[Clark] Reverse Flashcards
1
Q
A distinct Scheduled portion of work performed during the course of a project [Clark p.697]
A
Activity
2
Q
An Alphanumeric value assigned to each activity that enables classifying, sorting, and filtering. [Clark p.697]
A
Activity Code
3
Q
Values that are close to the true target value [Clark p.697]
A
Accuracy
4
Q
A phrase that names and describes an activity [Clark p.697]
A
Activity Label
5
Q
The process within their iterations can be going on in parallel used in application areas where there is a rapid change [Clark p.697]
A
Adaptive Lifecycles
6
Q
The realized cost incurred for the work performed on an activity during a specific time period [Clark p.697]
A
Actual Cost (AC)
7
Q
An activity where effort is allotted proportionately across certain discrete efforts and not divisible into discrete efforts [Clark p.697]
A
Apportioned Effort
8
Q
A factor in the planning process considered to be true, real, or certain, without proof or demonstration [Clark p.697]
A
Assumption
9
Q
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]
A
Alternative Analysis
10
Q
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]
A
Analogous Estimating
11
Q
A formal proposal to modify a document, deliverable, or baseline [Clark p.699]
A
Change Requests
12
Q
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]
A
Baseline
13
Q
A risk response strategy whereby the project team acts to eliminate the threat of protect the project from its impact [Clark p.699]
A
Avoidance
14
Q
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]
A
Backward Pass
15
Q
Is a two-dimensional management structure (matrix) in which employees are assigned to two organizational groups [Clark p.699]
A
Balanced Matrix
16
Q
The raw observations and measurements identified during activities being performed to carry out the project work [Clark p.699]
A
Work Performance data
17
Q
The sum of all the budgets established for the work to be performed [Clark p.699]
A
Budget at Completion (BAC)
18
Q
Includes the target benefits of the project, such as net present value calculations and the tine frame for realizing benefits [Clark p.699]
A
Benefits Management Plan
19
Q
Are the meetings between buyers and prospective sellers prior to submittal [Clark p.699]
A
Bidder Conferences
20
Q
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]
A
Bottom-up Estimating
21
Q
Uses the combined creative efforts of the project team, experts, and consultants to develop the quality management plan [Clark p.701]
A
Brainstorming
22
Q
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]
A
Change Control Board
23
Q
QA numbering system used to uniquely identify each component of the work breakdown structure [Clark p.701]
A
Code of Accounts
24
Q
The physical or electronic representation of work performance information compiled in project documents, intended to generate decisions, actions, or awareness [Clark p.701]
A
Work Performance Report
25
A factor that limits the options for managing a project, program, portfolio, or process [Clark p.701]
Constraint
26
A process whereby modifications to documents, deliverables, or baselines associated with the project are identified, documented, approved, or rejected. [Clark p.701]
Change Control
27
A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled [Clark p.701]
Change Control System
28
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]
Communications Management Plan
29
A collection of procedures used to track project artifacts and monitor and control changes to these artifacts [Clark p.701]
Configuration Management System
30
A document describing actions that the project team can take if predetermined trigger conditions occur. [Clark p.701]
Contingency Plan
31
Time or Money allocated in the schedule or cost baseline for known risks with active response strategies [Clark p.703]
Contingency Reserve
32
An intentional activity that realigns the performance of the project work with the project management plan [Clark p.703]
Corrective Action
33
A component of a project or program management plan that describes how costs will be planned, structured, and controlled [Clark p.703]
Cost Management Plan
34
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]
Cost Variance (CV)
35
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]
Critical Chain Method
36
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]
Control Account
37
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]
Cost Baseline
38
A measure of cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost [Clark p.703]
Cost Performance Index (CPI)
39
A schedule compression technique used to shorten the schedule duration for the least incremental cost by adding resources [Clark p.703]
Crashing
40
The sequence of activities that represents the longest path through a project, which determines the shortest possible duration [Clark p.703]
Critical Path
41
An activity on the critical path in a project schedule. [Clark p.705]
Critical Path Activity
42
A point in time when the status of the project is recorded [Clark p.705]
Data Date
43
A technique used for dividing and subdividing the project scope and project deliverables into smaller more manageable parts. [Clark p.705]
Decomposition
44
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]
Deliverable
45
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]
Duration
46
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]
Critical Path Method
47
A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty [Clark p.705]
Decision Tree Analysis
48
An intentional activity to modify a nonconforming product or product component [Clark p.705]
Defect Repair
49
An activity that can be planned and measured and that yields a specific output [Clark p.705]
Discrete Effort
50
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]
Early Finish Date
51
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]
Early Start Date
52
A Methodology that combines scope, schedule, and resource measurements to asses project performance and progress [Clark p.697]
Earned Value Management
53
Conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio. [Clark p.707]
Enterprise Environmental Factors (EEF)
54
The expected cost to finish all the remaining project work [Clark p.707]
Estimate to Complete (ETC)
55
A logical relationship in which a successor activity cannot finish until a predecessor activity has finished. [Clark p.707]
Finish-to-Finish
56
The measure of work performed expressed in terms of the budget authorized for that work [Clark p.707]
Earned Value Management
57
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]
Effort
58
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]
Estimate at Completion (EAC)
59
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]
Fast Tracking
60
A logical relationship in which a successor activity cannot start until a predecessor activity has finished [Clark p.707]
Finish-to-Start
61
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]
Fixed Formula Method
62
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]
Free Float
63
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]
Gantt Chart
64
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]
Late Finish Date
65
The amount of time whereby a successor activity can be advanced with respect to a predecessor activity [Clark p.709]
Lead
66
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]
Forward Pass
67
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]
Functional Organization
68
The amount of time whereby a successor activity will be delayed with respect to a predecessor activity [Clark p.709]
Lag
69
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]
Late Start Date
70
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]
Lessons Learned
71
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]
Level of Effort (Activity)
72
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]
Management Reserve
73
A significant point or event in a project, program, or portfolio [Clark p.711]
Milestone
74
An estimate of the most probable activity duration that takes into account all the known variables that could affect performance [Clark p.711]
Most Likely Duration
75
A sequence of activities with low float which, if exhausted, becomes a critical path sequence for the project [Clark p.711]
Near-Critical Path
76
A dependency between two activities or between an activity and a milestone [Clark p.711]
Logical Relationship
77
An organization structure in which the project manager shares authority with the functional manager temporarily to assign work and apply resources [Clark p.711]
Matrix Organization
78
a type of schedule that presents milestones with planned dates [Clark p.711]
Milestone Schedule
79
an activity with a total float that is deemed to be low based on expert judgment [Clark p.711]
Near-Critical Activity
80
All activities and dependencies in a project schedule network diagram [Clark p.711]
Network Logic
81
A sequence of Activities connected by logical relationships in a project schedule network diagram [Clark p.713]
Network Path
82
A risk that would have a positive effect on one or more project outcomes [Clark p.713]
Opportunity
83
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]
Organizational Breakdown Structure
84
Plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization [Clark p.713]
Organizational Process Assets
85
The level of an organization's ability to deliver the desired strategic outcomes in a predictable, controllable, and reliable manner. [Clark p.713]
Organizational Project Management Maturity
86
A point at which dependency lines connect on a schedule network diagram [Clark p.713]
Node
87
An estimate of the shortest activity duration that takes into account all of the known variables that could affect performance [Clark p.713]
Optimistic Duration
88
A structural, cultural, technological, or human resource practice that the performing organization can use to achieve strategic objectives. [Clark p.713]
Organizational Enabler
89
A framework in which portfolio, program, and project management are integrated with organizational enablers in order to achieve strategic objectives [Clark p.713]
Organizational Project Management (OPM)
90
An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters. [Clark p.713]
Parametric Estimating
91
A relationship where a scheduled activity has more than one predecessor [Clark p.715]
Path Convergence
92
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]
Percent Complete
93
An enterprise whose personnel are the most directly involved in doing the work of the project or program [Clark p.715]
Performing Organization
94
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]
Phase Gate
95
Projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives. [Clark p.715]
Portfolio
96
A Relationship where a schedule activity has more than one successor [Clark p.715]
Path Divergence
97
Integrated Scope, Schedule, and cost baseline used for comparison to manage, measure, and control project execution [Clark p.715]
Performance Measurement Baseline
98
An estimate of the longest Activity duration that takes into account all of the known variables that could affect performance [Clark p.715]
Pessimistic Duration
99
The authorized budget assigned to scheduled work [Clark p.715]
Planned Value
100
The process of optimizing the mix of portfolio components to further the strategic objectives of the organization [Clark p.715]
Portfolio Balancing
101
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]
Portfolio Charter
102
A document that specifies how a portfolio will be organized, monitored, and controlled [Clark p.717]
Portfolio Management Plan
103
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]
Precedence Diagramming Method
104
An intentional activity that ensures the future performance of the project work is aligned with the project management plan [Clark p.717]
Preventive Action
105
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]
Procurement Management Plan
106
The centralized management of one or more portfolios to achieve strategic objectives [Clark p.717]
Portfolio Management Plan
107
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]
Portfolio Manager
108
An activity that logically comes before a dependent activity in a schedule [Clark p.717]
Predecessor Activity
109
A grid for mapping the probability of occurrence of each risk and its impact on project objectives if that risk occurs [Clark p.717]
Probability and Impact Matrix
110
The series of phases that represent the evolution of a product, from concept through delivery, growth, maturity, and to retirement. [Clark p.717]
Product Lifecycle Management
111
Related Projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually [Clark p.719]
Program
112
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]
Program Evaluation and Review Technique (PERT)
113
A management structure that standardizes the program-related governance process and facilitates the sharing of resources, methodologies, tools and techniques [Clark p.719]
Program Management Office (PMO)
114
The person who is authorized by the performing organization to lead the team or teams responsible for achieving program objectives [Clark p.719]
Program Manager
115
A temporary endeavor undertaken to create a unique product, service, or result [Clark p.719]
Project
116
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]
Program Charter
117
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]
Program Management
118
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]
Program Management Plan
119
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]
Progressive Elaboration
120
The sum of work package cost estimates, contingency reserve and management reserve [Clark p.719]
Project Budget
121
A calendar that identifies working days and shifts that are available for scheduled activities [Clark p.721]
Project Calendar
122
The series of phases that a project passes through from its start to completion [Clark p.721]
Project Life Cycle
123
A management structure that standardizes the project related governance processes and facilitates the sharing of resources, methodologies, tools and techniques [Clark p.721]
Project Management Office (PMO)
124
The person assigned by the performing organization to lead the team that is responsible for achieving the project objectives [Clark p.721]
Project Manager
125
An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources. [Clark p.721]
Project Schedule
126
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]
Project Charter
127
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]
Project Management Plan
128
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements [Clark p.721]
Project Management
129
A collection of logically related project activities that culminates in the completion of one or more deliverables [Clark p.721]
Project Phase
130
A graphical representation of the logical relationships among the project schedule activities [Clark p.721]
Project Schedule Network Diagram
131
The work performed to deliver a product, service, or result with the specified features and functions [Clark p. 723]
Project Scope
132
An organizational structure in which the project manager has full authority to assign work and apply resources [Clark p. 723]
Projectized Organization
133
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]
Work performance information
134
The risk that remains after risk responses have been implemented [Clark p. 723]
Residual Risk
135
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]
Weak Matrix
136
The description of the project scope, major deliverables, assumptions, and constraints [Clark p. 723]
Project Scope Statement
137
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]
Quality Management Plan
138
Completed project deliverables that have been checked and confirmed for correctness through the Control Quality Process [Clark p. 723]
Verified Deliverable
139
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]
Variance at Completion (VAC)
140
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]
Resource Leveling
141
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]
Variable Cost
142
A resource optimization technique in which free and total float are used without affecting the critical path [Clark p.725]
Resource Smoothing
143
An uncertain event of condition that, if it occurs has a positive or negative effect on one or more project objectives [Clark p.725]
Risk
144
The degree of uncertainty an organization or individual is willing to accept in anticipation of a reward [Clark p.725]
Risk Appetite
145
A hierarchical representation of potential sources of risk [Clark p.725]
Risk Breakdown Structure
146
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]
Waterfall Model
147
A grid that shows the project resources assigned to each work package [Clark p.725]
Responsibility assignment Matrix
148
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]
Risk Acceptance
149
A risk response strategy where the project team acts to eliminate the threat or protect the project from its impact [Clark p.725]
Risk Avoidance
150
The process of formalizing acceptance of the completed project deliverables [Clark p.725]
Validate Scope
151
A risk response strategy where the project team acts to increase the probability of occurrence or impact of an opportunity. {Clark p.727]
Risk Enhancement
152
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]
Risk Exposure
153
A risk response strategy where the project team acts to decrease the probability of occurrence or impact of a threat. {Clark p.727]
Risk Mitigation
154
repository in which outputs of risk management processes are recorded {Clark p.727]
Risk Register
155
The measure of acceptable variation around an objective that reflects the risk appetite of the organization and stakeholders {Clark p.727]
Risk Threshold
156
A risk response strategy where the project team acts to ensure that an opportunity occurs. {Clark p.727]
Risk Exploiting
157
A component of the project, program, or portfolio management plan that describes how risk management activities will be structured and performed {Clark p.727]
Risk Management Plan
158
The person responsible for monitoring the risk and for selecting and implementing an appropriate risk response strategy {Clark p.727]
Risk Owner
159
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]
Risk Sharing
160
The degree of uncertainty that an organization or individual is willing to withstand {Clark p.727]
Risk Tolerance
161
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]
Risk Transference
162
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]
Schedule Baseline
163
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]
Schedule Management Plan
164
A process used to investigate or analyze the output of the schedule model in order to optimize the schedule [Clark p.729]
Schedule Model Analysis
165
A measure of efficiency expressed as the ratio of the earned value to the planned value [Clark p.729]
Schedule Performance Index (SPI)
166
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]
Rolling Wave Planning
167
A technique used to shorten the schedule duration without reducing the project scope [Clark p.729]
Schedule Compression
168
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]
Schedule Model
169
Is used to select for best response involving project team members when discussing cost estimates [Clark p.729]
Voting
170
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]
Transference
171
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]
Tender
172
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]
Scope Management Plan
173
A risk that arises as a direct result of implementing a risk response [Clark p.731]
Secondary Risk
174
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]
Staffing Management Plan
175
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]
Stakeholder Engagement Plan
176
Is necessary for team members close to the needed skill set but missing a certain tool or discipline [Clark p.731]
Training
177
A technique used to indicate performance trends by using a graph that displays cumulative cost over a specific time period [Clark p.731]
S-Curve Analysis
178
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]
Sponsor
179
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]
Stakeholder
180
A logical relationship in which a successor activity cannot finish until a predecessor activity has started [Clark p.731]
Start-to-Finish
181
A logical relationship in which a successor activity cannot start until a predecessor activity has started [Clark p.733]
Start-to-Start
182
A group of related schedule activities aggregated and displayed as a single activity [Clark p.733]
Summary Activity
183
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]
Three-Point Estimating
184
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]
Total Float
185
A technique for determining the cause and degree of difference between the baseline and actual performance [Clark p.733]
Variance Analysis
186
A dependent activity that logically comes after another activity on a schedule [Clark p.733]
Successor Activity
187
A risk that would have a negative effect on one or more project objectives [Clark p.733]
Threat
188
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]
To-Complete Performance Index (TCPI)
189
An event or situation that indicates that a risk is about to occur [Clark p.733]
Trigger Condition
190
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]
Team Charter
191
A document that provides detailed deliverable activity, and scheduling information about each component in the work breakdown structure [Clark p.735]
WBS Dictionary
192
The process of evaluating scenarios in order to predict their effect on project objectives [Clark p.735]
What-If Scenario Analysis
193
The work defined at the lowest level of the work breakdown structure for which cost, and duration are estimated and managed [Clark p.735]
Work Package
194
Report that contains the deliverables, requirements, tasks, start date, duration, resources and percentage complete of the project and tasks. [Clark p.735]
Project Reporting
195
Groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face [Clark p.735]
Virtual Teams
196
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]
Weighted Milestone Method
197
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]
Work Breakdown Structure (WBS)
198
An immediate and temporary response to an issue, for which a prior response had not been planned or was not effective [Clark p.735]
Workaround
199
Contain the project team directory and the roles and responsibilities of team members recorded in the project plan [Clark p.735]
Project Team Assignments
200
A set of individuals who support the project manager in performing the work of the project to achieve its objectives [Clark p.735]
Project Team
201
Are predetermined lists of categorized risks to help guide meetings [Clark p.737]
Prompt Lists
202
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]
Prototypes
203
This type of contract is used to purchase commodities [Clark p.737]
Purchase Order (PO)
204
The degree to which a set of inherent characteristics fulfills requirements [Clark p.737]
Quality Management Plan
205
Analysis of strengths, weaknesses, opportunities, and threats of an organization project or option [Clark p.737]
SWOT
206
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]
Quality Report
207
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]
Recognition and Rewards
208
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]
Representations of Uncertainty
209
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]
Request for Information (RFI)
210
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]
Request for Proposal (RFP)
211
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]
Request for Quotations (RFQ)
212
A description of how individual requirements meet the business need for the project [Clark p.739]
Requirements Documentation
213
A component of the project or program management plan that describes how requirements will be analyzed, documented and managed [Clark p.739]
Requirements Management Plan
214
A grid that links product requirements from their origin to the deliverables that satisfy them [Clark p.739]
Requirements Traceability Matrix
215
Provide consultative role to projects by supplying templates, best practices, training, access to information, and lessons learned from other projects [Clark p.739]
Supportive PMOs
216
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]
Reserve Analysis
217
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]
Time and Materials Contract (T&M)
218
A hierarchical representation of resources by category and type [Clark p.739]
Resource Breakdown Structure (RBS)
219
A calendar that identifies the working days and shifts upon which each specific resource is available [Clark p.739]
Resource Calendar
220
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]
Strong Matrix or Project Matrix
221
A component of the project management plan that describes how project resources are acquired, allocated, monitored, and controlled [Clark p.741]
Resource Management Plan
222
A technique in which activity start and finish dates are adjusted to balance demand for resources with the available supply [Clark p.741]
Resource Optimization
223
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]
Source Selection Criteria
224
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]
Risk Categorization
225
A logical relationship in which successor activity cannot start until a predecessor activity has started [Clark p.741]
Start to Start (SS)
226
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]
Activity list
227
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]
Rolling wave planning
228
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]
Rough Order or Magnitude
229
Allows you to analyze the relationships between two variables [Clark p.741]
Scatter diagrams
230
Is a visual tool for documenting a business process from beginning to end [Clark p.741]
SIPOC (suppliers, inputs, process, outputs, customers) diagram
231
Is a logical relationship in which successor activity cannot be finished until a predecessor activity has started [Clark p.743]
Start to Finish (SF)
232
The collection of information for describing and controlling the schedule [Clark p.743]
Schedule Data
233
Involves transferring ownership to a third party. Examples of sharing actions include partnerships, teams, and joint ventures. [Clark p.743]
Share Risk
234
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]
Schedule Network Analysis
235
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]
Seller Proposals
236
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]
Schedule Variance (SV)
237
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]
Scope Baseline
238
The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources [Clark p.743]
Scope Creep
239
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]
Sequence Activities
240
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]
Tuckman's Ladder
