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Proj. Mgmt. Ready > PPT. Notes - Components > Flashcards

PPT. Notes - Components Flashcards

1
Q

A project management process component performed to formally complete or finish the project, phase, or contract. When the project comes to an end.

A

Closing

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2
Q

A Collect Requirements Process Component - A method of obtaining early feedback on requirements by providing a working model of the expected product before building it.

A

Prototypes/Prototyping

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3
Q

A communications management plan component that sets key messages that you will communicate to your stakeholders. This means setting a key message for each stakeholder that is aligned with your role.

A

Key Messages

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4
Q

Economic Term - The cost that is given up when selecting another project

A

Opportunity Cost

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5
Q

One of eight commonly used Agile Metric -

The sum of completed activities

A

Throughput

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6
Q

A project management process required to track, review, and regulate the project and performance of the project management plan; identify any areas in which changes to the plan are required; and initiate the corresponding changes.

A

Monitoring & Controlling

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7
Q

One of five phases in the Agile Proj. Mgmt. Framework -

Teams know that changes are likely to occur, and they are ready for them. By receiving continuous feedback from customers, the team can adapt accordingly and ensure that the product they deliver really produces the optimal value for end-users.

A

Adapt

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8
Q

Instructional Page Project Control Metric - The expected total cost of completing all work expressed as the sum of the actual cost to date and estimate to complete

A

Estimate at Completion

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9
Q

Special Metric used in Scrum -

This is a way of measuring how much work a certain team can complete within one sprint.

A

Velocity

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10
Q

A project management process component performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.

A

Initiation/Initiating

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11
Q

A Dependency Link - Tasks B can’t finish until Task A has started

A

Start to Finish

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12
Q

Tool used in the Estimate Activity Resource Process - Because it may prove difficult to estimate complex activities, it makes sense to break activities down into smaller chunks of work so that they may be estimated and summed up from the bottom level.

A

Bottom-Up Estimating

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13
Q

A communications management plan component that outlines the main communication methods and different channels you will be using to contact stakeholders, such as email, phone calls, in-person meetings, video meetings, social media communications, etc.

A

Communication Methods

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14
Q

A Collect Requirements Process Component - Consists of reviewing and assessing any relevant information. Used to elicit requirements by analyzing existing documentation and identifying information relevant to the requirements.

A

Document Analysis

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15
Q

One of Two metrics used in Kanban -

The time it takes a task to be completed, from the time it is given to a team until the time it is fully completed. - To measure this, you not note: When an activity is prioritized and when an activity is done. - Often very different for every project, even for the same type of work.

A

Lead Time

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16
Q

One of five phases in the Agile Proj. Mgmt. Framework -

At this stage, you create a list of the product features. You break down the features and group them so you can derive a release plan and the milestones you will work to achieve. You should also analyze which tasks are more critical than other tasks of the project, and you decide how to maintain the quality of the deliverables.

A

Speculate

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17
Q

Tool used in the Estimate Activity Resource Process - When considering the resource requirements for each activity, it may be helpful to consider alternative ways of carrying out the work as well as the resources needed to do so.

A

Alternative Analysis

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18
Q

Activity Terminology - A distinct, scheduled portion of work performed during the course of a project.

A

Activity

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19
Q

A project management process performed to complete the work defined in the project management plan to satisfy the project requirements.

A

Executing

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20
Q

One of Two metrics used in Kanban - Measures how long it takes your team to directly deliver the tasks given to them. Starts from the point where the project team begins work on the tasks of a project.

A

Cycle Time

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21
Q

Schedule Path Terminology - The sequence of activities that represents the longest path through a project, which determines the shortest possible solution

A

Critical Path

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22
Q

A Collect Requirements Process Component - Provides a direct way of viewing individuals in their environment and how they perform their jobs or tasks and carry out processes. Also known as “job shadowing,” it is usually done externally by an observer viewing a business expert performing a job.

A

Observations

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23
Q

When a Dependency is not just a Dependency - A limiting factor that affects the execution of a project, program, portfolio process

A

Constraint

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24
Q

A communications management plan component that includes the main team members from your project team, along with their roles.

A

Team Members

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25
Q

A Collect Requirements Process Component - Involves comparing actual or planned practices or the project’s quality standards to those of comparable projects to identify best practices, generate ideas for improvement, and provide a basis for measuring performance.

A

Benchmarking

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26
Q

Tool used in the Estimate Activity Resource Process - Those who are considered experts or even who have carried out similar tasks, should be involved in all aspects of estimating as this will result in a more realistic and achievable activities within the estimated activity resources process and the resulting schedule

A

Expert Judgement

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27
Q

A conflict Resolution Technique - Pushing one’s viewpoint at the expense of others; offering only win-lose solutions, usually enforced through a power position, to resolve an emergency

A

Force/Direct

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28
Q

Economic Term - After a certain point, increases in input do not lead to increases in output

A

Law of Diminishing Returns

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29
Q

A Dependency Link - Task B can’t start until task A has finished

A

Finish to Start

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30
Q

Economic Term - Money that has already been spent and cannot be recovered

A

Sunk Cost

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31
Q

A conflict resolution technique - Incorporating multiple viewpoints and insights from differing perspectives; requires a cooperative attitude and open dialogue that typically leads to consensus and commitment.

A

Collaborate/Problem Solve

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32
Q

Tool used in the Estimate Activity Resource Process - Two forms: internal published sources based on historical data and experience of carrying out similar activities. And industry standard tables of resources and effort.

A

Published Estimating Data

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33
Q

One of five phases in the Agile Proj. Mgmt. Framework -

In this phase, the team members will explore the various options they have to fulfill all the requirements of the project while keeping within the boundaries of time and money. This phase works in parallel with the Adapt phase because teams may have to change their plan or the way they work if their customer changes their minds or of the feedback they get suggests that a change is needed.

A

Explore

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34
Q

A Collect Requirements Process Component - Focused sessions that bring key stakeholders together. These things are considered a primary technique for quickly defining cross-functional requirements and reconciling stakeholder differences.

A

Faciltated Workshops

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35
Q

A Requirements Traceability Matrix where test cases are mapped with the requirements.

A

Backward Traceability

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36
Q

One of eight commonly used Agile Metric -

Measures how long a work item has been “stuck” on the agile board

A

Work Item Age

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37
Q

One of eight commonly used Agile Metric -

Used to measure customer satisfaction. Rates customers’ experiences

A

Net Promoter Score (NPS)

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38
Q

Instructional Page Project Control Metric - 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.

A

Cost Variance (CV)

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39
Q

One of five phases in the Agile Proj. Mgmt. Framework -

This is where teams ensure that the final deliverable is checked against the updated requirements of the customers. Teams also discuss their mistakes so they can be avoided in future projects.

A

Close

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40
Q

Schedule Path Terminology - A series of connected activities

A

Path

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41
Q

A Project Illustration Tool that is commonly presented in the activity-on-node diagram format showing activities and relationships without a time scale, sometimes referred to as a pure logic diagram.

A

Network Schedule Diagram

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42
Q

Schedule Path Terminology - An activity, event, or path which, if delayed, will delay the completion of the project

A

Critical

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43
Q

Instructional Page Project Control Metric - A measure of schedule efficiency expressed as the ratio of earned value to planned value

A

Schedule Performance Index (SPI)

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44
Q

Instructional Page Project Control Metric - A measure of schedule performance expressed as the difference between the earned value and the planned value

A

Schedule Variance (SV)

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45
Q

Meetings that are regularly scheduled events to exchange information about the project.

A

Status Meetings

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46
Q

A meeting where the end of the project (or the closing phase) is discussed which is an excellent opportunity to review how the work unfolded.

A

Review Meetings

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47
Q

Popular Software Development Project Management Method - Newer than waterfall and typically implemented with Scrum or Kanban

A

Agile

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48
Q

A Dependency Type - The project team completes project activities while non-project activities are handled by people external to the project team

A

External

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49
Q

A conflict resolution technique - Retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others

A

Withdraw/Avoid

50
Q

Primary Estimate Resource Approach - Focuses on the main project deliverable, breaking it down into smaller chunks of work until all the to-do tasks are cleared Performed by the project manager and the details of the small tasks get cleaned up by the team

A

Top-Down Approach

51
Q

Any organizational structure in which staff are grouped by areas of specialization and the project management has limited authority to assign work and apply resources.

A

Functional Organizational Structure

52
Q

A brainstorming technique used to generate ideas through individual brainstorming sessions. These ideas are then consolidated into a single map to reflect commonalities and differences in understanding and then generating new ideas.

A

Idea/Mind Mapping

53
Q

Option to Estimate the Resources - Quantitative assessment of the likely costs for the project resources. Can show you how the project stands to affect the bottom line

A

Estimates Costs

54
Q

Meetings that allow you to bring issues and new solutions to the table throughout the life cycle of a project.

A

Change Control Meetings

55
Q

A Group Creaitivty Technique that enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or prioritization.

A

Nominal Group Technique

56
Q

One of eight commonly used Agile Metric -

How much work a team completes. The team’s “error demand.” New errors vs old errors

A

Escaped Defects

57
Q

A Dependency Type - Also known as preferred or soft logic; activities A and B can either be interdependent or dependent

A

Discretionary

58
Q

Activity Terminology - One activity must be completed before the next one can begin. Also, the process of identifying and documenting relationships among the project activities

A

Sequential Activities

59
Q

Triple Constraint Model Component - The tasks required to fulfill the project’s goals.

A

Scope

60
Q

When a Dependency is not just a Dependency - Between two activities, or between an activity and a milestone

A

Dependency

61
Q

A brainstorming technique used to identify a problem, discover the underlying causes that lead to it, and develop preventative actions.

A

Root Cause Analysis

62
Q

A Dependency Type - Also knows as hard logic, which is legally or contractually required; activity B cannot start until activity A is completed

A

Mandatory

63
Q

Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of persons assigned to the project.

A

Matrix Organizational Structure

64
Q

Primary Estimate Resource Approach - Focuses on the team members resolving all the phases and tasks of the project to form the end deliverable. Performed by the entire team, right from the beginning, with all the small details taken care of from the start.

A

Bottom-Up Approach

65
Q

Schedule Terminology - The result of completing one or more activities

A

Event

66
Q

A prototyping technique showing sequence or navigation through a series of images or illustrations.

A

Storyboarding

67
Q

A Group Creativity Technique that utilizes a decision matrix to provide a systematic analytical approach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas.

A

Multicriteria Decision Analysis

68
Q

A conflict resolution technique - Searching for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict

A

Compromise/Reconcile

69
Q

One of eight commonly used Agile Metric -

Team may want to follow up on work remaining per taks.

A

Work Remaining on Tasks

70
Q

Instructional Page Project Control Metric - The authorized budget assigned to scheduled work.

A

Planned Value (PV)

71
Q

Instructional Page Project Control Metric - A measure of the cost efficiency of budgeted resources expressed as a ratio of earned value to actual cost

A

Cost Performance Index (CPI)

72
Q

A Project Illustration Tool that represents schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and the activity durations are shown as horizontal bars placed according to start and finish dates.

A

Gantt Chart

73
Q

Triple Constraint Model Component - The resulting product of service performs well and is suitable for its intended purpose.

A

Quality

74
Q

A communications management plan component that includes the type of communication, to whom, how that communication will be shared, and what will be included.

A

Communication Type

75
Q

Triple Constraint Model Component - The schedule for the project to reach completion.

A

Time

76
Q

A Collect Requirements Process Component - Written sets of questions designed to quickly accumulate information from many respondents.

A

Questionnaires and Surveys

77
Q

A Dependency Link - Task B can’t finish until Task A has finished

A

Finish to Finish

78
Q

Schedule Terminology - The combination of all activities and events that define a project

A

Network

79
Q

Any organizational structure in which the project manager has full authority to assign priorities and resources, and to direct the work of persons assigned to the project.

A

Project Oriented Structure

80
Q

Meetings that initiate the project, allowing key members of the project to meet, ask questions, and learn more about their role on the project.

A

Kickoff Meetings

81
Q

A Group Deicison Making Technique when a decision that is reached where everyone agrees on a single course of action

A

Unanimity

82
Q

A communications management plan component that includes communication goals can help ensure you make decisions based on what you are trying to achieve.

A

Communication Goals

83
Q

One of five phases in the Agile Proj. Mgmt. Framework -

In this phase, you describe the product that you want to develop, and you identify the stakeholders to the project. You will determine the objectives of the project, and what customer needs they are solving.

A

Envision

84
Q

A Type a Requirements Traceability Matrix that is used to map the requirements to the test cases.

A

Forward Traceability

85
Q

Option to Estimate the Resources - Identifies the resource type, quantity and characteristics required to complete the activity considering both costs and duration estimates provide more accurate overall results.

A

Estimate Activity Resources (Labor)

86
Q

One of eight commonly used Agile Metric -

Gives you a picture of how much waste and indicates “block” and “unblocked” dates

A

Blocked Time

87
Q

One of eight commonly used Agile Metric -

Depicts all the steps in your work process. Shows how much work was completed. How much is being tested. How much is in progress. How much is on your backlog

A

Cumulative Flow Diagram

88
Q

Instructional Page Project Control Metric - The realized cost incurred for the work performed on an activity during a specific time period

A

Actual Cost (AC)

89
Q

Popular Software Development Project Management Method - Often called the traditional method of software development

A

Waterfall

90
Q

A Group Decision Making Technique where a decision that is reached with support obtained from more than 50% of the members of the group.

A

Majority

91
Q

Activity Terminology - The activity that must be completed just before another activity can begin

A

Immediate Predecessor

92
Q

Instructional Page Project Control Metric - The measure of work performed expressed in terms of the budget authorized for that work

A

Earned Value

93
Q

Meetings that allow you the opportunity to win and sustain the support of your stakeholders is an important contributor to your project’s success.

A

Stakeholder Meetings

94
Q

A Group Decision Making Technique where a decision that is reached when the largest block in a group decides, even if a majority is not achieved. This method is generally used when the number of options nominated is more than two.

A

Plurality

95
Q

A Dependency Type - Between two project activities, where the project team has completed control

A

Internal

96
Q

A Project Illustration Tool or method that is used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model.

This schedule network analysis technique calculates the early start, early finish, late start, and late finish dates for all activities without regard for any resource limitations by performing a forward and backward pass analysis through the schedule network.

A

Critical Path Method

97
Q

One of eight commonly used Agile Metric -

You will be given the overall picture of project progress

A

Epic and Release Burndown

98
Q

A Collect Requirements Process Component - Visually depicts the product scope by showing how a business system interacts with it.

A

Context Diagram

99
Q

A Requirements Traceability Matrix that maps requirements to test cases to forward traceability, and test cases to requirements for backward traceability in a single document.

A

Bidirectional Traceability

100
Q

Tool used in the Estimate Activity Resource Process - Applications such as Microsoft project, among others, can assist in storing and structuring information and will allow swift calculations of alternatives or schedule possibilities. Alternatively, these tasks can be performed using simple methods such as sticky notes or spreadsheets

A

Project Management Software

101
Q

A project management process required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.

A

Planning

102
Q

Triple Constraint Model Component - The financial constraints of a project, also known as the project budget.

A

Cost

103
Q

When a Dependency is not just a Dependency - An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives

A

Risk

104
Q

A Project Illustration Tool that is like a bar chart, but only identify the scheduled start or completion of major deliverables and key external interfaces

A

Milestone Chart

105
Q

A Group Creaitivty Technique used to identify a list of ideas in a short period of time. Although this technique by itself does not include voting or prioritization, it is often used with other group creativity techniques that do.

A

Brainstorming

106
Q

Economic Term - Cash and other assets available after current liabilities are accounted for

A

Working Capital

107
Q

Schedule Terminology - A specific task or set of tasks that are required by the project, uses up resources, and take time to complete.

A

Activity

108
Q

A brainstorming technique - Similar to free writing, this is a quick way to get thoughts onto paper. You will write down and categorize information into quick lists as they come to you.

A

Generating Lists

109
Q

A communications management plan component that depends on your stakeholders. For example, some stakeholders would prefer formal communication while others like informal and open communication.

A

Communication Style

110
Q

A brainstorming technique - Generating and writing ideas down on paper as they come to you helps determine important information.

A

Free Writing

111
Q

A communications management plan component that is usually set from the beginning. For example, you will set a weekly meeting schedule with your teams, but a monthly meeting with other stakeholders or clients. You also can change meeting schedule depending on certain changes occurring in the project.

A

Meeting Schedule

112
Q

A conflict resolution technique - Emphasizing areas of agreement rather than areas of difference; conceding one’s position to the needs of others to maintain harmony and relationships

A

Smooth/Accommodate

113
Q

Activity Terminology - Activities that can take place at the same time

A

Parallel Activities

114
Q

A Group Creativity Technique that allows large number of ideas to be classified for review and analysis.

A

Affinity Diagram(s)

115
Q

Collect Requirements Process Component - A formal or informal approach to elicit information from stakeholders by talking to them directly. Typically performed by asking prepared and spontaneous questions and recording the responses.

A

An Interview

116
Q

A Group Creativity Technique that consolidates ideas created through individual brainstorming sessions into a single map to reflect commonality and differences in understanding and generate new ideas.

A

Idea/Mind Mapping

117
Q

Option to Estimate the Resources - Assesses the number of work periods needed to complete individual activities which supports a more accurate schedule.

A

Estimate Activity Durations

118
Q

A Collect Requirements Process Component - A technique that brings together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes regarding a proposed product, service, or result.

A

Focus Group(s)

119
Q

A Dependency Link - Task B can’t start until task A has started

A

Start to Start

120
Q

A communications management plan component that includes all stakeholders’ contact information, such as phone numbers and email addresses.

A

Key Stakeholder

121
Q

When a Dependency is not just a Dependency - A factor considered to be true, real, or certain, often without proof or demonstration

A

Assumption

Proj. Mgmt. Ready (12 decks)

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