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MBA 742 - Project Management Professional Concepts > MBA 742 - Project Management Professional Concepts Final Exam Terms > Flashcards

MBA 742 - Project Management Professional Concepts Final Exam Terms Flashcards

1
Q

What is Product Scope?

A

The features and functions that characterize a product, service or result

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2
Q

What is Project Scope?

A

The work performed to deliver a product, service, or result with the specified features and functions. This term is sometimes viewed as including product scope

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3
Q

What is Scope Baseline?

A

The approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison.

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4
Q

What is WBS (Work Breakdown Structure)?

A

Work Breakdown Structure

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5
Q

What is Scope Change?

A

Any change to the project scope. A change almost always requires an adjustment to the project cost or schedule.

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6
Q

What is Scope Creep?

A

The uncontrolled expansion to product or project scope without adjustments to time, cost, and resources.

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7
Q

What is 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 verified.

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8
Q

What is the Requirements Management Plan?

A

A component of the project or program management plan that describes how requirements will be defined, developed, monitored, controlled, and verified.

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9
Q

What is Decomposition?

A

A technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts.

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10
Q

What is the Requirements Traceability Matrix?

A

A grid that links product requirements from their origin to the deliverables that satisfy them.

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11
Q

What are the major components of Project Scope Management?

A

The processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully

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12
Q

True or False: Managing Project Scope includes determining what is AND what is NOT included in the project

A

TRUE

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13
Q

What is gold plating?

A

This refers to when a project team delivers more than what is expected based on the product/project scope

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14
Q

What are the steps in the Scope Management Process?

A

1) Plan Scope Management 2) Collect Requirements 3) Define Scope 4) Create WBS 5) Validate Scope 6) Control Scope

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15
Q

What is the Plan Scope Management Process?

A

The process of creating a scope management plan that documents how the project scope will be: Defined, Validated and Controlled

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16
Q

What are the Tools and Techniques in Planning Scope Management Process?

A

Expert Judgement
Data Analysis
Meetings

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17
Q

What is the key benefit of the Plan Scope Management Process?

A

It provides direction on how to manage scope throughout the entire process

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18
Q

What is the Collect Requirements Process?

A

The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives

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19
Q

What is the key benefit of the Collect Requirements Process?

A

It provides a basis to define and manage project and product scope

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20
Q

What is benchmarking?

A

The comparison of actual or planned practices, such as processes and operations, to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance.

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21
Q

What are context diagrams?

A

A visual depiction of the product scope showing a business system(process, showing a business system (process, equipment, computer system, etc.), and how people and other systems (actors) interact with it

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22
Q

What are Observations (AKA “Shadowing”)?

A

A technique that provides a direct way of viewing individuals in their environment performing their jobs or tasks and carrying out processes

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23
Q

What are Prototypes?

A

A method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it

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24
Q

What are questionnaires and surveys?

A

Written sets of questions designed to quickly accumulate information from a large number of respondents.

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25
Q

What are Requirements Documentation?

A

A description of how individual requirements meet the business need for the project.

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26
Q

What are Requirements Traceability Matrix?

A

A grid that links product requirements to their origin to the deliverables that satisfy them.

Requirements traceability can be further defined as the ability to describe and trace the life of a requirement, in both a forward and backward direction. This allows the project team to ensure that all original sources of the requirements are identified and that all the requirements have been used as part of the implementation.

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27
Q

What does Define Scope Process mean?

A

The process of developing a detailed description of the project and the product

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28
Q

What is the key benefit of the Define Scope Process?

A

It provides a clear account of what is in and out of scope for the project. A properly prepared project scope statement, once approved, serves as the basis for a common understanding of the project objectives and deliverables among all project stakeholders.

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29
Q

What is the Risk Register?

A

The risk register contains response strategies that may affect the project scope, such as reducing or changing project and product scope to avoid or mitigate a risk. We will be discussing risk and risk management in more detail in later modules.

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30
Q

What is Product Analysis?

A

For projects that have a product as a deliverable, product analysis is a tool to define scope that generally means asking questions about a product and forming answers to describe the use, characteristics, and other the relevant aspects of what is going to be manufactured.

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31
Q

What is Alternatives Generation?

A

A technique used to develop as many potential options as possible in order to identify different approaches to execute and perform the work of the project.

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32
Q

What are Facilitated Workshops?

A

An elicitation technique using focused sessions that bring key cross-functional stakeholders together to define product requirements.

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33
Q

What is Alternative Generations?

A

A technique used to aid in the Define Scope process including Alternative Analysis, Brainstorming, Nominal Group Technique, Mind Mapping

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34
Q

In the theme of Alternative Generation, what is Alternative Analysis?

A

A technique used to evaluate identified options in order to select which options or approaches to use to execute and perform the work of the project

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35
Q

In the theme of Alternative Generation, what is Brainstorming?

A

A general data gathering and creativity technique that can be used to identify risks, ideas, or solutions to issues by using a group of team members or subject matter experts.

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36
Q

In the theme of Alternative Generation, what is Nominal Group Technique?

A

A technique that enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or for prioritization.

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37
Q

In the theme of Alternative Generation, what is Mind Mapping?

A

Technique used to consolidate ideas created through individual brainstorming sessions into a single map to reflect commonality and differences in understanding and to generate new ideas.

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38
Q

What do we mean by Create WBS Process?

A

The Create WBS (Work Breakdown Structure) process is the process of subdividing project deliverables and project work into smaller, more manageable components

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39
Q

What does WBS stand for?

A

Work Breakdown Structure

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40
Q

What is the key benefit of the Create WBS process?

A

It provides a structured vision of what has to be delivered

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41
Q

What is the objective of creating a WBS?

A

To identify all required deliverables and work packages needed to complete the project. A work package is the work identified at the lowest level of the WBS for which cost and duration can be estimated and managed

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42
Q

What are the 5 Steps on Decomposition?

A

1) Gather information on major project deliverables (SOW)
2) Start development of the WBS at the highest level
3) Begin decomposing each of the higher WBS components into lowe level deliverables
4) Identify each work package and WBS components with a unique code (1, 2, 3)
5) Ensure that the WBS is at sufficient level to estimate from

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43
Q

What is a Control Account?

A

A management control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement. Each control account may include one or more work packages, but each of the work packages should be associated with only one control account

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44
Q

What is the Validate Scope Process?

A

The process of formalizing acceptance of the completed project deliverables

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45
Q

What is the key benefit of the Validate Scope Process?

A

Validating the deliverables increases the chance of final acceptance of the project

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46
Q

What are the Tools and Techniques of the Validate Scope Process?

A

Inspection
Decision Making (such as Voting)

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47
Q

True or False: In the Validate Scope process, the project manager also compares performance to
baselines and/or terms and conditions of a contract. The results will determine if the
project or phase should be accepted as complete or if corrective action is required

A

TRUE

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48
Q

What is Inspection in the context of the Validate Scope Process?

A

Examining or measuring to verify whether an activity, component, product, result, or service conforms to the specified requirements. Inspections might be conducted through formal reviews, audits, walk-throughs, etc.

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49
Q

What is the ‘defects’ list in the context of the Validate Scope Process?

A

A common method for recording incomplete or incorrect work. Often, this list then must be completed for the project or phase to be accepted

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50
Q

What is the Control Scope Process?

A

The process of monitoring the status of the project and product scope and managing changes to the scope baseline

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51
Q

What is the key benefit to the Control Scope process?

A

It allows the scope baseline to be maintained throughout the project

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52
Q

What is Variance Analysis?

A

A technique for determining the cause and degree of difference between the baseline and actual performance

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53
Q

What can we decipher from the Variance Analysis graph? Enter the image here

A

If you know what work should be complete now, and you can determine
what work has been completed now, any variance between the two is very useful information for many reasons

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54
Q

What is Scope Creep?

A

The uncontrolled expansion to product or project scope without adjustments to Time/Schedule, Cost/Budget, and resources

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55
Q

What are the impacts of Scope Creep?

A

Impact to Time/Schedule, Cost/Budget, and resources without adjusting those constraints may impact quality and risk (typically negatively as you would expect).

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56
Q

What is an Activity List?

A

A documented tabulation of schedule 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.

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57
Q

What are Activity Attributes?

A

Multiple attributes associated with each schedule activity that can be included within the activity list. Activity attributes include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.

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58
Q

What is a Milestone List?

A

A list identifying all project milestones and normally indicates whether the milestone is mandatory or optional

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59
Q

What is a Mandatory Dependency?

A

AKA Hard Logic - A relationship that is contractually required or inherent in the nature of the work

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60
Q

What is a Discretionary Dependency?

A

AKA Preferred or Soft Logic - A relationship that is established based on knowledge of best practices within a particular application area or an aspect of the project where a specific sequence is desired

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61
Q

What is an Internal Dependency?

A

Internal dependencies involve a precedence relationship between project activities and are generally inside the project teams control

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62
Q

What is an External Dependency?

A

External dependencies involve a relationship between project activities and non-project activities. These dependencies are usually outside of the teams control

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63
Q

What are Logical Relationships?

A

A dependency between two activities, or between an activity and a milestone

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64
Q

What is lag time?

A

The amount of time whereby a successor activity is required to be delayed with respect to a predecessor activity

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65
Q

What is lead time?

A

The amount of time whereby a successor activity can be advanced with respect to a predecessor activity

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66
Q

What is predecessor Activity?

A

An activity that logically comes before a dependent activity in a schedule

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67
Q

What is successor activity?

A

A dependent activity that logically comes after another activity in a schedule.

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68
Q

What is Plan Schedule Management?

A

The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing and controlling the project schedule

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69
Q

What is the key benefit of the Plan Schedule Management process?

A

It provides guidance on how the schedule will be managed

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70
Q

What is the schedule management plan?

A

A component of the project management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule.

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71
Q

What is the Define Activities Process?

A

The process of identifying and documenting the specific actions to be performed to produce the project deliverables

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72
Q

What is the key benefit of the define activities process?

A

It breaks down the work packages in the WBS into specific activities

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73
Q

What are Activity Attributes in the context of the Define Activities Process?

A

Multiple attributes associated with each schedule activity that can be included within the activity list.

Activity attributes include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.

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74
Q

What are Activity Lists in the context of the Define Activities Process?

A

A documented tabulation of schedule 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.

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75
Q

What is a Milestone List in the context of the Define Activities Process?

A

A list identifying all project milestones and normally indicates whether the milestone is mandatory or optional.

76
Q

What is a Milestone in the context of the Define Activities Process?

A

A significant point or event in a project, program, or portfolio. For example, when building a house, the completion of the foundation work could be considered a project Milestone. It has several distinct activities that need to be performed/delivered (for example, purchasing the materials, excavating and preparing the foundation site, pouring the concrete, waterproofing and finishing the concrete, etc.), but these distinct activities form a larger logical unit of deliverable work; a Milestone.

77
Q

What is Rolling Wave Planning in the context of the Define Activities Process?

A

An iterative planning technique in which the work to be accomplished in the near term is planned in detail, while work further out in the future is planned at a higher level. As that further out work gets closer, it is then planned in detail

78
Q

What is Decomposition in the context of Define Activities Process?

A

Each of the resulting work packages is decomposed into the specific activities required to produce the work package deliverables

79
Q

What is the Sequence Activities Process?

A

The process of identifying and documenting relationships among the project activities

80
Q

What is the key benefit of the sequence activities process?

A

It defines the logical sequence of work

81
Q

What is the PDM (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 performed.

82
Q

What is Dependency Determination?

A

A technique used to identify a type of dependency that is used to create the logical relationships between predecessor or successor activities

83
Q

What is a Project Schedule Network Diagram?

A

A graphical representation of the logical relationships among the project schedule activities. This diagram is the result of the precedence diagramming effort and is an output of the Sequence Activities process

A schedule network diagram can be thought of as a flowchart that shows the order and relationships between the work that must be performed, and the Precedence Diagramming Method (PDM) is the technique used to develop this schedule network diagram.

84
Q

What is a Precedence Relationship?

A

The term used in the precedence diagramming method for a logical relationship. In current usage, however, precedence relationship, logical relationship, and dependency are widely used interchangeably, regardless of the diagramming method used. See also logical relationship

85
Q

What are the 4 different precedence relationships?

A

1) Finish-to-start (FS)
2) Finish-to-finish (FF)
3) Start-to-Start (SS)
4) Start-to-Finish (SF)

86
Q

Regarding precedence relationships: what is Finish-to-Start?

A

A logical relationship in which a successor activity cannot start until a predecessor activity has finished.

87
Q

Regarding precedence relationships: what is Finish-to-Finish?

A

A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.

88
Q

Regarding precedence relationships: what is Start-to-Start?

A

A logical relationship in which a successor activity cannot start until a predecessor activity has started.

89
Q

Regarding precedence relationships: what is Start-to-Finish?

A

A logical relationship in which a successor activity cannot finish until a predecessor activity has started.

90
Q

What is the most commonly used of the four different precedence relationships?

A

Finish-to-start

91
Q

What is the least commonly used of the four different precedence relationships?

A

Start-to-finish

92
Q

What is Estimate Activity Duration Process?

A

The process of estimating the number of work periods needed to complete individual activities with estimated resources

93
Q

What is the key benefit of the Estimate Activity Durations process?

A

It provides the time each activity will take to complete?

94
Q

What is 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).

95
Q

What are activity resource requirements?

A

The types and quantities of resources required for each activity in a work package.

96
Q

What is 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.

97
Q

What is Parametric Estimating?

A

An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters

98
Q

What is Effort in the context of Analogous and
Parametric Estimating?

A

The number of labor units required to complete a schedule activity or work breakdown structure component, often expressed in hours, days, or weeks.

99
Q

What is Duration in the context of Analogous and
Parametric Estimating?

A

The total number of work periods (not including holidays or other non working periods) required to complete a schedule activity or work breakdown structure component. Usually expressed as workdays or workweeks.

100
Q

Why is it important to understand the difference between effort and duration when determining schedule estimates?

A

It is important to understand the difference between effort and duration to understand how the different types of estimating help in determining schedule estimates:

101
Q

What is Three Point Estimating?

A

A technique used to estimate cost or duration by applying an average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates.

102
Q

What are the two types of Three Point Estimating?

A

PERT and Triangular Distribution

103
Q

What is PERT (Three Point Estimating Type)?

A

A technique for estimating that applies a weighted average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates.

4x most likely +
1x optimistic +
1x pessimistic

All divided by 6

104
Q

What is Triangular Distribution (Three Point Estimating Type)?

A

The more simple of the two types, here the most likely, optimistic and pessimistic estimate are simply summed and result is divided by 3.

105
Q

What are the 3 values individually estimated in Three Point Estimating?

A

Most likely (m), Optimistic (o), and Pessimistic (p)

106
Q

What does the Most Likely estimating technique mean in regards to the Three Point Estimating Type?

A

An estimate of the most probable activity duration that takes into account all of the known variables that could affect performance. This is sometimes also called the best guess (BG) estimate

107
Q

What does the optimistic estimating technique mean in regards to the Three Point Estimating Type?

A

An estimate of the shortest activity duration that takes into account all of the known variables that could affect performance. This estimate considers what the estimate might be if positive factors do occur

108
Q

What does the pessimistic estimating technique mean in regards to the Three Point Estimating Type?

A

An estimate of the longest activity duration that takes into account all of the known variables that could affect performance. This estimate considers what the estimate might be if negative factors do occur.

109
Q

What is Develop Schedule Process?

A

The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule module.

110
Q

What is the key benefit of the Develop Schedule Process?

A

It generates planned dates for completing project activities.

111
Q

What is Schedule Network Analysis?

A

The techniques of identifying early and late start dates, as well as early and late finish dates, for the incompleted portions of project schedule activities

112
Q

What is Critical Path in the Schedule Network Analysis?

A

The sequence of activities that represents the longest path through the project, which determines the shortest possible duration.

113
Q

What is Critical Path Method (CPM) in the Schedule Network Analysis?

A

A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule module.

114
Q

What is Critical Chain Method (CCM) in the Schedule Network Analysis?

A

A schedule method that allows the project team to place buffers on any limited resources and project uncertainties.

115
Q

Why go forward and backwards pass to determine critical path?

A

In order to determine the project’s critical path, it is necessary to perform a forward pass and a backward pass through the network. The forward pass will identify the early-start and early finish times, and the backward pass will identify the late-start and late-finish times.

116
Q

What is the forward pass in the Critical Path Method?

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.

117
Q

What is the backwards pass in the Critical Path Method?

A

A critical path method technique for calculating the late start and late finish dates by working backward through the schedule model from the project end date

118
Q

What is the Early Start (ES) in the Critical Path Method?

A

The earliest date the activity can start

119
Q

What is the Early Finish (EF) in the Critical Path Method?

A

The earliest date the activity can finish

120
Q

What is the Late Finish (LF) in the Critical Path Method?

A

Latest date that the activity can finish without causing a delay to the project completion date.

121
Q

What is the Late Start (LS) in the Critical Path Method?

A

Latest date that the activity can start without causing a delay to the project completion date

122
Q

What is Free Float in the Critical Path Method?

A

The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint

123
Q

What is Total Float in the Critical Path Method?

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

124
Q

What is a Critical Activity in the Critical Path Method?

A

Any activity in the schedule that does not possess any float; Total Float = 0

125
Q

What does the Critical Path Method calculate?

A

The amount of scheduling flexibility that exists based on the parameters and known constraints entered into the model

126
Q

What does the Critical Chain Method calculate?

A

A schedule method that allows the project team to palce buffers on any project scheudle path to account for limited resources and project uncertainties. Developed from CPM and considers the effects of resource allocation, resource optimization, resource leveling and activity duration uncertainty on the criticla path determined

127
Q

What commonly causes a project to slip (in Critical Chain Method)?

A

The unavailability of “critical” resources

128
Q

What is Resource Leveling?

A

A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply

129
Q

What is a “what-if scenario analysis” in context of modeling technique?

A

The process of evaluating scenarios in order to predict ttheir effect on project objectives.

130
Q

What is a “Simulation” in context of modeling technique?

A

Uses a project model that ttranslates the uncertainties specified at a detailed level into their potential impact on objectives that are expressed at the level of the total project. Project simulations use computer models and estimates of risk, usually expressed as a probability distribution of possible costs or durations at a detailed work level, and are typically performed using Monte Carlo analysis.

131
Q

What is a “Monte Carlo Simulation” in context of modeling technique?

A

A process which generates hundreds or thousands of probable performance outcomes based on probability distributions for cost and schedule on individual tasks. The outcomes are then used to generate a probability distribution for the project as a whole.

132
Q

What is Crashing in context of Schedule Compression?

A

A technique used to shorten the schedule duration for the least incremental cost by adding resources (Ex: Adding Resources, Overtime)

133
Q

What is Fast Tracking in context of Schedule Compression?

A

A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. (Ex: Discretionary dependencies, soft logic)

134
Q

What is Reserve in context of Schedule Compression?

A

A provision in the project management plan to mitigate cost and/or schedule risk. Often used with a modifier(e.g., management reserve, contingency reserve) to provide further detail on what types of risks are meant to be mitigated.

135
Q

What is a Gantt chart?

A

A horizontal bar chart developed as a production control tool in 1917 by Henry L. Gantt, an American engineer and social scientist. Frequently used in project management, a Gantt chart provides a graphical illustration of a schedule that helps to plan, coordinate, and track specific tasks in a project.

136
Q

What is the Control Schedule Process?

A

The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.

137
Q

What is the key benefit of the Control Schedule Process?

A

Recognizing deviation from the plan so as to have ability to take appropriate action

138
Q

What are performance reviews in context of Control Schedule Process?

A

A technique that is used to measure, compare, analyze actual performance of work in progress on the project against the baseline

139
Q

What is a scheduling tool in context of Control Schedule Process?

A

A tool that provides schedule component names, definitions, structural relationships, and formats that support the application of a scheduling method.

140
Q

What are work performance measurements in context of Control Schedule Process?

A

These are the “calculated schedule variance (SV) and the schedule performance index (SPI).”

141
Q

What are scheudle forecasts in context of Control Schedule Process?

A

These are the “potential schedule changes based on the current schedule baseline”

142
Q

What are project plan updates in context of Control Schedule Process?

A

These may include, but are not limited to, the “schedule baseline, schedule management plan, or cost baseline.

143
Q

What are project document updates in context of Control Schedule Process?

A

These include, but are not limited to, “a revised network diagram and/or schedule.”

144
Q

What are organizational process assets in context of Control Schedule Process?

A

Items that could be updated might include, but are not limited to, “causes of variances documents, corrective actions and rationales, and lessons learned.

145
Q

What is Cost Aggregation?

A

Summing the lower-level cost estimates associated with the various work packages for a given level within the project’s WBS or for a given cost control account

146
Q

What is 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.

147
Q

What is Parametric Estimating?

A

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

148
Q

What is 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).

149
Q

What is an S-Curve?

A

A display of cumulative costs, labor hours or other quantities plotted against time. The name derives from the S-like shape of the curve, flatter at the beginning and end and steeper in the middle, which is typical of most projects. The beginning represents a slow, deliberate but accelerating start, while the end represents a deceleration as the work runs out.

150
Q

What is Cost Baseline?

A

The approved version of the time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results.

151
Q

What is Earned Value Management?

A

A methodology that combines scope, schedule, and resource measurements to assess project performance and progress.

152
Q

What does Project Cost Management include?

A

The processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget.

153
Q

What is Plan Cost Management Process?

A

The process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs.

154
Q

What is Cost Management Plan?

A

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

155
Q

What is Estimate Cost Process?

A

The process of developing an approximation of the monetary resources needed to complete project activities.

156
Q

What is the key benefit of the Estimate Cost Process?

A

It determines the amount of cost required to complete project work.

157
Q

What are a handful examples of types of costs?

A

Direct Costs, Labor, Material, Equipment, Subcontractors, Indirect Costs, Supervision, Engineering, Training, Taxes, Temporary Facilities, Contingency Costs, Inflation Allowance, Risk Factors

158
Q

What are Three Point Estimates?

A

Estimating Type that features:
Are used when there is uncertainty assocaited with an estimate
Take the optimistic, pessimistic, and most likely estimate to derive an expected cost

159
Q

What is the Determine Budget Process?

A

The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.

160
Q

What is the key benefit of the Determine Budget Process?

A

Having identified all the costs needed to complete the project.

161
Q

What is Cost Aggregation?

A

Summing the lower-level cost estimates associated with the various work packages for a given level within the project’s WBS or for a given cost control account

162
Q

What is Reserve?

A

A provision in the project management plan to mitigate cost and/or schedule risk. Often used with a modifier(e.g., management reserve, contingency reserve) to provide further detail on what types of risks are meant to be mitigated.

163
Q

What is Contingency Reserve?

A

Budget within the cost baseline or performance measurement baseline that is allocated for identified risks that are accepted and for which contingent or mitigated responses are developed

164
Q

What is Management Reserve?

A

An amount of project budget withheld for management control purposes. These are budgets reserved for unforeseen work that is within scope of the project. The management reserve is not included in the performance measurement baseline.

165
Q

What is 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 cost, or funds for a project.

166
Q

What are Risk reserves determined by?

A

Rule of Thumb
Risk Analysis
Lessons learned
Historical Information

167
Q

What is the difference between Contingency Reserve and Management Reserve?

A

Contingency Reserve are reserves put in place for things that the team knows will happen. These are known unknowns

Management Reserves are reserves put in place for things that might come up that the team hasn’t thought of. These are unknown unknonws and referred to as padding.

168
Q

Budget Outputs Chart

A
169
Q

What is Actual Cost (AC)?

A

The realized cost incurred for the work performed on an activity during a specific time period

170
Q

What is Budget at Completion (BAC)?

A

The sum of all budgets establishedfor the work to be performed. This is the total budget for the project

171
Q

What are Project Life Cycle Costs?

A

These costs consider all costs of the temporary endeavor (the project) whereas Product life cycle costs consider all projects supporting the product and may include operational expenses as well

172
Q

What are Product Lify Cycle Costs?

A

These costs consider all projects supporting the product and may include operational expenses as well

173
Q

What is the Product Life-Cycle Cost Analysis?

A

Ask a number of questions like: what are the doownstream implications for maintaining the projects product in production or operation? Attempting to reduce temporary effort or project by using shortcuts now may have significant impacts later

174
Q

What is the Control Costs Process?

A

The process of monitoring the status of the project to update the project costs and managing changes to the cost baseline.

175
Q

What are the Cost Control Basics?

A

Establish cost performance thresholds.
Monitor cost performance for variances.
Bring expected costs within acceptable limits.
Accurately record changes to the baseline.
Guard against improper changes to the baseline
Inform stakeholders of changes.

176
Q

What is the key benefit of the Control Costs Process?

A

Provides the means to recognize variance from the plan

177
Q

What is the To-Complete-Performance-Index? (TCPI)

A

A measure of the cost performance that is required to be 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.

178
Q

What are the 3 common variance thresholds described in the notes?

A

0-5% variance is acceptable
5-10% variance is a warning
Greater than 10% is unacceptable

The project manager should monitor planned vs. actual expenditures for the work that was accomplished. If the variance trend is deteriorating, the team should take preventative action to keep the variance from passing the threshold limit. If the variance is outside the threshold limit, the team should take corrective action to bring it back to acceptable p

179
Q

What are the steps to problem solve when a variance is outside an acceptable threshold?

A
  1. Describe the problem and it’s setting.
  2. Set objectives.
  3. Identify the root cause.
  4. Identify potential solutions.
  5. Decide on the solution.
  6. Implement the solution.
  7. Monitor and adjust.
180
Q

What is Earned Value Management? (EVM)

A

A technique used to integrate, measure, and report project performance for the project’s scope, schedule, and resources. This technique allows the project manager to relate schedule cost, and scope using specific mathematical formulas that, when used in calculations, will indicate where variances to the plan exist and where corrective action may be required.

181
Q

What are the two questions EVM tries to answer?

A

1) Where are we today AND
2) Where will we end up?

The more frequently you address these two questions, the easier it will be to take the necessary corrective actions. Variance from a baseline are easier to manage when the variances are small and detected early

182
Q

What is a Forecast?

A

An estimate or prediction of conditions and events in the project’s future based on information and knowledge available at the time of the forecast. The information is based on the project’s past performance and expected future performance, and includes information that could impact the project in the future, such as estimate at completion and estimate to complete.

183
Q

What is EAC (Estimate at Completion)?

A

The expected total cost of completing all project work.

184
Q

What is ETC (Estimate to Complete)?

A

The expected cost to finish all the remaining project work.

185
Q

What is TCPI (To-Complete Performance Index)?

A

A measure of the cost performance that is required to be 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.

186
Q

What is VAC (Variance at Completion)?

A

A projection of the amount of budget deficit or surplus, expressed as the difference between the budget at completion and the estimate at completion.

MBA 742 - Project Management Professional Concepts (4 decks)

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