule control

Answer 272

Part of Integrated Change Management, schedule control is concerned with three processes: the project manager confirms that any schedule changes are agreed upon; the project manager examines the work results, conditions, conditions to know if the schedule has changed; and the project manager manages the actual change in the schedule.

Question 273

Schedule management plan

Answer 273

A subsidiary plan of the overall project plan. It is used to control changes to the schedule. A formal Schedule Management Plan has procedures that control how changes to the project plan can be proposed, accounted for, and then implemented. Identifies circumstances that may change the project schedule, such as the completion of project phases or the reliance on other projects and outside resources.

Question 274

Schedule performance index

Answer 274

This reveals the efficiency of work. The closer the quotient is to 1, the better: SPI = EV/PV

Question 275

Schedule variance

Answer 275

The differences between the planned work and the earned work.

Question 276

Scope baseline

Answer 276

Comprised of the project scope statement, the work breakdown structure, and the WBS dictionary.

Question 277

Scope management plan

Answer 277

Explains how the project scope will be managed and how scope changes will be factored into the project plan. Based on the conditions of the project, the project work, and the confidence of the project scope, the scope management plan should also define the likelihood of changes to the scope, how often the scope may change, and how much the scope can change.

Question 278

Scope verification

Answer 278

An inspection-driven process led by the project customer to determine the exactness of the project deliverables. Scope verification is a process that leads to customer acceptance of the project deliverables.

Question 279

Scoring models

Answer 279

A project selection method that assigns categories and corresponding values to measure project’s worthiness of investment.

Question 280

Secondary risks

Answer 280

Risks that stem from risk responses. For example, the response of transference may call for hiring a third party to management an identified risk. A secondary risk caused by the solution is the failure of the third party to complete its assignment as scheduled. Secondary risks must be identified, analyzed, and planned for just as any identified risk.

Question 281

Sellers and business partners

Answer 281

Vendors, contractor, and business partners that help projects achieve their objectives. These business partners can affect the project’s success and are considered stakeholders in the project.

Question 282

Sellers list

Answer 282

A listing of the vendors an organization does business with. You might know this document as a preferred vendors list in your company.

Question 283

Sender

Answer 283

Part of the communications model: the person or group delivering the message to the receiver.

Question 284

Sensitivity analysis

Answer 284

This examines each project risk on its own merit to assess the impact on the project. Each risk is analyzed independently to see what its impact on the project may be while all other risks in the project are set at a baseline value.

Question 285

Sequential relationship of phases

Answer 285

Each phase of a project relies on the completion of the phase before it can begin.

Question 286

Share

Answer 286

Sharing is nice. When sharing the risk ownership is transferred to the organization that can most capitalize on the risk opportunity.

Question 287

Should-cost estimates

Answer 287

These estimates are created by the performing organization to predict what the cost of the procured product should be. If there is a significant difference between what the organization has predicted and what the sellers have proposed, either the Statement of Work was inadequate or the sellers have misunderstood the requirements.

Question 288

Simulation

Answer 288

This allows the project team to play “what-if” games without affecting any areas of production.

Question 289

Single source

Answer 289

A specific seller that the performing organization prefers to contract with.

Question 290

Smoothing

Answer 290

A conflict resolution method that “smoothes” out the conflict by minimizing the perceived size of the problem. It is a temporary solution, but it can calm team relations and reduce boisterousness of discussions. Smoothing may be acceptable when time is of the essence or any of the proposed solutions would work.

Question 291

SNET

Answer 291

A project constraint that demands that a project activity start no earlier than a specific date.

Question 292

Soft logic

Answer 292

The preferred order of activities. Project managers should use these relationships at their “discretion” and document the logic behind making soft logic decisions. Discretionary dependencies allow activities to happen in a preferred order because of best practices, conditions unique to the project work, or external events; also known as discretionary dependencies.

Question 293

Sole source

Answer 293

The only qualified seller that exists in the marketplace.

Question 294

Source selection criteria

Answer 294

A predefined listing of the criteria to determine how a vendor will be selected. For example, cost, experience, certifications, and the like.

Question 295

Staffing management plan

Answer 295

This subsidiary plan documents how project team members will be brought onto the project and excused from the project. This plan is contained in the human resources plan.

Question 296

Stakeholder analysis

Answer 296

A process that considers and ranks the project stakeholders based on their influence, interests, and expectations of the project.

Question 297

Stakeholder register

Answer 297

A document defines each stakeholder, their project requirements, influence on the project, phases of interest, details on the stakeholders’ contributions, and their contact information for the project.

Question 298

Start-to-finish

Answer 298

A relationship that requires an activity to start so that a successor activity may finish; it is unusual and is rarely used.

Question 299

Start-to-start

Answer 299

A relationship structure that requires a task to start before a successor task activity may start. This relationship allows both activities to happen in tandem.

Question 300

Statement of work

Answer 300

This fully describes the work to be completed, the product to be supplied, or both. The SOW becomes part of the contract between the buyer and the seller. The SOW is typically created as part of the procurement planning process and is used by the seller to determine whether it can meet the project’s requirements.

Question 301

Statistical sampling

Answer 301

A process of choosing a percentage of results at random for inspection. Statistical sampling can reduce the costs of quality control.

Question 302

Status reports

Answer 302

These provide current information on the project cost, budget, scope, and other relevant information.

Question 303

Storming

Answer 303

The second stage of team development; the project team struggles for project positions, leadership, and project direction.

Question 304

Subprojects

Answer 304

A subproject exists under a parent project but follows its own schedule to completion. Subprojects may be outsourced, assigned to other project managers, or managed by the parent project manager but with a different project team.

Question 305

Supporting detail for estimates

Answer 305

The project manager should document how time and cost estimates were created.

Question 306

System or process flowcharts

Answer 306

These show the relation between components and how the overall process works. They are useful for identifying risks between system components.

Question 307

Systems engineering

Answer 307

Focuses on satisfying the customers’ needs, cost requirements, and quality demands through the design and creation of the product. There is an entire science devoted to systems engineering in various industries.

Question 308

Teaming agreement

Answer 308

A contractual agreement that defines the roles, responsibility, considerations, and partnerships of two or more organizations that works together in a project. It’s not unlike a partnership or subcontractor relationship.

Question 309

Three-point estimate

Answer 309

An estimate that uses optimistic, most likely, and pessimistic values to determine the cost or duration of a project component.

Question 310

Time and materials

Answer 310

A contract type where the seller charges the buyer for the time and the materials for the work completed. T&M contracts should have a not-to-exceed clause (NTE) to contain costs.

Question 311

To-complete performance index

Answer 311

An earned value management formula that can forecast the likelihood of a project to achieve its goals based on what’s currently happening in the project.

Question 312

Top-down estimating

Answer 312

A technique that bases the current project’s estimate on the total of a similar project. A percentage of the similar project’s total cost may be added to or subtracted from the total, depending on the size of the current project.

Question 313

Transference

Answer 313

A response to risks in which the responsibility and ownership of the risk is transferred to another party (for example, through insurance).

Question 314

Trend analysis

Answer 314

Trend analysis is taking past results to predict future performance.

Question 315

Triggers

Answer 315

Warning signs or symptoms that a risk has occurred or is about to occur (for example, a vendor failing to complete its portion of the project as scheduled).

Question 316

Triple Constraints of Project Management

Answer 316

Describes the required balance of time, cost, and scope for a project. The Triple Constraints of Project Management is also defined by the Iron Triangle of Project Management.

Question 317

Unanimity

Answer 317

A group decision process where all participants are in agreement.

Question 318

Utility function

Answer 318

A person’s willingness to accept risk.

Question 319

Value analysis

Answer 319

Similar to value engineering, this focuses on the cost/quality ratio of the product. Value analysis focuses on the expected quality against the acceptable cost.

Question 320

Value engineering

Answer 320

Deals with reducing costs and increasing profits, all while improving quality. Its focus is on solving problems, realizing opportunities, and maintaining quality improvement.

Question 321

Variable costs

Answer 321

Costs that vary depending on the conditions within the project.

Question 322

Variance

Answer 322

The time or cost difference between what planned and what was actually experienced.

Question 323

Virtual teams

Answer 323

Project team that are not collocated and may rarely, if ever, meet face-to-face with other project team members. The virtual team relies on e-mail, video, and telephone conferences to communicate on the project.

Question 324

Voice of the customer

Answer 324

The initial collection of customer requirements that serve as part of the quality function deployment in a facilitated workshop.

Question 325

War room

Answer 325

A centralized office or locale for the project manager and the project team to work on the project. It can house information on the project, including documentation and support materials. It allows the project team to work in close proximity.

Question 326

Withdrawal

Answer 326

A conflict resolution method that is used when the issue is not important or the project manager is out-ranked. The project manager pushes the issue aside for later resolution. It can also be used as a method for cooling down. The conflict is not resolved, and it is considered a yield-lose solution.

Question 327

Work breakdown structure

Answer 327

A decomposition of the project scope statement into work packages. The WBS is an input to seven project management processes: developing the project management plan, defining the project activities, estimating the project costs, determining the project budget, planning the project quality, identifying the project risks, planning the project procurement needs.

Question 328

Work breakdown structure dictionary

Answer 328

A companion to the WBS, this document defines all of the characteristics of each element of the WBS.

Question 329

Work breakdown structure templates

Answer 329

Based on historical information, this is a WBS from a past project that has been adapted to the current project.

Question 330

Work performance information

Answer 330

The current status of the project work; includes the results of activities, corrective and preventive action status, forecasts for activity completion, and other relevant information.

Question 331

Work performance measurements

Answer 331

These are predefined metrics for measuring project performance, such as cost variances, schedule variances, and estimate to complete.

Question 332

Workarounds

Answer 332

Workarounds are unplanned responses to risks that were not identified or were accepted.

Question 333

IPECC

Answer 333

The five process groups: Initiating, Planning, Executing, Controlling and Closing

Question 334

How many processes in Project Integration Management knowledge area?

Answer 334

6

Question 335

Process

Answer 335

a set of interrelated activities that brings about a product, result, or service