Other Vocab Flashcards
Business Documents - include..
-Project Business Case
-Project Benefits Management Plan
Project Business Case
Includes: business needs, analysis of situation, recommendation, and evaluation
Project Benefits Management Plan
Includes: target benefits, strategic alignment, timeframe for realizing benefits, benefits owner, metrics, assumptions, and risks
Organizational Process Assets (OPA)
Processes and Procedures
Standards
Policies
Work instructions
Templates
Change control procedures
Organizational Knowledge Repositories
Project files
Historical information
Configuration management knowledge bases
Financial databases
Enterprise Environmental Factors (EEF)
Not under the control of the project team
Influence, constrain, or direct the project
Think of these as “the world we work in”
Internal to the Organization:
-Organizational culture
-Geographic distribution of facilities and resources
-Infrastructure
-IT Software
-Resource availability
-Employee capability
External to the Organization:
-Marketplace conditions
-Social and cultural influences
-Legal restrictions
-Commercial databases
-Government or industry standards
-Financial considerations
Requirements documentation
describes how individual requirements meet the business need for the project
Scope management plan
a component of the project management plan that describes how the scope will be
defined, developed, monitored, controlled, and validated
Requirements management plan
a component of the project management plan that describes how project and
product requirements will be analyzed, documented, and managed
Stakeholder engagement plan
used to understand stakeholder communication requirements and the level of stakeholder engagement in order to assess and adapt to the level of stakeholder participation in requirements activities
Assumption Log
identified assumptions about the product,
project, environment, stakeholders, and other factors that can influence requirements
Lessons learned register
used to provide information on effective requirements collection techniques, especially for projects that are using an iterative or
adaptive product development methodology
Stakeholder Register
used to identify stakeholders who can provide information on the requirements. It also captures requirements and expectations that
stakeholders have for the project
Requirements traceability matrix
a grid that links product requirements from their origin to the deliverables that satisfy them
Project management plan
the document that describes how the project will be executed, monitored and controlled, and closed. It integrates and consolidates all of the subsidiary management plans and baselines, and other information necessary to manage the project
Project scope statement
the description of the project scope, major deliverables, and exclusions. The project scope statement documents the entire scope, including project and product scope
The WBS
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
Scope baseline
the approved version of a scope statement, WBS, and its associated WBS dictionary, which can be changed only through formal change control procedures and is used as a basis for comparison
WBS dictionary
a document that provides detailed deliverable, activity, and scheduling information about each component in the WBS
Work package
the work defined at the lowest level of the WBS for which cost and duration can be estimated and managed. Not the activities themselves
Plan Schedule Management
The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule
Schedule management plan
a component of the project management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule
Define Activities
the process of identifying and documenting the specific actions to be performed to produce
the project deliverables. The key benefit of this process is that it decomposes work packages into schedule activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work
Rolling wave planning
an iterative planning technique in which the work to be accomplished in the near term is
planned in detail, while work further in the future is planned at a higher level
Sequence Activities
the process of identifying and documenting relationships among the project activities. it defines the logical sequence of work to obtain the greatest efficiency given all project
constraints
Schedule baseline
the approved version of a schedule model that can be changed only through formal change
control procedures and is used as a basis for comparison to actual results. It is accepted and approved by the appropriate stakeholders as the schedule baseline with baseline start dates and baseline finish dates
Plan Cost Management
the process of defining how the project costs will be estimated, budgeted, managed, monitored, and controlled
Estimate Costs
the process of developing an approximation of the cost of resources needed to complete project work. The key benefit of this process is that it determines the monetary resources required for the project
Cost baseline
the approved version of the time-phased project budget, excluding any management reserves,
which can only be changed through formal change control procedures. It is used as a basis for comparison to actual results. The cost baseline is developed as a summation of the approved budgets for the different schedule activities
Plan Quality Management
the process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with quality requirements and/or standards.
Quality management plan
a component of the project management plan that describes how applicable
policies, procedures, and guidelines will be implemented to achieve the quality objectives. It describes the activities and resources necessary for the project management team to achieve the quality objectives set for the project
Resource Management Plan
the component of the project management plan that provides guidance on how
project resources should be categorized, allocated, managed, and released. It may be divided between the team management plan and physical resource management plan
Estimate Activity Resources
the process of estimating team resources and the type and quantities of materials,
equipment, and supplies necessary to perform project work
Plan Communications Management
the process of developing an appropriate approach and plan for project
communications activities based on the information needs of each stakeholder or group, available organizational assets, and the needs of the project. The key benefit of this process is a documented approach to effectively and efficiently engage stakeholders by presenting relevant information in a timely manner
risk register
captures details of identified individual project risks, risk owners and potential risk responses
risk report
presents information on sources of overall project risk, together with summary information on identified individual project risks
-Sources of overall project risk, indicating which are the most important drivers of overall project risk exposure;
-Summary information on identified individual project risks, such as number of identified threats and opportunities, distribution of risks across risk categories, metrics and trends, etc
Qualitative Risk Analysis
the process of prioritizing individual project risks for further analysis or action
by assessing their probability of occurrence and impact as well as other characteristics
Quantitative Risk Analysis
the process of numerically analyzing the combined effect of identified individual
project risks and other sources of uncertainty on overall project objectives
Plan Procurement Management
the process of documenting project procurement decisions, specifying the
approach and identifying potential sellers. The key benefit of this process is that it determines whether to acquire goods and services from outside the project and, if so, what to acquire as well as how and when to acquire it
Manage Communications
the process of ensuring timely and appropriate collection, creation, distribution, storage,
retrieval, management, monitoring, and the ultimate disposition of project information
Monitor and Control Project Work
the process of tracking, reviewing, and reporting the overall progress to meet
the performance objectives defined in the project management plan
Perform Integrated Change Control
the process of reviewing all change requests; approving changes and managing
changes to deliverables, project documents, and the project management plan; and communicating the decisions
Validate Scope
process of formalizing acceptance of the completed project deliverables
Control Scope
process of monitoring the status of the project and product scope and managing changes to the scope baseline. The key benefit of this process is that the scope baseline is maintained throughout the project
PESTLE
identifies the external business environment factors that can affect the value and desired outcomes of a project
-Political
-Environmental
-Social
-Technical
-Legal
-Economic
Relational Power
participates in networking and has connections and alliances
Referent Power
gained credibility and the respect and admiration of others
Charismatic Power
personally charming
Ingratiating Power
applies flattery to win favor or cooperation
Student syndrome
a common student behaviour to postpone the homework to the last possible start time
Dropped baton
refers to the impact of poor coordination. If an activity is completed early and the resources for the new dependent activity is not ready, the time gained by completing the activity early, is lost
Sandbagging
refers to the practice of holding a complete work until the true due date arrives
Parkinson’s Law
occurs when an activity is completed before deadline but resources are still improving the work until the due date is reached. The time spent on the activity is often expanded and finished at the last minute (ie to fill the time that’s been allocated)
Self-protection
when workers fail to report early completion of activities out of fear that management team will adjust future standards and demand more next time
