Review of All Chapters Flashcards
(481 cards)
1
Q
This is a matrix chart that only uses the activities of responsible, accountable, consult, and inform.
A
RACI chart
2
Q
A moderator-led requirements collection method to elicit requirements from stakeholders.
A
Focus groups
3
Q
A schedule compression approach that adds more resources to activities on the critical path to complete the project earlier. When doing this in a project, costs are added because the associated labor and sometimes resources (such as faster equipment) cause costs to increase.
A
Crashing
4
Q
A project management subsidiary plan that documents the decisions made in the procurement planning processes.
A
Procurement management plan
5
Q
This plan details the project procedures for entertaining change requests: how change requests are managed, documented, approved, or declined.
A
Change management plan
6
Q
This is a statistical approach to predicting what future values may be, based on historical values. This creates quantitative predictions based on variables within one value to predict variables in another. This form of estimating relies solely on pure statistical math to reveal relationships between variables and to predict future values.
A
Regression analysis
7
Q
The level of ownership an individual or entity has over a project risk.
A
Risk responsibilities
8
Q
Part of stakeholder analysis classification. A ______ stakeholder is aware of your project and is not concerned if the project succeeds or fails.
A
Neutral stakeholder status
9
Q
This type of communication pulls information from a central repository. This allow stakeholders to retrieve information from a central source as needed.
A
Pull communications
10
Q
Theory is based on the participative management style of the Japanese. This theory states that workers are motivated by a sense of commitment, opportunity, and advancement.
A
Ouchi’s Theory Z
11
Q
The cost management plan dictates how cost variances will be managed.
A
Cost management plan
12
Q
4.2 Develop Project Management Plan - Outputs
A
Project Management Plan
13
Q
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.
A
Cost of conformance
14
Q
As with value engineering, this approach examines the functions of the project’s product in relation to the cost of the features and functions. This is where, to some extent, the grade of the product is in relationship to the cost of the product.
A
Value analysis
15
Q
A market condition where the market is so tight that the actions of one vendor affect the actions of all the others.
A
Oligopoly
16
Q
An “act of God” that may have a negative impact on the project. Examples include fire, hurricanes, tornadoes, and earthquakes.
A
Force majeure
17
Q
A mathematical model to examine the relationship among project variables, like cost, time, labor, and other project metrics.
A
Regression analysis
18
Q
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.
A
Fixed-price contracts
19
Q
An estimating technique for each activity that requires optimistic, most likely, and pessimistic estimates to be created. Based on these three estimates, an average can be created to predict how long the activity should take.
A
Three-point estimate
20
Q
Earned after the PMP to maintain the PMP certification. PMPs are required to earn 60 per three-year certification cycle. Of the 60, a minimum of 35 hours must come from educational opportunities.
A
Professional Development Units (PDUs)
21
Q
Comparing any two similar entities to measure their performance.
A
Benchmarking
22
Q
The hidden goals, personal agendas, and alliances among the project team members and the stakeholders.
A
Political interfaces
23
Q
Many vendors can provide what your project needs to purchase, but you prefer to work with a specific vendor.
A
Single source
24
Q
These are useful in providing information to customers, management, the project team, and other stakeholders.
A
Project presentations
25
This approach requires that both parties give up something.
Compromising
26
The work that a role performs.
Responsibility
27
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.
Hard logic
28
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.
Independent estimates
29
Theory which states our needs are acquired and developed by our experiences over time. All people are, according to this theory, driven by one of three needs: achievement, affiliation, or power.
McClelland’s Theory of Needs
30
A chart showing the relationship between superior and subordinate employees, groups, disciplines, and even departments.
Hierarchical organizational chart
31
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 plan
32
A scope definition approach that studies and analyzes a system, its components, and the relationship of the components within the system.
Systems analysis
33
These are the demands set by the customer, regulations, or the performing organization that must exist for the project deliverables to be acceptable. These are often prioritized in a number of ways, from “must have” to “should have” to “would like to have.”
Project requirements
34
A method to rate potential project team members based on criteria such as education, experience, skills, knowledge, and more.
Multicriteria Decision Analysis
35
This is a table that maps the requirements throughout the project all the way to their completion.
Requirements traceability matrix (RTM)
36
An organization where organizational resources are pooled into one project team, but the functional managers have more project power than the project manager.
Weak matrix structure
37
A process to identify which parts of the project warrant procurement from a vendor by the buyer.
Procurement planning
38
Stakeholders are mapped on a grid based on their influence over the project in relation to their influence over the project execution.
Influence/impact grid
39
This is a centralized database consisting of the outcome of all the other risk management processes, such as the outcome of risk identification, qualitative analysis, and quantitative analysis.
Risk register
40
This is an analysis meeting to examine and document the roles in the project. The role’s interests, concerns, influence, project knowledge, and attitude are documented.
Profile analysis meeting
41
Defines how the project schedule will be created and managed
Schedule management plan
42
The project manager has a warm personality that others like.
personal or charismatic power
43
An organization that creates a blend of the functional, matrix, and project-oriented structures.
Hybrid structure
44
A WBS companion document that defines all of the characteristics of each element within the WBS.
WBS dictionary
45
A ranking approach that identifies and ranks the risks from very high to very unlikely or to some other value
Ordinal scales
46
Part of stakeholder analysis classification. An ______ status means the stakeholder doesn’t know about the project and the effect the project may create on the stakeholder.
Unaware stakeholder status
47
4.2 Develop Project Management Plan - Tools & Technitques
Expert JudgementData GatheringInterpersonal and Team SkillsMeetings
48
A matrix that ranks the probability of a risk event occurring and its impact on the project if the event does happen; used in qualitative and quantitative risk analyses.
Probability and impact matrix
49
Notices to the stakeholders about resolved issues, approved changes, and the overall health of the project.
Stakeholder notifications
50
The leader is motivating, has high-energy, and inspires the team through strong convictions about what’s possible and what the team can achieve. Positive thinking and a can-do mentality are characteristics of this.
charismatic leadership
51
The location and culture of the environment where the project work will reside. Includes the social, economic, and environmental variables the project must work with or around.
Project environment
52
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 this, without fear of backlash or offending other participants in the process. The goal is to gain consensus on project risks within the project
Delphi Technique
53
This is a project plan component that contains all of the information related to the risk management activities. It’s updated as risk management activities are conducted to reflect the status, progress, and nature of the project risks.
Risk register
54
A business unit that centralizes the operations and procedures of all projects within the organization. The PMO can be supportive, controlling, or directive.
Organizational System
55
The primary output of breaking down the WBS work packages.
Activity list
56
The device that encodes the message being sent.
Encoder
57
A histogram that illustrates and ranks categories of failure within a project
Pareto diagram
58
This is the process of examining the project from the perspective of each characteristic: strengths, weaknesses, opportunities, and threats.
SWOT analysis
59
The management and selection of projects that support an organization’s vision and mission. It is the balance of project priority, risk, reward, and return on investment. This is a senior management process.
Project portfolio management
60
A method to flatten the schedule when resources are overallocated. This can be applied using different methods to accomplish different goals. One of the most common methods is to ensure that workers are not overextended on activities
Resource-leveling heuristic
61
This project scope statement creation process studies how a system should work, designs and creates a system model, and then enacts the working system based on the project’s goals and the customer’s expectations. This aims to balance the time and cost of the project in relation to the scope of the project.
Systems engineering
62
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.
Contingency reserve
63
The project manager is respected or admired because of the team’s past experiences with the project manager. This is about the project manager’s credibility in the organization.
referent power
64
Documents the quality objectives for the project, including the metrics for stakeholder acceptance of the project deliverable.
Quality baseline
65
These diagrams show the relationship between elements of an environment. For example, this would illustrate the networks, servers, workstations, and people that interact with the elements of the environment.
Context diagram
66
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-price with economic price adjustments
67
Created and maintained by the project sponsor and shows the financial validity of why a project is chartered and launched within the organization. Typically, this is created before the launch of the project and may be used as a go/no-go decision point.
Project business case
68
Documented in the scope management plan, this system defines how changes to the project scope are managed and controlled.
Change control system (CCS)
69
A meeting of all the project’s potential vendors to clarify the contract statement of work and the details of the contracted work.
Bidder conference
70
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.
Functional structure
71
This document authorizes the project. It defines the initial requirements of the project stakeholders. It is endorsed by an entity outside of the project boundaries.
Project charter
72
The monetary value of a risk exposure 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
Expected monetary value (EMV)
73
In formal presentations, the presenter’s oral and body language, visual aids, and handouts all influence the message being delivered.
presentation
74
New risks that are created as a result of a risk response.
Secondary risks
75
A quality control chart that maps the performance of project work over time.
Control chart
76
The difference of the earned value amount and the cumulative actual costs of the project. The formula is EV – AC.
Cost variance (CV)
77
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. Activities in the this have no float.
Critical path
78
This type of communication means that information is happening among stakeholders, like in a forum. Examples of this are meetings, videoconferences, phone calls, and ad-hoc conversations. Interactive communications means that the participants are actively communicating with one another.
Interactive communications
79
The results of the project work as needed. This includes technical performance measures, project status, information on what the project has created to date, corrective actions, and performance reports
Work performance information
80
Theory that states management views workers in the Y category as competent and self-led and workers in the X category as incompetent and needing to be micromanaged.
McGregor’s Theory of X and Y
81
As with brainstorming, participants are encouraged to generate as many ideas as possible, but the suggested ideas are ranked by a voting process.
Nominal group technique
82
The person who receives the message.
Receiver
83
This diagram breaks down ideas, solutions, causes, and project components and groups them together with other similar ideas and components.
Affinity diagram
84
This project scope statement component works with the project requirements, but focuses specifically on the product and what the conditions and processes are for formal acceptance of the product.
Product acceptance criteria
85
The difference between the earned value and the planned value. The formulas is EV – PV.
Schedule variance (SV)
86
This theory states that people will behave based on what they expect as a result of their behavior. In other words, people will work in relation to the expected reward.
Vroom’s Expectancy Theory
87
A somewhat unreliable estimating approach that relies on historical information to predict what current activity durations should be. This estimating is more reliable, however, than team member recollections. This estimating is also known as top-down estimating and is a form of expert judgment.
Analogous estimating
88
The actual amount of monies the project has spent to date.
Actual cost (AC)
89
The areas of expertise, industry, or function where a project is centered. Examples include architecture, IT, health care, and manufacturing.
Application areas
90
This is a narrative description of what the project is creating as a deliverable for the project customer.
Product scope description
91
This is part of stakeholder analysis classification. A _____ stakeholder is aware of your project and is supportive and hopeful that the project will be successful.
Supportive stakeholder status
92
The leader puts others first and focuses on the needs of the people he serves. These leaders provide opportunity for growth, education, autonomy within the project, and the well-being of others. The primary focus is service to others.
servant leadership
93
The formal inspection of the project deliverables, which leads to project acceptance.
Scope validation
94
A risk response appropriate for both positive and negative risks, but often used for smaller risks within a project.
Acceptance
95
The earliest a project activity can begin. Used in the forward pass procedure to discover the critical path and the project float.
Early start
96
An approach that relies on historical information to predict the cost of the current project. It is also known as top-down estimating and is the least reliable of all the cost-estimating approaches
Analogous estimating
97
From buyer to seller. Requests the seller to provide a proposal to complete the procured work or to provide the procured product.
Request for Proposal (RFP)
98
Calendars that identify when project resources are available for the project work.
Resource calendars
99
This documentation of what the stakeholders expected in the project defines all of the requirements that must be present for the work to be accepted by the stakeholders.
Requirements documentation
100
Conditions that affect how the project manager may manage the project. Come from within the project, such as policy, or they be external to the organization, such as law or regulation.
Enterprise environmental factors
101
Low-priority risks are identified and assigned to a watch list for periodic monitoring.
Low-priority risk watch list
102
Status of the deliverables: the work that’s been started, finished, or has yet to begin.
Work performance information
103
This is anything that limits the project manager’s options. Consider a predetermined budget, deadline, resources, or materials the project manager must use within the project—these are all examples of these
Project constraints
104
This document requires that the seller fully describe the work to be completed and/or the product to be supplied. This becomes part of the contract between the buyer and the seller.
Contract statement of work (SOW also CSOW)
105
The contractual relationship between the buyer and the seller is often considered confidential and secret
Privity
106
Raw data, observations, and measurements about project components. Gathered and stored in the project management information system.
Work performance data
107
A report that depicts how well a project is performing. Often, the this is based on earned value management and may include cost or schedule variance reports.
Performance report
108
This is the planned start and finish of the project. The comparison of what was planned and what was experienced is the schedule variance.
Schedule baseline
109
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 poor quality
110
A management process that defines the quality system or quality policy that a project must adhere to. This aims to plan quality into the project rather than to inspect quality into a deliverable.
Quality assurance
111
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.
Data precision
112
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.
Alternative dispute resolution
113
A contract type in which the buyer pays for the time and materials for the procured work. This is a simple contract, usually for smaller procurement conditions. These contract types require a not-to-exceed clause, or the buyer assumes the risk for cost overruns.
Time and materials contract
114
A temporary endeavor to create a unique product, service, or result. The end result of a project is also called a deliverable.
Project
115
This subsidiary plan defines the risk responses that are to be used in the project for both positive and negative risks
Risk response plan
116
The organization of the product materials, details, and prior product documentation.
Configuration status accounting
117
A tool that filters or screens out vendors that don’t qualify for the contract.
Screening system
118
An organization’s approach to managing cash flow against the project deliverables based on a schedule, milestone accomplishment, or data constraints
Funding limit reconciliation
119
Defines how the project scope will be planned, managed, and controlled.
Project scope management plan
120
Anything that prohibits communication from occurring.
Communication barrier
121
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 of interest
122
These are significant points or events in the project’s progress that represent accomplishment in the project. Projects usually create these as the result of completing phases within the project.
Milestone
123
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.
Decision tree
124
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.
Future value
125
Part of stakeholder analysis classification. _____ is aware of your project, they want your project to be successful, and the stakeholder is working to make certain the project is a success.
Leading stakeholder status
126
These risks deal with faults in the management of the project: the unsuccessful allocation of time, resources, and scheduling; unacceptable work results; and poor project management.
Project management risks
127
This hierarchical chart can decompose the project by the type of resources used throughout it.
Resource breakdown structure (RBS)
128
The individual has power and control of the data gathering and distribution of information.
informational power
129
A person who has proven project management experience and has qualified for and then passed the Exam.
Project Management Professional (PMP)
130
A numbering system for each item in the WBS. The PMBOK is a good example of a this, 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.
Code of accounts
131
The leader is a hybrid of transactional, transformational, and charismatic leaders. The _____ wants the team to act, is excited and inspired about the project work, yet still holds the team accountable for their results.
interactional leadership
132
The leader inspires and motivates the project team to achieve the project goals. These leaders aim to empower the project team to act, be innovative in the project work, and accomplish through ambition.
transformational leadership
133
If a project team can reach the this stage of team development, they trust one another, work well together, and issues and problems get resolved quickly and effectively.
Performing
134
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 this. The specifics of this are documented in this plan.
Control account
135
This approach _____ out the conflict by minimizing the perceived size of the problem. It is a temporary solution, but can calm team relations and boisterous discussions.
Smoothing
136
A ranking approach to identify the probability and impact by using a numerical value, from .01 (very low) to 1.0 (certain).
Cardinal scales
137
The sender confirms that the receiver understands the message by directly asking for a response, questions for clarification, or other confirmation.
Feedback
138
This is not a contract, but a letter stating that the buyer is intending to create a contractual relationship with the seller.
Letter of intent
139
This plan is an input to the control scope process. It defines how changes to the features and functions of the project deliverable, the product scope, may enter the project.
Configuration management plan
140
Risks that are expected to remain after a risk response.
Residual risks
141
A process of choosing a percentage of results at random. For example, a project creating a medical device may have 20 percent of all units randomly selected to check for quality.
Statistical sampling
142
A risk response that shares the advantages of a positive risk within a project.
Sharing
143
The documented approach of how a project will be planned, executed, monitored and controlled, and then closed. This document is a collection of subsidiary management plans and related documents.
Project management plan
144
Costs are parallel to each WBS work package. The costs of each work package are aggregated to their corresponding control accounts. Each control account then is aggregated to the sum of the project costs.
Cost aggregation
145
Assurance provided to the external customers of the project.
External QA
146
The monies spent to attain the expected level of quality within a project. Examples include training, testing, and safety precautions.
Cost of quality
147
This explains the overall project risks and provides summaries about the individual project risks.
Risk report
148
The processed and analyzed data that will help the project manager make project decisions.
Work performance information
149
An organization of project management professionals from around the world, supporting and promoting the careers, values, and concerns of project managers.
Project Management Institute (PMI)
150
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 this for testing and analysis, and the outcomes are recorded.
Assumption log
151
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).
expert power
152
4.2 Develop Project Management Plan - Inputs
Project CharterOutputs from other processesEnterprise Environmental FactorsOrganizational process assets
153
Flowcharts that illustrate the flow of a process through a system, such as a project change request through the change control system, or work authorization through a quality control process.
System or process flowcharts
154
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.
Brain writing
155
Meetings are forms of communication. How the meeting is led, managed, and controlled all influence the message being delivered. Agendas, minutes, and order are mandatory for effective communications within a meeting.
meeting management
156
The performing organization can contribute to the project’s risks through unreasonable cost, time, and scope expectations; poor project prioritization; inadequate funding or the disruption of funding; and competition with other projects for internal resources.
Organizational risks
157
A person who has slightly less project management experience than a PMP
Certified Associate in Project Management (CAPM)
158
Risk is an uncertain event or condition that may affect the project outcome. This defines how the project will manage risk.
Risk management plan
159
This approach maps ideas to show the relationship among requirements and the differences between requirements. The map can be reviewed to identify new solutions or to rank the identified requirements.
Mind mapping
160
The latest a project activity can finish. Used in the backward pass procedure to discover the critical path and the project float.
Late Finish
161
The science of using past results to predict future performance.
Trend analysis
162
The project team identifies the disciplines and specialties that the project will require to complete the project scope statement. These are the resources that will be doing the project work.
Technical interfaces
163
The person with the power makes the decision.
Forcing power
164
Internal relationships to the project or the organization. For example, the project team must create the software as part of the project’s deliverable before the software can be tested for quality control.
Internal dependencies
165
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 incentive fee
166
Describe organizations that have duplication of efforts within the organization, but not within each department or division of the organization. Project manager has little authority in this structure and the functional manager controls the project budget.
Multidivisional structure
167
The receiver confirms that the message is being received through feedback, questions, prompts for clarity, and other signs of confirmation.
Active listening
168
This conflict resolution method sees one side of the argument walking away from the problem, usually in disgust.
Withdrawal
169
These show the hierarchies and decomposition of a solution, an organization, or a project team. The WBS and an org chart are examples of this
Tree diagram
170
Measures the project based on its financial performance. The formula is EV/AC
Cost performance index (CPI)
171
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.
Interactive communication
172
An inspection-driven process that measures work results to confirm that the project is meeting the relevant quality standards.
Control quality
173
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.
Escalating
174
A risk response to avoid the risk.
Avoidance
175
The device or technology that transports a message.
Medium
176
These cause-and-effect diagrams are also called fishbone diagrams and are used to find the root cause of factors that are causing risks within the project.
Ishikawa diagrams
177
Include organizational processes, policies, procedures, and items from a corporate knowledge Grouped into two categories to consider: processes, policies and procedures, and organizational knowledge bases.
Organizational process assets
178
According to ASQ, the degree to which a set of inherent characteristics fulfills requirements.
Quality
179
The project manager can make the team and stakeholders feel guilty to gain compliance in the project.
guilt-based power
180
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
181
A diagram that visualizes the flow of the project activities and their relationships to other project activities.
Project network diagram
182
Reports are formal communications on project activities, their status, and conditions.
Project reports
183
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).
Direct costs
184
This approach to project scope statement creation attempts to find the correct level of quality in relation to a reasonable budget for the project deliverable while still achieving an acceptable level of performance of the product.
Value engineering
185
Cost reserves are for unknown unknowns within a project. The management reserve is not part of the project cost baseline, but is included as part of the project budget.
Reserve analysis
186
The project manager refuses to act, get involved, or make decisions.
avoiding power
187
This approach confronts the problem head-on and is the preferred method of conflict resolution. Multiple viewpoints and perspectives contribute to the solution.
Collaborate/Problem solving
188
An approach using a parametric model to extrapolate what costs will be needed for a project (for example, cost per hour and cost per unit). It can include variables and points based on conditions.
Parametric estimating
189
This plan defines what quality means for the project, how the project will achieve quality, and how the project will map to organizational procedures pertaining to quality.
Quality management plan
190
A document created and maintained by the project sponsor and the project manager. Defines what benefits the project will create, when the benefits will be realized, and how the benefits will be measured.
Project benefits management plan
191
This defines all of the work, and only the required work, to complete the project objectives.
Project scope
192
The ability to interact, lead, motivate, and manage people.
Interpersonal skills
193
A business unit that centralizes the operations and procedures of all projects within the organization. The PMO can be supportive, controlling, or directive.
Project management office (PMO)
194
An event that will likely happen within the project, but when it will happen and to what degree is unknown. These events, such as delays, are usually risk-related.
Known unknown
195
A previous project that can be adapted for the current project and forms that are pre-populated with organizational-specific information
Template
196
This charts out a decision problem. It identifies all of the elements, variables, decisions, and objectives and also how each factor may influence another.
Influence diagrams
197
A decision method where only one individual makes the decision for the group.
Autocratic
198
Costs that are representative of more than one project (for example, utilities for the performing organization, access to a training room, project management software license, and so on).
Indirect costs
199
A product, service, or result created by a project. Projects can have multiple.
Deliverable
200
Evaluates the monies returned on a project for each period the project lasts.
Net present value
201
This is the work scheduled and the budget authorized to accomplish that work. It is the percentage of the BAC that reflects where the project should be at this point in time.
Planned value (PV)
202
A risk response that attempts to enhance the conditions to ensure that a positive risk event will likely happen.
Enhancing
203
This documents a strategy for managing the engagement of project stakeholders. THis establishes stakeholder engagement and defines how the project manager can increase and improve stakeholder engagement
Stakeholder engagement plan
204
A schedule compression method that changes the relationship of activities. With this, activities that would normally be done in sequence are allowed to be done in parallel or with some overlap. This 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, this does add risk to the project.
Fast tracking
205
This subsidiary plan defines how changes will be allowed and managed within the project.
Change management plan
206
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 channels formula
207
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.
Closure processes
208
This includes the labeling of the components, how changes are made to the product, and the accountability of the changes.
Configuration identification
209
A project initiation activity to identify, document, and classify the project stakeholders as early as possible in the project.
Stakeholder identification
210
The project manager has been assigned the role of project manager by senior management and is in charge of the project.
Formal power
211
These are costs attributed to the cost of doing business. Examples include utilities, office space, and other overhead costs.
Indirect costs
212
These are used by organizations to rate prior experience with each vendor that they have worked with in the past. This can track performance, quality ratings, delivery, and even contract compliance.
Seller rating systems
213
A risk response that takes advantage of the positive risks within a project.
Exploit
214
The latest a project activity can begin. Used in the backward pass procedure to discover the critical path and the project float.
Late Start
215
4.1 Develop Project Charter - Outputs
Project CharterAssumption Log
216
This is the total time an activity can be delayed without delaying project completion.
Total float
217
A quality control tool that tracks the relationship between two variables over time. The two variables are considered related the closer they track against a diagonal line.
Scatter diagram
218
The leader takes a “hands-off” approach to the project. This means the project team makes decisions, takes initiative in the actions, and creates goals. While this approach can provide autonomy, it can make the leader appear absent when it comes to project decisions.
laissez-faire leadership
219
The process of first determining which quality standards are relevant to your project and then finding out the best methods of adhering to those quality standards.
Quality planning
220
This approach attempts to numerically assess the probability and impact of the identified risks. It also creates an overall risk score for the project. This method is more in-depth than qualitative risk analysis and relies on several different tools to accomplish its goal.
Quantitative risk analysis
221
A regularly scheduled meeting to discuss the status of the project and its progress toward completing the project scope statement.
Status review meeting
222
This is the total time a single activity can be delayed without affecting the early start of its immediately following successor activities.
Free float
223
Controls how the project will acquire goods and services.
Procurement management plan
224
These are associated with new, unproven, or complex technologies being used on the project. Changes to the technology during the project implementation can also be a risk. These are the levels set for expectations of impractical quality and performance.
Technical, quality, or performance risks
225
Communication requires a sender and a receiver. Within this model may be multiple avenues to complete the flow of communication, but barriers to effective communication may be present as well.
sender-receiver models
226
The role of leading the project team and managing the project resources to effectively achieve the objectives of the project.
project manager
227
This is the aggregated costs of all of the work packages within the work breakdown structure (WBS).
Cost baseline
228
This chart shows the correlation between project team members and the work they’ve been assigned to complete.
Responsibility assignment matrix (RAM)
229
A component of a control chart that illustrates the results of seven measurements on one side of the mean, which is considered “out of control” in the project.
Rule of Seven
230
A simple approach to ensure that work is completed according to the quality policy.
Checklist
231
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.
Alternatives generation
232
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. These 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.
Discretionary dependencies
233
A stakeholder who does not want the project to exist and is opposed to the project.
Negative stakeholder
234
The project manager can reward the project team.
reward power
235
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.
Ambiguity risks
236
This is a form of unilateral contract that the buyer provides to the vendor showing that the purchase has been approved by the buyer’s organization.
Purchase order (PO)
237
A cost-estimating approach that uses a database, typically software-driven, to create the cost estimate for a project.
Commercial database
238
A person who is serving in the capacity of a project manager or contributing to the management of a project, portfolio of projects, or program. For example, a program manager is considered to be a project practitioner under this definition.
Practitioner
239
The formal verification of the contract completeness by the vendor and the performing organization.
Contract closure
240
A process to study the trade-offs between costs and the benefits realized from those costs.
Cost-benefit analysis
241
The pitch, tone, and inflections in the sender’s voice affecting the message being sent.
Paralingual
242
The project manager can punish the project team.
punitive or coercive power
243
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 plus percentage of costs
244
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 budgeting
245
The identification of more than one solution. Consider roles, materials, tools, and approaches to the project work.
Alternative analysis
246
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 dependencies
247
Undocumented, unapproved changes to the project scope.
Scope creep
248
A subsidiary plan in the project management plan. It defines how the project schedule will be created, estimated, controlled, and managed.
Schedule management plan
249
An audit to test the validity of the established risk responses.
Risk response audit
250
A contract that pays the vendor all costs for the project, but also includes a buyer-determined award fee for the project work.
Cost plus award fee contract
251
A diagram illustrating how components within a system are related. These show the relation between components, as well as help the project team determine where quality issues may be present and, once done, plan accordingly.
Flowchart
252
When stakeholders create a large number of ideas, you can use an this to cluster similar ideas together for further analysis.
Affinity diagrams
253
An ordinal scale that uses red, amber, and green (RAG) to capture the probability, impact, and risk score.
RAG rating
254
A simulation technique that got its name from the casinos of Monte Carlo, Monaco. The simulation is completed using a computer software program that can simulate a project, using values for all possible variables, to predict the most likely model.
Monte Carlo technique
255
All opinions are formed by one component. A great engineer doesn’t always make a great projectmanager.
Halo Effect
256
An activity relationship that requires an activity to start so that its successor can finish. This is the most unusual of all the activity relationship types.
Start-to-finish
257
A prompt list used for risk identification. Examines risks in the Political, Economic, Social, Technological, Legal, and Environmental domains.
PESTLE
258
Facial expressions, hand gestures, and body language are ______ cues that contribute to a message. Approximately 55 percent of communication is this.
Nonverbal
259
These include the application of accounting, procurement, sales and marketing, contracting, manufacturing, logistics, strategic planning, human resource management, standards and regulations, and information technology.
General management skills
260
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 assumptions
261
A 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 baseline
262
This is a combination of three project documents: the project scope statement, the work breakdown structure, and the WBS dictionary. The creation of the project deliverable will be measured against the scope baseline to show any variances from what was expected and what the project team has created.
Scope baseline
263
This rough estimate is used during the initiating processes and in top-down estimates. The range of variance for the estimate can be from –25 percent to +75 percent.
Rough order of magnitude
264
A forecasting formula that predicts how much of a variance the project will likely have based on current conditions within the project. The formula is BAC – EAC.
Variance at completion (VAC)
265
Based on the audience and the message being sent, the media should be in alignment with the message.
media selection
266
A percentage of the project duration to combat Parkinson’s Law. When project activities become late, their lateness is subtracted from this
Management Reserve
267
A document the seller provides to the buyer. This includes more than just a fee for the proposed work. It also includes information on the vendor’s skills, the vendor’s reputation, and ideas on how the vendor can complete the contracted work for the buyer.
Proposal
268
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.
Fragnet
269
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 change control system
270
The phases that make up the project. Unique to the type of work being performed and are not universal to all projects.
Project life cycle
271
The tone, structure, and formality of the message being sent should be in alignment with the audience and the content of the message.
style
272
An activity relationship type that requires the current activity to be finished before its successor can finish.
Finish-to-finish
273
This aims to find out why a risk event may be occurring, the causal factors for the risk events, and then, eventually, how the events can be mitigated or eliminated.
Root cause identification
274
A central office that oversees all projects within an organization or within a functional department. Supports the project manager through software, training, templates, policies, communication, dispute resolution, and other services.
Project management office (PMO)
275
The individuals or entities that are responsible for monitoring and responding to an identified risk within the project.
Risk owners
276
A representation of a project network diagram that is often used for outsourced portions of projects, repetitive work within a project, or a subproject. Also called a fragnet.
Subnet
277
Negative time that allows two or more activities to overlap where ordinarily these activities would be sequential
Lead Time
278
Project Integration Management - Monitoring and Controlling
Monitor and Control Project WorkPerform Integrated Change Control
279
An approach that relies on statistical scenarios to determine what variables within a project will result in the best outcome.
Design of experiments
280
This is the total time the project can be delayed without passing the customer-expected completion date.
Project float
281
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.
Communications management plan
282
The final variance, which is discovered only at the project’s completion. The formula is BAC – AC.
Project variance
283
All the business of the project communications is also part of the organizational process assets. This includes e-mails, memos, letters, and faxes.
Project records
284
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.
Definitive estimate
285
This attribute defines what talents, skills, and capabilities are needed to complete the project work.
Competency
286
This type of communication happens when the sender pushes the same message to multiple people. Good examples of this are broadcast text messages, faxes, press releases, and group e-mails.
Push communications
287
The project manager works to keep the project stakeholders interested, involved, and supportive of the project. Through communication, management skills, and interpersonal skills, the project manager can work to keep the project stakeholders engaged and interested in the project
Stakeholder engagement
288
This list details the project milestones and their attributes. It is used for several areas of project planning, but also helps determine how quickly the project may be achieving its objectives.
Milestone list
289
This approach pulls the information from a central repository, like a database of information. These are good for large groups of stakeholders who want to access project information at their discretion. Consider a project web site where stakeholders can periodically drop by for a quick update on the project status.
Pull communication
290
From seller to buyer. Price is the determining factor in the decision-making process.
Bid
291
A project selection method to determine the likelihood of success. These models include linear programming, nonlinear programming, dynamic programming, integer programming, and multiobjective programming.
Mathematical model
292
Anyone, whether certified as a project manager or not, who has joined the Project Management Institute.
PMI member
293
Project Integration Management - Executing
Direct and Manage Project WorkManage Project Knowledge
294
Feedback loops and barriers to communications
Sender–receiver models
295
The difference between what was expected and what was experienced.
Variance
296
A prepopulated WBS for repetitive projects. Previous projects’ WBSs are often used as templates for current similar projects.
WBS template
297
A prompt list used in risk identification to examine the Technical, Environmental, Commercial, Operational, and Political factors of the project.
TECOP
298
The project manager has the authority to reward the project team
Reward
299
This 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)
300
An organization that assigns a project team to one project for the duration of the project life cycle. The project manager has high-to-almost-complete project power.
Project-oriented structure
301
The project customer may have specific dates when phases of the project should be completed. These milestones are often treated as project constraints.
Schedule milestones
302
This approach “qualifies” the risks that have been identified in the project. Specifically, this examines and prioritizes risks based on their probability of occurring and their impact on the project should they occur.
Qualitative risk analysis
303
Monies that have already been invested in a project.
Sunk costs
304
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 fixed fee contract
305
This approach encourages participants to generate as many ideas as possible about the project requirements. No idea is judged or dismissed during this session.
Brainstorming
306
This is a hierarchical breakdown of the project resources by category and resource type. For example, you could have a category of equipment, a category of human resources, and a category of materials. Within each category, you could identify the types of equipment your project will use, the types of human resources, and the types of materials.
Resource breakdown structure (RBS)
307
The PMI publication that defines widely accepted project management practices. The CAPM and the PMP exam are based on this book.
A Guide to the Project Management Body of Knowledge (PMBOK Guide)
308
A collection of related projects working in unison toward a common deliverable.
Program
309
An estimate to predict how long it will take a project to pay back an organization for the project’s investment of capital.
Payback period
310
From buyer to seller. Requests the seller to provide a price for the procured product or service.
Invitation for Bid (IFB)
311
A logbook of the issues the project team has identified and dates as to when the issues must be resolved by. This may also include team members or stakeholders who are responsible for finding a solution to the identified issues.
Issue log
312
An update to the work breakdown structure.
Refinement
313
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.
Business value
314
Describes the rules, policies, and procedures that people within an organization abide by. Addresses the organization, but also address portfolios, programs, and projects. Regarding portfolios, programs, and projects, this addresses alignment with organizational vision, risk management, performance factors, and communication.
Governance framework
315
An uncertain event or condition that can have a positive or negative impact on the project.
Risk
316
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.
Bottom-up estimating
317
This is a software program to store and analyze project data for reporting. A common _______ will take project data, allow the project manager to pass the data through earned value management, for example, and then create forecasting reports about the project costs and schedule.
Reporting system
318
A system to quickly and effectively store, archive, and access project information.
Information retrieval system
319
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.
Estimate to complete (ETC)
320
A system to record the actual time to complete project activities.
Time reporting system
321
The project manager’s authority comes both from experience with the technology the project focuses on and from expertise in managing projects
Expert power
322
Costs that change based on the conditions applied in the project (the number of meeting participants, the supply of and demand for materials, and so on).
Variable costs
323
The cost associated with not satisfying quality expectations. This is also known as the cost of poor quality.
Cost of nonconformance to quality
324
Project team members go about getting the project work, begin to rely on one another, and generally complete their project assignments.
Norming
325
The person who is sending the message.
Sender
326
Organizational knowledge repositories are the databases, files, and historical information that you can use to help better plan and manage your projects. This is an organizational process asset that is created internally to your organization through the ongoing work of operations and other projects.
Organizational Knowledge Repositories
327
A type of risk based on the variations that may occur in the project, such as production, number of quality errors, or even the weather.
Variability risks
328
The consideration of the local and international laws, languages, communication challenges, time zone differences, and other non-collocated issues that affect a project’s ability to progress.
International and political environment
329
The agreed-upon approach to the management of the project risk processes.
Risk management planning
330
Stakeholders—such as management, the project manager, program manager, or customers—that have the authority to make decisions in the project
Key stakeholder
331
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. It also documents the characteristics and functions of the project’s products and any changes to a product’s characteristics.
Configuration management system
332
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 incentive fee
333
A scope definition technique that breaks down a product into a hierarchical structure, much like a WBS breaks down a project scope.
Product breakdown
334
The project manager aims to gain favor with the project team and stakeholders through flattery.
ingratiating power
335
An activity relationship type that requires the current activity to start before its successor can start.
Start-to-start
336
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.
Forming
337
This denotes what a person is specifically responsible for in a project. These are usually tied to job titles, such as network engineer, mechanical engineer, and electrician.
Role
338
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.
8/80 Rule
339
System or process flowcharts show the relationship between components and how the overall process works. These are useful for identifying risks between system components.
Flowcharts
340
Traditional chart that depicts how the organization is broken down by department and disciplines. This chart is sometimes called the organizational breakdown structure (OBS) and is arranged by departments, units, or teams.
Organization chart
341
______ believed that we have five needs; we’re on a quest to satisfy these needs. The needs are,from the bottom up:1. Physiological. We need air, food, clothing, and shelter.2. Safety. We need safety and security.3. Social. We need friends, approval, and love.4. Esteem. We need respect, appreciation, and approval.5. Self-actualization. We need personal growth, knowledge, and fulfillment
Maslow’s Hierarchy of Needs
342
A process in which the project management team determines the cost-effectiveness, benefits, and feasibility of making a product or buying it from a vendor.
Make-or-buy decision
343
The activities don’t necessarily have to happen in a specific order. For example, you could install the light fixtures first, then the carpet, and then paint the room. The project manager could use soft logic to change the order of the activities if so desired.
Soft logic
344
4.1 Develop Project Charter - Inputs
Business DocumentsAgreementsEnterprise Environmental FactorsOrganizations Process Assets
345
An activity relationship type that requires the current activity to be finished before its successor can start.
Finish-to-start
346
All changes that enter into a project are recorded in this. The characteristics of the change, such as the time, cost, risk, and scope details, are also recorded.
Change log
347
The operational definitions that specify the measurements within a project and the expected targets for quality and performance
Quality metrics
348
Describes a loosely organized business or organization. There likely aren’t big formal departments and people work alongside one another regardless of roles and titles. The project manager likely has little control over the project resources and may not be called a project manager.
Organic or simple
349
An approach that assumes the cost per unit decreases the more units workers complete, because workers learn as they complete the required work.
Learning curve
350
The formatted communication of work performance information. Communicate what’s happening in the project through status reports, memos, dashboards, or other modalities.
Work performance reports
351
From buyer to seller. Requests the seller to provide a price for the procured product or service.
Request for Quote (RFQ)
352
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.
Control threshold
353
The receiver signals that the message has been received. This shows receipt of the message, but not necessarily agreement with the message
Acknowledgment
354
These dependencies are the natural order of activities. For example, you can’t begin building your house until your foundation is in place. These relationships are called hard logic
Mandatory dependencies
355
Project Integration Management - Planning
Develop Project Management Plan
356
Measures the project based on its schedule performance. The formula is EV/PV.
Schedule performance index (SPI)
357
Describe the culture and the styles of an organization. Work ethics, hours, view of authority, and shared values, can affect how the project is managed.
Cultural norms
358
A documentation of each stakeholder’s contact information, position, concerns, interests, and attitude toward the project. The project manager updates this as new stakeholders are identified and when stakeholders leave the project.
Stakeholder register
359
Assurance provided to management and the project team.
Internal QA
360
Part of stakeholder analysis classification. A ______ stakeholder is aware of your project, but they do support the changes your project will create
Resistant stakeholder status
361
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
Authority power
362
This plan defines how the project team will implement and fulfill the quality policy of the performing organization.
Quality management plan
363
Treating others with conduct that may result in harm, fear, humiliation, manipulation, or exploitation. For example, berating a project team member because they’ve taken longer than expected to complete a project assignment may be considered humiliation.
Abusive manner
364
This is the study of the functions within a system, project, or, what’s more likely in the project scope statement, the product the project will be creating. This 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. This may also consider the cost of the product in operations, which is known as life-cycle costing.
Functional analysis
365
The abbreviation for the International Organization for Standardization. This is Greek for “equal,” while “International Organization for Standardization” in a different language would be abbreviated differently. The organization elected to use “ISO” for all languages.
ISO
366
A quick and cost-effective risk identification approach.
Checklists
367
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. These are also called disputes and appeals, and are monitored and controlled through the project in accordance with the contract terms.
Claims
368
The smallest item in the WBS.
Work package
369
The project manager works with the project team and subject matter experts to create a strategy to manage the project stakeholders.
Stakeholder engagement planning
370
The observer records information about the work being completed without interrupting the process; sometimes called the invisible observer.
Passive observation
371
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 presentation tools
372
This plan defines who will get what information, how they will receive it, and in what modality the communication will take place.
Communications management plan
373
A prompt list used in risk identification that examines the Volatility, Uncertainty, Complexity, and Ambiguity of risk factors within the project
VUCA
374
This is documentation of what did and did not work in the project implementation. This documentation is created throughout the project by the entire project team. When these sessions are completed, they’re available to be used and applied by the entire organization. They are now part of the organizational process assets.
Lessons learned
375
The process of gathering project details. This process uses deductive reasoning, logic, and a series of information-gathering techniques to identify details about a project, product, or solution.
Progressive elaboration
376
A benefit comparison model to determine the present value of a future amount of money. The formula to calculate present value is PV = FV ÷ (1 + I)n, where FV is future value, I is the given interest rate, and n is the number of periods.
Present value
377
A process to consider and control the impact of a proposed change on the project’s knowledge areas.
Integrated change control
378
This plan defines staff acquisition, the timetable for staff acquisition, the staff release plan, training needs for the project team, any organizational compliance issues, rewards and recognition, and safety concerns for the project team doing the project work.
Resource management plan
379
This takes out the personal preferences of the decision maker in the organization to ensure that the best seller is awarded the contract. These are assigned to the values of the proposals, and each proposal is scored
Weighting system
380
This plan details how the project costs will be planned for, estimated, budgeted, and then monitored and controlled.
Cost management plan
381
These forecasting formulas predict the likely completed costs of the project based on current scenarios within the project.
Estimate at completion (EAC)
382
The project team struggles for project positions, leadership, and project direction. The project team can become hostile toward the project leader, challenge ideas, and try to establish and claim positions about the project work. The amount of debate and fury can vary depending on if the project team is willing to work together, the nature of the project, and the control of the project manager
Storming
383
Defines how a project affects people and how those people may affect the project. Includes the economic, educational, ethical, religious, demographic, and ethnic composition of the people affected by the project.
Cultural and social environment
384
A triangle with the characteristics of time, cost, and scope. Time, cost, and scope each constitute one side of the triangle; if any side of the Iron Triangle is not in balance with the other sides, the project will suffer. The Iron Triangle of Project Management is also known as the Triple Constraints of Project Management, as all projects are constrained by time, cost, and scope.
Iron Triangle of Project Management
385
The calculated score based on each risk’s probability and impact. The approach can be used in both qualitative and quantitative risk analysis.
Risk score
386
When the project management team decides to use transference to respond to a risk, this is created between the buyer and the seller.
Risk-related contractual agreements
387
An estimating approach that 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.
Bottom-up estimating
388
The message receiver restates what’s been said to fully understand and confirm the message and it provides an opportunity for the sender to clarify the message if needed.
active listening
389
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.
Cause-and-effect diagrams
390
A group-decision method where the largest part of the group makes the decision when it’s less than 50 percent of the total. (Consider three or four factions within the stakeholders.)
Plurality
391
A deliverables-oriented breakdown of the project scope
Work breakdown structure (WBS)
392
There are hygiene agents and motivating agents. Hygiene agents are expectations for employment:paycheck, insurance, safe working environment. Motivating agents are motivators for employeessuch as bonuses, career advancement, opportunity to grow. Hygiene agents will not motivate, buttheir absence will de-motivate.
Herzberg’s Theory of Motivation
393
Defines the product or service that will come about as a result of completing the project. It defines the features and functions that characterize the product.
Product Scope
394
The physical structure and surroundings that affect a project’s work.
Physical environment
395
Uses a network structure to communicate and interact with other groups and departments. A point of contact exists for each department and these department point of contact receive and send all messages for the department.
Virtual organization
396
These are charts and diagrams that help the project manager determine the influence of stakeholders in relation to their interest in the project. Common __________ include the power/interest grid, the power/influence grid, the influence/impact grid, and the salience model.
Stakeholder classification models
397
Only one vendor can provide what your project needs to purchase. Examples include a specific consultant, specialized service, or unique type of material.
Sole source
398
A formula to forecast the likelihood of a project to achieve its goals based on what’s happening in the project right now. There are two different flavors for the TCPI, depending on what you want to accomplish. If you want to see if your project can meet the budget at completion, you’ll use this formula: TCPI = (BAC – EV)/(BAC – AC). If you want to see if your project can meet the newly created estimate at completion, you’ll use this version of the formula: TCPI = (BAC – EV)/(EAC – AC).
To-Complete Performance Index
399
Anything that interferes with or disrupts a message.
Noise
400
Utilizes positional power to maintain, administrate, control, and focus on getting things done without challenging the status quo of the project and organization.
management
401
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 costs
402
This approach pushes the information from the sender to the receiver without any real acknowledgment that the information was really received or understood. Consider letters, faxes, voicemail messages, e-mails, and other communications modalities that the sender packages and sends to receivers through some intermediary network
Push communication
403
The project manager has power because of certain situations in the organization
situational power
404
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 change control system
405
A network diagram that shows activities in nodes and the relationship between each activity. Predecessors come before the current activity, and successors come after the current activity
Precedence diagramming method
406
Also known as the Iron Triangle. This theory posits that time, cost, and scope are three constraints that every project has.
Triple Constraints of Project Management
407
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.
Direct costs
408
A group decision method where more than 50 percent of the group must be in agreement.
Majority
409
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 risks
410
This 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.
Earned value (EV)
411
Calendars that identify when the project work will occur.
Project calendars
412
The smallest item in the work breakdown structure.
Work package
413
These seven tools are used in quality planning and in quality control: cause-and-effect diagrams, flowcharts, check sheets, Pareto diagrams, histograms, control charts, and scatter diagrams.
Seven basic quality tools
414
Project Integration Management - Initiating
Develop Project Charter
415
A quantitative risk analysis tool that examines each risk to determine which one has the largest impact on the project’s success.
Sensitivity analysis
416
The project manager has the authority to discipline the project team members. This is also known as penalty power.
Coercive power
417
A project simulation approach named after the world-famous gambling district in Monaco. This predicts how scenarios may work out, given any number of variables. The process doesn’t actually churn out a specific answer, but a range of possible answers. When this analysis is applied to a schedule, it can examine, for example, the optimistic completion date, the pessimistic completion date, and the most likely completion date for each activity in the project and then predict a mean for the project schedule.
Monte Carlo analysis
418
A stakeholder who sees the benefits of the project and is in favor of the change the project is to bring about.
Positive stakeholder
419
Defines three areas of PDUs for PMI certified professionals to maintain their certification. Includes technical project management, leadership, and strategic and business management.
PMI Talent Triangle
420
A risk response effort to reduce the probability and/or impact of an identified risk in the project.
Mitigation
421
Project Integration Management - Closing
Close Project or Phase
422
Knowledge that can be quickly and easily expressed through conversations, documentation, figures, or numbers, is easily communicated.
Explicit knowledge
423
This subsidiary plan defines how changes to the project requirements will be permitted, how requirements will be tracked, and how changes to the requirements will be approved.
Requirements management plan
424
A theory that states: “Work expands so as to fill the time available for its completion.” It is considered with time estimating, because bloated or padded activity estimates will fill the amount of time allotted to the activity.
Parkinson’s Law
425
These models use a common set of values for all of the projects up for selection. For example, values can be profitability, complexity, customer demand, and so on.
Scoring models
426
A group decision method where everyone must be in agreement
Unanimity
427
This is a factor in the planning process that is held to be true but not proven to be true.
Project Assumptions
428
A quality control tool that shows the results of inspection in the order in which they’ve occurred. The goal of a this is first to demonstrate the results of a process over time and then to use trend analysis to predict when certain trends may reemerge
Run chart
429
A WBS entry located below a control account and above the work packages. This signifies that there is more planning that needs to be completed for this specific deliverable.
Planning package
430
The project manager can restrict choices to get the project team to perform and do the project work.
pressure-based power
431
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
Duty of loyalty
432
A scope definition process where the project management team interviews the stakeholders and categorizes, prioritizes, and documents what the project customer wants and needs. The analysis is to determine, quantify, and prioritize the interests of the stakeholders. This demands quantification of stakeholder objectives; goals such as “good,” “satisfaction,” and “speedy” aren’t quantifiable.
Stakeholder analysis
433
The imminent work is planned in detail, while the work in the future is planned at a high level. This is a form of progressive elaboration.
Rolling wave planning
434
The earliest a project activity can finish. Used in the forward pass procedure to discover the critical path and the project float.
Early finish
435
These risks have only a negative outcome. Examples include loss of life or limb, fire, theft, natural disasters, and the like.
Pure risks
436
The receiver is involved in the listening experience by paying attention to visual cues from the speaker and paralingual characteristics, and by asking relevant questions.
Effective listening
437
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.
active problem solving
438
These are the measurable goals that determine a project’s acceptability to the project customer and the overall success of the project. These often include the cost, schedule, technical requirements, and quality demands.
Project objectives
439
Anything that limits the project management team’s options. When it comes to this, geographical locales, incompatible communications software, and even limited communications technology can constrain the project team.
Communication constraints
440
Contracts and agreements with unions or other employee groups may serve as constraints on the project.
Collective bargaining agreement constraints
441
This clearly states what is included with the project and what’s excluded from the project. This helps to eliminate assumptions between the project management team and the project customer.
Project boundaries
442
The project manager’s power is because of the position she has as the project manager. This is also known as formal, authoritative, and legitimate power.
positional power
443
4.1 Develop Project Charter - Tools and Techniques
Expert JudgementData GatheringInterpersonal and Team SkillsMeetings
444
The project management knowledge area that focuses on the management and engagement of the project stakeholders. There are four processes in this knowledge area: identify stakeholders, plan stakeholder management, manage stakeholder engagement, and Monitor Stakeholder Engagement.
Stakeholder management
445
From seller to buyer. Price is the determining factor in the decision-making process.
Quotation
446
This is an example of a benefits comparison model. It examines the benefit-to-cost ratio.
Benefit/cost ratio (BCR) models
447
This allows the vendor to begin working on the project immediately. It is often used as a stopgap solution.
Letter contract
448
A data analysis table that shows the strength between variables and relationships within it.
Matrix diagram
449
A smaller project managed within a larger, parent project. Often contracted work whose deliverable allows the larger project to progress.
Subprojects
450
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.
External risks
451
A project management subsidiary plan that defines how risks will be identified, analyzed, responded to, and monitored within the project. The plan also defines the iterative risk management process that the project is expected to adhere to.
Risk management plan
452
A committee that evaluates the worthiness of a proposed change and either approves or rejects the proposed change.
Change control board (CCB)
453
Issues are points of contention where some question of the project’s direction needs to be resolved. All identified issues are documented in the issue log, along with an issue owner and a deadline to resolve the issue. The outcome of the issue is also recorded.
Issue log
454
Positive time that moves two or more activities further apart.
Lag Time
455
A collection of related processes in project management. There are five process groups and 49 project management processes. The five are Initiating, Planning, Executing, Monitoring and Controlling, and Closing.
Process groups
456
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 observation
457
A requirements collection method used to elicit requirements from stakeholders in a one-on-one conversation.
Interviews
458
The systematic process of combing through the project, the project plan, the work breakdown structure, and all supporting documentation to identify as many risks that may affect the project as possible.
Risk identification
459
The total cost of the opportunity that is refused to realize an opposing opportunity
Opportunity cost
460
The scope verification and completeness auditing of project or phase deliverables to ensure that they are in alignment with the project plan.
Configuration verification and auditing
461
The leader emphasizes the goals of the project and rewards and disincentives for the project team. This is sometimes called management by exception as it’s the exception that is reward or punished.
transactional leadership
462
An organization where organizational resources are pooled into one project team, but the functional managers have less project power than the project manager.
Strong matrix structure
463
The device that decodes a message as it is being received
Decoder
464
These diagrams, such as the project network diagram, show the flow of the project work.
Activity network diagram
465
Anyone who is affected by the existence of the project or who can affect the project’s existence. These can enter and exit the project as conditions change within the project.
Stakeholder
466
Involves aligning, motivating, and inspiring the project team members to do the right thing, build trust, think creatively, and to challenge the status quo.
leadership
467
Defines the obligations for the seller, what the seller will provide, and all of the particulars of the contracted work. This is similar to the statement of work.
Terms of Reference
468
This project management subsidiary plan controls how the scope will be defined, how the project scope statement will be created, how the WBS will be created, how scope validation will proceed, and how the project scope will be controlled throughout the project.
Project scope management plan
469
An activity that ranks stakeholders based on their influence, interests, and expectations of the project. Stakeholders are identified and ranked, and then their needs and expectations are documented and addressed.
Stakeholder analysis
470
This is a formal agreement between the buyer and the seller. These can be oral or written—though written is preferred.
Contract
471
The project team personally knows the project manager. This can also mean that the project manager refers to the person who assigned him the position.
Referent power
472
An organization where organizational resources are pooled into one project team, but the functional managers and the project managers share the project power.
Balanced matrix structure
473
A stakeholder who has neither a positive nor negative attitude about the project’s existence.
Neutral stakeholder
474
The best modality to use when communicating that is relevant to the information being communicated.
Choice of media
475
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.
Adjourning
476
Knowledge that’s more difficult to express because it’s personal beliefs, values, knowledge gain from experience, and “know-how” when doing a task.
tacit knowledge
477
A risk response that transfers the ownership of the risk to another party. Insurance, licensed contractors, or other project teams are good examples of this. A fee and contractual relationships are typically involved with the transference of a risk.
Transference
478
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.
Budget estimate
479
These are committees that ask every conceivable negative question about the proposed project. Their goals are to expose the project’s strengths and weaknesses, and to kill the project if it’s deemed unworthy for the organization to commit to. Also known as project steering committees or project selection committees.
Murder boards
480
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
481
A quantitatively based duration estimate that uses mathematical formulas to predict how long an activity will take based on the quantities of work to be completed.
Parametric estimate
