PMP Lexicon Flashcards
1
Q
Acceptance Criteria
A
A set of conditions that are met before deliverables are accepted.
2
Q
Activity
A
A distinct, scheduled portion of work performed during the course of a project
3
Q
Activity Code
A
An alphanumeric value assigned to each activity that enables classifying, sorting, and filtering
4
Q
Activity Identifier
A
A unique alphanumeric value assigned to an activity and used to differentiate that activity from other activities.
5
Q
Activity Label
A
A phrase that names and describes an activity.
6
Q
Actual Cost (AC)
A
The realized cost incurred for the work performed on an activity during a specific time period
7
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
8
Q
Apportioned Effort
A
An activity where effort is allotted proportionately across certain discrete efforts and not divisible into discrete efforts
9
Q
Assumption
A
A factor in the planning process considered to be true, real, or certain, without proof or demonstration
10
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 from the project end date
11
Q
Baseline
A
The approved version of a work product that can be changed using formal change control procedures and is used as the basis for comparison to actual results
12
Q
Bottom-Up Estimating
A
A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS)
13
Q
Budget at Completion (BAC)
A
The sum of all budgets established for the work to be performed
14
Q
Change Control
A
A process whereby modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or rejected
15
Q
Change Control Board (CCB)
A
A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions
16
Q
Change Control System
A
A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled
17
Q
Change Request
A
A formal proposal to modify a document, deliverable, or baseline
18
Q
Code of Accounts
A
A numbering system used to uniquely identify each component of the work breakdown structure
19
Q
Communications Management Plan
A
A component of the project, program, or portfolio management plan that describes how, when, and by whom information will be administered and disseminated
20
Q
Configuration Management System
A
A collection of procedures used to track project artifacts and monitor and control changes to these artifacts
21
Q
Constraint
A
A factor that limits the options for managing a project, program, portfolio, or process
22
Q
Contingency Plan
A
A document describing actions that the project team can take if predetermined trigger conditions occur
23
Q
Contingency Reserve
A
Time or money allocated in the schedule or cost baseline for known risks with active response strategies
24
Q
Control Account
A
A management control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement
25
Corrective Action
An intentional activity that realigns the performance of the project work with the project management plan
26
Cost Baseline
The approved version of work package cost estimates and contingency reserve that can be changed using formal change control procedures and is used as the basis for comparison to actual results
27
Cost Management Plan
A component of a project or program management plan that describes how costs will be planned, structured, and controlled
28
Cost Performance Index (CPI)
A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost (EV/AC)
29
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 (EV-AC)
30
Crashing
A schedule compression technique used to shorten the schedule duration for the least incremental cost by adding resources
31
Critical Chain Method
A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties
32
Critical Path
The sequence of activities that represents the longest path through a project, which determines the shortest possible duration
33
Critical Path Activity
Any activity on the critical path in a project schedule
34
Critical Path Method
A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model
35
Data Date
A point in time when the status of the project is recorded
36
Decision Tree Analysis
A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty
37
Decomposition
A technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts
38
Defect Repair
An intentional activity to modify a nonconforming product or product component
39
Deliverable
Any unique and verifiable product, result, or capability to perform a service that is produced to complete a process, phase, or project
40
Discrete Effort
An activity that can be planned and measured and that yields a specific output
41
Duration
The total number of work periods required to complete an activity or work breakdown structure component, expressed in hours, days, or weeks
42
Early Finish Date
In the critical path method, the earliest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic, the data date, and any schedule constraints
43
Early Start Date
In the critical path method, the earliest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic, the data date, and any schedule constraints
44
Earned Value (EV)
The measure of work performed expressed in terms of the budget authorized for that work
45
Earned Value Management
A methodology that combines scope, schedule, and resource measurements to assess project performance and progress
46
Effort
The number of labor units required to complete a schedule activity or work breakdown structure component, often expressed in hours, days, or weeks
47
Enterprise Environmental Factors
Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio
48
Estimate at Completion (EAC)
The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete
49
Estimate to Complete (ETC)
The expected cost to finish all the remaining project work
50
Fast Tracking
A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration
51
Finish-to-Finish
A logical relationship in which a successor activity cannot finish until a predecessor activity has finished
52
Finish-to-Start
A logical relationship in which a successor activity cannot start until a predecessor activity has finished
53
Fixed Formula Method
A method of estimating earned value in which a specified percentage of the budget value of a work package is assigned to the start milestone and the remaining percentage is assigned when the work package is complete
54
Forward Pass
A critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or a given point in time
55
Free Float
The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint
56
Functional Organization
An organizational structure in which staff is grouped by areas of specialization and the project manager has limited authority to assign work and apply resources
57
Gantt Chart
A bar chart of schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates
58
Lag
The amount of time whereby a successor activity will be delayed with respect to a predecessor activity
59
Late Finish Date
In the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic, the project completion date, and any schedule constraints
60
Late Start Date
In the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic, the project completion date, and any schedule constraints
61
Lead
The amount of time whereby a successor activity can be advanced with respect to a predecessor activity
62
Lessons Learned
The knowledge gained during a project which shows how project events were addressed or should be addressed in the future for the purpose of improving future performance
63
Level of Effort
An activity that does not produce definitive end products and is measured by the passage of time
64
Logical Relationship
A dependency between two activities or between an activity and a milestone
65
Management Reserve
Time or money that management sets aside in addition to the schedule or cost baseline and releases for unforeseen work that is within the scope of the project
66
Matrix Organization
An organizational structure in which the project manager shares authority with the functional manager temporarily to assign work and apply resources
67
Mileston
A significant point or event in a project, program, or portfolio
68
Milestone Schedule
A type of schedule that presents milestones with planned dates
69
Most Likely Duration
An estimate of the most probably activity duration that takes into account all of the known variables that could affect performance
70
Near-Critical Activity
An activity with a total float that is deemed to be low based on expert judgment
71
Near-Critical Path
A sequence of activities with low float which, if exhausted, becomes a critical path sequence for the project
72
Network Logic
All activity dependencies in a project schedule network diagram
73
Network Path
A sequence of activities connected by logical relationships in a project schedule network diagram
74
Node
A point at which dependency lines connect on a schedule network diagram
75
Opportunity
A risk that would have a positive effect on one or more project objectives
76
Optimistic Duration
An estimate of the shortest activity duration that takes into account all of the known variables that could affect performance
77
Organization Breakdown Structure
A hierarchical representation of the project organization, which illustrates the relationship between project activities and the organizational units that will perform those activities
78
Organizational Enabler
A structural, cultural, technological, or human-resource practice that the performing organization can use to achieve strategic objectives
79
Organizational Process Assets
Plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization
80
Organizational Project Management
A framework in which portfolio, program, and project management are integrated with organizational enablers in order to achieve strategic objectives
81
Organizational Project Management Maturity
The level of an organization's ability to deliver the desired strategic outcomes in a predictable, controllable, and reliable manner
82
Parametric Estimating
An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters
83
Path Convergence
A relationship in which a schedule activity has more than one predecessor
84
Path Divergence
A relationship in which a schedule activity has more than one successor
85
Percent Complete
An estimate expressed as a percent of the amount of work that has been completed on an activity or a work breakdown structure component
86
Performance Measurement Baseline
Integrated scope, schedule, and cost baselines used for comparison to manage, measure, and control project execution
87
Performing Organization
An enterprise whose personnel are the most directly involved in doing the work of the project or program
88
Pessimistic Duration
An estimate of the longest activity duration that takes into account all of the known variables that could affect performance
89
Phase Gate
A review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project or program
90
Planned Value (PV)
The authorized budget assigned to scheduled work
91
Portfolio
Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives
92
Portfolio Balancing
The process of optimizing the mix of portfolio components to further the strategic objectives of the organization
93
Portfolio Charter
A document issued by a sponsor that authorizes and specifies the portfolio structure and links the portfolio to the organization's strategic objectives
94
Portfolio Management
The centralized management of one or more portfolios to achieve strategic objectives
95
Portfolio Management Plan
A document that specifies how a portfolio will be organized, monitored, and controlled
96
Portfolio Manager
The person or group assigned by the performing organization to establish, balance, monitor, and control portfolio components in order to achieve strategic business objectives
97
Precedence Diagramming Method
A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed
98
Predecessor Activity
An activity that logically comes before a dependent activity in a schedule
99
Preventive Action
An intentional activity that ensures the future performance of the project work is aligned with the project management plan
100
Probability and Impact Matrix
A grid for mapping the probability of occurrence of each risk and its impact on project objectives if that risk occurs
101
Procurement Management Plan
A component of the project or program management plan that describes how a team will acquire goods and services from outside of the performing organization
102
Product Life Cycle
The series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement
103
Program
Related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually
104
Program Charter
A document issued by a sponsor that authorizes the program management team to use organizational resources to execute the program and links the program to the organization's strategic objectives
105
Program Evaluation and Revenue Technique (PERT)
A technique used to estimate project duration through a weighted average of optimistic, pessimistic, and most likely activity durations when there is uncertainty with the individual activity estimates
106
Program Management
The application of knowledge, skills, and principles to a program to achieve the program objectives and to obtain benefits and control not available by managing program components individually
107
Program Management Office
A management structure that standardizes the program-related governance processes and facilitates the sharing or resources, methodologies, tools, and techniques
108
Program Management Plan
A document that integrates the program's subsidiary plans and establishes the management controls and overall plan for integrating and managing the program's individual components
109
Program Manager
The person authorized by the performing organization to lead the team or teams responsible for achieving program objectives
110
Progressive Elaboration
The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available
111
Project
A temporary endeavor undertaken to create a unique product, service, or result
112
Project Budget
The sum of work package cost estimates, contingency reserve, and management reserve
113
Project Calendar
A calendar that identifies working days and shifts that are available for scheduled activities
114
Project Charter
A document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities
115
Projectized Organization
An organizational structure in which the project manager has full authority to assign work and apply resources
116
Project Life Cycle
The series of phases that a project passes through from its start to its completion
117
Project Management
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements
118
Project Management Office
A management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques
119
Project Management Plan
The document that describes how the project will be executed, monitored and controlled, and closed
120
Project Manager
The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives
121
Project Phase
A collection of logically related project activities that culminates in the completion of one or more deliverables
122
Project Schedule
An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources
123
Project Schedule Network Diagram
A graphical representation of the logical relationships among the project schedule activities
124
Project Scope
The work performed to deliver a product, service, or result with the specified features and functions
125
Project Scope Statement
The description of the project scope, major deliverables, assumptions, and constraints
126
Quality Management Plan
A component of the project or program management plan that describes how an organization's policies, procedures, and guidelines will be implemented to achieve the quality objectives
127
Requirements Management Plan
A component of the project or program management plan that describes how requirements will be analyzed, documented, and managed
128
Requirements Traceability Matrix
A grid that links product requirements from their origin to the deliverables that satisfy them
129
Residual Risk
The risk that remains after risk responses have been implemented
130
Resource Breakdown Structure
A hierarchical representation of resources by category and type
131
Resource Calendar
A calendar that identifies the working days and shifts upon which each specific resource is available
132
Resource Leveling
A resource optimization technique in which adjustments are made to the project schedule to optimize the allocation of resources and which may affect critical path
133
Resource Management Plan
A component of the project management plan that describes how project resources are acquired, allocated, monitored, and controlled
134
Resource Optimization Technique
A technique in which activity start and finish dates are adjusted to balance demand for resources with the available supply
135
Resource Smoothing
A resource optimization technique in which free and total float are used without affecting the crtiical path
136
Responsibility Assignment Matrix
A grid that shows the project resources assigned to each work package
137
Risk
An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives
138
Risk Acceptance
A risk response strategy whereby the project team decides to acknowledge the risk and not take any action unless the risk occurs
139
Risk Appetite
The degree of uncertainty an organization or individual is willing to accept in anticipation of a reward
140
Risk Avoidance
A risk response strategy whereby the project team acts to eliminate the threat or protect the project from its impact
141
Risk Breakdown Structure
A hierarchical representation of potential sources of risk
142
Risk Category
A group of potential causes of risk
143
Risk Enhancement
A risk repsponse strategy whereby the project team acts to increase the probability of occurrence or impact of an opportunity
144
Risk Exploiting
A risk response strategy whereby the project team acts to ensure that an opportunity occurs
145
Risk Exposure
An aggregate measure of the potential impact of all risks at any given point in time in a project, program, or portfolio
146
Risk Management Plan
A component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed
147
Risk Mitigation
A risk response strategy whereby the project team acts to decrease the probability of occurrence or impact of a threat
148
Risk Owner
The person responsible for monitoring the risk and for selecting and implementing an appropriate risk response strategy
149
Risk Register
A repository in which outputs of risk management processes are recorded
150
Risk Sharing
A risk response strategy whereby the project team allocates ownership of an opportunity to a third party who is best able to capture the benefit of that opportunity
151
Risk Threshold
The measure of acceptable variation around an objective that reflects the risk appetite of the organization and stakeholders
152
Risk Tolerance
The degree of uncertainty that an organization or individual is willing to withstand
153
Risk Transference
A risk response strategy whereby the project team shifts the impact of a threat to a third party, together with ownership of the response
154
Rolling Wave Planning
An iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level
155
Schedule Baseline
The approved version of a schedule model that can be changed using formal change control procedures and is used as the basis for comparison to actual results
156
Schedule Compression
A technique used to shorten the schedule duration without reducing the project scope
157
Schedule Management Plan
A component of the project or program management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule
158
Schedule Model
A representation of the plan for executing the project's activities, including durations, dependencies, and other planning information, used to produce a project schedule along with other scheduling artifacts
159
Schedule Model Analysis
A process used to investigate or analyze the output of the schedule model in order to optimize the schedule
160
Schedule Network Analysis
A technique to identify early and late start dates, as well as early and late finish dates, for the uncompleted portions of project activities
161
Schedule Performance Index (SPI)
A measure of schedule efficiency expressed as the ratio of earned value to planned value (EV/PV)
162
Schedule Variance (SV)
A measure of schedule performance expressed as the difference between the earned value and the planned value (EV - PV)
163
Scope Baseline
The approved version of a scope statement, work breakdown structure, and its associated WBS dictionary that can be changed using formal change control procedures and is used as the basis for comparison to actual results
164
Scope Creep
The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources
165
Scope Management Plan
A component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled, and validated
166
S-Curve Analysis
A technique used to indicate performance trends by using a graph that displays cumulative costs over a specific time period
167
Secondary Risk
A risk that arises as a direct result of implementing a risk response
168
Sponsor
An individual or a group that provides resources and support for the project, program, or portfolio, and is accountable for enabling success
169
Staffing Management Plan
A component of the resource management plan that describes when and how team members will be acquired and how long they will be needed
170
Stakeholder
An individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio
171
Stakeholder Engagement Plan
A component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project or program decision making and execution
172
Start-to-Finish
A logical relationship in which a successor activity cannot finish until a predecessor activity has started
173
Start-to-Start
A logical relationship in which a successor activity cannot start until a predecessor activity has started
174
Successor Activity
A dependent activity that logically comes after another activity in a schedule
175
Summary Activity
A group of related schedule activities aggregated and displayed as a single activity
176
Threat
A risk that would have a negative effect on one or more project objectives
177
Three-Point Estimating
A technique used to estimate cost or duration by applying an average or weighted average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity esimates
178
To-Complete Performance Index (TCPI)
A measure of the cost performance that is achieved with the remaining resources in order to meet a specified management goal, expressed as the ratio of the cost to finish the outstanding work to the remaining budget
179
Total Float
The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint
180
Trigger Condition
An event or situation that indicates that a risk is about to occur
181
Variance Analysis
A technique for determining the cause and degree of difference between the baseline and actual performance
182
Variance at Completion (VAC)
A projection of the amount of budget deficit or surplus, expressed as the difference between the budget at completion and the estimate at completion (BAC - EAC)
183
WBS Dictionary
A document that provides detailed deliverable, activity, and scheduling information about each component in the work breakdown structure
184
Weighted Milestone Method
A method of estimating earned value in which the budget value of a work package is divided into measurable segments, each ending with a milestone that is assigned a weighted budget value
185
What-If Scenario Analysis
The process of evaluating scenarios in order to predict their effect on project objectives
186
Workaround
An immediate and temporary response to an issue for which a prior response had not been planned or was not effective
187
Work Breakdown Structure (WBS)
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
188
Work Package
The work defined at the lowest level of the work breakdown structure for which cost and duration are estimated and managed
189
Salience Model
A method for classifying and prioritizing stakeholders
190
A3
A way of thinking and a systematic problem-solving process that collects the pertinent information on a single A3-size sheet of paper
191
Acceptance Test-Driven Development (ATDD)
A method of collaboratively creating acceptance test criteria that are used to create acceptance tests before delivery begins
192
Agile
A term used to describe a mindset of values and principles as set forth in the Agile Manifesto
193
Agile Coach
An individual with knowledge and experience in agile who can train, mentor, and guide organizations and teams through their transformation
194
Agile Life Cycle
An approach that is both iterative and incremental to refine work items and deliver frequently
195
Agile Manifesto
The original and official definition of agile values and principles
196
Agile Mindset
A way of thinking and behaving underpinned by the four values and twelve principles of the Agile Manifesto
197
Agile Practitioner
A person embracing the agile mindset who collaborates with like-minded colleagues in cross-functional teams.
198
Agile Unified Process
A simplistic and understandable approach to developing business application software using agile techniques and concepts
199
Anti-Pattern
A known, flawed pattern of work that is not advisable
200
Automated Code Quality Analysis
The scripted testing of code base for bugs and vulnerabilities
201
Backlog Refinement
The progressive elaboration of project requirements and/or the ongoing activity in which the team collaboratively reviews, updates, and writes requirements to satisfy the need of the customer request
202
Behavior-Driven Development
A system and validation practice that uses test-first principles and English-like scripts
203
Blended Agile
Two or more agile frameworks, methods, elements, or practices used together such as Scrum practiced in combination with XP and Kanban Method
204
Broken Comb
Refers to a person with various depths of specialization in multiple skills required by the team.
205
Burndown Chart
A graphical representation of the work remaining versus the time left in a timebox
206
Burnup Chart
A graphical representation of the work completed toward the release of a product
207
Kaizen Events
Events aimed at improvement of the system
208
Kanban Board
A visualization tool that enables improvements to the flow of work by making bottlenecks and work quantities visible
209
Mobbing
A technique in which multiple team members focus simultaneously and coordinate their contributions on a particular work item
210
Scrum
An agile framework for developing and sustaining complex products, with specific roles, events, and artifacts
211
Servant Leadership
The practice of leading through service to the team, by focusing on understanding and addressing the needs and development of team members in order to enable the highest possible team performance
