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PMP > Overall > Flashcards

Overall Flashcards

1
Q

Change Management Plan

A

part of the PMP, describes how change requests throughout the project will be formally authorized and incorporated.

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2
Q

Configuration Management Plan

A

Part of the PMP, describes how info about the items of the project (and which items) will be recorded and updated so that the result of the project remains consistent.

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3
Q

Performance Measurement Baseline

A

Part of the PMP, an integrated scope-schedule-cost plan for the project work against which project execution is compared to measure and manage performance.

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4
Q

Project life cycle

A

part of the PMP, describes the series of phases that a project passes thru from initiation to closing.

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5
Q

Development approach

A

part of the PMP, describes the product, services or result development approach, such as predictive, iterative, agile, or hybrid.

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6
Q

Management reviews

A

part of the PMP, identifies the points in the project when the PM and relevant SHs will review project progress to determine if performance is as expected, or if preventive or corrective actions are necessary.

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7
Q

Brainstorming

A

Data gathering technique - used to identify a list of ideas in a short period of time. Conducted in a group environment, led by a facilitator. 2 parts: idea generation, and analysis.

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8
Q

Focus groups

A

Data gathering technique - brings together SHs and subject matter experts to learn about perceived project risk, success criteria, etc. in a more conversational way than one-on-one

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9
Q

Interviews

A

Data gathering technique - used to obtain info from SHs on high level requirements, assumptions/constraints, approval criteria, etc. by talking directly to them.

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10
Q

Checklists

A

data gathering technique - list of items, actions, or points to be considered. Often used as a reminder of various items.

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11
Q

Project Management Information System (PMIS)

A

provides access to IT software tools such as scheduling software, work authorization systems, configuration mgmt systems, info collection & distribution systems, as well as interfaces to other online automated systems such as corporate knowledge base repositories.

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12
Q

Work performance data

A

the raw observations and measurements identified during activities being performed. Data is gathered thru work execution and passed to the controlling processes for further execution.

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13
Q

Work performance info

A

the performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas.

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14
Q

work performance reports

A

the physical or electronic representation of work performance info, compiled into project documents, intended to generate decisions or raise issues, actions, or awareness.

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15
Q

Change request

A

a formal proposal to modify any document, deliverable, or baseline. Can include:

  1. Corrective action
  2. Preventive action
  3. Defect repair
  4. Updates to project documents, plans, etc.
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16
Q

Explicit knowledge

A

knowledge that can be readily codified using words, pictures, and numbers.

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17
Q

Tacit knowledge

A

knowledge that is personal and difficult to express, such as beliefs, insights, experience, and “know-how”

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18
Q

Issue Log

A

Project document where all project issues are recorded and tracked. Includes:

  • issue type
  • who raised the issue and when
  • description
  • priority
  • who is assigned to the issue
  • target resolution date
  • status
  • final resolution
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19
Q

assumption log

A

project document that contains info about all assumptions and constraints identified as affecting the project.

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20
Q

lessons learned register

A

Project document where lessons learned are recorded throughout the project life cycle. It is an output of the Manage Project Knowledge process.

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21
Q

Alternatives analysis

A

Data analysis technique used to select the corrective actions or combination of corrective and preventive actions to implement when a deviation occurs.

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22
Q

Trend analysis

A

Data analysis technique used to forecast future performance based on past results.

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23
Q

Variance analysis

A

Data analysis technique used to analyze the difference (or variance) between planned and actual performance. Can include duration estimates, cost estimates, resource utilization, resource rates, tech performance, etc.

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24
Q

Cost-Benefit analysis

A

data analysis technique used to help determine the best corrective action in terms of cost in case of project deviations.

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25
Q

Earned value analysis

A

Data analysis technique used to provide an integrated perspective on scope, schedule, and cost performance.

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26
Q

change log

A

project document used to record all changes that occur during a project.

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27
Q

regression analysis

A

Data analysis technique used analyze the interrelationships between different project variables that contributed to the project outcomes to improve performance on future projects

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28
Q

Product backlog

A

Used in an adaptive project life cycle, where the scope is decomposed into a set of requirements and work to be performed, sometimes referred to as a product backlog.

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29
Q

Scope Management Plan

A

component of the PMP that describes how the scope will be defined, developed, monitored, controlled, and validated. Includes 4 components:

  1. Process for preparing a scope statement
  2. process that enables the creation of a WBS from the detailed scope statement
  3. process that establishes how the scope baseline will be approved and maintained
  4. Process that specifies how formal acceptance of the completed deliverables will be obtained
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30
Q

Requirements Mgmt Plan

A

Component of the PMP that describes how project and product requirements will be analyzed, documented, and managed.

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31
Q

Benchmarking

A

Data gathering technique that involves comparing actual or planned practices or the project’s quality standards to those of comparable projects/organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance.

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32
Q

Voting

A

Decision-making technique that can take 3 forms:

  1. Unanimity - decision reached whereby everyone agrees on a single course of action
  2. Majority - decision reached with support of more than 50% of members
  3. Plurality - decision reached whereby the largest block in a group decides, even if a majority is not achieved.
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33
Q

Autocratic decision making

A

Decision-making technique where one individual takes responsibility for deciding for the group

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34
Q

Multicriteria decision analysis

A

Decision-making technique that uses a decision matrix to provide a systematic analytical approach for establishing criteria such as risk levels, uncertainty, and validation, to evaluate and rank many ideas.

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35
Q

Affinity diagram

A

Data representation technique that allows for large numbers of ideas to be classified into groups for review and analysis

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36
Q

Mind Mapping

A

Data representation technique that consolidates 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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37
Q

Context diagram

A

Technique that visually depicts the product scope by showing a business system and how people and other systems interact with it. Shows inputs to the business system, the actor(s) providing the inputs, the outputs from the system, and the actor(s) receiving the outputs.

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38
Q

Prototypes

A

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

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39
Q

Storyboarding

A

a prototyping technique showing sequence or navigation through a series of images or illustrations.

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40
Q

Requirements documentation

A

An output from the ‘Collect Requirements’ process that describes how individual requirements meet the business need for the project. Can include classifications such as:

  • Business requirements
  • Stakeholder requirements
  • solution requirements
  • Transition and readiness requirements
  • Project requirements
  • Quality requirements
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41
Q

Requirements Traceability Matrix

A

An output of the ‘Collect Requirements’ process, it is a grid that links product requirements from their origin to the deliverables that satisfy them. Helps to ensure that each requirement adds business vlaue by linking it to the business and project objectives. May include attributes such as:

  • Unique identifier
  • textual description of the requirement
  • rationale for inclusion
  • owner
  • source
  • priority
  • version
  • current status & status date
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42
Q

Product Analysis

A

Tool/Technique for ‘Define Scope’ process - includes asking questions about a product or service and forming answers to describe the use, characteristics, and other relevant aspects of what is going to be delivered. Examples include:

  • product breakdown
  • requirements analysis
  • systems analysis
  • systems engineering
  • Value analysis
  • value engineering
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43
Q

Project Scope Statement

A

Output from the ‘Define Scope’ process - is the description of the project scope, major deliverables, and exclusions. Documents the entire scope, including project and product scope. Includes:

  • Product scope description - progressively elaborates the characteristics of the product described in the project charter
  • Deliverables - unique and verifiable product or service
  • Acceptance criteria - set of conditions to be met before a deliverable is accepted.
  • Project Exclusions
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44
Q

Work Breakdown Structure (WBS)

A

a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives. WBS is comprised of work packages.

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45
Q

Decomposition

A

Technique used in ‘Create WBS’ process - used for dividing and subdividing the project scope and deliverables into smaller, more manageable parts. Level of WBS decomposition is often guided by the degree of control needed to effectively manage project.

46
Q

Scope Baseline

A

Output of the ‘Create WBS’ process - is 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.

47
Q

WBS dictionary

A

Component of the Scope Baseline - a document that provides detailed deliverable, activity, and scheduling info about each component in the WBS. Can include:

  • Code of account identifier
  • description of work
  • assumptions & constraints
  • responsible organization
  • schedule milestones
  • associated schedule activities
  • resources required
  • cost estimates
  • quality requirements
  • acceptance criteria
  • technical references
  • agreement info
48
Q

Scope Creep

A

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

49
Q

Schedule Management Plan

A

Output of the ‘Plan Schedule Mgmt’ process - establishes the following:

  • Project Schedule Model Development - the scheduling methodology & tool to be used
  • Release & Iteration length - used in adaptive life cycles, the time-boxed periods for releases, iterations, & waves
  • Level of accuracy
  • Units of measure
  • organization procedures links
  • Project schedule model maintenance
  • control thresholds
  • rules of performance measurement
  • reporting formats
50
Q

Rolling Wave Planning

A

Iterative planning technique in which work to be accomplished in the near term is planned in detail, while work further in the future is planned at a higher level.

51
Q

Activity List

A

Output of the ‘Define Activities’ process - is the full list of schedule activities required on the project.

52
Q

Activity attributes

A

Output of the ‘Define Activities’ process - an extension of each activity description, which identifies multiple components associated with the activity. Can include:

  • Activity ID
  • WBS ID
  • activity label or name
  • predecessor & successor activities
  • logical relationships
  • leads & lags
  • resource requirements
  • imposed dates
  • assumptions & constraints
53
Q

Precedence Diagramming Method (PDM)

A

Scheduling technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more relationships to show the sequence. Includes 4 types of dependencies (or logical relationships):

  1. Finish-to-Start (FS) - successor activity cannot start until predecessor activity has finished (most common).
  2. Finish-to-Finish (FF) - successor activity cannot finish until predecessor activity has finished.
  3. Start-to-Start (SS) - successor activity cannot start until predecessor activity has started.
  4. Start-to-Finish (SF) - predecessor activity cannot finish until successor activity has started (least common).
54
Q

Dependency Determination and Integration

A

Scheduling technique in “Sequence Activities” process, assigning attributes to the types of dependencies activities have on each other. Four types of dependencies:

  1. Mandatory - legally or contractually required or inherent in the nature of the work.
  2. Discretionary - Established base don knowledge of best practices within a particular area (preferred, preferential, or soft logic)
  3. Internal - Relationship between two activities that is within the project team’s control
  4. External - Relationship between project activities and non-project activities.
55
Q

Leads and Lags

A

Scheduling technique in “Sequence Activities” process, is the amount of time a successor activity can be advanced with respect to a predecessor activity.

  • Lead - the amount of time a successor activity can be advanced with respect to the predecessor activity.
  • Lag - the amount of time a successor activity will be delayed with respect to a predecessor activity.
56
Q

Project Schedule Network Diagrams

A

Output of the “Sequence Activities” process - a graphical representation of the logical relationships (i.e. dependencies) among the project schedule activities.

57
Q

Reserve Analysis

A

Data analysis technique used to determine the amount of contingency and management reserves needed for the project.

  • Contingency reserves - reserve within the schedule/cost baseline, which is allocated to identified accepted risks (the “known unknowns”).
  • Management Reserves - specified amount of project budget reserved for unforeseen work within the scope of the project (the “unknown unknowns”).
58
Q

Basis of Estimates

A

Output of “Estimate Activity Durations”, “Estimate Costs”, and “Estimate Activity Resources” processes - the additional info that accompanies the estimated durations, costs, and resources to provide a clear and complete understanding of how they were derived.

59
Q

Resource Optimization

A

Scheduling technique used to adjust the start and finish dates of activities to adjust planned resource use to be equal to or less than resource availability. Example include:

  • Resource leveling
  • Resource smoothing
60
Q

Resource Leveling

A

Scheduling technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing the demand for resources with the available supply. Utilizes total available float, and may cause the critical path to be changed.

61
Q

Resource Smoothing

A

Scheduling technique that adjusts the activities of a schedule such that the requirements for resources on the project do not exceed certain predefined resource limits. Depends on total available float within a specific activity, and does not change the critical path.

62
Q

Monte Carlo Analysis

A

Data analysis technique (simulation) in which risks and other sources of uncertainty are used to calculate possible outcomes for the total project.

63
Q

Schedule Compression

A

Scheduling technique used to shorten or accelerate the schedule duration without reducing the project scope in order to meeting schedule constraints. Includes:

  • Crashing - shortens the schedule duration to the least incremental cost by adding resources
  • Fast Tracking - shortens the schedule by performing activities in parallel for a portion of their duration, which normally would be done sequentially.
64
Q

Schedule Baseline

A

Output of the “Develop Schedule” process, is the approved version of the schedule which can only be changed through formal change control procedures and is used as a basis for comparison to actual results.

65
Q

Project Calendars

A

Output of “develop Schedule” process, they identify working days and shifts that are available for scheduled activities.

66
Q

Iteration Burndown Chart

A

Data analysis technique that tracks the work that remains to be completed in the iteration backlog. Used to analyze the variance with respect to an ideal burndown, based on the work committed from iteration planning. Plots a line for actual work remaining, ideal work remaining, and generates a forecast for work remaining over time.

67
Q

Cost Management Plan

A

Output of “Plan Cost Management” process, describes how project costs will be planned, structured, and controlled. Establishes the following:

  • Units of measure
  • level of precision
  • level of accuracy
  • organizational procedures links
  • control thresholds
  • rules of performance measurement
  • reporting formats
  • additional details
68
Q

Cost Baseline

A

Output of the “Determine Budget” process, is the approved version of the time-phased project budget, excluding any management reserves, which can only be changed through formal change procedures. Used as a basis for comparison to actual costs.

69
Q

Cost Performance Index (CPI)

A

CPI = EV/AC.

if CPI is less than 1.0, indicates a cost overrun.
if CPI is greater than 1.0, indicates a cost underrun.

70
Q

Schedule Performance Index (SPI)

A

SPI = EV/PV.

If SPI is less than 1.0, project is behind schedule.
If SPI is greater than 1.0, project is ahead of schedule.

71
Q

Schedule Variance (SV)

A

SV = EV-PV

72
Q

Cost Variance (CV)

A

CV = EV-AC

73
Q

Bottom-up Estimate at Completion (EAC)

A

EAC = AC+bottom-up ETC

most common EAC forecasting approach

74
Q

To-Complete Performance Index (TCPI)

A

Technique in “Control Costs” process, is the measure of the cost performance required to be achieved with the remaining resources in order to meet a specific management goal.

TCPI = (BAC-EV) / (BAC-AC)

75
Q

Cost of Quality (COQ)

A

All costs incurred over the life of the product by investment in:

  • Prevention Costs - preventing nonconformance to requirements
  • Appraisal Costs - appraising the product for conformance
  • Failure Costs - failing to meet requirements (rework).
76
Q

Quality Metrics

A

Output of the “Plan Quality Management” process, they specifically describe a project or product attribute and how the Control Quality process will verify compliance to it.

77
Q

Cause-and-Effect Diagrams

A

Data representation technique, also referred to as fishbone diagrams or Ishikawa diagrams. Breaks down the causes of the problem statement into discrete branches, helping to identify the main or root cause of the problem.

78
Q

Histogram

A

Data representation technique that shows a graphical representation of numerical data.

79
Q

Matrix diagram

A

Data representation technique that seeks to show the strength of relationships among factors, causes, and objectives that exist between the rows and columns that form the matrix.

80
Q

Design for X (DfX)

A

set of technical guidelines that may be applied during the design of a product for the optimizations of a specific aspect of the design.

81
Q

Check sheets

A

Data gathering technique, used to organize facts in a manner that will facilitate the effective collection of useful data about a potential quality problem. Also referred to as tally sheets.

82
Q

Control charts

A

Data representation technique used to determine whether or not a process is stable or has predictable performance

83
Q

Retrospectives

A

a meeting held by a project team to discuss:

  • successful elements in the project/phase
  • what could be improved
  • what to incorporate in the ongoing project and what in future projects
  • what to add to the OPAs
84
Q

Quality Control Measurements

A

Output of the Control Quality process, they are the documented results of the Control Quality process.

85
Q

Hierarchical charts

A

Data representation technique used to show positions and relationships in graphical, top-down format

  • Work Breakdown Structure
  • Organizational Breakdown Structure
  • Resource Breakdown Structure
86
Q

Responsibility Assignment Matrix (RAM)

A

Data representation technique that shows the project resources assigned to each work package.

Example of a RAM is a RACI chart.

87
Q

RACI Chart

A

Responsible, Accountable, Consult, Inform (RACI) - Example of a RAM, used to ensure clear assignment of roles and responsibilities when the team consists of internal and external resources.

88
Q

Team Charter

A

Output of “Plan Resource Management” process, is a document that establishes the team values, agreements, and guidelines for the team. Includes:

  • Team values
  • communication guidelines
  • decision making criteria and process
  • conflict resolution process
  • meeting guidelines
  • team agreements
89
Q

Resource Requirements

A

Output of the “Estimate Activity Resources” process, it identifies the types and quantities of resources required for each work package or activity in a work package, and can be aggregated to determine estimated resource requirements for the project.

90
Q

Resource Breakdown Structure

A

Output of the “Estimate Activity Resources” process, is the hierarchical representation of resources by category (labor, materials, equipment) and type (skill level, grade level, required certs, etc.)

91
Q

Conflict resolution techniques

A
  1. Withdraw/Avoid - postponing the issue to be better prepared or resolved by others
  2. Smooth/Accommodate - emphasizing areas of agreement rather than areas of difference; conceding one’s position to the needs of others
  3. Compromise/Reconcile - find a solution that brings some degree of satisfaction to all parties.
  4. Force/Direct - pushing one’s viewpoint at the expense of others
  5. Collaborate/Problem Solve - incorporating multiple viewpoints that leads to consensus and commitment
92
Q

Hierarchical communication focus

A

Refers to the position of the SH group with respect to the project team:

  • Upward - senior management SHs
  • Downward - the team and others who will contribute to the work
  • Horizontal - peers of the project manager or team
93
Q

Communication Requirements Analysis

A

Tool in the “Plan Comms Management” process. Analysis of comms requirements determines the info needs of the project SHs. These requirements are defined by combining the type and format of info needed with an analysis of the value of that info.

94
Q

Communication Styles Assessment

A

Technique used to assess comms styles and identify the preferred comms method, format, and content for planned comms activities. Often used with unsupportive SHs

95
Q

Risk thresholds

A

Reflect the risk appetite of the organization and project SHs. Express the degree of acceptable variation around a project objective.

96
Q

Probability and Impact Matrix

A

Part of the Risk Mgmt Plan. Opportunities and threats are represented in a common probability and impact matrix using positive and negative definitions of impact for opportunities and threats.

97
Q

Assumption & Constraint Analysis

A

Data Analysis technique that explores the validity of assumptions and constraints to determine which pose a risk to the project.

98
Q

Risk Report

A

Output from “Identify Risks” process, it presents info on sources of overall project risk, together with summary info on identified individual project risks.

99
Q

Risk Register

A

Output from “Identify Risks” process, it captures all details of identified project risks. Includes:

  • List of identified risks each with a unique identifier
  • Potential risk owners
  • List of potential risk responses
100
Q

Strategies for dealing with Threats

A
  1. Escalate - risk is escalated to the program or portfolio mgmt level
  2. Avoid - project team acts to eliminate the threat or protect the project from its impact
  3. Transfer - Shifting ownership of a threat to a 3rd party
  4. Mitigate - action taken to reduce the probability of occurrence and/or impact of a threat
  5. Accept - acknowledges the threat but no action taken
101
Q

Strategies for dealing with Opportunities

A
  1. Escalate - escalated to the program or portfolio mgmt level
  2. Exploit - action taken to ensure the opportunity happens
  3. Share - transferring ownership to a third party to share in benefits
  4. Enhance - action taken to increase the probability and/or impact of an opportunity
  5. Accept - acknowledges the opportunity but no action taken
102
Q

Fixed Price Contracts

A

Sets a fixed total price for a defined product, service or result to be provided. Includes:

  • Firm Fixed Price (FFP) - total price is set at the outset and doesn’t change unless the scope changes.
  • Fixed Price Incentive Fee (FPIF) - allows for deviation from performance, with financial incentives tied to achieving agreed-upon metrics
  • Fixed Price with Economic Price Adjustments (FPEPA) - used if the period of performance spans several years or if payments are made in different currency
103
Q

Cost Reimbursable Contracts

A

Contract category that involves payments to the seller for all legitimate actual costs incurred for completed work, plus a fee for profit. Includes:

  • Cost Plus Fixed Fee (CPFF) - costs reimbursed plus a fixed fee payment calculated as a percent of initial estimated costs
  • Cost Plus Incentive Fee (CPIF) - costs plus predetermined incentive fee based on achieving certain objectives
  • Cost Plus Award Fee (CPAF) - costs plus fee, but fee is based largely on subjective satisfaction of broad performance criteria as decided by the buyer.
104
Q

Procurement Documentation

A

Includes:

  1. Bid Documents
  2. Procurement SOW
  3. Independent cost estimates
  4. source selection criteria
105
Q

Co-Creation

A

a SH engagement concept where affected SHs are included in the team as partners

106
Q

Brain writing

A

a refinement of brainstorming that allows individual participants time to consider the question(s) individually before the group brainstorming session is held.

107
Q

power/interest grid, power/influence grid, impact/influence grid

A

Data representation technique that groups SHs according to their level of authority (power), level of concern about the project’s outcomes (interest), and ability to influence the project’s outcomes (influence)

108
Q

Salience model

A

Data representation technique that describes classes of SHs based on assessments of their power, urgency,, and legitimacy

109
Q

Directions of Influence

A

Data representation technique that classifies SHs according to their influence on the work of the project or the project team itself. Includes:

  • Upward - senior mgmt or similar
  • Downward - the team or temporary contributing specialists
  • Outward - SH groups outside the project team
  • Sideward - project manager’s peers
110
Q

Stakeholder Register

A

Output from “Identify Stakeholders” process, contains info about identified SHs such as:

  • Identification Info - Name, position, location, contact info
  • Assessment info - major requirements, expectations, potential to influence project outcomes
  • SH Classification - internal/external, impact/influence/power/interest, upward/downward/outward/sideward, etc.
111
Q

SH Engagement Assessment Matrix

A

Data representation technique that classifies SHs based on their current level of engagement vs. the desired level of engagement:

  • Unaware
  • Resistant
  • Neutral
  • Supportive
  • Leading

PMP (11 decks)

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