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CAPM Study Deck > PM Documents - Inverse > Flashcards

PM Documents - Inverse Flashcards

1
Q

The activity characteristics such as activity codes, predecessor and successor activities, leads and lags, resource requirements, dates, constraints, and assumptions.

A

Activity Attributes

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2
Q

The collections of documents that detail how the project’s cost estimate was created, which includes the following information:

  • The scope of the work that the estimate is based on
  • The basis for the estimate
  • Documentation of the assumptions used in the estimate creation
  • Documentation of the constraints used in the estimate creation
  • The range of possible estimates, such as the =/- percentage or dollar amount
A

Activity cost estimate supporting detail

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3
Q

An estimate of the likely time it will take to complete the project, a phase, or individual activities within the project.

A

Activity duration estimate

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4
Q

The collection of project schedule activities.

A

Activity list

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5
Q

A tool that helps the project team sort ideas and data. This simple tool clusters similar ideas and is useful after a brainstorming session.

A

Affinity diagram

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6
Q

A document that defines what the project aims to accomplish for a person, customer, stakeholder, business, or organization. An agreement can be a verbal agreement, but it is more likely documented in a contract, memorandum of understanding, memo or email.

A

Agreement

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7
Q

An estimate based on a previous similar project to predict the current project’s time or cost expectations.

A

Analogous estimate

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8
Q

A document in which all assumptions identified in the project are documented and the status of each as an assumption is monitored. Assumptions need to be tested to determine risk likelihood.

A

Assumptions log

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9
Q

Narratives about the product requirements that need to be completed. These are often prioritized, numbered, and scheduled for creation based on time, budget, and stakeholder demand.

A

Backlog

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10
Q

A histogram that typically depicts the project activities and their associated start and end dates. Also known as a Gantt chart.

A

Bar chart

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11
Q

A project management plan that defines how the project will create and deliver the benefits for the organization.

A

Benefits management plan

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12
Q

Defines the materials and products needed to create the items defined in the corresponding work breakdown structure (WBS). The BOM is arranged in sync with the hierarchy of the deliverables in the WBS.

A

Bill of materials (BOM)

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13
Q

Documents the financial reasoning for the project and the end result of a feasibility study. A business case is often needed for the project charter to justify the project’s existence.

A

Business case

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14
Q

A diagram that illustrates how potential problems within a project may contribute to failure or errors within the project. Also known as an Ishikawa diagram, a fishbone diagram, or why-why diagram.

A

Cause-and-effect diagram

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15
Q

A document that records all changes that happen during the project. It is useful for scope verification, quality control, and tracking changes.

A

Change log

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16
Q

A project management plan that defines how the project will manage changes.

A

Change management plan

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17
Q

A documented request to change the project’s scope, which is managed through the project’s integrated change control process.

A

Change request

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18
Q

A checklist that is used as part of requirements gathering, task execution, quality control, and other aspects of the project to ensure that a task or process is completed accurately. Also known as a tally sheet.

A

Checksheet

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19
Q

A documented disagreement between the buyer and the seller. Claims are often settled through negotiations, mediation, or in the courts, depending on the terms of the contract.

A

Claim

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20
Q

A subsidiary plan that defines who needs what information, when the information is needed, the frequency of the communication, and the accepted modalities for the communication needs.

A

Communications management plan

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21
Q

A project management plan that defines the configurable items (features and functions) and the formal process for how these items are allowed to be changed.

A

Configuration management plan

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22
Q

Part of the monitor and control risk process includes the option of executing a contingency plan to respond to worst-case scenarios with risk impact.

A

Contingency Plan

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23
Q

A legal relationship between the buyer and the seller that describes the work to be completed, the fee for performing the work, a schedule for completing the work, and acceptance criteria to deem the contract complete. If a project is being completed by one organization for another organization, there is typically a contractual relationship between the seller and the customer. Contracts may be inputs for the project charter.

A

Contract

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24
Q

A plan that is used for significant purchases. This plan directs the acquisition and adherence of both the buyer and the seller to the terms of the contract.

A

Contract management plan

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25
Q

A document that defines the products and services that are being procured to satisfy portions of the project scope statement.

A

Contract statement of work

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26
Q

A quality control tool that illustrates the stability of a process and enables the project management team to determine whether the process may have trends and predictability.

A

Control chart

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27
Q

A time-phased budget that tracks the planned project expenses against the actual project expenses. This document is used to measure, monitor, and control project costs in conjunction with the cost management plan.

A

Cost baseline

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28
Q

A project management subsidiary plan that defines the structure for estimating, budgeting, and controlling project costs.

A

Cost management plan

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29
Q

A contract in which the buyer pays the seller a fee for the contract work or deliverable, plus an additional fee based on the percentage of total costs for the goods or services provided.

A

Cost plus fee or Cost plus percentage of costs

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30
Q

A contract in which the buyer pays the seller the costs of the materials and/or labor to complete the contract work or deliverable, plus a predetermined fee.

A

Cost plus fixed fee

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31
Q

A contract in which the buyer pays the seller the costs of the materials and labor plus an incentive bonus for reaching objectives set by the buyer. Incentives are typically based on reaching schedule objectives.

A

Cost plus incentive fee

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32
Q

A diagram that identifies and evaluates each available outcome of a decision and the decision’s implication, consideration of each choice, and the value of each decision.

A

Decision tree

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33
Q

A change request to repair defects within the project deliverables.

A

Defect repair request

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34
Q

A worst-case scenario plan to enable the organization to “fall back” if a project plan needs to be scrapped because of risks or issues.

A

Fallback plan

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35
Q

A diagram that illustrates how potential problems within a project may contribute to failure or errors within the project. Also known as a cause-and-effect diagram and Ishikawa diagram.

A

Fishbone diagram

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36
Q

A contract that defines the total price for the work or product the organization agrees to purchase.

A

Fixed-price or lump-sum contract

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37
Q

A visual representation of a process through a system.

A

Flowchart

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38
Q

A diagram that plots the strengths and weaknesses of the forces (stakeholders) that have influence over project decisions.

A

Force field analysis diagram

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39
Q

A document that formally records that the project customer and/or sponsor has accepted the project deliverables.

A

Formal acceptance documentation

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40
Q

A bar chart that shows scheduling information and relationships among tasks. Tasks are represented by nodes. The length of the node combined with the calendar shows the duration of the activity.

A

Gantt chart

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41
Q

A bar chart that shows the distribution of values.

A

HIstogram

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42
Q

Past project documentation and lessons learned documents are often used as inputs and references for current projects. Current project documentation and lessons learned documentation become historical information for future projects within an organization. Organizational Process Assets (OPAs)

A

Historical information

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43
Q

A document that serves as a means for evaluation estimates provided by potential vendors to complete the work the contract calls for. Tna independent estimate is often created by a third party for the performing organization for a fee. Also known as a third-party estimate and a should-cost estimate.

A

Independent estimate

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44
Q

A chart that shows the relationships between and among causal factors, events, situations, and other project conditions.

A

Influence diagram

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45
Q

A document inviting a prospective vendor to bid on the contents of the contract statement of work. This is a price-based decision model.

A

Invitation for bid

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46
Q

A diagram that illustrates how potential problems within a project may contribute to failure or errors within the project. Also known as a cause-and-effect diagram and fishbone diagram.

A

Ishikawa diagram

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47
Q

A document that records all issues, their statuses, and resolutions.

A

Issue log

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48
Q

A document listing the results of quality control and other types of lessons learned, which becomes part of organizational process assets. Lessons learned documentation is created throughout the project’s life cycle.

A

Lessons learned register

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49
Q

A chart that depicts the promised milestone completion and the actual milestone completion dates. Sometimes called a milestone schedule.

A

Milestone chart

50
Q

The documented collection of the project milestones and their attributes, deadlines, and requirements. The milestone list is part of the overall project management plan.

A

Milestone list

51
Q

A procurement document that requires the vendor not disclose information about the contract to anyone within or outside of the performing organization.

A

Nondisclosure agreement (NDA)

52
Q

A document showing the decomposition of the project’s hierarchy of organizations, departments, and disciplines related to the work packages in the WBS. This document helps the project management team determine which disciplines or departments are responsible for which work packages as identified in the WBS. Or, a document that depicts the organization’s departments, teams, functional departments, and business units.

A

Organizational breakdown structure

53
Q

A visual representation of the hierarchy of an organization depicting all of the positions and reporting structures of the organization’s members.

A

Organizational chart

54
Q

An estimate based on a parameter, such as cost per metric ton or number of hours to complete a repetitive activity.

A

Parametric estimate

55
Q

A histogram that shows the categories of failure within a project. A Pareto chart ranks the failures from largest to smallest, which then enables the project management team to attack the largest problems within the project. Pareto charts are based on Pareto’s Law, which states that 80 percent of the problems are related to 20 percent of the causes.

A

Pareto chart

56
Q

The project’s communications management plan defines the expectations and frequency of the project performance reports. Performance reports update the necessary stakeholders on the status and progress information and may include bar charts, S-curves, histograms, and tables. These reports provide documentation about the project and project team’s overall performance during the project execution. Performance can measure work results, time, cost, scope, quality, and other specifics within the project.

A

Performance reports

57
Q

A book published by the Project Management Institute (PMI) that serves as a guide to the project management body of knowledge. It is generally accepted in the project management discipline as providing good practices for most projects, most of the time.

A

PMBOK Guide

58
Q

Demonstrates through either a cardinal or an ordinal scale the probability, impact, and risk score of each identified risk event. The process is a result of risk analysis.

A

Probability and impact matrix

59
Q

A subsidiary plan of the overall project management plan that defines the processes and policies for choosing, selecting, and working with a vendor on the project. The plan defines the contracts that should be used, the standard procurement documents, and the conditions to work with (and sometimes manage) the client-vendor relationship.

A

Procurement management plan

60
Q

A document from the buyer to the seller describing exactly what the seller wants to purchase. This document is part of the procurement package.

A

Procurement statement of work

61
Q

The features and functions of the product, service, or result that a project may bring about.

A

Product scope

62
Q

Defines the product, service or condition that the project promises to create. As the project moves through planning, the product scope description becomes more detailed.

A

Product scope description

63
Q

The time when project work is allowed to happen within the project.

A

Project calendar

64
Q

The document that authorizes the project or project phase. It identifies the business needs and the new product, service or the result the project will bring about in the organization.

A

Project charter

65
Q

The documentation of the project’s completion, closure, and transfer of the project deliverables to other parties within the organization or to the project customers. If the project has been canceled, the project closure documents detail why the project has been canceled and what has happened to the project deliverables that may have been created during the limited project execution.

A

Project closure documents

66
Q

A document that defines all of the accepted project management processes for the current project, including how the project will be initiated, planned, executed, monitored, controlled, and closed. The project management plan comprises the following:

  • Project scope management plan
  • Change management plan
  • Configuration management plan
  • Requirements management plan
  • Schedule management plan
  • Cost management plan
  • Quality management plan
  • Resource management plan
  • Communications management plan
  • Risk management plan
  • Procurement management plan
  • Stakeholder engagement plan
  • Schedule baseline
  • Cost baseline
  • Scope baseline
  • Performance measurement baseline
  • Project life cycle descriptions
  • Development approach
A

Project management plan

67
Q

A notebook that contains the project team’s individual project records. The project notebooks become part of the organizational process assets.

A

Project notebook

68
Q

A chart that shows the interrelationships among the project manager, the project sponsor, the project team, and possibly stakeholders.

A

Project organization chart

69
Q

Formal project communication that often happens in the form of a presentation. These presentations become part of the organizational process assets.

A

Project presentation

70
Q

All of the project documentation and communication that should be kept and managed by the project management team. These project records become part of the organizational process assets.

A

Project records

71
Q

Project reports vary by organization but generally include information on the project’s status, lessons learned, issue logs, and project closure. Project reports become part of the organizational process assets.

A

Project reports

72
Q

A visual representation of the sequence of project activities. The most common project schedule network diagram is the precedence diagramming method, which uses predecessors and successors to illustrate the flow of the project work.

A

Project schedule network diagram

73
Q

A subsidiary plan of the overall project plan. It defines how the project scope will be defined, documented, verified, managed, and controlled. This plan also defines how the project’s WBS will be defined, maintained, and approved. The scope validation process is also documented within the project scope management plan. Finally, this plan defines the scope change control process the project will adhere to.

A

Project scope management plan

74
Q

A document that defines the scope of the project and the work required to deliver the project scope. The project scope statement provides several pieces of project information:

  • Project objectives
  • Product scope description
  • Project requirements
  • Project boundaries
  • Project deliverables
  • Product acceptance criteria
  • Project constraints
  • Project assumptions
  • Initial project organization
  • Initial defined risks
  • Schedule milestone
  • Fund limitations
  • Cost estimates
  • Project configuration management requirements
  • Project specifications
  • Approval requirements
A

Project scope statement

75
Q

Defines the products or processes that the project will provide. This document is an input to the project charter.

A

Project statement of work (SOW)

76
Q

A response to a request for proposal (RFP), which often includes project approaches, ideas, and suggestions to complete the procured work, in addition to a price.

A

Proposal

77
Q

A collection of rates, material costs, labor trades, and industry-specific price guidelines.

A

Published estimating data

78
Q

A list of vendors that are qualified to do business with the performing organization.

A

Qualified seller lists

79
Q

A document that defines the quality objectives for the project. Results of project performance measurement are compared against the quality baseline so that improvements may be made. If the work is acceptable, the project may continue.

A

Quality baseline

80
Q

A project management tool used to ensure that a series of steps have been performed as planned and required by the project management team.

A

Quality checklist

81
Q

A subsidiary project management plan that defines how the project management team will adhere to and implement the requirements of the performing organization’s quality policy.

A

Quality management plan

82
Q

A responsibility assignment matrix that documents the project roles and the responsibilities for each within the project. In a RACI chart, the activities of RESPONSIBLE, ACCOUNTABLE, CONSULTED and INFORMED are used (hence the acronym RACI).

A

RACI chart

83
Q

A request from the buyer to the seller asking for more details about the goods or services the seller provides.

A

Request for information (RFI)

84
Q

A request from the buyer to potential vendors to provide a price, approaches, and ideas on how to complete the proposed work to be procured.

A

Request for proposal (RFP)

85
Q

A document inviting a prospective vendor to bid on the contents of the contract statement of work. This is a price-based decision model.

A

Request for quote (RFQ)

86
Q

A project management plan that defines how requirements will be identified, documented and managed during the project.

A

Requirements management plan

87
Q

A table that identifies each requirement at its origin and traces the requirement throughout the project.

A

Requirements traceability matrix

88
Q

A hierarchical decomposition of the resources required to complete the deliverables within the project.

A

Resource breakdown structure

89
Q

A calendar that defines when people and equipment are available for the project’s use. The resource calendar identifies whether a resource is idle, on vacation, or being utilized on the current project or another one within the organization.

A

Resource calendar

90
Q

A project management plan that defines how the project is staffed and how the project team will be defined, managed and controlled. This plan also addresses physical resources that are needed for the project.

A

Resource management plan

91
Q

Illustrates the connection between the project and the project team members who will complete the project work.

A

Responsibility assignment matris (RAM)

92
Q

The project risks are depicted in a hierarchy of risk categories.

A

Risk breakdown structure

93
Q

A subsidiary plan of the overall project management plan that defines how the risk management activities within the project will occur. The risk management plan includes the following:

  • Methodology
  • Roles and responsibilities
  • Budgeting
  • Timing
  • Risk categories
  • Definitions of risk probability and impact
  • Updated risk categories
A

Risk management plan

94
Q

A component of project management planning that documents the outcome of all risk management activities. The risk register includes the following:

  • List of identified risks
  • List of potential responses
  • Root causes of risk
  • Risk prioritization
  • Probabilistic analysis
  • Risk trends
A

Risk register

95
Q

Should the planned response to a risk event use transference, a contractual agreement is often demanded.

A

Risk-related contractual agreeement

96
Q

Communicates and summarizes the status of individual project risks and the overall project risks.

A

Risk report

97
Q

Similar to a control chart - shows measured trends over time.

A

Run chart

98
Q

A quality control diagram that shows the relationship between two variables within a project

A

Scatter diagram

99
Q

A collection of activities. The work package is decomposed into the tasks needed to create the work package deliverable. Also called the activity list.

A

Schedule activities

100
Q

A baseline depicting the expected start and completion dates of project activities, dates for the milestones, and finish dates for the entire project or project phase.

A

Schedule baseline

101
Q

A bar chart that depicts the discrepancies between the current activity status and the estimated activity status. Often referred to as a tracking Gantt chart.

A

Schedule comparison bar chart

102
Q

Sometimes used by an organization that repeats the same type of projects, schedule network templates are prepopulated with activities and their preferred sequence. Often, these are based on previous similar projects and are adapted for the current project.

A

Schedule network template

103
Q

Comprises the project’s scope statement, the WBS, and the WBS dictionary.

A

Scope baseline

104
Q

A directory of the project stakeholders and their characteristics.

A

Stakeholder register

105
Q

An organizational plan that is considered when a project is being chartered. All projects within an organization should support the organization’s strategic plan.

A

Strategic plan

106
Q

When a project includes repetitive work, such as the creation of identical floors within a skyscraper, the network diagram may use a subnetwork template to illustrate the repetition in the project.

A

Subnetwork template

107
Q

Often included in the project charter, this may address the predetermined budget allotted for a project or a rough order of magnitude estimate based on the preliminary project scope statement.

A

Summary budget

108
Q

A schedule of when the project management team can expect the milestones within the project to be reached. This schedule is part of the project charter.

A

Summary milestone schedule

109
Q

Documents team values and ground rules; defines expectations between the project team members and the project manager.

A

Team charter

110
Q

Part of the resource management plan that defines when project members are needed, how the project team will be acquired, and when the project team members can be released from the project.

A

Team management plan

111
Q

A contract that defines the limited relationship between two or more organizations in their attempt to seize an opportunity. When the opportunity is done, the contractual relationship defines how the teaming agreement may end.

A

Teaming agreement

112
Q

When roles and responsibilities need more documentation than a RACI or RAM chart can provide, a text-oriented version is used. Also known as a position description or role-responsibility-authority form.

A

Text-oriented responsibility format

113
Q

An estimate based on the average of the optimistic, most likely, and pessimistic time estimates. Can be used for cost also.

A

Three-point estimate

114
Q

A simple contract type in which the buyer pays the seller for the time and materials to deliver the product or service the contract calls for. This contract type should have a not-to-exceed clause to cap the contract’s total cost.

A

Time and materials contract

115
Q

A hierarchical chart that shows the relationship of parent-child objects. Technically, a WBS can be a tree diagram.

A

Tree diagram

116
Q

A companion document to the WBS that details each item in the WBS. Every entry in the WBS dictionary includes its related code of account identifier, responsible organization, schedule, quality requirements, and technical references, and may include charge numbers, related activities, and a cost estimate.

A

WBS dictionary

117
Q

A WBS from a previous similar project or the organization’s methodology that has been adapted and modified to map to the current project’s deliverables.

A

WBS template

118
Q

A document that visualizes the deliverables that make up the project scope. The WBS uses a code of accounts to number and identify the elements within the decomposition. The smallest item within the WBS is called the work package.

A

Work breakdown structure (WBS)

119
Q

The smallest item in the WBS that cannot, or should not, be decomposed any further as a project deliverable.

A

Work package

120
Q

Raw data from observations, outcome of activities, and measurements from the project work.

A

Work performance data

121
Q

Analyzed work performance data that is useable to make decisions in the project.

A

Work performance information

122
Q

Work performance information that is formatted, packaged and presented in a report for management and stakeholders.

A

Work performance reports

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