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PMP Exam Prep > Lesson 3 > Flashcards

Lesson 3 Flashcards

1
Q

Acceptance Criteria

A

The definition of done in relation to a user story is that the functionality expressed in
the story is ready to deploy.

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2
Q

Activity on node (AON)

A

A network diagramming method in which activities are represented by boxes or circles and connected via arrows; also known as PDM (precedence diagramming method).

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3
Q

Assumption log

A

A document that lists the assumptions and constraints identified during the creation of the project charter.

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4
Q

Brainstorming

A

A technique used to amass a number of ideas in a brief period, specifically ideas related to the project and its requirements.

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5
Q

Close project or phase (process)

A

Involves the completion of activities across all process groups for the project, phase, or contract.

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6
Q

Collect requirements (process)

A

During Collect Requirements, project requirements are created
based on an analysis of project stakeholder needs. The focus should be on appropriately defining the measurable needs of the sponsor, customer, and applicable stakeholders.

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7
Q

Contingency reserve

A

The amount of money set aside in the budget to cover unexpected costs during the project.

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8
Q

Control resources (process)

A

During the Control Resources process, the team ensures that
the physical resources, which have been assigned and allocated to the project, are available as planned.

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9
Q

Control scope (process)

A

Control Scope addresses, through the Perform Integrated Change
Control process, scope change requests and recommended remedial/corrective actions. The process also addresses the management of approved changes.

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10
Q

Cost management plan

A

The document, part of the project or program management plan, used to describe the framing, forming, observation, and control of project costs.

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11
Q

Create WBS (process)

A

During Create WBS, the major deliverables are divided into
smaller components that can be easily estimated (schedule and cost), managed, and controlled. These components are ultimately rolled into the work breakdown structure (WBS).

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12
Q

Define activities (process)

A

Define Activities is the process of determining and listing the
activities required to create the deliverables of the project.

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13
Q

Definition of done (DoD)

A

A Scrum term representing the objective criteria used to determine if a story meets internal standards/constraints.

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14
Q

Definitive estimating (bottom-up estimating)

A

An estimation technique in which duration or cost is determined by rolling up estimates of each WBS component of the item being estimated.

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15
Q

Develop project charter (process)

A

The process which creates the
document which formally authorizes the project or project phases and authorizes the project manager to use organizational resources for project activities.

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16
Q

Develop schedule (process)

A

During the Develop Schedule process, the creation of activity
lists, the sequencing of activities, and the estimation of activity durations all come together to create the project schedule.

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17
Q

Direct and manage project work (process)

A

The Direct and Manage Project work process consists of
leading and performing project work in accordance with the project management plan, as well as implementing authorized changes.

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18
Q

Estimate activity resources (process)

A

During the Estimate Activity Durations process, the number of
workdays (or hours) to complete each activity is estimated.

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19
Q

Fast tracking

A

A schedule compression technique that results in adjustments to the schedule and is used to perform sequenced activities in parallel as applicable.

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20
Q

Free float

A

The amount of time an activity can be delayed without violating any schedule limitation and without delaying the early start date of successor activities.

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21
Q

Management reserve

A

Budget reserves set aside to account for unknown unknowns (unforeseen work within the scope of the project).

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22
Q

Manage team (process)

A

During the Manage Team process, team performance is analyzed
and feedback provided. The process also involves coordination of project-related issues and optimization of project performance.

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23
Q

Minimum viable product

A

Version of the product that has the least amount of features that can be released.

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24
Q

Monitor and control project work (process)

A

The Monitor and Control Project Work process involves tracking,
reviewing, and reporting project progress (through initiating, planning, executing, and closing) in order to achieve project objectives as described in the project management plan.

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25
Q

Nominal group technique (NGT)

A

A technique, effected by a voting process, that is used to prioritize ideas by utility for further brainstorming.

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26
Q

PERT estimate- Program Evaluation and Review Technique

A

A technique, effected by a voting process, that is used to prioritize ideas by utility for further brainstorming.

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27
Q

Plan cost management (process)

A

The Plan Cost Management process is used to create the cost
management plan. The cost management plan can be formal or relaxed and provides guidance for selecting the methods that will be used to establish and modify cost estimates, budget, performance baseline, and control thresholds.

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28
Q

Plan scope management (process)

A

During Plan Scope Management, the scope management plan
and the requirements management plan are created. The scope management plan contributes to the management
and definition of the project by defining how the scope of the project will be managed, including the creation of the requirements, scope statement, work breakdown structure (WBS), and WBS dictionary, as well as the validation and control of the project scope.

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29
Q

Perform integrated change control (process)

A

The review of all change requests; the approval, rejection, modification, or suspension of reach request; the management of approved changes; and the communication of the decisions.

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30
Q

Precedence diagramming method (PDM)

A

This method depicts each activity in a box (node) and connects the activities by arrows. It is sometimes called activity-on-node (AON).

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31
Q

Project schedule

A

The document, an output of the schedule model, that depicts linked activities with their estimated dates, durations, milestones, and resources.

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32
Q

Product backlog

A

A prioritized list of work for the development team that is derived from the roadmap and its requirements.

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33
Q

Product roadmaps

A

The description of how the project will proceed from its current state to the state described in the vision statement.

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34
Q

Project S-curve (time-phased budget)

A

Graphic representation of costs, work, and other quantities over time so that the planned value, earned value, and actual cost of the work can be seen.

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35
Q

Requirements management plan

A

The document, part of the project or program management plan, used to describe the evaluation, recording, and administration of project requirements.

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36
Q

Resource leveling

A

Resource leveling is accomplished by adjusting start and finish dates to offset resource demand with resource supply.

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37
Q

Rolling wave planning

A

An iterative planning technique that involves detailed planning for near-term work and higher level planning for future work.

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38
Q

Sequence activities (process)

A

During Sequence Activities, the focus is on the order of the
activities: the arrangement of activities in the most efficient and effective order.

39
Q

Schedule dependency relationships (four)

A

Start-to-start
Start-to-finish
Finish-to start
Finish-to-finish

40
Q

Scope baseline

A

The authorized scope statement, WBS, and WBS dictionary that contain only those modifications authorized through a formal change control process; used as a basis for comparison.

41
Q

Sprint backlog

A

The list of stories scheduled for the current iteratio

42
Q

Total float (project float)

A

The amount of time an activity can slip (be delayed) from its early start date without delaying the overall finish date.

43
Q

Acquire resources (process)

A

Project staffing and physical resource needs are satisfied during
the Acquire Resources process. The actual resources that will be working on the project are assigned to the project.

44
Q

Analogous estimating

A

A high-level estimation technique based on historical resource data from a similar activity or project. It is typically used to estimate a value or values in projects where there is a limited amount of detailed data and can be used to estimate the entire project or a portion of the project.

45
Q

Beta distribution (weighted 3-point estimate)

A

A weighted averaging approach that uses three estimates per activity: pessimistic, optimistic, and most likely (realistic).

46
Q

Change management plan

A

A plan that defines the project change management process.

47
Q

Code of accounts

A

The numbering system used to distinguish constituents of the WBS.

48
Q

Context diagrams

A

A graphical representation of the scope of a business system that includes processes, equipment, and computer systems and indicates the manner in which people and other systems interact with the business system.

49
Q

Control accounts

A

A specific point in the work breakdown structure (WBS) where the project scope, budget, actual cost, and schedule are combined and then compared to earned value in order to establish performance metrics.

50
Q

Control schedule (process)

A

During the Control Schedule process, changes to the schedule
are managed and controlled.

51
Q

Cost baseline

A

The authorized project budget version, exclusive of management reserves, that requires a formal control process to effect changes and is used as the basis of comparison to actual costs.

52
Q

Crashing

A

A compression technique to shorten the duration of the schedule, typically by adding additional resources to critical path activities.

53
Q

Critical path

A

The progression of activities that comprise the longest path through the project; used to ascertain the project duration.

54
Q

Define scope (process)

A

The process of developing the project scope statement, the document that details the expected results of the project.

55
Q

Definition of ready (DoR)

A

The criteria that a scrum artifact or a component of the project management process needs to meet to be marked as good to go.

56
Q

Determine budget (process)

A

The process of totaling the evaluations of individual activities to arrive at an authorized cost baseline.

57
Q

Develop project management plan (process)

A

The process of specifying, creating or adapting, reconciling, and integrating applicable management and other planning documents into one comprehensive document.

58
Q

Develop team (process)

A

The process of enhancing the capabilities, interaction and environment of the project team in order to refine project execution.

59
Q

Estimate activity durations (process)

A

The process of approximating the number of work periods required to complete activities in consideration of available resources.

60
Q

Estimate costs (process)

A

The process of approximating the monetary resources required to complete the work of the project.

61
Q

Final report

A

A summary of the project performance.

62
Q

Issue log

A

The issue log is used to record and track any project challenges that cannot be immediately resolved.

63
Q

Manage project knowledge (process)

A

The process of using existing knowledge and creating new knowledge to achieve the project’s objectives and contribute to organization’s learning.

64
Q

Milestones

A

A meaningful project event typically preceded by a series of activities that lead to its completion

65
Q

Minimum product increment

A
66
Q

Monte Carlo analysis

A

Monte Carlo is a computerized tool that simulates project outcome to determine factors such as time or cost or number of needed resources.

67
Q

Parametric estimating

A

A technique, effected by a calculation that employs an algorithm, used to determine cost or duration.

68
Q

Planning packages

A

A WBS component that has no detailed scheduled activities even though it is known to have work content.

69
Q

Plan resource management (process)

A

The process of creating a staffing management plan after identifying and documenting project roles, responsibilities, skills, and a reporting structure.

70
Q

Plan schedule management (process)

A

The process of creating policies, procedures, and documentation for the planning, executing, and controlling of the project schedule and related documents.

71
Q

Physical resources

A

Materials, equipment, infrastructure, and facilities.

72
Q

Project budget

A

The total estimate for the project, or any activity, that has been approved.

73
Q

Project scope

A

The work executed to deliver a product, service, or result that satisfies the specified features and functions.

74
Q

Product review

A
75
Q

Product scope

A

The features and functions of a project’s product, service, or result.

76
Q

Prototypes

A

A representation of the actual environment in which the product will function.

77
Q

Requirements traceability matrix

A

A document that provides accountability to project requirements by mapping out the relationship between requirements and project work.

78
Q

Resource smoothing

A

An approach to resource allocation that more uniformly allocates a resource over time; used in cases where resource assignments exceed predefined capacity limits.

79
Q

Rough order of magnitude (ROM)

A

A cost estimate, performed early in the project, of the completion cost of the project; the tolerance range is -25% to +75%.

80
Q

Schedule baseline

A

The authorized version of the schedule model that is used as the basis for comparison and can only be modified through a formal change control procedure.

81
Q

Schedule management plan

A

The document, part of the project or program management plan, that authenticates standards and activities used to produce, track, and administer the schedule.

82
Q

Scope management plan

A

The document, part of the project or program management plan, used to define the manner in which the project scope will be delineated, elaborated, monitored, controlled, and authenticated.

83
Q

Triangular distribution (non-weighted 3-point estimate)

A

Three-point estimating is an estimation technique in which the range for activity duration is averaged based on pessimistic, optimistic, and realistic (most likely) estimates.

84
Q

Validate scope (process)

A

The process in which the customer or sponsor reviews and accepts project deliverables as being complete and correct in accordance with the requirements.

85
Q

Value delivery office (VDO)

A

A strategic part of an organization that focuss on giving customers value by making sure that projects and programs are managed in an efficient and effective way.

86
Q

Variance analysis

A

The assessment of the level and reasons for a variance from planned value or baseline.

87
Q

What-if scenario analysis

A

What-if scenario analysis is the assessment of scenarios so that their effect on project goals can be predicted.

88
Q

WBS dictionary

A

A document that itemizes deliverable, activity, and scheduling information for each WBS component.

89
Q

Work breakdown structure (WBS)

A

A decomposition of the work of the project.

90
Q

Work packages

A

The smallest level of WBS work for which cost and schedule can be assessed and administered.

91
Q

Work performance data

A

The status of project parameters, such as how much work has been completed, how much time has elapsed, and the cost incurred so far.

92
Q

Work performance information

A

The raw data of the project’s status.

93
Q

Work performance reports

A

The physical or electronic representation of work performance information compiled in project documents, intended to generate decisions or raise issues, actions, or awareness.

PMP Exam Prep (4 decks)

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