Chapters 5-6

Question 1

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.

Answer 1

8/80 rule

Question 2

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.

Answer 2

active observation

Question 3

When stakeholders create a large number of ideas, you can use ___ to cluster similar ideas together for further analysis.

Answer 3

affinity diagrams

Question 4

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.

Answer 4

alternatives generation

Question 5

A decision method where only one individual makes the decision for the group.

Answer 5

autocratic

Question 6

This approach encourages participants to generate as many ideas as possible about the project requirements. No idea is judged or dismissed during the ___ session.

Answer 6

brainstorming

Question 7

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

Answer 7

change control system (CCS)

Question 8

This subsidiary plan defines how changes will be allowed and managed within the project.

Answer 8

change management plan

Question 9

A numbering system for each item in the WBS. The PMBOK is a good example of a ___, 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.

Answer 9

code of accounts

Question 10

This subsidiary plan defines how changes to the features and functions of the project deliverables will be monitored and controlled within the project.

Answer 10

configuration management plan

Question 11

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

Answer 11

context diagram

Question 12

A moderator-led requirements collection method to elicit requirements from stakeholders.

Answer 12

focus groups

Question 13

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. ___ 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. ___ may also consider the cost of the product in operations, which is known as life-cycle costing.

Answer 13

functional analysis

Question 14

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.

Answer 14

funding limit

Question 15

A requirements collection method used to elicit requirements from stakeholders in a one-on-one conversation.

Answer 15

interviews

Question 16

A group decision method where more than 50 percent of the group must be in agreement.

Answer 16

majority

Question 17

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.

Answer 17

mind mapping

Question 18

As with brainstorming, participants are encouraged to generate as many ideas as possible, but the suggested ideas are ranked by a voting process.

Answer 18

nominal group technique

Question 19

The observer records information about the work being completed without interrupting the process; sometimes called the invisible observer.

Answer 19

passive observation

Question 20

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.)

Answer 20

plurality

Question 21

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.

Answer 21

product acceptance criteria

Question 22

A scope definition technique that breaks down a product into a hierarchical structure, much like a WBS breaks down a project scope.

Answer 22

product breakdown

Question 23

This is a narrative description of what the project is creating as a deliverable for the project customer.

Answer 23

product scope description

Question 24

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.

Answer 24

product scope

Question 25

A ___ is a factor in the planning process that is held to be true but not proven to be true.

Answer 25

project assumption

Question 26

A ___ 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.

Answer 26

project boundary

Question 27

A ___ 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 ___.

Answer 27

project constraint

Question 28

These are the measurable goals that determine a project’s acceptability to the project customer and the overall success of the project. ___ often include the cost, schedule, technical requirements, and quality demands.

Answer 28

project objectives

Question 29

These are the demands set by the customer, regulations, or the performing organization that must exist for the project deliverables to be acceptable. __ are often prioritized in a number of ways, from “must have” to “should have” to “would like to have.”

Answer 29

project requirements

Question 30

This defines all of the work, and only the required work, to complete the project objectives.

Answer 30

project scope

Question 31

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.

Answer 31

project scope management plan

Question 32

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.

Answer 32

requirements documentation

Question 33

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.

Answer 33

requirements management plan

Question 34

This is a table that maps the requirements throughout the project all the way to their completion.

Answer 34

Requirements traceability matrix (RTM)

Question 35

The project customer may have specific dates when phases of the project should be completed. These milestones are often treated as project constraints.

Answer 35

schedule milestones

Question 36

Undocumented, unapproved changes to the project scope.

Answer 36

scope creep

Question 37

The formal inspection of the project deliverables, which leads to project acceptance.

Answer 37

scope validation

Question 38

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 ___ is to determine, quantify, and prioritize the interests of the stakeholders. ___ demands quantification of stakeholder objectives; goals such as “good,” “satisfaction,” and “speedy” aren’t quantifiable.

Answer 38

stakeholder analysis

Question 39

A scope definition approach that studies and analyzes a system, its components, and the relationship of the components within the system.

Answer 39

systems analysis

Question 40

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. Systems engineering aims to balance the time and cost of the project in relation to the scope of the project.

Answer 40

systems engineering

Question 41

A group decision method where everyone must be in agreement

Answer 41

unanimity

Question 42

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.

Answer 42

value analysis

Question 43

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.

Answer 43

value engineering

Question 44

A WBS companion document that defines all of the characteristics of each element within the WBS.

Answer 44

WBS dictionary

Question 45

A prepopulated WBS for repetitive projects. Previous projects’ WBSs are often used as templates for current similar projects.

Answer 45

WBS template

Question 46

A deliverables-oriented breakdown of the project scope.

Answer 46

work breakdown structure (WBS)

Question 47

The smallest item in the WBS.

Answer 47

work package

Question 48

Status of the deliverables: the work that’s been started, finished, or has yet to begin.

Answer 48

work performance information

Question 49

The primary output of breaking down the WBS work packages.

Answer 49

activity list

Question 50

The identification of more than one solution. Consider roles, materials, tools, and approaches to the project work.

Answer 50

alternative analysis

Question 51

A somewhat unreliable estimating approach that relies on historical information to predict what current activity durations should be. ___ is more reliable, however, than team member recollections. ___ is also known as top-down estimating and is a form of expert judgment.

Answer 51

analogous estimating

Question 52

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.

Answer 52

bottom-up estimating

Question 53

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 ___ are documented in a ___ plan.

Answer 53

control account

Question 54

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.

Answer 54

control threshold

Question 55

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

Answer 55

crashing

Question 56

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.

Answer 56

critical path

Question 57

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. ___ 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.

Answer 57

discretionary dependencies

Question 58

The earliest a project activity can finish. Used in the forward pass procedure to discover the critical path and the project float.

Answer 58

early finish

Question 59

The earliest a project activity can begin. Used in the forward pass procedure to discover the critical path and the project float.

Answer 59

early start

Question 60

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.

Answer 60

external dependencies

Question 61

A schedule compression method that changes the relationship of activities. With ___, activities that would normally be done in sequence are allowed to be done in parallel or with some overlap. ___ 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, ___ does add risk to the project.

Answer 61

fast tracking

Question 62

An activity relationship type that requires the current activity to be finished before its successor can finish.

Answer 62

finish-to-finish

Question 63

An activity relationship type that requires the current activity to be finished before its successor can start.

Answer 63

finish-to-start

Question 64

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.

Answer 64

fragnet

Question 65

This is the total time a single activity can be delayed without affecting the early start of its immediately following successor activities.

Answer 65

free float

Question 66

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.

Answer 66

hard logic

Question 67

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.

Answer 67

internal dependencies

Question 68

Positive time that moves two or more activities further apart.

Answer 68

lag time

Question 69

The latest a project activity can finish. Used in the backward pass procedure to discover the critical path and the project float.

Answer 69

late finish

Question 70

The latest a project activity can begin. Used in the backward pass procedure to discover the critical path and the project float.

Answer 70

late start

Question 71

Negative time that allows two or more activities to overlap where ordinarily these activities would be sequential.

Answer 71

lead time

Question 72

A percentage of the project duration to combat Parkinson’s Law. When project activities become late, their lateness is subtracted from the ___.

Answer 72

management reserve

Question 73

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.

Answer 73

mandatory dependencies

Question 74

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 ___ 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.

Answer 74

Monte Carlo analysis

Question 75

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.

Answer 75

parametric estimate

Question 76

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.

Answer 76

Parkinson’s Law

Question 77

A WBS entry located below a control account and above the work packages. A ___ signifies that there is more planning that needs to be completed for this specific deliverable.

Answer 77

planning package

Question 78

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.

Answer 78

precedence diagramming method

Question 79

Calendars that identify when the project work will occur.

Answer 79

project calendars

Question 80

This is the total time the project can be delayed without passing the customer-expected completion date.

Answer 80

project float

Question 81

A diagram that visualizes the flow of the project activities and their relationships to other project activities.

Answer 81

project network diagram

Question 82

An update to the work breakdown structure.

Answer 82

refinement

Question 83

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.

Answer 83

resource breakdown structure (RBS)

Question 84

Calendars that identify when project resources are available for the project work.

Answer 84

resource calendars

Question 85

A method to flatten the schedule when resources are overallocated. Resource leveling 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.

Answer 85

resource-leveling heuristic

Question 86

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.

Answer 86

rolling wave planning

Question 87

A subsidiary plan in the project management plan. It defines how the project schedule will be created, estimated, controlled, and managed.

Answer 87

schedule management plan

Question 88

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 ___ to change the order of the activities if so desired.

Answer 88

soft logic

Question 89

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.

Answer 89

start-to-finish

Question 90

An activity relationship type that requires the current activity to start before its successor can start.

Answer 90

start-to-start

Question 91

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.

Answer 91

subnet

Question 92

A previous project that can be adapted for the current project and forms that are pre-populated with organizational-specific information.

Answer 92

template

Question 93

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.

Answer 93

three-point estimate

Question 94

This is the total time an activity can be delayed without delaying project completion.

Answer 94

total float

Question 95

The smallest item in the work breakdown structure.

Answer 95

work package