Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Project+ > Definitions "P" > Flashcards

Definitions "P" Flashcards

1
Q

Paired Programming

A

Used in XP and calls for one person to program and the other person to watch the development for errors. The two programmers change roles periodically.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Paralingual

A

Relating to the pitch, tone, and inflections in the senders voice that affect the message being sent.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Parametric Modeling

A

A mathematical model based on known parameters used to predict the cost and time required for a project. The parameters in the model can vary based on the typed of work being done. A parameter can be the cost per cubic yard, time per unit, and so on.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Pareto Diagram

A

A diagram that illustrates problems by assigned cause, from largest to smallest, in a histogram and is related to Pareto’s Law: 80% of the problems come from 20% of the issues (This is also known as the 80/20 principle)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Parkinson’s Law

A

Work expands so as to fill the time available for its completion.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Participative Decision-Making Process

A

In this ideal model, all team members contribute to the discussion and decision process. Through compromise, experience, and brainstorming, the project team and the project manger can create a buzz of energy, excitement, and synergy to arrive at the best possible solution for a decision.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Peer Review

A

The process of allowing team members to review each others work.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Performance Testing

A

Software development projects are required to test the solution to see how well the code works in a simulated production environment. These test can evaluate the performance of the network, hardware, software, and data to predict how well the actual production environment will interact with the solution, which can set expectations for the software performance or show that additional work is needed to meet performance requirements.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Performing

A

The project team has settled into their roles and they focus on completing the project work as a team. During this stage of team development, a synergy is developed; this is the stage at which high-performance teams come into play.Persona

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Personal Health Information

A

A term commonly interchanged with protected health information (PHI)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Personally Identifiable Information (PII)

A

Any data that can be used to personally identify a specific individual. This classification is used in data security to protect what should be personal and private information from unethical hackers, users, or organizations.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

PERT Chart

A

A Program Evaluation and Review Technique chart can graphically illustrate tasks, their durations, and their dependency on other tasks in the work unit.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

PERT Estimate

A

The Program Evaluation and Review Technique is ideal for time and cost estimates. PERT uses a weighted average to predict how long the activity may take. PERT uses the formula of “pessimistic plush optimistic, plush four times the most likely, divided by six”. It’s divided by six because of one count for pessimistic, one count for optimistic, and four counts for mostly likely.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Phase

A

A portion of the project that typically must be completed before the next phase can begin. Each phase has a set deadline.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Phase Gate Estimating

A

Dividing a project into phases and extracting cost estimates for each phase of the project. This cost approach helps the project team get to work on immediate deliverables as they work toward milestones at the end of each phase. The immediate actions of a project should be foreseeable, as opposed to actions that will happen way off in the future.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Phase Gate Review

A

In a waterfall project, a review of the project performance, product performance, and financial performance that is conducted before allowing the project to move forward. If the project passes the defined reviews, it is allowed to move into the next phase of the project. If the project doesn’t pass the review, corrections to the project are needed. If project performance doesn’t meet a threshold, it’s possible the project could be cancelled.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Physical Resources

A

Equipment, tools, technology, and facilities. Resource management includes human resources and physical resources.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Pilot Team

A

A collection of users who agree to test the project deliverables before the rest of the organization sees the implementation. Their input to the project allows the project manager to realize fi the project deliverables are on target or not.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Planned Value (PV)

A

The worth of the work that should be completed by a specific time in the project schedule.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Planning Group

A

This process group is iterative. All planning throughout the project is handled within the planning process group.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

PMBOK Guide

A

The book, A Guide to the Project Management Body of Knowledge, which includes all knowledge and practices within the endeavor of project management.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Points of Escalation

A

The project manager may have limited authority over some project decisions that exceed a dollar or schedule variance and must be escalated to management or a project steering committee. Escalation points can be assigned to risk, issues, humans resources, and other project factors.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Portfolio Review Board

A

This group of stakeholders is responsible for determining which projects are worthy of the company’s capital. The board defines the governance of projects and programs within an organization and oversees the selection of the projects based on a number of factors such as return on investment, project value, risk to reward of proposed projects, and predicted financial outcomes of launching a new project.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Post-Implementation Support

A

Once the project I completed there may be a post-implementation warranty or service period where members of the project will continue to support the solution for the customer.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Post-Project Audit

A

The purpose of this audit is to analyze the completed project, the effectiveness of the project team, the success of the project, the value of the deliverables and the overall approval from the clients.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Precedence Diagramming Method (PDM)

A

This method requires the project manager to evaluate each work unit and determine which tasks are its successor and which tasks are its predecessors to create the PND.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Predetermined Client

A

When one piece of software must interact with another piece of software, such as a web bowser calling for an email application, the target email application is the predetermined client. The web browser needs to know which specific software it should open, such as Microsoft Outlook or Google Gmail.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Prequalified Vendor

A

Organizations may have a preferred vendors list of prequalified vendors the project managers can choose from for contract work in the project.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Problem Management Meeting

A

A meeting to resolve problems as they arise on a project.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Problem Solving

A

This conflict resolution approach confronts the problem head-on and is the preferred method of conflict resolution. Problem solving (aka confronting) calls for additional research to find the best solution for the problem. Problem solving is a win-win solution. It can be used if there is time to work through and resolve the issue, and its works to build relationships and trust.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Process Boundaries

A

Identify where a process begins and where a process stops. By understanding the process boundaries, the project manager can document what things are needed for a particular process to begin and what conditions must be true for the process to stop.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Process Configuration Identification

A

The project manager identifies all of the components within the process. The project manager documents how a process is completed, what the process interfaces are, and what each process in the workflow accomplishes.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Process Groups

A

The five process goups: Initiation, Planning, Executing, Controlling, and Closing - make up projects and project phases. These five process groups have sets of actions that move the project forward toward completion.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Process Metrics

A

The project manager can measure a process’s speed, cost , efficiency, throughput, or whatever metric is most appropriate for the type of work the process is participating in.

35
Q

Procurement

A

The process of a buyer soliciting, selecting, and paying for products or services from a seller.

36
Q

Procurement Audit

A

The successes and failures within the procurement process are reviewed from procurement planning through contract administration. The intent of the audit is to learn from what worked and what did not work during the procurement processes.

37
Q

Procurement Management Plan

A

A subsidiary project plan that documents the decision made in the procurement planning processes. It specifies how the remaining procurement activities will be managed.

38
Q

Product Acceptance Criteria

A

The project scope defines either directly or by reference the technical requirements, the expected deliverables, and/or the detailed design documents that constitute the product deliverables. The product acceptance criteria clearly define what the project must create in order for the project to be accepted by the customer and for the project to be considered completed.

39
Q

Product Manager

A

An organizational role that is responsible for a product, such as a software product. The product manager is responsible for the selection of software and its requirements and oversees future releases of the product to the organization.

40
Q

Product Owner

A

A scrum project management role that oversees the features and functions of a solution, prioritizes the product backlog, and approves or declines changes to the list of features in the product backlog. The product owner is available to work with the development team to answer question and clarify requirements for the product.

41
Q

Product Scope

A

The attributes and characteristics of the deliverables the project is creating.

42
Q

Program

A

A collection of related projects working in alignment to realize benefits that the organization could not realize if the projects were managed independently of one another.

43
Q

Program Evaluation and Review Technique (PERT)

A

A scheduling tool that uses a weighted average formula to predict the length of activities and the project. Specifically, the PERT formula is (O + 4ML + P) /6.

44
Q

Program Manger

A

Oversees all of the orchestrated projects in their program. If a project is operating within a program, then the program manager is a stakeholder.

45
Q

Progress Reports

A

Reports that provide current information on the project work completed to date.

46
Q

Progressive Elaboration

A

The process of providing or discovering greater levels of detail as the project moves toward completion.

47
Q

Project

A

A temporary endeavor undertaken to create a unique product or service.

48
Q

Project Calendar

A

A calendar that defines the working times for the project.

49
Q

Project Change Request Form

A

Formalizes request from anyone to the project manager. It requires the requestor not only to describe the change but also to supply a reason why this change is appropriate and needed. Once the requestor has completed the form, the project manager can determine whether the change is indeed necessary, should be rejected, or should be delayed until the completion of the current project.

50
Q

Project Charter

A

Similar to the project goal, but more official, more detailed, and in line with the organization vision and goals.

51
Q

Project Closeout Report

A

Often used in predictive projects to document the successes and failures of the project and to provide final information on the cost, schedule, and other key performance indicators of the project.

52
Q

Project Closure Meeting

A

A final meeting to discuss the project performance and its accomplishments.

53
Q

Project Closure Phase

A

A phase of project management that requires proof of the project deliverables, approval from management, and satisfaction from the customers or end users.

54
Q

Project Constraints

A

Anything that limits the project managers options. Project management always has three constraints: time, cost, and scope - sometimes called the Tripe Constraints of Project Management.

55
Q

Project Control Phase

A

The phase of project management is a continuous cycle to oversee the project. It allows the project manager to manage task reporting, team meetings, reassignment of resources, change, and quality through software, communications, and the project team.

56
Q

Project Coordinator

A

A role that has limited authority over the project, works with the functional manager, and may serve under a more experienced project manager. The project manager is often called a project coordinator in a functional environment.

57
Q

Project Dashboard

A

Visualizes the current project performance. It can automate controls, reports, and communications. Common components of the project dashboard include cost and schedule performance, burndown charts, and status of each project task.

58
Q

Project Deliverables

A

The end result of the project. They are what the project produces.

59
Q

Project Exclusions

A

The project scope statement must define the boundaries of the project to communicate what will not be included in the project deliverable. Its important to define what’s excluded so that there’s no confusion when the project manager wants to close the project and the project customers are expecting more deliverables.

60
Q

Project Genesis

A

The organ of the project; a reaction to a need or an idea to improve operations within an organization. This realization of an opportunity to fulfill a need is the concept of the project.

61
Q

Project Goal

A

The clearly stated result a project should meet or deliver.

62
Q

Project Information Center

A

A centralized room that contains a collection of all materials related to the project. This could also be cloud-based to host project information.

63
Q

Project Kickoff

A

A meeting or an event to introduce the project, the management backing the project, the project manager, and the team members. It should be casual but organized and used as a mechanism to assign ownership of the project to the team.

64
Q

Project Life Cycle

A

The project life cycle is unique to each project and is composed of the unique phases of a project.

65
Q

Project Management Information System (PMIS)

A

Typically a computer program that assists with project management activities, record keeping, and forecasting.

66
Q

Project Management Life Cycle

A

The project management life cycle is composed of five process groups: initiating, planning, executing, monitoring and controlling and closing.

67
Q

Project Management Office (PMO)

A

Centralizes and coordinates the management of projects within an organization, line of business, or department. PMO’s can vary by organization, though most offer project management support, guidance, and direction for projects writing their business domain. Its not unusual for a PMO to direct the actual project management of a project.

68
Q

Project Manager

A

The individual accountable for all aspects of a project. The project manager is a stakeholder for the project and is responsible for developing the project plans, keeping the project on track, monitoring and controlling the project, and communicating the project status and performance.

69
Q

Project Network Diagram (PND)

A

A fluid mapping of the work to be completed. PNDs allow the project manager and the project team to tinker with the relationships between tasks and create alternative solutions to increase productivity, profitability, and the diligence of a project.

70
Q

Project Planning Phase

A

The cornerstone of a successful project. The project manager and project team must identify the required activities and estimate the time required to complete the activities in order to reach the project goal.

71
Q

Project Resources

A

Employees, contractors, or equipment used on a project.

72
Q

Project Scope

A

The defined range of deliverables a project will produce. The project scope is concerned with the work, and only the required work, necessary to complete the project.

73
Q

Project Scope Statement

A

Defines all of the deliverables the project will create, the boundaries of the project, and the work that the project team will need to complete in order to create the project deliverables. This document is based on the project requirements, the feasibility study, the business goals and objectives, add the business case document.

74
Q

Project Sponsor

A

A person in the organization who has the authority to grant the project manager power over the project resources, assign a project budget, and support the presence of the project. This person also signs the project charter to launch the project officially and assign the project manger to the project.

75
Q

Project Status Report

A

Often a weekly report on how the project is performing on key performance indicators, accomplishments in the project, and goals for the project work over the next week. The report is distributed to key project stakeholders, such as management, sponsors, the project steering committee, and customers.

76
Q

Project Steering Committee

A

A group of managers, executives, customers, and other stakeholders that oversees project decisions. Some decisions, such as costs and schedule changes, are escalated to the project steering committee.

77
Q

Project Team

A

People who work on planning and executing the project plan. Depending on the organization and the staffing management plan, the project team may work full time or part time on the project. Team members may intermittently work on the project work as the plan warrants or be assigned to the project manager for the duration of the project.

78
Q

Project Vision

A

The ability to see the project deliverables clearly and recognize the actions required to produce them.

79
Q

Projected Structure

A

An organizational structure in which the project manager has the greatest amount of authority. The project team is assigned to the project on a full time basis. When the project is complete, the project team members move on to other assignments within the organization.

80
Q

Projects In Controlled Environments (PRINCE2)

A

Often used in the UK and Europe, PRINCE2 is a structured project management approach thatch segment the project wok into defined stages. PRINCE2, like the Project Management Professional (PMP), is a certification program.

81
Q

Protected Health Information (PHI)

A

Addresses privacy concerns for medical patients. The Health Insurance Portability and Accountability Act (HIPPA) Privacy Rule provides patient privacy rights that patient health information cannot be shared without the patients consent.

82
Q

Purchase Order

A

Unilateral form of a contract where the purchasing organization and the vendor have an agreement for the rate and cost of materials and services.

83
Q

Purpose Statement

A

A statement indicating why the research was initiated and reflecting the proposed project.

Project+ (36 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions