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CAPM > "C" Terms & Definitions > Flashcards

"C" Terms & Definitions Flashcards

1
Q

Cardinal scales

A

A ranking approach to identify the probability and impact by using a numerical value, from .01
(very low) to 1.0 (certain).

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2
Q

Cause-and-effect diagrams

A

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.

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3
Q

CARVER

A

An acronym to measure the goals and mission of the project with each letter meaning: Criticality,
Accessibility, Return, Vulnerability, Effect, and Recognizeability.

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4
Q

Ceremony

A

A meeting conducted during an Agile project that consists of daily stand-up, iteration planning,
iteration review, and iteration retrospective.

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5
Q

Certified Associate in Project Management (CAPM)

A

A person who has slightly less project management experience than a PMP, but who has
qualified for and then passed the CAPM examination.

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6
Q

Change

A

To change requirements that increase value to the customer.

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7
Q

Change Control Board (CCB)

A

A committee that evaluates the worthiness of a proposed change and either approves or rejects
the proposed change.
* The change control system communicates the process for controlling changes to the project
deliverables. This system works with the configuration management system and seeks to control
and document proposals to change the project’s product.

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8
Q

Change Control System (CCS)

A

Documented in the scope management plan, this system defines how changes to the project
scope are managed and controlled.

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9
Q

Change log

A
  • All changes that enter into a project are recorded in the change log. The characteristics of the
    change, such as the time, cost, risk, and scope details, are also recorded.
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10
Q

Change management plan

A

This plan details the project procedures for entertaining change requests: how change requests
are managed, documented, approved, or declined.
* This subsidiary plan defines how changes will be allowed and managed within the project.

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11
Q

Charismatic leadership

A

The leader is motivating, has high-energy, and inspires the team through strong convictions
about what is possible and what the team can achieve. Positive thinking and a can-do mentality
are characteristics of a charismatic leader.

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12
Q

Charter

A

A document created during initiation that formally begins the project. The document includes
the project’s justification, a summary level budget, major milestones, critical success factors,
constraints, assumptions, and authorization to do it.

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13
Q

Checklist

A
  • A simple approach to ensure that work is completed according to the quality policy.
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14
Q

Chicken

A

An individual involved but not committed to an agile project.

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15
Q

Choice of media

A

The best modality to use when communicating that is relevant to the information being
communicated.

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16
Q

Claims

A

These are disagreements between the buyer and the seller, usually centering on a change, who
did the change, and even whether a change has occurred. Claims are also called disputes and
appeals and are monitored and controlled through the project in accordance with the contract
terms.

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17
Q

Closure processes

A

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.

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18
Q

Coach

A

A team role that keeps the team focused on learning and the process.

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19
Q

Code of accounts

A

A numbering system for each item in the WBS. The PMBOK is a good example of a code of
accounts, as each chapter and its subheadings follow a logical numbering scheme. For example,
PMBOK 5.3.3.2 identifies an exact paragraph in the PMBOK.

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20
Q

Coercive power

A
  • The project manager has the authority to discipline the project team members. This is also
    known as penalty power.
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21
Q

Collaborate/Problem solving

A

This approach confronts the problem head-on and is the preferred method of conflict resolution.
Multiple viewpoints and perspectives contribute to the solution.

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22
Q

Collaboration

A

A method of cooperation among individuals to achieve a common goal.

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23
Q

Collective bargaining agreement constraints

A

Contracts and agreements with unions or other employee groups may serve as constraints on
the project.

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24
Q

Collective code ownership

A

The entire team together is responsible for 100% of the code.

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25
Q

Collocation

A

The entire team is physically present, working in one room.

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26
Q

Command & Control

A

Decisions created by higher up individuals in the organization and handed over to the team.

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27
Q

Commercial database

A

A cost-estimating approach that uses a database, typically software-driven, to create the cost
estimate for a project.

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28
Q

Common cause

A

An issue solved through trend analysis because the issue is systematic.

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29
Q

Communication

A

To share smooth and transparent information of needs.

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30
Q

Communication assumptions

A

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.

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31
Q

Communication barrier

A

Anything that prohibits communication from occurring.

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32
Q

Communication channels formula

A

N(N – 1)/2, where N represents the number of identified stakeholders. This formula reveals the
total number of communication channels within a project.

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33
Q

Communication constraints

A

Anything that limits the project management team’s options. When it comes to communication
constraints, geographical locales, incompatible communications software, and even limited
communications technology can constrain the project team.

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34
Q

Communications management plan

A
  • A project management subsidiary plan that defines the stakeholders who need specific
    information, the person who will supply the information, the schedule for the information to be
    supplied, and the approved modality to provide the information.
  • This plan defines who will get what information, how they will receive it, and in what modality
    the communication will take place.
35
Q

Competency

A

This attribute defines what talents, skills, and capabilities are needed to complete the project
work.

36
Q

Compliance

A
  • To meet regulations, rules, and standards.
37
Q

Compromising

A

This approach requires that both parties give up something.

38
Q

Cone of silence

A
  • An environment for the team that is free of distractions and interruptions.
39
Q

Configuration identification

A

This includes the labeling of the components, how changes are made to the product, and the
accountability of the changes.

40
Q

Configuration management plan

A

This plan is an input to the control scope process. This subsidiary plan defines how changes to
the features and functions of the project deliverables will be monitored and controlled within the
project.

41
Q

Configuration management system

A

This system defines how stakeholders are allowed to submit change requests, the conditions for
approving a change request, and how approved change requests are validated in the project
scope. Configuration management also documents the characteristics and functions of the
project’s products and any changes to a product’s characteristics.

42
Q

Configuration status accounting

A

The organization of the product materials, details, and prior product documentation.

43
Q

Configuration verification and auditing

A

The scope verification and completeness auditing of project or phase deliverables to ensure that
they are in alignment with the project plan.

44
Q

Conflict

A

Disagreements in certain areas between individuals.

45
Q

Conflict of interest

A

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.

46
Q

Conflict resolution

A

An agreement made after a conflict.

47
Q

Context diagram

A

These diagrams show the relationship between elements of an environment. For example, a
context diagram would illustrate the networks, servers, workstations, and people that interact
with the elements of the environment.

48
Q

Continuous improvement

A

To ensure that self-assessment and process improvement occurs frequently to improve the
product.

49
Q

Continuous integration

A

To consistently examine a team member’s work. To build, and test the entire system.

50
Q

Contingency reserve

A

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.

51
Q

Contract change control system

A

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.

52
Q

Contract closure

A

The formal verification of the contract completeness by the vendor and the performing
organization.

53
Q

Contract Statement of Work (SOW also CSOW)

A
  • This document requires that the seller fully describe the work to be completed and/or the
    product to be supplied. The SOW becomes part of the contract between the buyer and the seller.
54
Q

Control account

A

A WBS entry that considers the time, cost, and scope measurements for that deliverable within
the WBS. The estimated performance is compared against the actual performance to measure
overall performance for the deliverables within that control account. The specifics of a control
account are documented in a control account plan.

55
Q

Control chart

A

A quality control chart that maps the performance of project work over time.

56
Q

Control quality

A

An inspection-driven process that measures work results to confirm that the project is meeting
the relevant quality standards.

57
Q

Control threshold

A

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.

58
Q

Coordination

A

To organize work with the goal of higher productivity and teamwork.

59
Q

Cost aggregation

A
  • Costs are parallel to each WBS work package. The costs of each work package are aggregated to
    their corresponding control accounts. Each control account is then aggregated to the sum of the
    project costs.
60
Q

Cost baseline

A

This is the aggregated costs of all of the work packages within the work breakdown structure
(WBS). It is time-lapse exposure of when the project monies are to be spent in relation to
cumulative values of the work completed in the project.

61
Q

Cost budgeting

A

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.

62
Q

Cost change control system

A
  • 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.
63
Q

Cost management plan

A
  • This plan details how the project costs will be planned for, estimated, budgeted, and then
    monitored and controlled.
  • The cost management plan dictates how cost variances will be managed.
64
Q

Cost Performance Index (CPI)

A

To measure the cost spent on a project and its efficiency. Earned Value / Actual Cost = CPI

65
Q

Cost of conformance

A

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.

66
Q

Cost of nonconformance to quality

A
  • The cost associated with not satisfying quality expectations. This is also known as the cost of
    poor quality.
67
Q

Cost of poor quality

A

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.

68
Q

Cost of quality

A

The monies spent to attain the expected level of quality within a project. Examples include
training, testing, and safety precautions.

69
Q

Cost plus award fee contract

A
  • A contract that pays the vendor all costs for the project, but also includes a buyer-determined
    award fee for the project work.
  • A contract that requires the buyer to pay for the cost of the goods and services procured plus a
    fixed fee for the contracted work. The buyer assumes the risk of a cost overrun.
70
Q

Cost plus incentive fee

A
  • 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.
71
Q

Cost plus percentage of costs

A
  • 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.
72
Q

Cost Variance (CV)

A

The difference of the earned value amount and the cumulative actual costs of the project. The
formula is CV = EV – AC.

73
Q

Cost-benefit analysis

A
  • A process to study the trade-offs between costs and the benefits realized from those costs.
74
Q

Crashing

A
  • A schedule compression approach that adds more resources to activities on the critical path to
    complete the project earlier. When crashing a project, costs are added because the associated
    labor and sometimes resources (such as faster equipment) cause costs to increase.
75
Q

Critical path

A
  • The path in the project network diagram that cannot be delayed; otherwise, the project
    completion date will be late. There can be more than one critical path. Activities in the critical
    path have no float.
76
Q

Cross-functional team

A
  • Teams that consist of members who can multi-task well and complete various functions to
    achieve a common goal.
77
Q

Crystal family

A

An adaptable approach that focuses on interaction between people and processes that consists
of families that vary based on team size, system criticality, and project priorities.

78
Q

Cultural and social environment

A

Defines how a project affects people and how those people may affect the project. Cultural and
social environments include the economic, educational, ethical, religious, demographic, and
ethnic composition of the people affected by the project.

79
Q

Cultural norms

A

Cultural norms describe the culture and the styles of an organization. Cultural norms, such as
work ethics, hours, view of authority, and shared values, can affect how the project is managed.

80
Q

Cumulative flow diagram

A
  • A chart that displays feature backlog, work-in-progress, and completed features.
81
Q

Customer

A

The end-user who determines and emphasizes business values.

82
Q

Customer-valued prioritization

A

To deliver the maximum customer value early in order to win customer loyalty and support.

83
Q

Cycle time

A
  • The time needed to complete a feature (user story).

CAPM (3 decks)

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