PMP DEFINITIONS

Question 1

EV DEFINITION

Answer 1

EARNED VALUE =BCWP (BUDGETED COST OF WORK PERFORMED

Question 2

PV DEFINITION

Answer 2

PRESENT VALUE = BCWS (BUDGETED COST OF WORK SCHEDULE)

Question 3

AC DEFINITION

Answer 3

ACTUAL COST = ACWP (ACTUAL WORK PERFORMED)

Question 4

SPI DEFINITION

Answer 4

SCHEDULE PERFORMANCE INDEX

Question 5

CV DEFINITION

Answer 5

COST VARIANCE

Question 6

SV DEFINITION

Answer 6

SCHEDULE VARIANCE

Question 7

BAC DEFINITION

Answer 7

BUDGET AT COMPLETION

Question 8

CPI DEFINITION

Answer 8

COST PERFORMANCE INDEX

Question 9

EAC DEFINITION

Answer 9

ESTIMATE AT COMPLETION

Question 10

VAC DEFINITION

Answer 10

VARIANCE AT COMPLETION

Question 11

MONTE CARLO TECHNIQUE

Answer 11

P. 180
FORECASTING METHOD
HOW AND WHY DIAGRAMS

Question 12

PARETO CHARTS

Answer 12

P.325

USED FOR QUALITY MANAGEMENT

Question 13

ENTERPRISE ENVIRONMENTAL FACTORS

Answer 13

CONDITIONS NOT UNDER THE CONTROL OF THE PROJECT TEAM THAT INFLUENCE, CONSTRAINT OR DIRECT THE PROJECT.

Question 14

WHAT IS A “PROCESS

Answer 14

INTERRELATED ACTIONS/ACTIVITIES PERFORMED TO ACHIEVE A PRE-SPECIFIC PRODUCT OR SERVICE

Question 15

CONFIDENCE INTERVAL

Answer 15

RANGE OF ESTIMATE GIVEN AS A PERCENTAGE

Question 16

TOTAL FLOAT

Answer 16

EARLY STATE + LATE START OR EARLY FINISH DATE AND LATE FINISH DATE

Question 17

HERZBERG’S MOTIVATION-HYGIENE THEORY

Answer 17

MOTIVATIONAL FACTORS GIVE POSITIVE SATISFACTION ARISING FROM THE CONDITION OF THE JOB ITSELF.
RECOGNITION
ACHIEVEMENT
PERSONAL GROWTH.

Question 18

CRITICAL CHAIN METHOD

Answer 18

USED TO PLACE BUFFERS IN THE PROJECT SCHEDULE TO ACCOUNT FOR LIMITED RESOURCES AND PROJECT UNCERTANTIES
P. 178

Question 19

CRITICAL PATH METHOD

Answer 19

WHEN THERE ARE NO RESOURCE LIMITATIONS. THIS METHOD CALCULATES THE EARLY START AND FINISH DATES/LATE START AND FINISH DATES.

Question 20

HARD LOGIC

Answer 20

IN DEVELOP SCHEDULE PROCESS

=MANDATORY DEPENDENCIES

Question 21

SCHEDULE DATA

Answer 21

COLLECTION OF INFORMATION FOR DESCRIBING AND CONTROLLING THE SCHEDULE, SCHEDULE MILESTONES, ACTIVITIES AND ACTIVITY ATTRIBUTES

Question 22

FAST TRACKING

Answer 22

IMPACTS FUNDS

PARALLEL ACTIVITIES

Question 23

PROJECT EXPEDITER

Answer 23

CAN RUN THE PROJECT TEAM BUT CANNOT MAKE OR ENFORCE ANY IMPORTANT PROJECT DECISIONS.
WORKS AS A COMMUNICATION COORDINATOR

Question 24

PROJECT CHARTER

Answer 24

CREATED IN THE “INITIAL” STAGES OF THE PROJECT

Question 25

BUSINESS CASE

Answer 25

AN INPUT TO THE DEVELOP PROJECT CHARTER. | PROJECT CHARTER CANNOT BE USED AS A SUBSTITUTE FOR THE BUSINESS CASE

Question 26

PLAN-DO-CHECK-ACT

Answer 26

ASSOCIATED WITH DEMING. | P.229

Question 27

BALANCED MATRIX

Answer 27

FUNCTIONAL AND PM CONTROL PROJECT BUDGET

Question 28

REFERENT POWER

Answer 28

INDIVIDUAL POWER OVER THE TEAM OR FOLLOWERS

Question 29

CONFIGURATION CONTROL FOCUS

Answer 29

FOCUSES ON THE SPECIFICATION OF BOTH THE DELIVERABLES AND PROCESSES

Question 30

CHANGE CONTROL FOCUS

Answer 30

IDENTIFYING, DOCUMENTING AND CONTROLLING CHANGES TO THE PROJECT AND PRODUCT BASELINES

Question 31

DESIGN OF EXPERIMENTS METHOD

Answer 31

IDENTIFIES WHICH FACTORS MAY INFLUENCE SPECIFIC VARIABLES OFA PRODUCT OR PROCESS UNDER DEVELOPMENT OR IN PRODUCTION. SHOULD BE USED DURING THE PLAN QUALITY PROCESS TO DETERMINE THE NUMBER AND TYPE OF TESTS AND THEIR IMPACT OF COST OF QUALITY

Question 32

NOMINAL GROUP TECHNIQUE

Answer 32

ALLOW IDEAS TO BE BRAINSTORM IN SMALL GROUPS THEN REVIEWED BY LARGER GROUPS

Question 33

FORCE FIELD ANALYSIS

Answer 33

DIAGRAMS OF THE FORCES FOR OR AGAINST CHANGE

Question 34

TRIPLE CONSTRAINTS

Answer 34

SCOPE, SCHEDULE, COST | AFFECTS QUALITY

Question 35

CONTROL CHARTS

Answer 35

USED TO DETERMINE WHETHER OR NOT A PROCESS IS STABLE OR PREDICTABLE PERFORMANCE. UPPER AND LOWER SPECIFICATION LIMITS ARE BASED ON REQUIREMENTS THAT ARE DEFINED IN THE CONTRACT. THEY REFLECT THE MAX AND MIN. VARIATIONS ALLOWED.

Question 36

PARETO CHART

Answer 36

ONLY ALLOW YOU TO DISPLAY YOUR CAUSES SORTED BY FREQUENCY BUT IS NO HELP IN IDENTIFYING THE EFFECTS

Question 37

HISTOGRAM

Answer 37

VERTICAL BAR CHART SHOWING HOW OFTEN A PARTICULAR EVENT OCCURS

Question 38

FISHBONE DIAGRAM

Answer 38

CAUSE AND EFFECT DIAGRAM | ALSO KNOWN AS THE ISHAWAKA DIAGRAM

Question 39

PARKINSON'S LAW

Answer 39

WORK EXPANDS SO AS TO FILL THE TIME AVAILABLE FOR ITS COMPLETION. CRITICAL CHAIN METHOD TAKES PARKINSON'S LAW AND SEVERAL OTHER HUMAN BEHAVIOUR THEORIES INTO CONSIDERATION AND OFFERS AN ALTERNATIVE SCHEDULING METHOD USING BUFFERS INSTEAD OF LEADS AND LAGS.

Question 40

SCOPE BASELINE

Answer 40

IT IS AN INPUT TO THE DEFINE ACTIVITIES PROCESS. | DELIVERABLES, CONSTRAINTS AND ASSUMPTIONS ARE CONSIDERED PART OF THE SCOPE BASELINE

Question 41

FREE FLOAT

Answer 41

THE AMOUNT OF TIME THAT AN ACTIVITY CAN BE DELAYED WITHOUT DELAYING THE EARLY START DATE OF ANY IMMEDIATE SUCCESSOR ACTIVITY.

Question 42

SCOPE CREEP

Answer 42

UNCONTROLLED CHANGES IN A PROJECT

Question 43

PERFORMANCE MEASUREMENTS BASELINE

Answer 43

SCOPE, SCHEDULE AND COST BASEILINES ARE COMBINED INTO THIS MEASUREMENT

Question 44

DURATION BUFFERS

Answer 44

ARE NON-WORK SCHEDULE ACTIVITIES | USED TO PROTECT THE TARGET FINISH DATE FROM SLIPPAGE ALONG THE CRITICAL CHAIN

Question 45

PROCESS IMPROVEMENT PLAN

Answer 45

CONTINS PROCESS CONFIGURATION AN PROVIDES A GRAPHIC DEPICTION OF PROCESSES, WITH INTERFACES IDENTIFIED, USED TO FACILITATE ANALYSIS.

Question 46

Keywords for INITIATING PROCESS

Answer 46

* use "develop" for Project Charter only | * Identify

Question 47

Keywords for PLANNING PROCESS

Answer 47

``` plan use "develop" for Project Management PLAN only define create Estimate Sequence activities Identify perform qualitative RISK Peform Quantitave RISK ```

Question 48

Keywords for EXECUTING PROCESS

Answer 48

``` Direct Manage perform Quality assurance acquire conduct coordinating integrating ```

Question 49

Keywords for MONITORING AND CONTROLLING PROCESS

Answer 49

``` Monitor Control validate control Perform with only Integrated changes Track Review Reporting the progress and performance Measuring distributing assessing ```