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[Clark] Flashcards

1
Q

Activity

A

A distinct Scheduled portion of work performed during the course of a project [Clark p.697]

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2
Q

Activity Code

A

An Alphanumeric value assigned to each activity that enables classifying, sorting, and filtering. [Clark p.697]

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3
Q

Accuracy

A

Values that are close to the true target value [Clark p.697]

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4
Q

Activity Label

A

A phrase that names and describes an activity [Clark p.697]

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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]

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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]

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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]

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8
Q

Assumption

A

A factor in the planning process considered to be true, real, or certain, without proof or demonstration [Clark p.697]

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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]

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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]

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11
Q

Change Requests

A

A formal proposal to modify a document, deliverable, or baseline [Clark p.699]

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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]

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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]

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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]

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15
Q

Balanced Matrix

A

Is a two-dimensional management structure (matrix) in which employees are assigned to two organizational groups [Clark p.699]

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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]

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17
Q

Budget at Completion (BAC)

A

The sum of all the budgets established for the work to be performed [Clark p.699]

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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]

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19
Q

Bidder Conferences

A

Are the meetings between buyers and prospective sellers prior to submittal [Clark p.699]

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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]

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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]

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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]

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23
Q

Code of Accounts

A

QA numbering system used to uniquely identify each component of the work breakdown structure [Clark p.701]

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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]

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25
Q

Constraint

A

A factor that limits the options for managing a project, program, portfolio, or process [Clark p.701]

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26
Q

Change Control

A

A process whereby modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or rejected. [Clark p.701]

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27
Q

Change Control System

A

A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled [Clark p.701]

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28
Q

Communications Management Plan

A

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]

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29
Q

Configuration Management System

A

A collection of procedures used to track project artifacts and monitor and control changes to these artifacts [Clark p.701]

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30
Q

Contingency Plan

A

A document describing actions that the project team can take if predetermined trigger conditions occur. [Clark p.701]

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31
Q

Contingency Reserve

A

Time or Money allocated in the schedule or cost baseline for known risks with active response strategies [Clark p.703]

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32
Q

Corrective Action

A

An intentional activity that realigns the performance of the project work with the project management plan [Clark p.703]

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33
Q

Cost Management Plan

A

A component of a project or program management plan that describes how costs will be planned, structured, and controlled [Clark p.703]

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34
Q

Cost Variance (CV)

A

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]

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35
Q

Critical Chain Method

A

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]

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36
Q

Control Account

A

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]

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37
Q

Cost Baseline

A

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]

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38
Q

Cost Performance Index (CPI)

A

A measure of cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost [Clark p.703]

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39
Q

Crashing

A

A schedule compression technique used to shorten the schedule duration for the least incremental cost by adding resources [Clark p.703]

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40
Q

Critical Path

A

The sequence of activities that represents the longest path through a project, which determines the shortest possible duration [Clark p.703]

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41
Q

Critical Path Activity

A

An activity on the critical path in a project schedule. [Clark p.705]

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42
Q

Data Date

A

A point in time when the status of the project is recorded [Clark p.705]

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43
Q

Decomposition

A

A technique used for dividing and subdividing the project scope and project deliverables into smaller more manageable parts. [Clark p.705]

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44
Q

Deliverable

A

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]

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45
Q

Duration

A

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]

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46
Q

Critical Path Method

A

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]

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47
Q

Decision Tree Analysis

A

A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty [Clark p.705]

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48
Q

Defect Repair

A

An intentional activity to modify a nonconforming product or product component [Clark p.705]

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49
Q

Discrete Effort

A

An activity that can be planned and measured and that yields a specific output [Clark p.705]

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50
Q

Early Finish Date

A

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]

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51
Q

Early Start Date

A

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]

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52
Q

Earned Value Management

A

A Methodology that combines scope, schedule, and resource measurements to asses project performance and progress [Clark p.697]

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53
Q

Enterprise Environmental Factors (EEF)

A

Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio. [Clark p.707]

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54
Q

Estimate to Complete (ETC)

A

The expected cost to finish all the remaining project work [Clark p.707]

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55
Q

Finish-to-Finish

A

A logical relationship in which a successor activity cannot finish until a predecessor activity has finished. [Clark p.707]

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56
Q

Earned Value Management

A

The measure of work performed expressed in terms of the budget authorized for that work [Clark p.707]

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57
Q

Effort

A

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]

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58
Q

Estimate at Completion (EAC)

A

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]

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59
Q

Fast Tracking

A

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]

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60
Q

Finish-to-Start

A

A logical relationship in which a successor activity cannot start until a predecessor activity has finished [Clark p.707]

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61
Q

Fixed Formula Method

A

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]

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62
Q

Free Float

A

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]

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63
Q

Gantt Chart

A

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]

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64
Q

Late Finish Date

A

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]

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65
Q

Lead

A

The amount of time whereby a successor activity can be advanced with respect to a predecessor activity [Clark p.709]

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66
Q

Forward Pass

A

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]

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67
Q

Functional Organization

A

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]

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68
Q

Lag

A

The amount of time whereby a successor activity will be delayed with respect to a predecessor activity [Clark p.709]

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69
Q

Late Start Date

A

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]

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70
Q

Lessons Learned

A

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]

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71
Q

Level of Effort (Activity)

A

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]

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72
Q

Management Reserve

A

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]

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73
Q

Milestone

A

A significant point or event in a project, program, or portfolio [Clark p.711]

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74
Q

Most Likely Duration

A

An estimate of the most probable activity duration that takes into account all the known variables that could affect performance [Clark p.711]

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75
Q

Near-Critical Path

A

A sequence of activities with low float which, if exhausted, becomes a critical path sequence for the project [Clark p.711]

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76
Q

Logical Relationship

A

A dependency between two activities or between an activity and a milestone [Clark p.711]

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77
Q

Matrix Organization

A

An organization structure in which the project manager shares authority with the functional manager temporarily to assign work and apply resources [Clark p.711]

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78
Q

Milestone Schedule

A

a type of schedule that presents milestones with planned dates [Clark p.711]

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79
Q

Near-Critical Activity

A

an activity with a total float that is deemed to be low based on expert judgment [Clark p.711]

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80
Q

Network Logic

A

All activities and dependencies in a project schedule network diagram [Clark p.711]

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81
Q

Network Path

A

A sequence of Activities connected by logical relationships in a project schedule network diagram [Clark p.713]

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82
Q

Opportunity

A

A risk that would have a positive effect on one or more project outcomes [Clark p.713]

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83
Q

Organizational Breakdown Structure

A

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]

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84
Q

Organizational Process Assets

A

Plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization [Clark p.713]

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85
Q

Organizational Project Management Maturity

A

The level of an organization’s ability to deliver the desired strategic outcomes in a predictable, controllable, and reliable manner. [Clark p.713]

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86
Q

Node

A

A point at which dependency lines connect on a schedule network diagram [Clark p.713]

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87
Q

Optimistic Duration

A

An estimate of the shortest activity duration that takes into account all of the known variables that could affect performance [Clark p.713]

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88
Q

Organizational Enabler

A

A structural, cultural, technological, or human resource practice that the performing organization can use to achieve strategic objectives. [Clark p.713]

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89
Q

Organizational Project Management (OPM)

A

A framework in which portfolio, program, and project management are integrated with organizational enablers in order to achieve strategic objectives [Clark p.713]

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90
Q

Parametric Estimating

A

An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters. [Clark p.713]

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91
Q

Path Convergence

A

A relationship where a scheduled activity has more than one predecessor [Clark p.715]

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92
Q

Percent Complete

A

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]

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93
Q

Performing Organization

A

An enterprise whose personnel are the most directly involved in doing the work of the project or program [Clark p.715]

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94
Q

Phase Gate

A

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]

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95
Q

Portfolio

A

Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives. [Clark p.715]

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96
Q

Path Divergence

A

A Relationship where a schedule activity has more than one successor [Clark p.715]

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97
Q

Performance Measurement Baseline

A

Integrated Scope, Schedule, and cost baseline used for comparison to manage, measure, and control project execution [Clark p.715]

98
Q

Pessimistic Duration

A

An estimate of the longest Activity duration that takes into account all of the known variables that could affect performance [Clark p.715]

99
Q

Planned Value

A

The authorized budget assigned to scheduled work [Clark p.715]

100
Q

Portfolio Balancing

A

The process of optimizing the mix of portfolio components to further the strategic objectives of the organization [Clark p.715]

101
Q

Portfolio Charter

A

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
Q

Portfolio Management Plan

A

A document that specifies how a portfolio will be organized, monitored, and controlled [Clark p.717]

103
Q

Precedence Diagramming Method

A

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
Q

Preventive Action

A

An intentional activity that ensures the future performance of the project work is aligned with the project management plan [Clark p.717]

105
Q

Procurement Management Plan

A

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
Q

Portfolio Management Plan

A

The centralized management of one or more portfolios to achieve strategic objectives [Clark p.717]

107
Q

Portfolio Manager

A

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
Q

Predecessor Activity

A

An activity that logically comes before a dependent activity in a schedule [Clark p.717]

109
Q

Probability and Impact Matrix

A

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
Q

Product Lifecycle Management

A

The series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement. [Clark p.717]

111
Q

Program

A

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
Q

Program Evaluation and Review Technique (PERT)

A

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
Q

Program Management Office (PMO)

A

A management structure that standardizes the program-related governance process and facilitates the sharing of resources, methodologies, tools and techniques [Clark p.719]

114
Q

Program Manager

A

The person who is authorized by the performing organization to lead the team or teams responsible for achieving program objectives [Clark p.719]

115
Q

Project

A

A temporary endeavor undertaken to create a unique product, service, or result [Clark p.719]

116
Q

Program Charter

A

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
Q

Program Management

A

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
Q

Program Management Plan

A

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
Q

Progressive Elaboration

A

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
Q

Project Budget

A

The sum of work package cost estimates, contingency reserve and management reserve [Clark p.719]

121
Q

Project Calendar

A

A calendar that identifies working days and shifts that are available for scheduled activities [Clark p.721]

122
Q

Project Life Cycle

A

The series of phases that a project passes through from its start to completion [Clark p.721]

123
Q

Project Management Office (PMO)

A

A management structure that standardizes the project related governance processes and facilitates the sharing of resources, methodologies, tools and techniques [Clark p.721]

124
Q

Project Manager

A

The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives [Clark p.721]

125
Q

Project Schedule

A

An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources. [Clark p.721]

126
Q

Project Charter

A

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
Q

Project Management Plan

A

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
Q

Project Management

A

The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements [Clark p.721]

129
Q

Project Phase

A

A collection of logically related project activities that culminates in the completion of one or more deliverables [Clark p.721]

130
Q

Project Schedule Network Diagram

A

A graphical representation of the logical relationships among the project schedule activities [Clark p.721]

131
Q

Project Scope

A

The work performed to deliver a product, service, or result with the specified features and functions [Clark p. 723]

132
Q

Projectized Organization

A

An organizational structure in which the project manager has full authority to assign work and apply resources [Clark p. 723]

133
Q

Work performance information

A

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
Q

Residual Risk

A

The risk that remains after risk responses have been implemented [Clark p. 723]

135
Q

Weak Matrix

A

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
Q

Project Scope Statement

A

The description of the project scope, major deliverables, assumptions, and constraints [Clark p. 723]

137
Q

Quality Management Plan

A

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
Q

Verified Deliverable

A

Completed project deliverables that have been checked and confirmed for correctness through the Control Quality Process [Clark p. 723]

139
Q

Variance at Completion (VAC)

A

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
Q

Resource Leveling

A

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
Q

Variable Cost

A

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
Q

Resource Smoothing

A

A resource optimization technique in which free and total float are used without affecting the critical path [Clark p.725]

143
Q

Risk

A

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
Q

Risk Appetite

A

The degree of uncertainty an organization or individual is willing to accept in anticipation of a reward [Clark p.725]

145
Q

Risk Breakdown Structure

A

A hierarchical representation of potential sources of risk [Clark p.725]

146
Q

Waterfall Model

A

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
Q

Responsibility assignment Matrix

A

A grid that shows the project resources assigned to each work package [Clark p.725]

148
Q

Risk Acceptance

A

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
Q

Risk Avoidance

A

A risk response strategy where the project team acts to eliminate the threat or protect the project from its impact [Clark p.725]

150
Q

Validate Scope

A

The process of formalizing acceptance of the completed project deliverables [Clark p.725]

151
Q

Risk Enhancement

A

A risk response strategy where the project team acts to increase the probability of occurrence or impact of an opportunity. {Clark p.727]

152
Q

Risk Exposure

A

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
Q

Risk Mitigation

A

A risk response strategy where the project team acts to decrease the probability of occurrence or impact of a threat. {Clark p.727]

154
Q

Risk Register

A

repository in which outputs of risk management processes are recorded {Clark p.727]

155
Q

Risk Threshold

A

The measure of acceptable variation around an objective that reflects the risk appetite of the organization and stakeholders {Clark p.727]

156
Q

Risk Exploiting

A

A risk response strategy where the project team acts to ensure that an opportunity occurs. {Clark p.727]

157
Q

Risk Management Plan

A

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
Q

Risk Owner

A

The person responsible for monitoring the risk and for selecting and implementing an appropriate risk response strategy {Clark p.727]

159
Q

Risk Sharing

A

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
Q

Risk Tolerance

A

The degree of uncertainty that an organization or individual is willing to withstand {Clark p.727]

161
Q

Risk Transference

A

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
Q

Schedule Baseline

A

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
Q

Schedule Management Plan

A

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
Q

Schedule Model Analysis

A

A process used to investigate or analyze the output of the schedule model in order to optimize the schedule [Clark p.729]

165
Q

Schedule Performance Index (SPI)

A

A measure of efficiency expressed as the ratio of the earned value to the planned value [Clark p.729]

166
Q

Rolling Wave Planning

A

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
Q

Schedule Compression

A

A technique used to shorten the schedule duration without reducing the project scope [Clark p.729]

168
Q

Schedule Model

A

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
Q

Voting

A

Is used to select for best response involving project team members when discussing cost estimates [Clark p.729]

170
Q

Transference

A

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
Q

Tender

A

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
Q

Scope Management Plan

A

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
Q

Secondary Risk

A

A risk that arises as a direct result of implementing a risk response [Clark p.731]

174
Q

Staffing Management Plan

A

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
Q

Stakeholder Engagement Plan

A

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
Q

Training

A

Is necessary for team members close to the needed skill set but missing a certain tool or discipline [Clark p.731]

177
Q

S-Curve Analysis

A

A technique used to indicate performance trends by using a graph that displays cumulative cost over a specific time period [Clark p.731]

178
Q

Sponsor

A

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
Q

Stakeholder

A

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
Q

Start-to-Finish

A

A logical relationship in which a successor activity cannot finish until a predecessor activity has started [Clark p.731]

181
Q

Start-to-Start

A

A logical relationship in which a successor activity cannot start until a predecessor activity has started [Clark p.733]

182
Q

Summary Activity

A

A group of related schedule activities aggregated and displayed as a single activity [Clark p.733]

183
Q

Three-Point Estimating

A

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
Q

Total Float

A

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
Q

Variance Analysis

A

A technique for determining the cause and degree of difference between the baseline and actual performance [Clark p.733]

186
Q

Successor Activity

A

A dependent activity that logically comes after another activity on a schedule [Clark p.733]

187
Q

Threat

A

A risk that would have a negative effect on one or more project objectives [Clark p.733]

188
Q

To-Complete Performance Index (TCPI)

A

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
Q

Trigger Condition

A

An event or situation that indicates that a risk is about to occur [Clark p.733]

190
Q

Team Charter

A

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
Q

WBS Dictionary

A

A document that provides detailed deliverable activity, and scheduling information about each component in the work breakdown structure [Clark p.735]

192
Q

What-If Scenario Analysis

A

The process of evaluating scenarios in order to predict their effect on project objectives [Clark p.735]

193
Q

Work Package

A

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
Q

Project Reporting

A

Report that contains the deliverables, requirements, tasks, start date, duration, resources and percentage complete of the project and tasks. [Clark p.735]

195
Q

Virtual Teams

A

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
Q

Weighted Milestone Method

A

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
Q

Work Breakdown Structure (WBS)

A

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
Q

Workaround

A

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
Q

Project Team Assignments

A

Contain the project team directory and the roles and responsibilities of team members recorded in the project plan [Clark p.735]

200
Q

Project Team

A

A set of individuals who support the project manager in performing the work of the project to achieve its objectives [Clark p.735]

201
Q

Prompt Lists

A

Are predetermined lists of categorized risks to help guide meetings [Clark p.737]

202
Q

Prototypes

A

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
Q

Purchase Order (PO)

A

This type of contract is used to purchase commodities [Clark p.737]

204
Q

Quality Management Plan

A

The degree to which a set of inherent characteristics fulfills requirements [Clark p.737]

205
Q

SWOT

A

Analysis of strengths, weaknesses, opportunities, and threats of an organization project or option [Clark p.737]

206
Q

Quality Report

A

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
Q

Recognition and Rewards

A

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
Q

Representations of Uncertainty

A

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
Q

Request for Information (RFI)

A

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
Q

Request for Proposal (RFP)

A

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
Q

Request for Quotations (RFQ)

A

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
Q

Requirements Documentation

A

A description of how individual requirements meet the business need for the project [Clark p.739]

213
Q

Requirements Management Plan

A

A component of the project or program management plan that describes how requirements will be analyzed, documented and managed [Clark p.739]

214
Q

Requirements Traceability Matrix

A

A grid that links product requirements from their origin to the deliverables that satisfy them [Clark p.739]

215
Q

Supportive PMOs

A

Provide consultative role to projects by supplying templates, best practices, training, access to information, and lessons learned from other projects [Clark p.739]

216
Q

Reserve Analysis

A

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
Q

Time and Materials Contract (T&M)

A

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
Q

Resource Breakdown Structure (RBS)

A

A hierarchical representation of resources by category and type [Clark p.739]

219
Q

Resource Calendar

A

A calendar that identifies the working days and shifts upon which each specific resource is available [Clark p.739]

220
Q

Strong Matrix or Project Matrix

A

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
Q

Resource Management Plan

A

A component of the project management plan that describes how project resources are acquired, allocated, monitored, and controlled [Clark p.741]

222
Q

Resource Optimization

A

A technique in which activity start and finish dates are adjusted to balance demand for resources with the available supply [Clark p.741]

223
Q

Source Selection Criteria

A

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
Q

Risk Categorization

A

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
Q

Start to Start (SS)

A

A logical relationship in which successor activity cannot start until a predecessor activity has started [Clark p.741]

226
Q

Activity list

A

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
Q

Rolling wave planning

A

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
Q

Rough Order or Magnitude

A

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
Q

Scatter diagrams

A

Allows you to analyze the relationships between two variables [Clark p.741]

230
Q

SIPOC (suppliers, inputs, process, outputs, customers) diagram

A

Is a visual tool for documenting a business process from beginning to end [Clark p.741]

231
Q

Start to Finish (SF)

A

Is a logical relationship in which successor activity cannot be finished until a predecessor activity has started [Clark p.743]

232
Q

Schedule Data

A

The collection of information for describing and controlling the schedule [Clark p.743]

233
Q

Share Risk

A

Involves transferring ownership to a third party. Examples of sharing actions include partnerships, teams, and joint ventures. [Clark p.743]

234
Q

Schedule Network Analysis

A

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
Q

Seller Proposals

A

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
Q

Schedule Variance (SV)

A

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
Q

Scope Baseline

A

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
Q

Scope Creep

A

The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources [Clark p.743]

239
Q

Sequence Activities

A

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
Q

Tuckman’s Ladder

A

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]

PMG (3 decks)

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