PMP Terms Flashcards
(144 cards)
1
Q
A set of conditions that are met before deliverables are accepted by the customers or sponsors.
A
Acceptance Criteria
2
Q
A distinct, scheduled portion of work performed during the project. Usually stored on the activity list.
A
Activity
3
Q
The actual cost incurred for the work performed on an activity during a specific time period.
A
Actual Cost (AC)
4
Q
A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project. Also known as top-down estimating.
A
Analogous Estimating
5
Q
A factor in the planning processes considered to be true or real without proof or demonstration.
A
Assumption
6
Q
A critical path method technique for computing the late start and late finish dates by working backward through the schedule model from the project end date.
A
Backward Pass
7
Q
The accepted version of a work product that can be changed using formal change control processes and is used as the basis for comparison to actual results.
A
Baseline
8
Q
A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS).
A
Bottom-Up Estimating
9
Q
The amount of all budgets established for the work to be performed.
A
Budget at Completion (BAC)
10
Q
A process whereby changes to documents, deliverables, or baselines related with the project are identified, documented, approved, or rejected.
A
Change Control
11
Q
A formally commissioned group responsible for reviewing, assessing, approving, deferring, or rejecting change to the project, and for recording and communicating such decisions.
A
Change Control Board
12
Q
A set of procedures that defines how modifications to the project deliverables and documentation are managed and controlled.
A
Change Control System
13
Q
A formal proposal to change any document, deliverable, or baseline in the project management plan.
A
Change Request
14
Q
a component of the project management plan that describes how, when, and by whom information will be administered and distributed.
A
Communications Management Plan
15
Q
A collection of procedures used to track project artifacts and monitor and control changes to these artifacts.
A
Configuration Management System
16
Q
A restrictive feature that affects the execution of a projects.
A
Constraint
17
Q
Time or money assigned in the schedule or cost baseline for known risks with response strategies
A
Contingency Reserve
18
Q
A planned activity that restores the performance of the project work with the project management plan.
A
Corrective Action
19
Q
The approved version of work package cost estimates and contingency reserve that can be changed using formal change control procedures.
A
Cost Baseline
20
Q
A component of a project management plan that defines how costs will be planned and controlled.
A
Cost Management Plan
21
Q
A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual costs.
A
Cost Performance Index (CPI)
22
Q
The amount of budget shortfall or surplus at a given point in time, expressed as the difference between the earned value and the actual costs.
A
Cost Variance (CV)
23
Q
A schedule compression technique used to shorten the schedule duration by adding resources. This will generally increase cost on the projects.
A
Crashing
24
Q
A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources.
A
Critical Chain Method
25
The sequence of activities that represents the longest path through a project, which determines the shortest and longest possible duration. Activities on the critical path have no float.
Critical Path
26
Any activity on the critical path in a project schedule
Critical Path Activity
27
A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network path within the schedule.
Critical Path Method
28
A technique used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule.
Decomposition
29
An intentional activity to modify a nonconforming product or product component.
Defect Repair
30
Deliverable is part of the product that is presented to the customer or stakeholders for acceptance
Deliverable
31
The total number of work periods required to complete an activity or work breakdown structure component, expressed in hours, days, or weeks.
Duration
32
The earliest an activity can finish without delaying the project end date.
Early Finish Date
33
The earliest an activity can start without delaying the project end date.
Early Start Date
34
The amount of money worth of work actually accomplished on the project.
Earned Value (EV)
35
A methodology that combines scope, schedule, and resource measurements to assess project performance.
Earned Value Management
36
Conditions, not under the immediate control of the team, that influence, constrain, or direct the project.
Enterprise Environment Factors
37
The forecast of the total cost of the project at the end based on the current spending rate of the project.
Estimate at Completion (EAC)
38
The amount of money that will be needed to complete the current project based on the current performance.
Estimate to Complete (ETC)
39
A schedule compression technique in which activities or phases are done in parallel for at least a portion of the entire duration. This can increase risk on the project.
Fast Tracking
40
A relationship in which a successor activity cannot finish until a predecessor activity has finished.
Finish-to-Finish
41
A relationship in which a successor activity cannot start until a predecessor activity has finished.
Finish-to-Start
42
A critical path method technique for calculating the early start and early finish dates by working forward through the schedule.
Forward Pass
43
An organizational structure in which staff is grouped by areas of specialization and the project manager has limited authority.
Functional Organization
44
A bar chart of schedule information where activities are listed. Generally part of the project schedule.
Gantt Chart
45
The amount of time whereby a successor activity will be delayed to a predecessor activity.
Lag
46
The latest an activity can finish without delaying the project end date
Late Finish Date
47
The latest an activity can start without delaying the project end date.
Late Start Date
48
The amount of time where a successor activity can be started before the predecessor activity finishes.
Lead
49
The data 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.
Lessons Learned
50
A dependency between two activities.
Logical Relationship
51
Time or money that management puts aside in addition to the schedule or cost baseline and issues for unforeseen work that i s within the scope of the project. This is not under the control of the project manager and will need an approved change request to access it.
Management Reserve
52
An organization structure in which the project manager shares authority with the functional manager.
Matrix Organization
53
a significant point or event in a project.
Milestone
54
A type of schedule that presents milestones with planned dates.
Milestone Schedule
55
An estimate of the most probably activity duration that takes into account all of the known variables.
Most Likely Duration
56
A sequence of activities linked by logical relationship in a project schedule network diagram.
Network Path
57
A risk that would have a positive effect on one or more project objectives.
Opportunity
58
An estimate of the shortest activity duration that takes into account all of the known variables.
Optimistic Duration
59
Plans, processes, policies, procedures, and knowledge bases specific to an used by the performing organization.
Organizational Process Assets
60
An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.
Parametric Estimating
61
A relationship in which a schedule activity has more than one predecessor
Path Convergence
62
An estimate expressed as a percent of the amount of work that has been completed on an activity
Percent Complete
63
An enterprise whose personnel are the most directly involved in doing the work of the project or program.
Performing Organization
64
An estimate of the longest activity duration that takes into account all of the known variables that could affect performance.
Pessimistic Duration
65
The authorized budget assigned to scheduled work.
Planned Value (PV)
66
Projects and programs, that are grouped together to achieve a strategic business goal.
Portfolio
67
The person or group assigned by the performing organization to establish, balance, monitor, and control portfolio, components in order to achieve strategic business goals.
Portfolio Manager
68
A technique used for building a schedule in which activities are represented by nodes an are graphically linked by one or more logical relationships to display the sequence in which the activities are to be performed.
Precedence diagramming Method
69
An activity that comes before a dependent activity in a schedule.
Predecessor Activity
70
An intentional activity that ensures the future performance of the project work is aligned with the project management plan.
Preventive Action
71
the series of phases that represent the evolution of a product, from concept through delivery to retirement.
Product Life Cycle
72
A group of related projects that are managed in a coordinated way to obtain benefits not available from managing them individually.
Program
73
A technique used to estimate project duration through a weighted average of optimistic, pessimistic, and most likely activity durations.
Program Evaluation and Review Technique (PERT)
74
The application of knowledge, skills, tools, and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually.
Program Management
75
The person authorized by the performing organization to lead the team or teams responsible for achieving program objectives.
Program Manager
76
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.
Progressive Elaboration
77
A temporary effort undertaken to create a unique product, service, or result.
Project
78
A calendar that identifies working days and shifts that are available for scheduled activities.
Project Calendar
79
A document issued by the project manager with the authority to apply organizational resources to project activities.
Project charter
80
the series of phases that a project goes through from its initiation to its closure
Project Life Cycle
81
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
Project Management
82
A management structure that regulates the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.
Project Management Office
83
The document that defines how the project will be executed, monitored and controlled, and closed.
Project Management Plan
84
The person assigned by the performing organization to lead the team that i responsible for achieving the project goals.
Project Manager
85
A collection of logically related project activities that culminates in the completion of one or more deliverables
Project Phase
86
a graphical representation of the logical relationship among the schedule activities.
Project Schedule Network Diagram
87
The work achieved to deliver a product, service, or result with the specified features and functions.
Project Scope
88
The explanation of the project scope, major deliverables, assumptions, and constraints.
Project Scope Statement
89
An organizational structure in which the project manager has full authority to assign work and resources.
Projectized Organization
90
a component of the project management plan that describes how an organization's quality policies will be implemented.
Quality Management Plan
91
A component of the project management plan that describes how requirements will be analyzed, documented, and managed.
Requirements Management Plan
92
A table that links requirements from their origin to the deliverables that satisfy them.
Requirements Traceability Matrix
93
the risk that is leftover after risk responses have been implemented.
Residual Risk
94
A ranked representation of resources by category and type.
Resource Breakdown Structure
95
a calendar that identifies the working days and shifts upon which each specific resource is available.
Resource Calendar
96
a component of the project management plan that describes the roles and responsibilities of the projects team and management of the physical resources on the project.
Resource Management Plan
97
a resource optimization technique in which changes are made to the project schedule to optimize the allocation of resources and which may affect cortical path.
Resource Leveling
98
a technique in which activity start and finish dates are adjusted to balance demand for resources.
Resource Optimization Technique
99
A resource optimization technique in which total float are used without affective the critical path.
Resource Smoothing
100
A grid that shows the project resources assigned to each work package.
Responsibility Assignment Matrix
101
An uncertain event that, if it occurs, has a positive or negative effect on one or more project objectives.
Risk
102
A risk response strategy where the project team decides to acknowledge the risk and not take any action unless the risk occurs.
Risk Acceptance
103
the degree of uncertainty an organization or individual is willing to accept in hope of a reward.
Risk Appetite
104
a risk response strategy whereby the project team acts to eradicate the threat or protect the project from its impact.
Risk Avoidance
105
a ranked representation of risks that is organized according to risk categories.
Risk breakdown structure
106
A group of potential causes of risk.
Risk Category
107
a risk response strategy where the project team acts to increase the probability of occurrence or impact of an opportunity.
Risk Enhancement
108
A risk response strategy whereby the project team acts to ensure that the opportunity occurs.
Risk Exploiting
109
A measure of the potential impact of al risks at any given point in time in a project.
Risk Exposure
110
A component of the project management plan that describes how risk management activities will be planned and performed.
Risk Management Plan
111
A risk response strategy whereby the project team acts to reduce the probability of occurrence or impact of a threat.
Risk Mitigation
112
a register in which outputs of risk management processes are recorded.
Risk Register
113
a risk response strategy where the project team allocates ownership of an opportunity to a third party who is best able to capture the benefit for the project.
Risk Sharing
114
the level of risk exposure above which risks are addressed and under which risks may be accepted.
Risk Threshold
115
the degree of uncertainty that an organization or individual is willing to endure.
Risk Tolerance
116
A risk response strategy whereby the project team shifts the impact of the threat to a third party.
Risk Transference
117
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.
Rolling Wave Planning
118
The approved version of a schedule that can be changed using formal change control procedures and is used as the basis for comparison to actual results. It is part of the project management plan.
Schedule Baseline
119
A method used to shorten the schedule duration without reducing the project scope.
Schedule Compression
120
A component of the project management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule.
Schedule Management Plan
121
A technique to identify early and late start dates, as well as early and late finish dates, for the unfinished portions of project activities.
Schedule Network Analysis
122
A measure of schedule efficiency expressed as the fraction of earned value to planned value.
Schedule Performance Index (SPI)
123
A degree of schedule performance expressed as the difference between the earned value and the planned value.
Schedule Variance (SV)
124
The approved version of a scope statement, work breakdown structure (WBS), 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. It is part of the project management plan.
Scope Baseline
125
The uncontrolled growth to project scope without adjustments to time, costs, and resources.
Scope Creep
126
A component of the project management plan that describes how the scope will be defined, developed, monitored, controlled, and validated.
Scope Management Plan
127
A technique used to indicate performance trends by using a graph that displays cumulative costs over a specific time period.
S-Curve Analysis
128
An individual or a group that provides resources and supports for the project and is accountable for enabling success.
Sponsor
129
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.
Stakeholder
130
A component of the project management plan that defines how stakeholders will be engaged in project decision making and execution.
Stakeholder Mangement plan
131
a relationship which a successor activity cannot finish until a predecessor activity has started.
Start-to-Finish
132
a relationship which a successor activity cannot start until a predecessor activity has started.
Start-to-Start
133
A dependent activity that logically comes after another activity in a schedule.
Successor Activity
134
A risk that would have a negative effect on one or more project objectives.
Threat
135
a technique used to estimate cost or duration by applying an average weighted average of optimistic, pessimistic, and mot likely estimates when there is uncertainty with the individual activity estimates.
Three-Point Estimating
136
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.
To-Complete Performance Index (TCPI)
137
The amount of time that a schedule activity can be late or extended from its early start date without delaying the project finish date or violating a schedule constraint.
Total Float
138
An event or situation that indicates that a risk is about to occur.
Trigger Condition
139
A technique for determining the cause and degree of difference between the baseline and actual performance.
Variance Analysis
140
A document that provides detailed deliverable, activity, and scheduling data about each component in the work breakdown structure.
WBS Dictionary
141
The process of evaluating scenarios in order to predict their effect on project objectives.
What-if Scenario Analysis
142
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 deliverables.
Work Breakdown Structure (WBS)
143
The work defined at the lowest level of the work breakdown structure for which cost and duration can be estimated and managed.
Work Package
144
An immediate and temporary response to an issue, for which a prior response had not been planned or was not effective.
Workaround
