[Clark] Flashcards
1
Q
Activity
A
A distinct Scheduled portion of work performed during the course of a project [Clark p.697]
2
Q
Activity Code
A
An Alphanumeric value assigned to each activity that enables classifying, sorting, and filtering. [Clark p.697]
3
Q
Accuracy
A
Values that are close to the true target value [Clark p.697]
4
Q
Activity Label
A
A phrase that names and describes an activity [Clark p.697]
5
Q
Adaptive Lifecycles
A
The process within their iterations can be going on in parallel used in application areas where there is a rapid change [Clark p.697]
6
Q
Actual Cost (AC)
A
The realized cost incurred for the work performed on an activity during a specific time period [Clark p.697]
7
Q
Apportioned Effort
A
An activity where effort is allotted proportionately across certain discrete efforts and not divisible into discrete efforts [Clark p.697]
8
Q
Assumption
A
A factor in the planning process considered to be true, real, or certain, without proof or demonstration [Clark p.697]
9
Q
Alternative Analysis
A
A technique used to evaluate identified options in order to select the options or approaches to use to execute and perform the work of the project [Clark p.697]
10
Q
Analogous Estimating
A
A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project. [Clark p.697]
11
Q
Change Requests
A
A formal proposal to modify a document, deliverable, or baseline [Clark p.699]
12
Q
Baseline
A
The approved version of a work product that can be changed using formal change control procedures and is used as the basis for comparison to actual results [Clark p.699]
13
Q
Avoidance
A
A risk response strategy whereby the project team acts to eliminate the threat of protect the project from its impact [Clark p.699]
14
Q
Backward Pass
A
Is a critical path method technique for calculating the late start and late finish dates by working backward through a schedule model from the project end date [Clark p.699]
15
Q
Balanced Matrix
A
Is a two-dimensional management structure (matrix) in which employees are assigned to two organizational groups [Clark p.699]
16
Q
Work Performance data
A
The raw observations and measurements identified during activities being performed to carry out the project work [Clark p.699]
17
Q
Budget at Completion (BAC)
A
The sum of all the budgets established for the work to be performed [Clark p.699]
18
Q
Benefits Management Plan
A
Includes the target benefits of the project, such as net present value calculations and the tine frame for realizing benefits [Clark p.699]
19
Q
Bidder Conferences
A
Are the meetings between buyers and prospective sellers prior to submittal [Clark p.699]
20
Q
Bottom-up Estimating
A
A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS) [Clark p.699]
21
Q
Brainstorming
A
Uses the combined creative efforts of the project team, experts, and consultants to develop the quality management plan [Clark p.701]
22
Q
Change Control Board
A
A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions [Clark p.701]
23
Q
Code of Accounts
A
QA numbering system used to uniquely identify each component of the work breakdown structure [Clark p.701]
24
Q
Work Performance Report
A
The physical or electronic representation of work performance information compiled in project documents, intended to generate decisions, actions, or awareness [Clark p.701]
25
Constraint
A factor that limits the options for managing a project, program, portfolio, or process [Clark p.701]
26
Change Control
A process whereby modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or rejected. [Clark p.701]
27
Change Control System
A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled [Clark p.701]
28
Communications Management Plan
A component of the Project, program, or portfolio management plan that describes how, when, and by whom information will be administered and disseminated [Clark p.701]
29
Configuration Management System
A collection of procedures used to track project artifacts and monitor and control changes to these artifacts [Clark p.701]
30
Contingency Plan
A document describing actions that the project team can take if predetermined trigger conditions occur. [Clark p.701]
31
Contingency Reserve
Time or Money allocated in the schedule or cost baseline for known risks with active response strategies [Clark p.703]
32
Corrective Action
An intentional activity that realigns the performance of the project work with the project management plan [Clark p.703]
33
Cost Management Plan
A component of a project or program management plan that describes how costs will be planned, structured, and controlled [Clark p.703]
34
Cost Variance (CV)
The amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual cost [Clark p.703]
35
Critical Chain Method
A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties [Clark p.703]
36
Control Account
A management control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement Control Account (CA) is a management control point at which budgets (resource plans) and actual costs are accumulated and compared to earned value for management control purposes. [Clark p.703]
37
Cost Baseline
The approved version of work package cost estimates and contingency reserve that can be changed using formal change control procedures and is used as the basis for comparison to actual results [Clark p.703]
38
Cost Performance Index (CPI)
A measure of cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost [Clark p.703]
39
Crashing
A schedule compression technique used to shorten the schedule duration for the least incremental cost by adding resources [Clark p.703]
40
Critical Path
The sequence of activities that represents the longest path through a project, which determines the shortest possible duration [Clark p.703]
41
Critical Path Activity
An activity on the critical path in a project schedule. [Clark p.705]
42
Data Date
A point in time when the status of the project is recorded [Clark p.705]
43
Decomposition
A technique used for dividing and subdividing the project scope and project deliverables into smaller more manageable parts. [Clark p.705]
44
Deliverable
Anu unique and verifiable product, result, or capability to perform a service that is produced to complete a process, phase, or project [Clark p.705]
45
Duration
The total number of work periods required to complete an activity or work breakdown structure component, expressed in hours, days, or weeks [Clark p.705]
46
Critical Path Method
A method used to estimate the minimum project duration and determine the amount of scheduling flexibility the logical network paths within the schedule model [Clark p.705]
47
Decision Tree Analysis
A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty [Clark p.705]
48
Defect Repair
An intentional activity to modify a nonconforming product or product component [Clark p.705]
49
Discrete Effort
An activity that can be planned and measured and that yields a specific output [Clark p.705]
50
Early Finish Date
In the critical path method, the earliest possible point in time when the uncompleted portions of a schedule activity can finish based on the schedule network logic, the data date, and any schedule constraints [Clark p.705]
51
Early Start Date
In the Critical Path Method the earliest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic, the data date, and any schedule constraints [Clark p.707]
52
Earned Value Management
A Methodology that combines scope, schedule, and resource measurements to asses project performance and progress [Clark p.697]
53
Enterprise Environmental Factors (EEF)
Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio. [Clark p.707]
54
Estimate to Complete (ETC)
The expected cost to finish all the remaining project work [Clark p.707]
55
Finish-to-Finish
A logical relationship in which a successor activity cannot finish until a predecessor activity has finished. [Clark p.707]
56
Earned Value Management
The measure of work performed expressed in terms of the budget authorized for that work [Clark p.707]
57
Effort
The number of labor units required to complete a schedule activity or work breakdown structure component, often expressed in hours, days, or weeks [Clark p.707]
58
Estimate at Completion (EAC)
The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete [Clark p.707]
59
Fast Tracking
The schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration [Clark p.707]
60
Finish-to-Start
A logical relationship in which a successor activity cannot start until a predecessor activity has finished [Clark p.707]
61
Fixed Formula Method
A method of estimating earned value in which a specified percentage of the budget value of a work package is assigned to the start milestone and the remaining percentage is assigned when the work package is complete [Clark p.709]
62
Free Float
The amount of time that a scheduled activity can be delayed without delaying the early start date of any successor or violating a schedule constraint [Clark p.709]
63
Gantt Chart
A bar chart of schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to the start and finish dates. [Clark p.709]
64
Late Finish Date
In the critical path method , the attest possible point in time when the uncompleted portions of a schedule activity can finish based on schedule network logic, the project completion date, and any schedule constraints [Clark p.709]
65
Lead
The amount of time whereby a successor activity can be advanced with respect to a predecessor activity [Clark p.709]
66
Forward Pass
A critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or a given point in time [Clark p.709]
67
Functional Organization
Organizational structure in which staff is grouped by areas of specialization and the project manager has limited authority to assign work and apply resources [Clark p.709]
68
Lag
The amount of time whereby a successor activity will be delayed with respect to a predecessor activity [Clark p.709]
69
Late Start Date
In the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can start based on the schedule network logic, the project completion date, and any schedule constraints. [Clark p.709]
70
Lessons Learned
The knowledge gained during a project which shows how project events wee addressed or should be addressed in the future for the purposes of improving future performance [Clark p.709]
71
Level of Effort (Activity)
In project management, level of effort (LOE) is a support-type project activity that must be done to support other work activities or the entire project effort. ... As a result, an LOE activity should never be on the critical path of the project schedule, as it never of itself adds time to the project. [Clark p.711]
72
Management Reserve
Time or money that management sets aside in addition to the schedule or cost-baseline and releases for 'unforeseen' work that is within the scope of the project [Clark p.711]
73
Milestone
A significant point or event in a project, program, or portfolio [Clark p.711]
74
Most Likely Duration
An estimate of the most probable activity duration that takes into account all the known variables that could affect performance [Clark p.711]
75
Near-Critical Path
A sequence of activities with low float which, if exhausted, becomes a critical path sequence for the project [Clark p.711]
76
Logical Relationship
A dependency between two activities or between an activity and a milestone [Clark p.711]
77
Matrix Organization
An organization structure in which the project manager shares authority with the functional manager temporarily to assign work and apply resources [Clark p.711]
78
Milestone Schedule
a type of schedule that presents milestones with planned dates [Clark p.711]
79
Near-Critical Activity
an activity with a total float that is deemed to be low based on expert judgment [Clark p.711]
80
Network Logic
All activities and dependencies in a project schedule network diagram [Clark p.711]
81
Network Path
A sequence of Activities connected by logical relationships in a project schedule network diagram [Clark p.713]
82
Opportunity
A risk that would have a positive effect on one or more project outcomes [Clark p.713]
83
Organizational Breakdown Structure
A hierarchical representation of the project organization, which illustrates the relationship between project activities and the organizational units that will perform those activities [Clark p.713]
84
Organizational Process Assets
Plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization [Clark p.713]
85
Organizational Project Management Maturity
The level of an organization's ability to deliver the desired strategic outcomes in a predictable, controllable, and reliable manner. [Clark p.713]
86
Node
A point at which dependency lines connect on a schedule network diagram [Clark p.713]
87
Optimistic Duration
An estimate of the shortest activity duration that takes into account all of the known variables that could affect performance [Clark p.713]
88
Organizational Enabler
A structural, cultural, technological, or human resource practice that the performing organization can use to achieve strategic objectives. [Clark p.713]
89
Organizational Project Management (OPM)
A framework in which portfolio, program, and project management are integrated with organizational enablers in order to achieve strategic objectives [Clark p.713]
90
Parametric Estimating
An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters. [Clark p.713]
91
Path Convergence
A relationship where a scheduled activity has more than one predecessor [Clark p.715]
92
Percent Complete
An estimate expressed as a percent of the amount of work that has been completed on an activity or a work breakdown structure component [Clark p.715]
93
Performing Organization
An enterprise whose personnel are the most directly involved in doing the work of the project or program [Clark p.715]
94
Phase Gate
A review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project or program [Clark p.715]
95
Portfolio
Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives. [Clark p.715]
96
Path Divergence
A Relationship where a schedule activity has more than one successor [Clark p.715]
97
Performance Measurement Baseline
Integrated Scope, Schedule, and cost baseline used for comparison to manage, measure, and control project execution [Clark p.715]
98
Pessimistic Duration
An estimate of the longest Activity duration that takes into account all of the known variables that could affect performance [Clark p.715]
99
Planned Value
The authorized budget assigned to scheduled work [Clark p.715]
100
Portfolio Balancing
The process of optimizing the mix of portfolio components to further the strategic objectives of the organization [Clark p.715]
101
Portfolio Charter
A document issued by a sponsor that authorizes and specifies the portfolio structure and links the portfolio to the organizations strategic objectives [Clark p.717]
102
Portfolio Management Plan
A document that specifies how a portfolio will be organized, monitored, and controlled [Clark p.717]
103
Precedence Diagramming Method
A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be preformed [Clark p.717]
104
Preventive Action
An intentional activity that ensures the future performance of the project work is aligned with the project management plan [Clark p.717]
105
Procurement Management Plan
A component of the project or program management plan that describes how a team will acquire goods and services from the outside of the performing organization [Clark p.717]
106
Portfolio Management Plan
The centralized management of one or more portfolios to achieve strategic objectives [Clark p.717]
107
Portfolio Manager
The person or group assigned by the performing organization to establish, balance, monitor, and control portfolio components in order to achieve strategic business objectives [Clark p.717]
108
Predecessor Activity
An activity that logically comes before a dependent activity in a schedule [Clark p.717]
109
Probability and Impact Matrix
A grid for mapping the probability of occurrence of each risk and its impact on project objectives if that risk occurs [Clark p.717]
110
Product Lifecycle Management
The series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement. [Clark p.717]
111
Program
Related Projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually [Clark p.719]
112
Program Evaluation and Review Technique (PERT)
A technique used to estimate project duration through a weighted average of optimistic, pessimistic, and most likely activity durations when there is uncertainty with the individual activity estimates [Clark p.719]
113
Program Management Office (PMO)
A management structure that standardizes the program-related governance process and facilitates the sharing of resources, methodologies, tools and techniques [Clark p.719]
114
Program Manager
The person who is authorized by the performing organization to lead the team or teams responsible for achieving program objectives [Clark p.719]
115
Project
A temporary endeavor undertaken to create a unique product, service, or result [Clark p.719]
116
Program Charter
A document issued by a sponsor that authorizes the program management team to use organizational resources to execute the program and links the program to the organization's strategic objectives [Clark p.719]
117
Program Management
The application of knowledge, skills, and principles to a program to achieve the program objectives and to obtain benefits and control not available by managing program components separately [Clark p.719]
118
Program Management Plan
A document that integrates the program's subsidiary plans and establishes the management controls and overall plan for integrating and managing the program's individual components [Clark p.719]
119
Progressive Elaboration
The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available [Clark p.719]
120
Project Budget
The sum of work package cost estimates, contingency reserve and management reserve [Clark p.719]
121
Project Calendar
A calendar that identifies working days and shifts that are available for scheduled activities [Clark p.721]
122
Project Life Cycle
The series of phases that a project passes through from its start to completion [Clark p.721]
123
Project Management Office (PMO)
A management structure that standardizes the project related governance processes and facilitates the sharing of resources, methodologies, tools and techniques [Clark p.721]
124
Project Manager
The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives [Clark p.721]
125
Project Schedule
An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources. [Clark p.721]
126
Project Charter
A document issues by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities [Clark p.721]
127
Project Management Plan
The document that describes how the project will be executed, monitored and controlled, and closed. Scope Plan, Quality Plan, Human Resources Plan, etc. [Clark p.721]
128
Project Management
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements [Clark p.721]
129
Project Phase
A collection of logically related project activities that culminates in the completion of one or more deliverables [Clark p.721]
130
Project Schedule Network Diagram
A graphical representation of the logical relationships among the project schedule activities [Clark p.721]
131
Project Scope
The work performed to deliver a product, service, or result with the specified features and functions [Clark p. 723]
132
Projectized Organization
An organizational structure in which the project manager has full authority to assign work and apply resources [Clark p. 723]
133
Work performance information
The performance data collected from controlling processes, analyzed in comparison with project management plan components, project documents, and other work performance information. [Clark p. 723]
134
Residual Risk
The risk that remains after risk responses have been implemented [Clark p. 723]
135
Weak Matrix
In this form or organization, the functional manager retains most of the power; they 'own' the people and resources. In a weak/functional matrix, the project manager is not very powerful [Clark p. 723]
136
Project Scope Statement
The description of the project scope, major deliverables, assumptions, and constraints [Clark p. 723]
137
Quality Management Plan
A component of the program or project management plan that describes how an organizations policies, procedures, and guidelines will be implemented to achieve the quality objectives [Clark p. 723]
138
Verified Deliverable
Completed project deliverables that have been checked and confirmed for correctness through the Control Quality Process [Clark p. 723]
139
Variance at Completion (VAC)
A projection of the amount of the budget deficit or surplus, expressed as the difference between the budget at completion and the estimate at completion [Clark p. 723]
140
Resource Leveling
A resource optimization technique in which adjustments are made to the project schedule to optimize the allocation of resources and which may affect the critical path [Clark p. 723]
141
Variable Cost
Any expense that changes in proportion to the level of activity of the business, such as the purchase of more or less raw material [Clark p.725]
142
Resource Smoothing
A resource optimization technique in which free and total float are used without affecting the critical path [Clark p.725]
143
Risk
An uncertain event of condition that, if it occurs has a positive or negative effect on one or more project objectives [Clark p.725]
144
Risk Appetite
The degree of uncertainty an organization or individual is willing to accept in anticipation of a reward [Clark p.725]
145
Risk Breakdown Structure
A hierarchical representation of potential sources of risk [Clark p.725]
146
Waterfall Model
Is a relatively linear sequential design approach as progress flows is largely one direction through the phases of conception, initiation, analysis, design, construction, testing, deployment, and maintenance. [Clark p.725]
147
Responsibility assignment Matrix
A grid that shows the project resources assigned to each work package [Clark p.725]
148
Risk Acceptance
A risk response strategy where the project team decides to acknowledge the risk and not take any action unless the risk occurs [Clark p.725]
149
Risk Avoidance
A risk response strategy where the project team acts to eliminate the threat or protect the project from its impact [Clark p.725]
150
Validate Scope
The process of formalizing acceptance of the completed project deliverables [Clark p.725]
151
Risk Enhancement
A risk response strategy where the project team acts to increase the probability of occurrence or impact of an opportunity. {Clark p.727]
152
Risk Exposure
An aggregate measure of the potential impact of all risks at any given point in time in a project, program, or portfolio. {Clark p.727]
153
Risk Mitigation
A risk response strategy where the project team acts to decrease the probability of occurrence or impact of a threat. {Clark p.727]
154
Risk Register
repository in which outputs of risk management processes are recorded {Clark p.727]
155
Risk Threshold
The measure of acceptable variation around an objective that reflects the risk appetite of the organization and stakeholders {Clark p.727]
156
Risk Exploiting
A risk response strategy where the project team acts to ensure that an opportunity occurs. {Clark p.727]
157
Risk Management Plan
A component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed {Clark p.727]
158
Risk Owner
The person responsible for monitoring the risk and for selecting and implementing an appropriate risk response strategy {Clark p.727]
159
Risk Sharing
A risk response strategy where the project team allocates ownership of an opportunity to a third party who is best able to capture the benefit for the project {Clark p.727]
160
Risk Tolerance
The degree of uncertainty that an organization or individual is willing to withstand {Clark p.727]
161
Risk Transference
A risk response strategy where the project team shifts the impact of a threat to a third party, together with ownership of the response {Clark p.727]
162
Schedule Baseline
The approved version of a schedule model that can be changed using normal change control procedures and is used as the basis of comparison to actual results [Clark p.729]
163
Schedule Management Plan
A component of the project or program management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule. [Clark p.729]
164
Schedule Model Analysis
A process used to investigate or analyze the output of the schedule model in order to optimize the schedule [Clark p.729]
165
Schedule Performance Index (SPI)
A measure of efficiency expressed as the ratio of the earned value to the planned value [Clark p.729]
166
Rolling Wave Planning
An iterative Planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level [Clark p.729]
167
Schedule Compression
A technique used to shorten the schedule duration without reducing the project scope [Clark p.729]
168
Schedule Model
A representation of the plan for executing the project's activities, including durations, dependencies, and other planning information, used to produce a project schedule along with other schedule artifacts [Clark p.729]
169
Voting
Is used to select for best response involving project team members when discussing cost estimates [Clark p.729]
170
Transference
Involves shifting ownership to a third party, such as payment of insurance premiums so that if the risk occurs, its impact will be minimized [Clark p.729]
171
Tender
Notice invited bidders for a project or to accept a formal offer such as a takeover bid. Tender usually refers to the process whereby governments and financial institutions invite bids for large projects that must be submitted by a finite deadline [Clark p.731]
172
Scope Management Plan
A component of the project or program management plan that describes how the scope will be defined, developed, monitored, controlled and validated [Clark p.731]
173
Secondary Risk
A risk that arises as a direct result of implementing a risk response [Clark p.731]
174
Staffing Management Plan
A component of the resource management plan that describes when and how team members will be acquired and how long they will be needed [Clark p.731]
175
Stakeholder Engagement Plan
A component of the project or program management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project or program decision making and execution [Clark p.731]
176
Training
Is necessary for team members close to the needed skill set but missing a certain tool or discipline [Clark p.731]
177
S-Curve Analysis
A technique used to indicate performance trends by using a graph that displays cumulative cost over a specific time period [Clark p.731]
178
Sponsor
An individual or a group that provides resources and support for the project, program, or portfolio, and is accountable for establishing success [Clark p.731]
179
Stakeholder
An individual , Group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio [Clark p.731]
180
Start-to-Finish
A logical relationship in which a successor activity cannot finish until a predecessor activity has started [Clark p.731]
181
Start-to-Start
A logical relationship in which a successor activity cannot start until a predecessor activity has started [Clark p.733]
182
Summary Activity
A group of related schedule activities aggregated and displayed as a single activity [Clark p.733]
183
Three-Point Estimating
A technique used to estimate cost or duration by applying and average or weighted average of optimistic, pessimistic, and most likely estimates where there is uncertainty with the individual activity estimates [Clark p.733]
184
Total Float
The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint [Clark p.733]
185
Variance Analysis
A technique for determining the cause and degree of difference between the baseline and actual performance [Clark p.733]
186
Successor Activity
A dependent activity that logically comes after another activity on a schedule [Clark p.733]
187
Threat
A risk that would have a negative effect on one or more project objectives [Clark p.733]
188
To-Complete Performance Index (TCPI)
A measure of the cost performance that is achieved with the remaining resources in order to meet a specified management goal, expressed as the ratio of the cost to finish the outstanding work to the remaining budget [Clark p.733]
189
Trigger Condition
An event or situation that indicates that a risk is about to occur [Clark p.733]
190
Team Charter
A document that records the team values, agreements, and operating guidelines, as well as establishing clear expectations regarding acceptable behavior by project team members [Clark p.733]
191
WBS Dictionary
A document that provides detailed deliverable activity, and scheduling information about each component in the work breakdown structure [Clark p.735]
192
What-If Scenario Analysis
The process of evaluating scenarios in order to predict their effect on project objectives [Clark p.735]
193
Work Package
The work defined at the lowest level of the work breakdown structure for which cost, and duration are estimated and managed [Clark p.735]
194
Project Reporting
Report that contains the deliverables, requirements, tasks, start date, duration, resources and percentage complete of the project and tasks. [Clark p.735]
195
Virtual Teams
Groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face [Clark p.735]
196
Weighted Milestone Method
A method of estimating earned value of a work package is divided into measurable segments, each ending with a milestone that is assigned a weighted budget value [Clark p.735]
197
Work Breakdown Structure (WBS)
A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables [Clark p.735]
198
Workaround
An immediate and temporary response to an issue, for which a prior response had not been planned or was not effective [Clark p.735]
199
Project Team Assignments
Contain the project team directory and the roles and responsibilities of team members recorded in the project plan [Clark p.735]
200
Project Team
A set of individuals who support the project manager in performing the work of the project to achieve its objectives [Clark p.735]
201
Prompt Lists
Are predetermined lists of categorized risks to help guide meetings [Clark p.737]
202
Prototypes
A method of obtaining early feedback on requirements by providing a working model of the expected product before it is actually built [Clark p.737]
203
Purchase Order (PO)
This type of contract is used to purchase commodities [Clark p.737]
204
Quality Management Plan
The degree to which a set of inherent characteristics fulfills requirements [Clark p.737]
205
SWOT
Analysis of strengths, weaknesses, opportunities, and threats of an organization project or option [Clark p.737]
206
Quality Report
A project document that includes quality management issues, recommendations for corrective actions, and a summary of findings from quality control activities and may include recommendations for process, project and program improvements [Clark p.737]
207
Recognition and Rewards
Are needed to show team members how important they are to the project and to say thankyou for a job well done [Clark p.737]
208
Representations of Uncertainty
Such as representations of risks in duration, cost, or resource requirement use a probability distribution such as triangular, normal, lognormal, beta, uniform, or discrete distributions [Clark p.737]
209
Request for Information (RFI)
A type of procurement document whereby the buyer requests a potential seller to provide various pieces of information related to a product or service or seller capability [Clark p.737]
210
Request for Proposal (RFP)
A type of procurement document used to request proposals from prospective sellers of products or services. In some application areas, it may have a narrower or more specific meaning. [Clark p.737]
211
Request for Quotations (RFQ)
A type of procurement document used to request price quotations from prospective sellers of common standard products or services. Sometimes used in place of request for proposal and, in some application areas, it may have a narrower or more specific meaning. [Clark p.739]
212
Requirements Documentation
A description of how individual requirements meet the business need for the project [Clark p.739]
213
Requirements Management Plan
A component of the project or program management plan that describes how requirements will be analyzed, documented and managed [Clark p.739]
214
Requirements Traceability Matrix
A grid that links product requirements from their origin to the deliverables that satisfy them [Clark p.739]
215
Supportive PMOs
Provide consultative role to projects by supplying templates, best practices, training, access to information, and lessons learned from other projects [Clark p.739]
216
Reserve Analysis
An analytical technique to determine the essential features and relationships of components in the project management plan to establish a reserve for the schedule duration, budget, estimated costs, or funds for a project. [Clark p.739]
217
Time and Materials Contract (T&M)
Use this type of contract when the scope is incomplete or not determined. T&Ms are also used when the deliverable is labor hours [Clark p.739]
218
Resource Breakdown Structure (RBS)
A hierarchical representation of resources by category and type [Clark p.739]
219
Resource Calendar
A calendar that identifies the working days and shifts upon which each specific resource is available [Clark p.739]
220
Strong Matrix or Project Matrix
The project Manager has most of the power, resources, and control over the work. The functional manager is there to add support ad technical expertise and to look after HR issues. [Clark p.739]
221
Resource Management Plan
A component of the project management plan that describes how project resources are acquired, allocated, monitored, and controlled [Clark p.741]
222
Resource Optimization
A technique in which activity start and finish dates are adjusted to balance demand for resources with the available supply [Clark p.741]
223
Source Selection Criteria
A set of attributes desired by the buyer which a seller is required to meet or exceed to be selected for a contract [Clark p.741]
224
Risk Categorization
Organization by sources of risk (e.g. using the RBS), the area of the project affected (e.g. using the WBS) , or other useful category (e.g. project phase) to determine the areas of the project most exposed to the effects of uncertainty [Clark p.741]
225
Start to Start (SS)
A logical relationship in which successor activity cannot start until a predecessor activity has started [Clark p.741]
226
Activity list
A documented tabulation of scheduled activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed. [Clark p.741]
227
Rolling wave planning
An iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. [Clark p.741]
228
Rough Order or Magnitude
Is when a project is at or near its birth stage and someone asks what it may cost for the project, the project manager may give the sponsor or senior management a rough order of magnitude, which is -25% to + 75% [Clark p.741]
229
Scatter diagrams
Allows you to analyze the relationships between two variables [Clark p.741]
230
SIPOC (suppliers, inputs, process, outputs, customers) diagram
Is a visual tool for documenting a business process from beginning to end [Clark p.741]
231
Start to Finish (SF)
Is a logical relationship in which successor activity cannot be finished until a predecessor activity has started [Clark p.743]
232
Schedule Data
The collection of information for describing and controlling the schedule [Clark p.743]
233
Share Risk
Involves transferring ownership to a third party. Examples of sharing actions include partnerships, teams, and joint ventures. [Clark p.743]
234
Schedule Network Analysis
A technique to identify early and late start dates, as well as early and late finish dates, for the uncompleted portions of project activities [Clark p.743]
235
Seller Proposals
Formal responses from sellers to a request for proposal or other procurement document specifying the price, commercial terms of sale, and technical specifications or capabilities the seller will do for the requesting organization that, if accepted, would bind the seller to perform the resulting agreement [Clark p.743]
236
Schedule Variance (SV)
Which Measures the difference between the Earned Value (EV) (The value of work actually performed) and the Planned Value (PV), so SV = EV -PV [Clark p.743]
237
Scope Baseline
The approved version of a scope statement, work breakdown structure (WBS), and its associated WBS Dictionary, that can be changed using formal change control procedures and is used as a basis for comparison to actual results [Clark p.743]
238
Scope Creep
The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources [Clark p.743]
239
Sequence Activities
A technique to identify early and late start dates, as well as early and late finish dates, for the uncompleted portions of project activities [Clark p.743]
240
Tuckman's Ladder
Describes the stages of team formation and development. These stages are: 1. Forming - The team meets and learns about the Project. 2 Storming - The Team begins to address the project work. 3. Norming - The team begins to work together. 4. Preforming - The team is efficient and works through issues. 5. Adjourning - The Team completes the work and is disbanded. [Clark p.743]
