Study All Categories Flashcards
1
Q
Which Knowledge Area? Estimate Activity Resources
A
Project Time Management
2
Q
Which Knowledge Area? Plan Communications Management
A
Project Communications Management
3
Q
Tools & Techniques: Estimate Costs
A
Expert judgment
Analogous estimating
Parametric estimating
Bottom-up estimating
Three-point estimating
Reserve analysis
Cost of quality
Project management software
Vendor bid analysis
Group decision-making techniques
4
Q
Outputs: Perform Quantitative Risk Analysis
A
Project documents updates
5
Q
How much is the Present Value (PV) worth in the future?FV=PV(1+i)n where:FV is the value to be determinedPV is the current investmenti is the interest raten is the number of time periods
A
Future Value(FV)
6
Q
A graphic display of process data over time and against established control limits, and that has a centerline that assists in detecting a trend of plotted values toward either control limit.
A
Control Chart
7
Q
• PM has strong authority.• Typical full-time resources from functional departments.• Internal competition may increasefor resources.• Project team members are on multiple projects.• PM is full-time and has full-time administrative staffing.
A
Strong Matrix
8
Q
A response that ensures that a positive risk will likely happen
A
Enhance
9
Q
Tools & Techniques: Define Activities
A
Decomposition
Rolling wave planning
Expert judgment
10
Q
Inputs: Identify Risks
A
Risk management planCost management planSchedule management planQuality management plan Human resource management planScope baselineActivity cost estimatesActivity duration estimatesStakeholder registerProject documentsProcurement documentsEnterprise environmental factorsOrganizational process assets
11
Q
Tools & Techniques: Perform Integrated Change Control
A
Expert judgment
Meetings
Change control tools
12
Q
Outputs: Plan Risk Management
A
Risk management plan
13
Q
Outputs: Control Costs
A
Work performance informationCost forecastsChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates
14
Q
Inputs: Manage Project Team
A
Human resource management planProject staff assignmentsTeam performance assessmentsIssue logWork performance reportsOrganizational process assets
15
Q
One party leaves the discussion. This is a yield-lose solution.
A
Withdrawl (Avoidance)
16
Q
Outputs: Plan Risk Responses
A
Project management plan updatesProject documents updates
17
Q
Which Knowledge Area? Create WBS
A
Project Scope Management
18
Q
Schedule Variance (SV)
A
SV=EV-PV(Hint: Variance is something minus something)< 0 Behind schedule= 0 On schedule> 0 Ahead of schedule
19
Q
Inputs: Sequence Activities
A
Schedule management planActivity listActivity attributesMilestone listProject scope statementEnterprise environmental factorsOrganizational process assets
20
Q
Outputs: Manage Stakeholder Engagement
A
Issue logChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates
21
Q
Outputs: Validate Scope
A
Accepted deliverablesChange requestsWork performance information Project documents updates.
22
Q
Tools & Techniques: Estimate Activity Durations
A
Expert judgment
Analogous estimating
Parametric estimating
Three-point estimating
Group decision-making techniques
Reserve analysis
23
Q
Which Knowledge Area? Close Procurements
A
Project Procurement Management
24
Q
Tools & Techniques: Plan Procurement Management
A
Make-or-buy analysis
Expert judgment
Market research
Meetings
25
Vendors all meet with the buyer to discuss the detailsof the statement of work so they may prepare a bid, quote, or proposal.
Bidder conference
26
Tools & Techniques: Plan Schedule Management
Expert judgment
Analytical techniques
Meetings
27
The project manager has the authority to discipline the project team members. This is also known as "penalty power."
Coercive
28
Inputs: Develop Project Team
Human resource management planProject staff assignments Resource calendars
29
Cost Variance (CV)
CV=EV-AC(Hint: EV always comes first)\< 0 Over budget= 0 On budget\> 0 Within budget
30
Tools & Techniques: Control Stakeholder Engagement
Information management systems
Expert judgment
Meetings
31
Inputs: Develop Schedule
Schedule management planActivity listActivity attributesProject schedule network diagramsActivity resource requirementsResource calendarsActivity duration estimatesProject scope statementRisk registerProject staff assignmentsResource breakdown structureEnterprise environmental factorsOrganizational process assets
32
Inputs: Manage Stakeholder Engagement
Stakeholder management planCommunications management planChange logOrganizational process assets
33
Inputs: Determine Budget
Cost management planScope baselineActivity cost estimatesBasis of estimatesProject scheduleResource calendarsRisk registerAgreementsOrganizational process assets
34
Tools & Techniques: Control Risks
Risk reassessment
Risk audits
Variance and trend analysis
Technical performance measurement
Reserve analysis
Meetings
35
Outputs: Plan Human Resource Management
Human resource management plan
36
an accounting system to track project costs by category (labor, specific materials, contractor rates). A project’s chart of accounts works with the organization’s chart of accounts for specific deliverables, work, and/or materials
Chart of Accounts
37
Which Knowledge Area? Control Stakeholder Engagement
Project Stakeholder Management
38
numbering system to identify the deliverables down to the work package within a WBS. The PMBOK® Guide uses a type of code of accounts: 5.3.3.2
Code of Accounts
39
the addition of small, undocumented changes that bypass the scope change control system. Scope creep is sometimes called project poison.
Scope Creep
40
Tools & Techniques: Control Scope
Variance analysis
41
Tools & Techniques: Identify Risks
Documentation reviews
Information gathering techniques
Checklist analysis
Assumptions analysis
Diagramming techniques
SWOT analysis
Expert judgment
42
Inputs: Control Stakeholder Engagement
Project management planIssue logWork performance dataProject documents
43
Inputs: Plan Cost Management
Project management planProject charterEnterprise environmental factorsOrganizational process assets
44
What 5 activities in the WBS needed for?
1. Defining project activities2. Cost estimating3. Cost budgeting4. Identifying the project risks5. Qualitative risk analysis
45
Early planning estimate and/or top-down approach.Range of variance is -10% to +25% forthe project completion.
Budget estimate
46
A unilateral form of a contract.
Purchase order
47
PERT Estimation
(O+4M+P)/6O= Optimistic estimateM= Most Likely estimateP= Pessimistic estimate
48
Planned Value (PV)
PV=% planned completion (Hint: someone always had to tell you where you are int he project)
49
Outputs: Identify Risks
Risk register
50
monies that have been invested into a project. Sunk costs are gone, they are "sunk" into a project.
Sunk costs
51
Which Knowledge Area? Control Schedule
Project Time Management
52
Workers do well if motivated. This provides participative management, familial work environment, and lifelong employment. Known as Japanese Management Style.
Ouchi’s Theory Z
53
Inputs: Estimate Activity Durations
Schedule management planActivity listActivity attributesActivity resource requirementsResource calendarsProject scope statementRisk registerResource breakdown structureEnterprise environmental factorsOrganizational process assets
54
Which Knowledge Area? Perform Quantitative Risk Analysis
Project Risk Management
55
Outputs: Plan Communications Management
Communications management planProject documents updates
56
Tools & Techniques: Define Scope
Expert judgment
Product analysis
Alternatives generation
Facilitated workshops
57
Which Knowledge Area? Perform Quality Assurance
Project Quality Management
58
Tools & Techniques: Manage Project Team
Observation and conversation
Project performance appraisals
Conflict management Interpersonal skills
59
Outputs: Control Communications
Work performance informationChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates
60
Inputs: Control Schedule
Project management planProject scheduleWork performance dataProject calendarsSchedule dataOrganizational process assets
61
Which Knowledge Area? Identify Risks
Project Risk Management
62
Which Knowledge Area? Estimate Activity Durations
Project Time Management
63
Risks with a positive impact
Positive risk
64
Tools & Techniques: Direct and Manage Project Work
Expert judgment
Project management information system
Meetings
65
Inputs: Plan Stakeholder Management
Project management planStakeholder registerEnterprise environmental factorsOrganizational process assets
66
Inputs: Conduct Procurements
Procurement management planProcurement documentsSource selection criteria Seller proposalsProject documentsMake-or-buy decisionsProcurement statement of workOrganizational process assets
67
Risks with a negative impact.
Negative risks
68
Which Knowledge Area? Validate Scope
Project Scope Management
69
Outputs: Create WBS
Scope baselineProject documents updates
70
Quantifies the risk exposure based on evidence, research, and in-depth analysis of the risk events.
Quantitative analysis
71
Inputs: Develop Project Charter
Project statement of work Business case Agreements Enterprise environmental factors Organizational process assets
72
Outputs: Plan Procurement Management
Procurement management planProcurement statement of workProcurement documentsSource selection criteriaMake-or-buy decisionsChange requestsProject documents updates
73
Tools & Techniques: Control Communications
Information management systems
Expert judgment
Meetings
74
This model compares benefitsto costs. Consider a BCR of 4:1versus another project of 2:5.
Benefit-Cost Ratios (BCRs)
75
Which Knowledge Area? Collect Requirements
Project Scope Management
76
Simple, early estimate. Range of variance is -25% to +75% for the project completion.
Rough order of magnitude
77
Documents stakeholder identification, assessment of influence, and stakeholder type.
Stakeholder register
78
Outputs: Manage Project Team
Change requestsProject management plan updatesProject documents updatesEnterprise environmental factors updatesOrganizational process assets updates
79
The ownership of the risk is transferred to some other party, usually for a fee
Transference
80
This is a three-step process of identifying the project stakeholders early in the project, identify the impact/support of each stakeholder, and then plan how to influence stakeholders to act in given situations
Stakeholder analysis
81
Tools & Techniques: Determine Budget
Cost aggregation
Reserve analysis
Expert judgment
Historical relationships
Funding limit reconciliation
82
Outputs: Define Scope
Project scope statementProject documents updates
83
Tools & Techniques: Estimate Activity Resources
Expert judgment
Alternative analysis
Published estimating data
Bottom-up estimating
Project management software
84
Also known as weighted scoring models, these use a common set of values to "score" each project’s worthiness.
Scoring Models
85
Outputs: Identify Stakeholders
Stakeholder register
86
Which Knowledge Area? Plan Schedule Management
Project Time Management
87
Inputs: Manage Communications
Communications management planWork performance reportsEnterprise environmental factorsOrganizational process assets
88
The amount of time an activity can be delayed without delaying the project’s end date
Total float
89
Outputs: Control Stakeholder Engagement
Work performance informationChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates
90
Adding resources to reduce the project duration. This adds costs to the project
Crashing
91
Tools & Techniques: Plan Cost Management
Expert judgment
Analytical techniques
Meetings
92
Net Present Value This formula finds the presentvalue on the project for each year the project promises a return:1. Each time period’s promised return is calculated into present value.2. Sum all of the time periods’ present value.3. Subtract the project’s original investment from the sum.4. An NPV greater than one is good, less than one is bad.
Net Present Value
93
Inputs: Perform Integrated Change Control
Project management planWork performance reportsChange requestsEnterprise environmental factorsOrganizational process assets
94
Inputs: Estimate Activity Resources
Schedule management planActivity listActivity attributesResource calendarsRisk registerActivity cost estimatesEnterprise environmental factorsOrganizational process assets
95
Outputs: Determine Budget
Cost baselineProject funding requirementsProject documents updates
96
Tools & Techniques: Develop Schedule
Schedule network analysis
Critical path method
Critical chain method
Resource optimization techniques
Modeling techniques
Leads and lags
Schedule compression
Scheduling tool
97
Inputs: Close Procurements
Project management plan Procurement documents
98
Inputs: Create WBS
Scope management planProject scope statementRequirements documentation Enterprise environmental factorsOrganizational process assets
99
Tools & Techniques: Manage Stakeholder Engagement
Communication methods
Interpersonal skills
Management skills
100
Which Knowledge Area? Conduct Procurements
Project Procurement Management
101
Inputs: Define Activities
Schedule management planScope baselineEnterprise environmental factorsOrganizational process assets
102
Outputs: Control Schedule
Work performance informationSchedule forecastsChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates
103
Which Knowledge Area? Control Procurements
Project Procurement Management
104
Outputs: Control Quality
Quality control measurementsValidated changesValidated deliverablesWork performance informationChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates
105
Five EVM Rules to Memorize
1. Always start with earned value.
2. Variance means subtraction.
3. Indexes are "something" divided by "something" and they show
performance for the project objectives.
4. When it comes to any index, the closer to 1 the better.
5. Variances can be positive or negative.
106
Which Knowledge Area? Plan Human Resource Management
Project Human Resource Management
107
The project manager has the authority to reward the project team
Reward
108
Which Knowledge Area? Control Costs
Project Cost Management
109
Shows on a bar graph which factors are more significant
Pareto Chart
110
watching the speaker’s body language, interpreting paralingual clues, asking questions for clarity, and offering feedback
Effective Listening
111
One party quickly forces their solution over another. Often done by seniority. This is a win-lose solution.
Forcing
112
Outputs: Develop Project Management Plan
Project management plan
113
Complex formulas to determine aproject’s worthiness to be selected.Examples include:• Linear programming• Nonlinear programming• Integer algorithms• Dynamic programming• Multiobjective programming
Constrained Optimization Methods
114
N(N-1)/2, where N represents the number of stakeholders
Communication Channels Formula
115
Costs that are directly tied to the project.
Direct costs
116
Which Knowledge Area? Acquire Project Team
Project Human Resource Management
117
Tools & Techniques: Perform Qualitative Risk Analysis
Risk probability and impact assessment
Probability and impact matrix
Risk data quality assessment
Risk categorization
Risk urgency assessment
Expert judgment
118
The buyer tells the vendor they intend to do business with them; not a binding agreement.
Letter of intent
119
Tools & Techniques: Monitor and Control Project Work
Expert judgment
Analytical techniques
Project management information system
Meetings
120
Which Knowledge Area? Estimate Costs
Project Cost Management
121
Which Knowledge Area? Identify Stakeholders
Project Stakeholder Management
122
Outputs: Plan Schedule Management
Schedule management plan
123
Condition, event, or warning sign that a risk is about to happen. Usually "triggers" a risk response
Triggers
124
Inputs: Control Communications
Project management planProject communications Issue logWork performance dataOrganizational process assets
125
Generally short-term purchase used as a stopgap or emergency response.
Letter contract
126
Messages are \_\_\_\_\_\_\_\_\_\_
Transmitted
127
PM has little authority.• Organization is structured bydepartments or functions (sales,manufacturing, IT, etc.).• PM may be called a projectcoordinator or expediter.• The functional manager has all of the authority.• Focus is on completing the project work along with day-to-day work.• PM is part-time and has part-time administrative staffing.
Functional
128
Tools & Techniques: Plan Risk Management
Analytical techniques
Expert judgment
Meetings
129
This network diagramming approach is based on the availability of project resources todetermine project completion. It is more accurate than the traditional network diagram, but is more complex to create.
Critical chain
130
Tools & Techniques: Plan Human Resource Management
Organization charts and position descriptions
Networking
Organizational theory
Expert judgment
Meetings
131
Tools & Techniques: Conduct Procurements
Bidder conference
Proposal evaluation techniques
Independent estimates
Expert judgment
Advertising
Analytical techniques
Procurement negotiations
132
Outputs: Plan Quality Management
Quality management planProcess improvement planQuality metricsQuality checklistsProject documents updates
133
Tools & Techniques: Plan Communications Management
Communication requirements analysis
Communication technology
Communication models
Communication methods
Meetings
134
Used to ensure that a series of steps are followed consistently. Can be used to organize data around a quality problem. For example, you can tally the number of times that a specific cause is the source of a defect, and then use that when creating a histogram or Pareto chart to prioritize quality problems.
Checksheets
135
Outputs: Control Procurements
Work performance informationChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates
136
An expense that can be shared with other projects or the organization, such as rent, phone, or equipment.
Indirect costs
137
Outputs: Monitor and Control Project Work
Change requestsWork performance reportsProject management plan updatesProject documents updates
138
Tools & Techniques: Validate Scope
Inspection
Group decision-making techniques
139
The authority of the project manager comes from experience with the technology the project focuses on
Expert
140
The amount of an opportunity that is given up.Consider: Project A is worth $55,000 and Project B is worth $89,000, you’d choose Project B to do. The opportunity is $55,000—the amount of Project A that you can’t do because of the opportunity of Project B.
Opportunity cost
141
Tools & Techniques: Plan Risk Responses
Strategies for negative risks or threats
Strategies for positive risks or opportunities
Contingent response strategies
Expert judgment
142
Which Knowledge Area? Plan Risk Management
Project Risk Management
143
The project manager has been assigned by senior management and is in charge of the project. Also known as positional power
Formal
144
Tools & Techniques: Create WBS
Decomposition
Expert judgment
145
All opinions are formed by one component. A great engineer doesn’t always make a great project manager.
Halo Effect
146
How much will a future value be worth in today’s dollars?PV=FV/(1+i)n where:PV is the value to be determinedFV is the promised return oninvestmenti is the interest raten is the number of time periods
Present Value
147
Tools & Techniques: Control Quality
Seven basic quality tools
Statistical sampling
Inspection
Approved change requests review
148
The project team personally knows the project manager. Referent can also mean the project manager refers to the person who assigned him the position.
Referent
149
Which Knowledge Area? Control Scope
Project Scope Management
150
Requires a WBS and accounts for each work package
Bottom-up
151
Which Knowledge Area? Manage Stakeholder Engagement
Project Stakeholder Management
152
Tools & Techniques: Develop Project Team
Interpersonal skills
Training
Team-building activities
Ground rules
Colocation
Recognition and rewards
Personnel assessment tools
153
Inputs: Perform Quantitative Risk Analysis
Risk management planCost management planSchedule management planRisk registerEnterprise environmental factorsOrganizational process assets
154
Creates an analogy between projects; also known as a top down estimate
Analogous
155
Tools & Techniques: Collect Requirements
Interviews
Focus groups
Facilitated workshops
Group creativity techniques
Group decision-making techniques
Questionnaires and surveys
Observations
Prototypes
Benchmarking
Context diagrams
Document analysis
156
An amount of funds used to offset a project’s risks
Contingency fund
157
Both parties work together for the good of the project in a spirit of problem solving. Also known as confronting. This is a win-win solution
Problem Solving
158
defines who needs what information, when they need it, and in the specified modality
Communications Management Plan
159
Inputs: Control Risks
Project management planRisk registerWork performance dataWork performance reports
160
Outputs: Estimate Activity Resources
Activity resource requirementsResource breakdown structureProject documents updates
161
Inputs: Control Quality
Project management planQuality metricsQuality checklistsWork performance dataApproved change requestsDeliverablesProject documentsOrganizational process assets
162
This relationship is unusual and is rarely used. It requires Task A to start so that Task B may finish. It is also known as just-in-time (JIT) scheduling.
Start-to-finish (SF)
163
Standard Deviation
(P-O)/6O= Optimistic estimateP= Pessimistic estimate
164
Outputs: Perform Integrated Change Control
Approved change requestsChange logProject management plan updatesProject documents updates
165
the process of adding extra features to drive up costs and consume the budget
Gold Plating
166
Which Knowledge Area? Control Communications
Project Communications Management
167
A constant "fixed" cost throughout the project
Fixed costs
168
Variance at Completion (VAC)
VAC=BAC-EAC\< 0 Over budget= 0 On budget\> 0 Under budget
169
Inputs: Monitor and Control Project Work
Project management planSchedule forecastsCost forecastsValidated changesWork performance informationEnterprise environmental factorsOrganizational process assets
170
Float/Slack
LS-ESLS = Late startES = Early startLF – EFLF = Late finishEF = Early finish= 0 On critical path\< 0 Behind schedule
171
Develop Project Charter
Expert judgment
Facilitation techniques
172
Needs are acquired over time and are shaped by life experiences. Our needs are categorized as achievement, affiliation, and power. McClelland used a Thematic Apperception Test (TAT) to determine an individual’s needs.
McClelland’s Theory of Needs
173
Outputs: Collect Requirements
Requirements documentationRequirements traceability matrix
174
This relationship means Task A must start before TaskB can start. This relationship allows both activities to happen in tandem.
Start-to-start (SS)
175
Tools & Techniques: Sequence Activities
Precedence diagramming method (PDM)
Dependency determination
Leads and lags
176
Outputs: Close Project or Phase
Final product, service, or result transitionOrganizational process assets updates
177
Reduce the probability or impact of the risk event
Mitigation
178
A risk response creates another risk.
Secondary risks
179
Outputs: Estimate Activity Durations
Activity duration estimatesProject documents updates
180
Inputs: Perform Qualitative Risk Analysis
Risk management planScope baselineRisk registerEnterprise environmental factorsOrganizational process assets
181
the pitch, tone, inflection of the speaker that affects the content of the message
Paralingual
182
Outputs: Acquire Project Team
Project staff assignmentsResource calendarsProject management plan updates
183
A vertical bar chart that creates a graphic display of events (such as causes of defects or types of defects) in descending order. The objective is to rank problems based on the frequency of occurrence to determine the order in which to resolve them.
Pareto diagrams
184
Schedule Performance Variance (SPI)
SPI=EV/PV(Hint: Schedule always uses planned value. Costs are always actual costs)\< 1 behind schedule= 1 on schedule\> 1 ahead of schedule
185
Which Knowledge Area? Control Risks
Project Risk Management
186
Outputs: Sequence Activities
Project schedule network diagramsProject documents updates
187
Outputs: Manage Communications
Project communicationsProject management plan updatesProject documents updatesOrganisational process assets updates
188
Which Knowledge Area? Plan Cost Management
Project Cost Management
189
A risk response may create small generally accepted risks
Residual risk
190
Graphs pairs of numerical data, one variable on each axis, to look for a relationship.
Scatter Diagram
191
Tools & Techniques: Control Schedule
Performance reviews
Project management software
Resource optimization techniques
Modeling techniques
Leads and lags
Schedule compression
Scheduling tool
192
Inputs: Define Scope
Scope management planProject charterRequirements documentationOrganizational process assets
193
Most accurate estimate, but takes longest tocomplete; uses the bottom-upapproach. Range of variance is -5% to+10% for the project completion.
Definitive estimate
194
Tools & Techniques: Perform Quality Assurance
Quality management and control tools
Quality audits
Process analysis
195
Which Knowledge Area? Define Activities
Project Time Management
196
Outputs: Control Scope
Work performance information Change requestsProject management plan updatesProject documents updatesOrganizational process assets updates
197
Tools & Techniques: Manage Communications
Communication technology
Communication models
Communication methods Information management systems
Performance reporting
198
What percentage of communication is non-verbal?
55%
199
Inputs: Perform Quality Assurance
Quality management plan Process improvement planQuality metricsQuality control measurementsProject documents
200
conformance to requirements and a fitness for use. It is fulfilling the project scope.
Quality
201
Which Knowledge Area? Define Scope
Project Scope Management
202
These are grids to plot out stakeholder power, influence, and interest in the project. Here are four common models:
Stakeholder classification models
203
Which Knowledge Area? Sequence Activities
Project Time Management
204
Inputs: Plan Human Resource Management
Project management plan Activity resource requirementsEnterprise environmental factorsOrganizational process assets
205
based on a previous project and this is a called
WBS Template or WBT
206
participating in the conversation through verbal and nonverbal signs of message receipt
Active Listening
207
defines all of the project deliverables, resources, cost and time estimates, and associated information for each work package
WBS Dictionary
208
Knowledge is \_\_\_\_\_\_\_\_\_\_
Transferred
209
Thory 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
210
Develop Project Management Plan
Project Integration Management
211
Which Knowledge Area? Manage Communications
Project Communications Management
212
Which Knowledge Area? Close Project or Phase
Project Integration Management
213
Tools & Techniques: Control Procurements
Contract change control system
Procurement performance reviews
Inspections and audits
Payment systems
Claims administration
Records management system
Performance reporting
214
Outputs: Perform Qualitative Risk Analysis
Project documents updates
215
Outputs: Develop Project Charter
Project charter
216
Outputs: Plan Cost Management
Cost management plan
217
Which Knowledge Area? Plan Quality Management
Project Quality Management
218
Both parties give up something, often in a heated scenario. This is a lose-lose solution.
Compromising
219
Cost Performance Index (CPI)
CPI=EV/AC(Hint: Index is something divided by something)\< 1 Over budget= 1 On budget\> 1 Under budget
220
Inputs: Control Scope
Project management planRequirements documentationRequirements traceability matrixWork performance dataOrganizational process assets
221
This relationship means Task A must completebefore Task B can begin. This is the most common relationship.
Finish-to-start (FS)
222
Risk is with the buyer as the buyer pays for cost overruns.
Cost reimbursable contracts
223
Risk is with the seller as seller pays for cost overruns
Fixed-price (lump-sum contracts)
224
Which Knowledge Area? Control Quality
Project Quality Management
225
Outputs: Estimate Costs
Activity cost estimatesBasis of estimatesProject documents updates
226
A positive risk that a project wants to take advantage of
Exploit
227
The amount of time an activity can be delayed without delaying the next activity’s start date
Free float
228
Tools & Techniques: Plan Stakeholder Management
Expert judgment
Meetings
Analytical techniques
229
Inputs: Plan Scope Management
Project management planProject charterEnterprise environmental factorsOrganizational process assets
230
Can help you see the relationship between the process steps. You can use this information to optimize the process and to see where problems and defects can occur. Useful in process improvement projects or to document any process.
Flowcharts
231
Inputs: Identify Stakeholders
Project charterProcurement documentsEnterprise environmental factorsOrganizational process assets
232
Inputs: Close Project or Phase
Project management planAccepted deliverablesOrganizational process assets
233
The differences of the problem are downplayed. This is a delay and is a lose-lose solution
Smoothing
234
Outputs: Control Risks
Work performance informationChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates
235
Estimate to Complete (ETC)
ETC=EAC-AC(Hint: How much more do you need?)
236
Which Knowledge Area? Develop Project Team
Project Human Resource Management
237
• PM and functional managers balance power.• Power struggles are common. Internal competition may increasefor resources.• Project team members are on multiple projects.• PM is full-time and has part-time administrative staffing.
Balanced Matrix
238
Inputs: Collect Requirements
Scope management planRequirements management planStakeholder management planProject charterStakeholder register
239
• PM has the most authority.• Team is typically assigned to the project full-time.• Competition between teams may hurt the organization.• Team is uncertain of future work after the project is completed.• PM is full-time and hasfull-time administrative staffing.
Projectized
240
like a run chart, but it instead tracks the relationship between two variables. The two variables are considered related the closer they track against a diagonal line. Consider the relationship of costs and schedule
Scatter Diagram
241
Which Knowledge Area? Perform Integrated Change Control
Project Integration Management
242
Buyer pays for the time and materials of the vendor. Must have a not-to-exceed (NTE) clause.
Time and materials contract
243
category or rank given to entities having the same functional use but different technical characteristics
Grade
244
Estimate at Complete (EAC)
EAC=BAC/CPI(Hint: Account for pennies lost on the dollar)
245
Inputs: Plan Quality Management
Project management planStakeholder registerRisk registerRequirements documentationEnterprise environmental factorsOrganizational process assets
246
Outputs: Develop Project Team
Team performance assessmentsEnterprise environmental factors updates
247
Inputs: Acquire Project Team
Human resource management planEnterprise environmental factorsOrganizational process assets
248
An opportunity to delay an activity. Also called slack
Float
249
classifies stakeholders based onpower, urgency, and legitimacy for the project
Salience model
250
Inputs: Plan Procurement Management
Project management planRequirements documentationRisk registerActivity resource requirementsProject scheduleActivity cost estimatesStakeholder registerEnterprise environmental factorsOrganizational process assets
251
Which Knowledge Area? Plan Risk Responses
Project Risk Management
252
Tools & Techniques: Plan Scope Management
Expert judgment
Meetings
253
prevention-driven process to do the project work right the first time.
Quality Assurance
254
Inputs: Control Procurements
Project management plan Procurement documents AgreementsApproved change requestsWork performance reportsWork performance data
255
Outputs: Perform Quality Assurance
Change requestsProject management plan updatesProject documents updatesOrganizational process assets updates
256
Outputs: Direct and Manage Project Work
DeliverablesWork performance dataChange requestsProject management plan updatesProject documents updates
257
Activities are moved closer together or even overlap (negative time).
Lead
258
• PM has less power than functional managers.• Internal competition may increasefor resources.• Project team members are on multiple projects.• PM is part-time and has part-time administrative staffing.
Weak Matrix
259
Outputs: Close Procurements
Closed procurementsOrganizational process assets updates
260
Outputs: Conduct Procurements
Selected sellersAgreementsResource calendarsChange requestsProject management plan updatesProject documents updates
261
Allows project phases to overlap to reduce theproject duration. This adds risk to the project
Fast tracking
262
Which Knowledge Area? Monitor and Control Project Work
Project Integration Management
263
Inputs: Plan Risk Responses
Risk management planRisk register
264
Inputs: Estimate Costs
Cost management planHuman resource management planScope baselineProject scheduleRisk registerEnterprise environmental factorsOrganizational process assets
265
Which Knowledge Area? Develop Schedule
Project Time Management
266
To-Complete Performance Index (TCPI) (Using BAC)
TCPI=(BAC-EV)/(BAC-AC)(Hint: What's left to do divided by what cash is left)\< 1 Under budget= 1 On budget\> 1 Over budget
267
The cost of the deliverable, service, or materials canfluctuate based on varying factors
Variable costs
268
Inputs: Develop Project Management Plan
Project charterOutputs from other processesEnterprise environmental factorsOrganizational process assets
269
An offer and consideration. Contracts are backed by the court system
Contracts
270
Outputs: Develop Schedule
Schedule baselineProject scheduleSchedule dataProject calendarsProject management plan updatesProject documents updates
271
Inputs: Direct and Manage Project Work
Project management plan Approved change requestsEnterprise environmental factorsOrganizational process assets
272
Individuals allow their work to consume all of their time. Work will expand to fill the amount of time allotted to it.
Parkinson’s Law
273
This relationship means Task A must complete before Task B does. Ideally, two tasks must finish at exactly the same time, but this is not always the case.
Finish-to-finish (FF)
274
Qualifying the risks for their legitimacy. This is a very quick, subjective approach.
Qualitative analysis
275
Risks that can offer an upside or a downside (both positive and/or negative impacts). Investing in a project is a business risk.
Business risk
276
inspection-driven process to keep mistakes from entering the customers’ hands
Quality Control
277
Which Knowledge Area? Plan Scope Management
Project Scope Management
278
deliverables-orienteddecomposition of the project scope
WBS
279
Tools & Techniques: Develop Project Management Plan
Expert judgment
Facilitation techniques
280
Tools & Techniques: Perform Quantitative Risk Analysis
Data gathering and representation techniques
Quantitative risk analysis and modeling techniques
Expert judgment
281
Outputs: Plan Stakeholder Management
Stakeholder management planProject documents updates
282
Which Knowledge Area? Perform Qualitative Risk Analysis
Project Risk Management
283
A vertical bar chart (like the Pareto diagram), but a is arranged to show the shape of distribution of an event: for example, the shape of distribution of calls coming into a call center. It can show the spread of results (dispersion) and the median (or mean or mode).
Histograms
284
Which Knowledge Area? Determine Budget
Project Cost Management
285
Projects are chartered to give theproject manager the authority toact on behalf of the project sponsoror customer.Projects are chartered to solve aproblem or seize an opportunity.
Project Purpose
286
Which Knowledge Area? Plan Procurement Management
Project Procurement Management
287
Tools & Techniques: Close Project or Phase
Expert judgment
Analytical techniques
Meetings
288
Tools & Techniques: Close Procurements
Procurement audits
Procurement negotiations
Records management system
289
Outputs: Define Activities
Activity listActivity attributesMilestone list
290
Tools & Techniques: Identify Stakeholders
Stakeholder analysis
Expert judgment
Meetings
291
A person’s or organization’s willingness to accept risk.Relative to the project priority as high-priority projects are typically risk adverse. Also known as risk tolerance.
Utility function
292
Inputs: Plan Schedule Management
Project management plan Project charterEnterprise environmental factorsOrganizational process assets
293
Only offers a negative impact (injury, fire, theft, destruction).
Pure risk
294
Tools & Techniques: Plan Quality Management
Cost-benefit analysis
Cost of quality
Seven basic quality tools
Benchmarking
Design of experiments
Statistical sampling
Additional quality planning tools
Meetings
295
Tools & Techniques: Control Costs
Earned value management
Forecasting
To-complete performance index (TCPI)
Performance reviews
Project management software
Reserve analysis
296
Inputs: Plan Communications Management
Project management planStakeholder registerEnterprise environmental factorsOrganizational process assets
297
Communication channels formula
N(N-1)/2, where N represents the number of stakeholders
298
Inputs: Control Costs
Project management planProject funding requirementsWork performance dataOrganizational process assets
299
Which Knowledge Area? Direct and Manage Project Work
Project Integration Management
300
Outputs: Plan Scope Management
Scope management plan Requirements management plan
301
Earned Value (EV)
EV=% complete x BAC
302
Used to identify the root causes or contributors to a problem, error, or defect. The problem statement is the effect and the possible contributing factors are the causes. For example, a failure in a system integration test could be due toImproper codingUnskilled coderInappropriate environmentInappropriate test scriptInsufficient bandwidthThe preceding are just a few examples. And each cause can be further explored for a more elaborate cause-and-effect diagram, also known as a “fishbone” diagram (because when drawn, it looks like a fish) or an “Ishikawa” diagram (named for the person who developed it).
Cause and effect diagram
303
Tools & Techniques: Acquire Project Team
Pre-assignment
Negotiation
Acquisition
Virtual teams
Mutti-criteria decision analysis
304
People behave based on what they believe (expect) their behavior to bring them.
Vroom’s Expectancy Theory
305
The risk may be small so the risk may be accepted.
Acceptance
306
Uses a parameter (cost per ton, cost per unit) for the estimate.
Parametric
307
Which Knowledge Area? Manage Project Team
Project Human Resource Management
308
Inputs: Plan Risk Management
Project management planProject charterStakeholder registerEnterprise environmental factorsOrganizational process assets
309
Management’s perspective of employees. X people are bad, lazy, and need to be micromanaged. Y people are self-directed. Most managers have X and Y attributes.
McGregor’s X and Y
310
Inputs: Validate Scope
Project management planRequirements documentationRequirements traceability matrixVerified deliverablesWork performance data
311
Which Knowledge Area? Develop Project Charter
Project Integration Management
312
Which Knowledge Area? Plan Stakeholder Management
Project Stakeholder Management
313
There are hygiene agents and motivating agents. Hygiene agents are expectations for employment: paycheck, insurance, safe working environment. Motivating agents are motivators for employees such as bonuses, career advancement, opportunity to grow. Hygiene agents will not motivate, but their absence will de-motivate.
Herzberg’s Theory of Motivation
314
To-Complete Performance Index (TCPI) (Using EAC)
TCPI=(BAC-EV)/(EAC-AC)(Hint: What's left to do divided by predicted amount of cash left)\< 1 Under budget= 1 On budget\> 1 Over budget
315
Waiting time between activities (positive time).
Lag
316
comprised of the project scope statement, the WBS, and the WBS Dictionary
Scope Baseline
317
A positive risk that can be shared with the organization or other projects
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