Q&R of all the terms Flashcards
A Guide to the Project Management Body of Knowledge (PMBOK Guide)
The PMI publication that defines widely accepted project management practices. The CAPM and the PMP exam are largely based on this book.
Abusive manner
Treating others with conduct that may result in harm, fear, humiliation, manipulation, or exploitation. For example, berating a project team member because they have taken longer than expected to complete a project assignment may be considered humiliation.
Acceptance
A risk response appropriate for both positive and negative risks, but often used for smaller risks
within a project.
Acceptance test driven development
A method used to communicate with business customers, developers, and testers before coding begins.
Acknowledgment
The receiver signals that the message has been received. An acknowledgment shows receipt of
the message, but not necessarily agreement with the message.
Active listening
- The message receiver restates what has been said to understand and confirm the message fully, and it provides an opportunity for the sender to clarify the message if needed.
- The receiver confirms that the message is being received through feedback, questions, prompts for clarity, and other signs of confirmation.
Active observation
- The observer interacts with the worker to ask questions and understand each step of the work
being completed. In some instances, the observer could serve as an assistant in doing the work.
Active problem solving
- Active problem solving begins with problem definition. Problem definition is the ability to discern between the cause and effect of the problem. Root-cause analysis looks beyond the immediate symptoms to the cause of the symptoms—which then affords opportunities for solutions.
Activity list
The primary output of breaking down the WBS work packages.
Activity network diagram
These diagrams, such as the project network diagram, show the flow of the project work.
Actual Cost (AC)
The actual amount of monies the project has spent to date
Adjourning
Once the project is done, either the team moves onto other assignments as a unit, or the project
team is disbanded, and individual team members go on to other work.
Adaptive leadership
A leadership style that helps teams to thrive and overcome challenges throughout a project.
Affinity diagram
- This diagram breaks down ideas, solutions, causes, and project components and groups them together with other similar ideas and components.
- When stakeholders create a large number of ideas, you can use an affinity diagram to cluster similar ideas together for further analysis.
Affinity estimation
A method used to quickly place user stories into a comparable-sized group.
Agile
To develop a goal through periodic experimentation in order to fulfill the need of a complex
decision.
Agile adaptation
To adapt the project plan continuously through retrospectives in order to maximize value creation during the planning process.
Agile coaching
To help achieve goals that is either personal or organizational.
Agile experimentation
To use the empirical process, observation, and spike introduction while executing a project to
influence planning.
Agile manifesto
- A statement that reflects agile philosophy that includes:
- Individuals and interactions over processes and tools
- Working software over comprehensive documentation * Customer collaboration over contract negotiation
- Responding to changes over following a plan
Agile manifesto principles
A document that describes the twelve principles of the Agile Manifesto.
Agile manifesto: Customer satisfaction
To satisfy customers through early and continuous delivery of products, to test and receive feedback, to inform customers on progress, and to fulfill the customer’s value by completing priority requirements.
Agile manifesto: Welcome changes
To allow quick responses to changes in the external environment, and late in development to
maximize the customer’s competitive advantage.
Agile manifesto: Frequent delivery
To deliver software frequently to the customer, allowing for a quicker product release, faster provision of value to the customer and shorter delivery timeframe.
Agile manifesto: Collocated team
To have individuals work together daily on a project to implement osmotic communication, focus, and receive instant feedback to achieve a common goal.
Agile manifesto: Motivated individuals
To give individuals the empowerment, environment, support, and trust needed to complete a
task successfully.
Agile manifesto: Face-to-Face conversation
The most efficient and effective way to communicate in order to receive direct feedback and influence osmotic communication.
Agile manifesto: Working software
Working software enables the measurement of progress, enhance customer satisfaction, and
maintain and improve the quality of the software to help support project goals.
Agile manifesto: Constant pace
To help team members establish a healthy work-life balance, remain productive, and respond to changes swiftly for progress during a project.
Agile manifesto: Continuous attention
To enhance agility and time spent on work requirements in order to retain a well-balanced work
environment.
Agile manifesto: Simplicity
Allows team members to focus on what is necessary to achieve the requirements needed to create and deliver value to the project and customer.
Agile manifesto: Self-organization
A team that knows how to complete tasks effectively, has dedication to the project, and is expert
on the process and project.
Agile manifesto: Regular reflection
This allows a team to learn how to become more effective, what changes need immediate implementation, and behavior that needs adjustment.
Agile mentoring
To pass on and teach based on experience, knowledge, and skills to other individuals in the team
or that work for the organization.
Agile methodologies
A way to complete a goal effectively and efficiently. Examples of Agile Methodologies include XP, Scrum, and Lean.
Agile modeling
A workflow depiction of a process or system a team can review before it is turned into code.
Stakeholders should understand the model.
Agile planning
The most important aspect of the Agile project. Planning happens at multiple levels such as strategic, release, iteration, and daily. Planning must happen up-front and can change throughout the project.
Agile practices
To make use of the Agile principles through activities.
Agile projects
A project that occurs based on the Agile Manifesto and Agile Principles.
Agile smells
Symptoms or indicators of problems that affect Agile teams and projects.
Agile space
A space that allows team members to establish collaboration, communication, transparency, and visibility.
Agile themes
Themes used to help the team focus on the functions of iteration.
Agile tooling
To increase team morale with software or artifacts.
Alternative analysis
The identification of more than one solution. Consider roles, materials, tools, and approaches to
the project work.
Alternative dispute resolution
When there is an issue or claim that must be settled before the contract can be closed, the parties involved in the issue or claim will try to reach a settlement through mediation or arbitration.
Alternatives generation
A scope definition process of finding alternative solutions for the project customer while considering the customer’s satisfaction, the cost of the solution, and how the customer may use the product in operations.
Ambiguity risks
Risks that have an uncertain, unclear nature, such as new laws or regulations, the marketplace
conditions, and other risks that are nearly impossible to predict.
Analogous estimating
- An approach that relies on historical information to predict the cost of the current project.
- Analogous estimating is more reliable, however, than team member recollections.
- Analogous estimating is also known as top-down estimating and is a form of expert judgment. It
is the least reliable of all estimating approaches.
Analysis
To develop possible solutions by studying the problem and its underlying need and to understand the information provided.
Application areas
The areas of expertise, industry, or function where a project is centered. Examples of application
areas include architecture, IT, health care, and manufacturing.
Approved Iterations
After the deadline of iteration is reached, the team and stakeholders conduct a meeting for approval. Stakeholders approve the iteration if the backlog used supports the product increment
Artifact
A process or work output; e.g., documents, code
Assumption log
An assumption is something that is believed to be true or false, but it has not yet been proven to be true or false. Assumptions that prove wrong can become risks for the project. All identified project assumptions are recorded in the assumption log for testing and analysis, and the outcomes are recorded.
Authority power
Project management team members may have authority over other project team members, may have the ability to make decisions, and perhaps even sign approvals for project work and purchases.
Autocratic
A decision method where only one individual makes the decision for the group.
Automated testing tools
These tools allow for efficient and strong testing. Examples: Peer Reviews, Periodical Code-
Reviews, Refactoring, Unit Tests, Automatic and Manual Testing.
Avoidance
A risk response to avoid the risk.
Avoiding power
The project manager refuses to act, get involved, or make decisions.
Balanced matrix structure
An organization where organizational resources are pooled into one project team, but the
functional managers and the project managers share the project power.
Being agile
To work in a responsive way to deliver the products or services a customer needs and when they want the products or services.
Benchmarking
Comparing any two similar entities to measure their performance.
Benefit/Cost Ratio (BCR) models
This is an example of a benefits comparison model. It examines the benefit-to-cost ratio.
Bid
From seller to buyer. Price is the determining factor in the decision-making process.
Bidder conference
A meeting of all the project’s potential vendors to clarify the contract statement of work and the
details of the contracted work.
Bottom-up estimating
- The most accurate time-and-cost estimating approach a project manager can use. This estimating approach starts at “the bottom” of the project and considers every activity, its predecessor and successor activities, and the exact amount of resources needed to complete each activity.
- This estimating approach starts from zero, accounts for each component of the WBS, and arrives at a sum for the project. It is completed with the project team and can be one of the most time- consuming and most reliable methods to predict project costs.
Brain writing
A data-gathering technique that’s similar to brainstorming, but provides brainstorming meeting participants with the questions and topics for brainstorming before the stakeholder identification meeting.
Brainstorming
- This approach encourages participants to generate as many ideas as possible about the project requirements. No idea is judged or dismissed during the brainstorming session.
- The most common approach to risk identification; usually completed by a project team with subject matter experts to identify the risks within the project.
Brainstorming
- An effective and efficient way of gathering ideas within a short period of time from a group.
Budget estimate
- This estimate is also somewhat broad and is used early in the planning processes and also in top-down estimates. The range of variance for the estimate can be from –10 percent to +25 percent.
Burn-down chart
- A chart used to display progress during and at the end of iteration. “Burning down” means the backlog will lessen throughout the iteration.
*
Burn rate
- The rate of resources consumed by the team; also cost per iteration.
Burn-up chart
- A chart that displays completed functionality. Progress will trend upwards, as stories are completed. Only shows complete functions, it is not accurate at predicting or showing work-in- progress.
Business risks
These risks may have negative or positive outcomes. Examples include using a less experienced worker to complete a task, allowing phases or activities to overlap, or forgoing the expense of formal training for on-the-job education.
Business value
A quantifiable return on investment. The return can be tangible, such as equipment, money, or market share. The return can also be intangible, such as brand recognition, trademarks, and reputation.
Cardinal scales
A ranking approach to identify the probability and impact by using a numerical value, from .01 (very low) to 1.0 (certain).
Cause-and-effect diagrams
Diagrams that show the relationship between variables within a process and how those relationships may contribute to inadequate quality. The diagrams can help organize both the process and team opinions, as well as generate discussion on finding a solution to ensure quality.
CARVER
An acronym to measure the goals and mission of the project with each letter meaning: Criticality,
Accessibility, Return, Vulnerability, Effect, and Recognizeability.
Ceremony
A meeting conducted during an Agile project that consists of daily stand-up, iteration planning, iteration review, and iteration retrospective.
Certified Associate in Project Management (CAPM)
- A person who has slightly less project management experience than a PMP, but who has
qualified for and then passed the CAPM examination.
Change
To change requirements that increase value to the customer.
Change Control Board (CCB)
- A committee that evaluates the worthiness of a proposed change and either approves or rejects the proposed change.
- The change control system communicates the process for controlling changes to the project deliverables. This system works with the configuration management system and seeks to control and document proposals to change the project’s product.
Change Control System (CCS)
Documented in the scope management plan, this system defines how changes to the project
scope are managed and controlled.
Change log
All changes that enter into a project are recorded in the change log. The characteristics of the change, such as the time, cost, risk, and scope details, are also recorded.
Change management plan
- This plan details the project procedures for entertaining change requests: how change requests are managed, documented, approved, or declined.
- This subsidiary plan defines how changes will be allowed and managed within the project.
Charismatic leadership
- The leader is motivating, has high-energy, and inspires the team through strong convictions about what is possible and what the team can achieve. Positive thinking and a can-do mentality are characteristics of a charismatic leader.
Charter
A document created during initiation that formally begins the project. The document includes the project’s justification, a summary level budget, major milestones, critical success factors, constraints, assumptions, and authorization to do it.
Checklist
A simple approach to ensure that work is completed according to the quality policy.
Chicken
An individual involved but not committed to an agile project.
Choice of media
The best modality to use when communicating that is relevant to the information being
communicated.
Claims
These are disagreements between the buyer and the seller, usually centering on a change, who did the change, and even whether a change has occurred. Claims are also called disputes and appeals and are monitored and controlled through the project in accordance with the contract terms.
Closure processes
This final process group of the project management life cycle is responsible for closing the project phase or project. This is where project documentation is archived and project contracts are also closed.
Coach
A team role that keeps the team focused on learning and the process.
Code of accounts
A numbering system for each item in the WBS. The PMBOK is a good example of a code of accounts, as each chapter and its subheadings follow a logical numbering scheme. For example, PMBOK 5.3.3.2 identifies an exact paragraph in the PMBOK.
Coercive power
The project manager has the authority to discipline the project team members. This is also
known as penalty power.
Collaborate/Problem solving
This approach confronts the problem head-on and is the preferred method of conflict resolution. Multiple viewpoints and perspectives contribute to the solution.
Collaboration
A method of cooperation among individuals to achieve a common goal.
Collective bargaining agreement constraints
Contracts and agreements with unions or other employee groups may serve as constraints on
the project.
Collective code ownership
The entire team together is responsible for 100% of the code.
Collocation
The entire team is physically present, working in one room.
Command & Control
Decisions created by higher up individuals in the organization and handed over to the team.
Commercial database
A cost-estimating approach that uses a database, typically software-driven, to create the cost
estimate for a project.
Common cause
An issue solved through trend analysis because the issue is systematic.
Communication
To share smooth and transparent information of needs.
Communication assumptions
Anything that the project management team believes to be true but hasn’t proven to be true. For example, the project management team may assume that all of the project team can be reached via cell phone, but parts of the world, as of this writing, don’t have a cell signal.
Communication barrier
Anything that prohibits communication from occurring.
Communication channels formula
N(N – 1)/2, where N represents the number of identified stakeholders. This formula reveals the
total number of communication channels within a project.
Communication constraints
Anything that limits the project management team’s options. When it comes to communication constraints, geographical locales, incompatible communications software, and even limited communications technology can constrain the project team.
Communications management plan
- A project management subsidiary plan that defines the stakeholders who need specific information, the person who will supply the information, the schedule for the information to be supplied, and the approved modality to provide the information.
- This plan defines who will get what information, how they will receive it, and in what modality the communication will take place.
Competency
- This attribute defines what talents, skills, and capabilities are needed to complete the project
work.
Compliance
To meet regulations, rules, and standards.
Compromising
This approach requires that both parties give up something.
Cone of silence
An environment for the team that is free of distractions and interruptions.
Configuration identification
This includes the labeling of the components, how changes are made to the product, and the
accountability of the changes.
Configuration management plan
This plan is an input to the control scope process. This subsidiary plan defines how changes to the features and functions of the project deliverables will be monitored and controlled within the project.
Configuration management system
This system defines how stakeholders are allowed to submit change requests, the conditions for approving a change request, and how approved change requests are validated in the project scope. Configuration management also documents the characteristics and functions of the project’s products and any changes to a product’s characteristics.
Configuration status accounting
The organization of the product materials, details, and prior product documentation.
Configuration verification and auditing
The scope verification and completeness auditing of project or phase deliverables to ensure that they are in alignment with the project plan.
Conflict
Disagreements in certain areas between individuals.
Conflict of interest
A situation where a project manager may have two competing duties of loyalty. For example, purchasing software from a relative may benefit the relative, but it may do harm to the performing organization.
Conflict resolution
An agreement made after a conflict.
Context diagram
These diagrams show the relationship between elements of an environment. For example, a context diagram would illustrate the networks, servers, workstations, and people that interact with the elements of the environment.
Continuous improvement
To ensure that self-assessment and process improvement occurs frequently to improve the product.
Continuous integration
To consistently examine a team member’s work. To build, and test the entire system.
Contingency reserve
- A contingency allowance to account for overruns in costs. Contingency allowances are used at the project manager’s discretion and with management’s approval to counteract cost overruns for scheduled activities and risk events.
Contract change control system
This defines the procedures for how the contract may be changed. The process for changing the contract includes the forms; documented communications; tracking; conditions within the project, business, or marketplace that justify the needed change; dispute resolution procedures; and the procedures for getting the changes approved within the performing organization.
Contract closure
The formal verification of the contract completeness by the vendor and the performing organization.
Contract Statement of Work (SOW also CSOW)
This document requires that the seller fully describe the work to be completed and/or the product to be supplied. The SOW becomes part of the contract between the buyer and the seller.
Control account
A WBS entry that considers the time, cost, and scope measurements for that deliverable within the WBS. The estimated performance is compared against the actual performance to measure overall performance for the deliverables within that control account. The specifics of a control account are documented in a control account plan.
Control chart
A quality control chart that maps the performance of project work over time.
Control quality
An inspection-driven process that measures work results to confirm that the project is meeting the relevant quality standards.
Control threshold
A predetermined range of acceptable variances, such as +/–10 percent off schedule. Should the variance exceed the threshold, then project control processes and corrected actions will be enacted.
Coordination
To organize work with the goal of higher productivity and teamwork.
Cost aggregation
Costs are parallel to each WBS work package. The costs of each work package are aggregated to their corresponding control accounts. Each control account is then aggregated to the sum of the project costs.
Cost baseline
This is the aggregated costs of all of the work packages within the work breakdown structure (WBS). It is time-lapse exposure of when the project monies are to be spent in relation to cumulative values of the work completed in the project.
Cost budgeting
The cost aggregation achieved by assigning specific dollar amounts for each of the scheduled activities or, more likely, for each of the work packages in the WBS. Cost budgeting applies the cost estimates over time.
Cost change control system
A system that examines any changes associated with scope changes, the cost of materials, and the cost of any other resources, and the associated impact on the overall project cost.
Cost management plan
This plan details how the project costs will be planned for, estimated, budgeted, and then monitored and controlled.
Cost Performance Index (CPI)
To measure the cost spent on a project and its efficiency. Earned Value / Actual Cost = CPI
Cost of conformance
This is the cost associated with the monies spent to attain the expected level of quality. It is also known as the cost of quality
Cost of nonconformance to quality
The cost associated with not satisfying quality expectations. This is also known as the cost of poor quality.
Cost of poor quality
The monies spent to recover from not adhering to the expected level of quality. Examples may include rework, defect repair, loss of life or limb because safety precautions were not taken, loss of sales, and loss of customers. This is also known as the cost of nonconformance to quality.
Cost of quality
The monies spent to attain the expected level of quality within a project. Examples include training, testing, and safety precautions.
Cost plus award fee contract
- A contract that pays the vendor all costs for the project, but also includes a buyer-determined award fee for the project work.
- A contract that requires the buyer to pay for the cost of the goods and services procured plus a fixed fee for the contracted work. The buyer assumes the risk of a cost overrun.
Cost plus incentive fee
A contract type that requires the buyer to pay a cost for the procured work, plus an incentive fee, or a bonus, for the work if terms and conditions are met.
Cost plus percentage of costs
- A contract that requires the buyer to pay for the costs of the goods and services procured plus a percentage of the costs. The buyer assumes all of the risks for cost overruns.
Cost Variance (CV)
The difference of the earned value amount and the cumulative actual costs of the project. The formula is CV = EV – AC.
Cost-benefit analysis
A process to study the trade-offs between costs and the benefits realized from those costs.
Crashing
A schedule compression approach that adds more resources to activities on the critical path to complete the project earlier. When crashing a project, costs are added because the associated labor and sometimes resources (such as faster equipment) cause costs to increase.
Critical path
The path in the project network diagram that cannot be delayed; otherwise, the project completion date will be late. There can be more than one critical path. Activities in the critical path have no float.
Cross-functional team
Teams that consist of members who can multi-task well and complete various functions to achieve a common goal.
Crystal family
An adaptable approach that focuses on interaction between people and processes that consists of families that vary based on team size, system criticality, and project priorities.
Cultural and social environment
Defines how a project affects people and how those people may affect the project. Cultural and social environments include the economic, educational, ethical, religious, demographic, and ethnic composition of the people affected by the project.
Cultural norms
Cultural norms describe the culture and the styles of an organization. Cultural norms, such as work ethics, hours, view of authority, and shared values, can affect how the project is managed.
Cumulative flow diagram
A chart that displays feature backlog, work-in-progress, and completed features.
Customer
- The end-user who determines and emphasizes business values.
Customer-valued prioritization
To deliver the maximum customer value early in order to win customer loyalty and support.
Cycle time
The time needed to complete a feature (user story).
Daily stand up
- A brief meeting where the team shares the previous day’s achievements, plans to make achievements, obstacles, and how to overcome the obstacles.
Data precision
- The consideration of the risk ranking scores that takes into account any bias, the accuracy of the data submitted, and the reliability of the nature of the data submitted.
Decide as late as possible
- To postpone decisions to determine possibilities and make the decision when the most amount of knowledge is available.
Decision tree
- A method to determine which of two or more decisions is the best one. The model examines the costs and benefits of each decision’s outcome and weighs the probability of success for each of the decisions.
Decoder
- The device that decodes a message as it is being received.
DEEP
The qualities of a product backlog which include: detailed, estimate-able, emergent, and prioritized.
Definitive estimate
- This estimate type is one of the most accurate. It’s used late in the planning processes and is associated with bottom-up estimating. You need the WBS in order to create the definitive estimate. The range of variance for the estimate can be from –5 percent to +10 percent.
Deliverable
- A product, service, or result created by a project. Projects can have multiple deliverables.
Delphi Technique
An anonymous method of querying experts about foreseeable risks within a project, phase, or component of a project. The results of the survey are analyzed by a third party, organized, and then circulated to the experts. There can be several rounds of anonymous discussion with the Delphi Technique, without fear of backlash or offending other participants in the process. The goal is to gain consensus on project risks within the project.
Design of experiments
An approach that relies on statistical scenarios to determine what variables within a project will result in the best outcome.
Direct costs
Costs are attributed directly to the project work and cannot be shared among projects (for example, airfare, hotels, long-distance phone charges, and so on).
* These are costs incurred by the project in order for the project to exist. Examples include the equipment needed to complete the project work, salaries of the project team, and other expenses tied directly to the project’s existence.
Discretionary dependencies
These dependencies are the preferred order of activities. Project managers should use these relationships at their discretion and should document the logic behind the decision. 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 preferential or soft logic.
Disaggregation
To separate epics or large stories into smaller stories.
Dissatisfaction
The lack of satisfaction among workers such as, work conditions, salary, and management- employee relationships. Factors known as demotivators.
Distributive negotiation
- To reach a deal through tactics so both parties receive the highest amount of value possible.
Done
When work is complete, and meets the following criteria: complies, runs without errors, and passes predefined acceptance and regression tests.
Dot voting
- A system of voting where people receive a certain number of dots to vote on the options provided.
Duty of loyalty
A project manager’s responsibility to be loyal to another person, organization, or vendor. For example, a project manager has a duty of loyalty to promote the best interests of an employer rather than the best interests of a vendor.
Dynamic Systems Development Model (DSDM)
- A model that provides a comprehensive foundation for planning, managing, executing, and scaling agile and iterative software development projects based on nine principles that involve business needs/value, active user involvement, empowered teams, frequent delivery, integrated testing, and stakeholder collaboration.
Early finish
- The earliest a project activity can finish. Used in the forward pass procedure to discover the critical path and the project float.
Early start
- The earliest a project activity can begin. Used in the forward pass procedure to discover the critical path and the project float.
Earned Value (EV)
Earned value is the physical work completed to date and the authorized budget for that work. It is the percentage of the BAC that represents the actual work completed in the project.
Effective listening
The receiver is involved in the listening experience by paying attention to visual cues from the speaker and para lingual characteristics and by asking relevant questions.
8/80 Rule
A planning heuristic for creating the WBS. This rule states that the work package in a WBS must take no more than 80 hours of labor to create and no fewer than 8 hours of labor to create.
Emergent
Stories that grow and change overtime as other stories reach completion in the backlog.
Emotional intelligence
An individual’s skill to lead and relate to other team members.
Encoder
The device that encodes the message being sent.
Enhancing
A risk response that attempts to enhance the conditions to ensure that a positive risk event will likely happen.
Enterprise environmental factors
Conditions that affect how the project manager may manage the project. Enterprise environmental factors come from within the project, such as policy, or they are external to the organization, such as law or regulation.
Epic story
A large story that spans iterations, then disaggregated into smaller stories.
Escalating
A risk response that is appropriate for both positive and negative risk events that may outside of the project manager’s authority to act upon.
Escaped defects
Defects reported after the delivery by the customer.
Estimate To Complete (ETC)
An earned value management formula that predicts how much funding the project will require to be completed. Three variations of this formula are based on conditions the project may be experiencing.
Expectancy theory
An individual chooses to behave in a particular way over other behaviors because of the expected results of the chosen behavior.
Exploratory testing
To inquire how software works with the use of test subjects using the software and asking questions about the software.
Expected Monetary Value (EMV)
The monetary value of a risk exposure is based on the risk’s probability and impact in the risk matrix. This approach is typically used in quantitative risk analysis because it quantifies the risk exposure.
Expert power
- The project manager has deep skills and experience in a discipline (for example, years of working in IT helps an IT project manager better manage IT projects)
- The project manager’s authority comes both from experience with the technology the project focuses on and from expertise in managing projects.
Explicit knowledge
- Knowledge that can be quickly and easily expressed through conversations, documentation, figures, or numbers is easily communicated.
Exploit
- A risk response that takes advantage of the positive risks within a project.
External dependencies
- As the name implies, these are dependencies outside of the project’s control. Examples include the delivery of equipment from a vendor, the deliverable of another project, or the decision of a committee, lawsuit, or expected new law.
External QA
Assurance provided to the external customers of the project.
External risks
- These risks are outside of the project, but directly affect it—for example, legal issues, labor issues, a shift in project priorities, or weather. “Force majeure” risks call for disaster recovery rather than project management. These are risks caused by earthquakes, tornadoes, floods, civil unrest, and other disasters
Extreme persona
- A team-manufactured persona that exaggerates to induce requirements a standard persona may miss.
eXtreme Programming (XP)
- A methodology in Agile with one-week iterations and paired development.
Fast tracking
- A schedule compression method that changes the relationship of activities. With fast tracking, activities that would normally be done in sequence are allowed to be done in parallel or with some overlap. Fast tracking can be accomplished by changing the relation of activities from FS to SS or even FF or by adding lead time to downstream activities. However, fast tracking does add risk to the project.
Feedback
- The sender confirms that the receiver understands the message by directly asking for a response, questions for clarification, or other confirmation.
Feature-Driven Development (FDD)
- A comprehensive model and list of features included in the system before the design work begins.
Feature
- A group of stories that deliver value to the customers.
Feedback
Information or responses towards a product or project used to make improvements.
Fibonacci Sequence
A sequence of numbers used in Agile estimating, 0, 1, 2, 3, 5, 8, 13, 21
Finish tasks one by one
Tasks must be finished in all iterations to meet the “Definition of Done” requirements as a way to track progress and allow frequent delivery.
Finish-to-finish
An activity relationship type that requires the current activity to be finished before its successor can finish.
Finish-to-start
An activity relationship type that requires the current activity to be finished before its successor can start.
Fishbone diagram
A root cause diagram.
Five whys
The root causes analysis technique that asks WHY five times. The problem is looked into deeper each time WHY is asked. Toyota developed this technique.
Fixed costs
Costs that remain constant throughout the life of the project (the cost of a piece of rented equipment for the project, the cost of a consultant brought on to the project, and so on).
Fixed-price contracts
Also known as firm-fixed-price and lump-sum contracts, these are agreements that define a total price for the product the seller is to provide.
Fixed-price incentive fee
A fixed-price contract with opportunities for bonuses for meeting goals on costs, schedule, and other objectives. These contracts usually have a price ceiling for costs and associated bonuses.
Fixed-price with economic price adjustments
A fixed-price contract with a special allowance for price increases based on economic reasons such as inflation or the cost of raw materials.
Fixed time box
Assigned tasks prioritized for completion based on an estimated number of days. Top priorities are usually completed first.
Flowchart
- A diagram illustrating how components within a system are related. Flowcharts show the relation between components, as well as help the project team determine where quality issues may be present and, once done, plan accordingly.
- System or process flowcharts show the relationship between components and how the overall process works. These are useful for identifying risks between system components.
Focus
- To stay on task, and is facilitated by the scrum master or coach.
Focus groups
- A moderator-led requirements collection method to elicit requirements from stakeholders.
Force field analysis
- To analyze forces that encourages or resists change.
Force majeure
- An “act of God” that may have a negative impact on the project. Examples include fire, hurricanes, tornadoes, and earthquakes.
Forcing power
- The person with the power makes the decision.
Formal power
- The project manager has been assigned the role of project manager by senior management and is in charge of the project.
Forming
- The project team meets and learns about their roles and responsibilities on the project. Little interaction among the project team happens in this stage as the team is learning about the project and project manager.
Fragnet
A representation of a project network diagram that is often used for outsourced portions of a project, repetitive work within a project, or a subproject. Also called a subnet.
Free float
This is the total time a single activity can be delayed without affecting the early start of its immediately following successor activities.
Functionality
An action the customer must see and experience from a system, which will add value to the customer.
Functional analysis
- This is the study of the functions within a system, project, or, what is more likely in the project scope statement, the product the project will be creating. Functional analysis studies the goals of the product, how the product will be used, and the expectations the customer has of the product once it leaves the project and moves into operations. Functional analysis may also consider the cost of the product in operations, which is known as life-cycle costing.
Functional structure
An organization that is divided into functions and each employee has one clear functional manager. Each department acts independently of the other departments. A project manager in this structure has little to no power and may be called a project coordinator.
Funding limit
Most projects have a determined budget in relation to the project scope. There may be a qualifier on this budget, such as plus or minus 10 percent based on the type of cost estimate created.
Funding limit reconciliation
An organization’s approach to managing cash flow against the project deliverables is based on a schedule, milestone accomplishment, or data constraints.
Future value
- A benefit comparison model to determine a future value of money. The formula to calculate future value is FV = PV(1 + I)n, where PV is present value, I is the given interest rate, and n is the number of periods.
General management skills
- These include the application of accounting, procurement, sales and marketing, contracting, manufacturing, logistics, strategic planning, human resource management, standards and regulations, and information technology.
Governance framework
- Governance framework describes the rules, policies, and procedures that people within an organization abide by. Governance framework addresses the organization, but also addresses portfolios, programs, and projects. Regarding portfolios, programs, and projects, the governance framework addresses alignment with organizational vision, risk management, performance factors, and communication.
Grooming
- To clean up the product backlog by removal of items, disaggregation of items, or estimation of items.
Ground Rules
- Unwritten rules decided and followed by team members.
Guilt-based power
- The project manager can make the team and stakeholders feel guilty to gain compliance in the project.
Hard logic
- Logic that describes activities that must happen in a particular order. For example, the dirt must be excavated before the foundation can be built. The foundation must be in place before the framing can begin. Also known as a mandatory dependency.
Herzberg’s Hygiene Theory
- A theory that states factors in the workplace create satisfaction and dissatisfaction in relation to the job.
Herzberg’s Theory of Motivation
- Frederick Herzberg’s theory of the motivating agents and hygiene agents that affect a person’s willingness to excel in his career.
Hierarchical organizational chart
- A chart showing the relationship between superior and subordinate employees, groups, disciplines, and even departments.
High-bandwidth Communication
- Face-to-face communication that also includes non-verbal communication.
High performing team
- This team reaches maximum performance by creation of clear, detailed goals, open communication, accountability, empowerment, use of the participatory decision model, and the team consists of twelve dedicated members or less.
Hybrid structure
- An organization that creates a blend of the functional, matrix, and project-oriented structures.
Ideal time
- The amount of time needed to complete an assignment without distractions or interruptions.
Incremental delivery
- Functionality conveyed in small phases.
Incremental project releases
- To build upon the prior release of a goal, outcome, or product, not all requirements are met, but after all releases, the requirements will be met.
Independent estimates
- These estimates are often referred to as “should cost” estimates. They are created by the performing organization or outside experts to predict what the cost of the procured product should be.
Indirect costs
- These are costs attributed to the cost of doing business. Examples include utilities, office space, and other overhead costs.
Information radiator
- Artifacts used to help maintain transparency of a project status to team members and stakeholders.
Information refrigerator
Information that is not transparent or useful to the team and stakeholders.
Influence diagrams
- An influence diagram charts out a decision problem. It identifies all of the elements, variables, decisions, and objectives and also how each factor may influence another.
Influence/impact grid
- Stakeholders are mapped on a grid based on their influence over the project in relation to their influence over the project execution.
Information presentation tools
- A software package that allows the project management team to present the project’s health through graphics, spreadsheets, and text. (Think of Microsoft Project.)
Information retrieval system
- A system to quickly and effectively store, archive, and access project information.
Informational power
- The individual has power and control of the data gathering and distribution of information.
Ingratiating power
- The project manager aims to gain favor with the project team and stakeholders through flattery.
Innovation games
- Practice used to induce requirements from product owners, users, and stakeholders.
Integrated change control
- A process to consider and control the impact of a proposed change on the project’s knowledge areas.
Integrative negotiation
- To reach an agreement collaboratively that creates more value for both parties by a win-win solution.
Interaction
- Face-to-Face communication
Interactional leadership
- The leader is a hybrid of transactional, transformational, and charismatic leaders. The interactional leader wants the team to act, is excited and inspired about the project work, yet still holds the team accountable for their results.
Interactive communication
- This is the most common and most effective approach to communication. It’s where two or more people exchange information. Consider status meetings, ad-hoc meetings, phone calls, and videoconferences.
- This type of communication means that information is happening among stakeholders, like in a forum. Examples of interactive communications are meetings, videoconferences, phone calls, and ad-hoc conversations. Interactive communications means that the participants are actively communicating with one another.
