PMP

Question 1

360-degree appraisal

Answer 1

A performance review completed by a person’s peers, managers, and subordinates. It’s called 360-degree appraisal as it’s a circle of reviews by people at different levels of an organization.

Question 2

Acceptance

Answer 2

This is a response to a risk event, generally made when the probability of the event and/or impact are small. It is used when mitigation, transference, or avoidance are not selected.

Question 3

Active listening

Answer 3

This occurs when the receiver confirms the message is being received by feedback, questions, prompts for clarity, and other signs of having received the message.

Question 4

Activity attributes

Answer 4

Activities that have special conditions,
requirements, risks, and other conditions should be documented.

Question 5

Activity cost estimates

Answer 5

The cost of resources including materials, services, and when warranted, labor should be estimated.

Question 6

Activity list

Answer 6

A listing of all of the project activities required to complete each project phase or the entire project. This list is an input to the project network diagram.

Question 7

Activity on node

Answer 7

A network diagramming approach that places the activities on a node in the project network diagram.

Question 8

Activity sequencing

Answer 8

The process of mapping the project activities in the order in which the work should be completed.

Question 9

Actual costs

Answer 9

The amount funds the project has spent to date. The difference between actual costs and the earned value will reveal the cost variance.

Question 10

Adjourning

Answer 10

The final stage of team development; once the project is done, the team moves onto other assignments either as a unit or the project team is disbanded and individual team members go onto other work.

Question 11

Affinity diagram

Answer 11

Clusters like ideas together and allows for decomposition of ideas to compare and contrast project requirements.

Question 12

Analogous estimating

Answer 12

This relies on historical information to predict estimates for current projects. Analogous estimating is also known as top-down estimating and is a form of expert judgment.

Question 13

Application areas

Answer 13

The areas of discipline that a project may center upon. Consider technology, law, sales, marketing, and construction among many others.

Question 14

Assumption log

Answer 14

A document that clearly identifies and tracks assumptions that are made in the project. All assumptions need to be tested for their validity, and the outcome of the test should be recorded.

Question 15

Autocratic

Answer 15

The project manager makes all of the
decisions.

Question 16

Avoidance

Answer 16

This is one response to a risk event. The risk is avoided by planning a different technique to remove the risk from the project.

Question 17

Benchmarking

Answer 17

A process of using prior projects within or external to the performing organization to compare and set quality standards for processes and results

Question 18

Benefit measurement methods

Answer 18

Project selection methods that compare the benefits of projects to determine which project the organization should invest its funds.

Question 19

Benefit/cost analysis

Answer 19

The process of determining the pros and cons of any project, process, product, or activity.

Question 20

Benefit/cost ratios

Answer 20

Shows the proportion of benefits to costs; for example 4:1 would equate to four benefits and just one cost.

Question 21

Bid

Answer 21

A document from the seller to the buyer. Used when price is the determining factor in the decision-making process.

Question 22

Bidder conferences

Answer 22

A meeting with prospective sellers to ensure all sellers have a clear understanding of the product or service to be procured. Bidder conferences allow sellers to query the buyer on the details of the product to help ensure that the proposal the seller creates is adequate and appropriate for the proposed agreement.

Question 23

Bottom-up estimating

Answer 23

A technique where an estimate for each component in the WBS is developed and then totaled for an overall project budget. This is the longest method to complete, but it provides the most accurate estimate.

Question 24

Brainstorming

Answer 24

The most common approach to risk
identification; it is performed by a project team to identify the risks within the project. A multidisciplinary team, hosted by a project facilitator, can also perform brainstorming.

Question 25

Budget at completion

Answer 25

The predicted budget for the project; what the project should cost when it is completed. Budget at completion represents 100 percent of the planned value for the project’s completion.

Question 26

Cause-and-effect diagrams

Answer 26

Used for root cause analysis of what factors are creating the risks within the project. The goal is to identify and treat the root of the problem, not the symptom.

Question 27

Centralized contracting

Answer 27

All contracts for all projects need to be approved through a central contracting unit within the performing organization.

Question 28

Change Control Board

Answer 28

A group of decision makers that review
proposed project changes.

Question 29

Change Control System

Answer 29

A predefined set of activities, forms, and procedures to entertain project change requests.

Question 30

Change log

Answer 30

As changes to the project time, cost, or scope enter the project they should be recorded in the change log for future reference.

Question 31

Change management plan

Answer 31

When changes are approved for a project, including time, cost, scope, or contract, then there needs to be a plan on how the project team will manage these new changes within the project.

Question 32

Chart of accounts

Answer 32

A coding system used by the performing organization’s accounting system to account for the project work.

Question 33

Checklists

Answer 33

A listing of activities that workers check to ensure the work has been completed consistently; used in quality control.

Question 34

Closing

Answer 34

The fifth of five project management process groups. It contains the processes responsible for closing a project, a project phase, or the procurement relationships.

Question 35

Coercive power

Answer 35

The project manager uses fear and threats to manage the project team.

Question 36

Collective bargaining agreements

Answer 36

These are contractual agreements initiated by employee groups, unions, or other labor organizations; they may act as a constraint on the project.

Question 37

Communications formula

Answer 37

The formula “N (N – 1) / 2” shows the number of communication channels in a project. N represents the total number of stakeholders.

Question 38

Communications management plan

Answer 38

A plan that documents and organizes the stakeholder needs for communication. This plan covers the communications system, its documentation, the flow of communication, modalities of communication, schedules for communications, information retrieval, and any other stakeholder requirements for communications

Question 39

Composite structure

Answer 39

An organizational structure that uses a blend of the functional, matrix, or projectized organization to operate and manage projects.

Question 40

Compromising

Answer 40

A conflict resolution method; this approach
requires both parties to give up something.
The decision ultimately made is a blend of
both sides of the argument. Because neither
party completely wins, it is considered a loselose solution.

Question 41

Confidentiality

Answer 41

A project manager should keep certain
aspects of a project confidential; consider
contract negotiations, human resource issues,
and trade secrets of the organization.

Question 42

Configuration management

Answer 42

The control and documentation of the
project’s product features and functions.

Question 43

Conflict of interest

Answer 43

A situation where the project manager could
influence a decision for personal gain.

Question 44

Constrained optimization methods

Answer 44

Complex mathematical models to determine
the likelihood of projects success in order to
determine if the organization should invest its
funds into the project.

Question 45

Constraints

Answer 45

Anything that limits the project manager’s
options; for example, time, cost, and scope
are always project constraints.

Question 46

Contingency reserve

Answer 46

A time or dollar amount allotted as a response
to risk events that may occur within a project.

Question 47

Continuous process improvement

Answer 47

A goal of quality assurance to improve the
project’s processes and deliverables; meshes
with the project’s Process Improvement Plan.

Question 48

Contract

Answer 48

A legal, binding agreement, preferably written,
between a buyer and seller detailing the
requirements and obligations of both parties.
Must include an offer, an acceptance, and a
consideration.

Question 49

Contract administration

Answer 49

The process of ensuring that the buyer and
the seller both perform to the specifications
within the contract.

Question 50

Contract change control system

Answer 50

Defines the procedures for how contracts may
be changed. Includes the paperwork, tracking,
conditions, dispute resolution procedures, and
the procedures for getting the changes
approved within the performing organization.

Question 51

Contract closeout

Answer 51

A process for confirming that the obligations
of the contract were met as expected. The
project manager, the customer, key
stakeholder, and, in some instances, the seller
complete the product verification together to
confirm the contract has been completed.

Question 52

Contract file

Answer 52

A complete indexed set of records of the
procurement process incorporated into the
administrative closure process. These records
include financial information as well as
information on the performance and
acceptance of the procured work.

Question 53

Control charts

Answer 53

These illustrate the performance of a project
over time. They map the results of inspections
against a chart. Control charts are typically
used in projects or operations that have
repetitive activities such as manufacturing,
test series, or help desk functions. Upper and
lower control limits indicate if values are
within control or out of control.

Question 54

Cost baseline

Answer 54

This shows what the project is expected to
spend. It’s usually shown in an S-curve and
allows the project manager and management
to predict when the project will be spending
monies and over what duration. The purpose
of the cost baseline is to measure and predict
project performance.

Question 55

Cost budgeting

Answer 55

A process of assigning a cost to an individual
work package. This process shows costs over
time. The cost budget results in an S-Curve
that becomes the cost baseline for the
project.

Question 56

Cost change control

Answer 56

This is part of the Integrated Change Control
System and documents the procedures to
request, approve, and incorporate changes to
project costs.

Question 57

Cost control

Answer 57

An active process to control causes of cost
change, to document cost changes, and to
monitor cost fluctuations within the project.
When changes occur, the cost baseline must
be updated.

Question 58

Cost estimating

Answer 58

The process of calculating the costs, by
category, of the identified resources to
complete the project work.

Question 59

Cost management plan

Answer 59

Explains how variances to the costs of the
project will be managed. The plan may be
based on a range of acceptable variances and
the expected response to variances over a
given threshold.

Question 60

Cost of conformance

Answer 60

The cost of completing the project work to
satisfy the project scope and the expected
level of quality. Examples include training,
safety measures, and quality management
activities. Also known as the cost of quality.

Question 61

Cost of nonconformance

Answer 61

The cost of not completing the project with
quality; included wasted time for corrective
actions, rework, wasted materials. Could also
mean loss of business, loss of sales, lawsuits.
Also known as the cost of poor quality.

Question 62

Cost performance index

Answer 62

The process of calculating the costs, by
category, of the identified resources to
complete the project work

Question 63

Cost Plus Award Fee

Answer 63

This contract requires the buyer to pay for all
the project costs and give the seller an award
fee based on the project performance,
meeting certain project criteria, or other goals
established by the buyer. The award fee can
be tied to any factor the buyer determines
and the factor doesn’t have to be exact.

Question 64

Cost variance

Answer 64

The difference between the earned value and
the actual costs.

Question 65

Cost-reimbursable contracts

Answer 65

A contract that pays the seller for the product.
In the payment to the seller, there is a profit
margin the difference between the actual
costs of the product and the sales amount.

Question 66

Crashing

Answer 66

A duration compression technique that adds
project resources to the project in an effort to
reduce the amount of time allotted for effortdriven activities

Question 67

Critical chain method

Answer 67

A network diagramming approach that
considers the availability or project resources
and the project’s promised end date to
determine the critical path(s) in the project.

Question 68

Critical path method

Answer 68

A network diagramming approach that
identifies the project activities which cannot
be delayed or the project completion date will
be late.

Question 69

Cultural norm

Answer 69

The accepted practices, culture, ideas, vision,
and nature of an organization.

Question 70

Culture shock

Answer 70

The initial reaction a person experiences when
they’re in a foreign environment.

Question 71

Decision tree analysis

Answer 71

A type of analysis that determines which of
two decisions is the best. The decision tree
assists in calculating the value of the decision
and determining which decision costs the
least.

Question 72

Decoder

Answer 72

This is a part of the communications model; it
is the inverse of the encoder. If a message is
encoded, a decoder translates it back to
usable format.

Question 73

Decomposition

Answer 73

The breakdown of the project scope
statement into the project’s work breakdown
structure. The smallest item of the project’s
decomposition into the WBS is called the work
package.

Question 74

Deliverable

Answer 74

A thing that a project creates; projects
generally create many deliverables as part of
the project work.

Question 75

Delphi Technique

Answer 75

A method to query experts anonymously on
foreseeable risks within the project, phase, or
component of the project. The results of the
survey are analyzed and organized and then
circulated to the experts. There can be several
rounds of anonymous discussions with the Delphi
technique. The goal is to gain consensus on
project risks, and the anonymous nature of the
process ensures that no one expert’s advice
overtly influences the opinion of another
participant.

Question 76

Democratic

Answer 76

The project team is involved in the decisionmaking process.

Question 77

Design of experiments

Answer 77

This relies on statistical “what-if” scenarios to
determine which variables within a project
will result in the best outcome; it can also be
used to eliminate a defect. The design of
experiments approach is most often used on
the product of the project, rather than the
project itself.

Question 78

Dictatorship

Answer 78

A group decision process where the person
with the most power forces the decision even
though the rest of the group may oppose the
decision.

Question 79

Direct costs

Answer 79

Costs incurred by the project in order for it to
exist. Examples include equipment needed to
complete the project work, salaries of the
project team, and other expenses tied directly
to the project’s existence.

Question 80

Discretionary dependencies

Answer 80

The order of the project activities do not have
to completed in a particular order so they can
be done in the order of the project manager
or the project team’s discretion.

Question 81

Duration estimates

Answer 81

The prediction of how long the project work
will take to complete.

Question 82

Earned value

Answer 82

The value of the work that has been
completed and the budget for that work:
EV=%Complete X BAC.

Question 83

Earned value management

Answer 83

Earned value management integrates scope,
schedule, and cost to give an objective,
scalable point-in-time assessment of the
project. EVM calculates the performance of
the project and compares current
performance against plan. EVM can also be a
harbinger of things to come. Results early in
the project can predict the likelihood of the
project’s success or failure.

Question 84

Effective listening

Answer 84

The receiver is involved in the listening
experience by paying attention to visual clues
by the speaker and to paralingual intentions
and by asking relevant questions.

Question 85

Encoder

Answer 85

Part of the communications model; the device
or technology that packages the message to
travel over the medium.

Question 86

Enhance

Answer 86

To enhance a risk is to attempt to modify it
probability to and/or its impacts to realize the
most gains from the identified risk.

Question 87

Estimate at completion

Answer 87

A hypothesis of what the total cost of the
project will be. Before the project begins, the
project manager completes an estimate for
the project deliverables based on the WBS. As
the project progresses, there will likely be
some variances between what the cost
estimate was and what the actual cost is. The
EAC is calculated to predict what the new
estimate at completion will be.

Question 88

Estimate to complete

Answer 88

Represents how much more money is needed
to complete the project work: ETC=EAC-AC.

Question 89

Estimating publications

Answer 89

Typically a commercial reference to help the
project estimator confirm and predict the
accuracy of estimates. If a project manager
elects to use one of these commercial
databases, the estimate should include a
pointer to this document for future reference
and verification.

Question 90

Ethics

Answer 90

Describes the personal, cultural, and
organizational interpretation of right and
wrong; project managers are to operate
ethically and fairly.

Question 91

Ethnocentrism

Answer 91

Happens when individuals measure and
compare a foreigner’s actions against their
own local culture. The locals typically believe
their own culture is superior to the foreigner’s
culture.

Question 92

Evaluation criteria

Answer 92

Used to rate and score proposals from sellers.
In some instances, such as a bid or quote, the
evaluation criterion is focused just on the
price the seller offers. In other instances, such
as a proposal, the evaluation criteria can be
multiple values: experience, references,
certifications, and more.

Question 93

Exceptional

Answer 93

The project manager only pays attention to
the top ten percent of the project performers
and the bottom ten percent of the project
team performers.

Question 94

Executing

Answer 94

The project management process group that
carries out the project management plan to
create the project deliverables.

Question 95

Expectancy Theory

Answer 95

People will behave on the basis of what they
expect as a result of their behavior. In other
words, people will work in relation to the
expected reward of the work.

Question 96

Expert power

Answer 96

A type of power where the authority of the
project manager comes from experience with
the area that the project focuses on.

Question 97

Exploit

Answer 97

The organization wants to ensure that the
identified risk does happen to realize the
positive impact associated with the risk event.

Question 98

Facilitated workshops

Answer 98

A collection of stakeholders from around the
organization that come together to analyze,
discuss, and determine the project
requirements.

Question 99

Fast tracking

Answer 99

A schedule compression technique that allows
phases to overlap in order to compress the
schedule and finish the job faster. Fast tracking
does increase project risk.

Question 100

Feedback

Answer 100

Sender confirmation of the message by asking
questions, requesting a response, or other
confirmation signals.

Question 101

Finish-to-finish

Answer 101

A relationship between project activities
where the predecessor activities must finish
before successor activities may finish.

Question 102

Finish-to-start

Answer 102

A relationship between project activities
where the predecessor activities must finish
before the successor activities may start; this
is the most common network diagramming
relationship type.

Question 103

Fixed costs

Answer 103

Costs that remain the same throughout the
project.

Question 104

Fixed Price with Economic Price
Adjustment Contracts

Answer 104

A contract for long-term projects that may
span years to complete the project work. The
contract does define a fixed price with caveats
for special categories of price fluctuation.

Question 105

Fixed-price contracts

Answer 105

Fixed-price contracts are also known as FirmFixed-Price and Lump-Sum contracts. These
contracts have a pre-set price that the vendor
is obligated to perform the work or provide
materials for the agreed price.

Question 106

Float

Answer 106

A generic term to describe the amount of time
an activity may delayed without delaying any
successor activities start date.

Question 107

Flowcharting

Answer 107

A chart that illustrates how the parts of a
system occur in sequence.

Question 108

FNET

Answer 108

A project constraint that requires an activity to
finish no earlier than a specific date.

Question 109

Focus groups

Answer 109

A conversation of stakeholders led by a
moderator to elicit project requirements.

Question 110

Force majeure

Answer 110

A powerful and unexpected event, such as a
hurricane or other disaster.

Question 111

Forcing

Answer 111

A conflict resolution method where one
person dominates or forces their point of view
or solution to a conflict.

Question 112

Forecasting

Answer 112

An educated estimate of how long the project
will take to complete. Can also refer to how
much the project may cost to complete.

Question 113

Formal power

Answer 113

The type of power where the project manager
has been assigned by senior management to
be in charge of the project.

Question 114

Forming

Answer 114

The initial stage of team development; the
project team meets and learns about their
roles and responsibilities on the project.

Question 115

Fragnets

Answer 115

A portion of the project that is usually
contracted to a vendor to complete yet the
project work is still represented in the project
network diagram.

Question 116

Function analysis

Answer 116

Related to value engineering, this allows team
input to the problem, institutes a search for a
logical solution, and tests the functions of the
product so the results can be graphed.

Question 117

Functional managers

Answer 117

The managers of the permanent staff in each
organizational department, line of business, or
function such as sales, finance, technology.
Project managers and functional managers
interact on project decisions that affect
functions, projects, and operations.

Question 118

Functional structure

Answer 118

An organization that groups staff according to
their expertise. Entities that have a clear
division regarding business units and their
associated responsibility. Project managers in
functional organization have little power and
report to the functional managers and the
project team all exist within one department.

Question 119

Future value

Answer 119

A formula to predict the current amount of
funds into a future amount of funds. The
formula is: Future Value = Present Value(1+i)n
where i is the value of return and n is the
number of time periods.

Question 120

Halo effect

Answer 120

When one attribute of a person influences a
decision.

Question 121

Hard logic

Answer 121

The project activities must be completed in a
particular order; this is also known as
mandatory dependencies.

Question 122

Herzberg’s Theory of Motivation

Answer 122

Posits that there are two catalysts for workers:
hygiene agents and motivating agents. Hygiene
agents do nothing to motivate, but their absence
demotivates workers. Hygiene agents are the
expectations all workers have: job security,
paychecks clean and safe working conditions, a
sense of belonging, civil working relationships,
and other basic attributes associated with
employment. Motivating agents are components
such as reward, recognition, promotion, and
other values that encourage individuals to
succeed.

Question 123

Histogram

Answer 123

A bar chart; A Pareto diagram is an example of
a histogram.

Question 124

Historical information

Answer 124

Any information created in the past that can
the current project succeed.

Question 125

Human resources plan

Answer 125

Defines the management of the project
human resources, timing of use, and
enterprise environmental factors the project
manager must adhere to in the organization
when it comes to human resources
management.

Question 126

Indirect costs

Answer 126

These costs can be shared across multiple
projects that use the same resources—such as
for a training room or piece of equipment.

Question 127

Influence diagram

Answer 127

An influence diagram charts out a decision
problem. It identifies all of the elements,
variables, decisions, and objectives—and how
each factor may influence another

Question 128

Initiating

Answer 128

The start and authorization of the project; the
project manager is identified, the project is
authorized through the charter, and the
stakeholders are identified.

Question 129

Internal rate of return

Answer 129

A benefit measurement formula to calculate
the when the present value of the cash inflow
equals the project’s original investment.

Question 130

Interviews

Answer 130

A requirements elicitation process to collect
requirements from the project stakeholders.

Question 131

Invitation for bid

Answer 131

A document from the buyer to the seller.
Requests the seller to provide a price for the
procured product or service.

Question 132

Iron Triangle

Answer 132

A term used to describe the three constraints
of every project: time, cost, and scope. The
sides of the Iron Triangle must be kept in
balance or the quality of the project will
suffer.

Question 133

ISO 9000

Answer 133

An international standard that helps
organizations follow their own quality
procedures. ISO 9000 is not a quality system,
but a method of following procedures created
by an organization.

Question 134

Issue log

Answer 134

Issues are decision that are usually in
disagreement among two or more parties.
Issues are recorded in the issue log along with
an issue owner designation, an issue date for
resolution, and the eventual outcome of the
issue.

Question 135

Issues

Answer 135

Any point of contention, debate, or decision
that has not yet been made in the project that
may affect the project’s success.

Question 136

Iterative relationships of project
phases

Answer 136

Ideal for projects like research. The next phase
of the project is not planned until the current
phase of the project is underway. The
direction of the project can change based on
the current work in the project, market
conditions, or as more information is
discovered.

Question 137

Kill point

Answer 137

An opportunity to halt the project based on
project performance in the previous phase.
Kill points typically come at the end of a
project phase and are also known as phase
gates.

Question 138

Knowledge areas

Answer 138

There are nine knowledge areas within project
management; each knowledge area is a
specific portion of the project, and all nine
project management knowledge areas are
interrelated.

Question 139

Lag

Answer 139

Time added to a project activity to delay its
start time; lag time is considered positive time
and it is sometimes called waiting time.

Question 140

Laissez faire

Answer 140

The project manager has a hands-off policy
and the team is entirely self-led regarding the
decision-making process.

Question 141

Lead

Answer 141

Time added to activity to allow its start time
to begin earlier than scheduled; lead time is
negative time as it moves the activities closer
to the project’s start date.

Question 142

Lessons learned

Answer 142

Ongoing collection of documentation about
what has and has not worked in the project;
the project manager and the project team
participate in lessons learned creation.

Question 143

Letter of intent

Answer 143

Expresses the intent of the buyer to procure
products or services from the seller. Not the
equivalent to a contract.

Question 144

Majority

Answer 144

A group decision process where a vote is
offered and the majority wins.

Question 145

Make-or-buy analysis

Answer 145

Used in determining what part of the project
scope to make and what part to purchase.

Question 146

Management by Projects

Answer 146

An organization that uses projects to move the
company forward is using the Management by
Projects approach. These project-centric
entities could manage any level of their work
as a project.

Question 147

Mandatory dependencies

Answer 147

Project activities must happen in a particular
order due to the nature of the work; also
known as hard logic.

Question 148

Maslow’s Hierarchy of Needs

Answer 148

A theory that states that there are five layers
of needs for all humans; physiological, safety,
social, esteem, and the crowning jewel, selfactualization.

Question 149

Matrix structure

Answer 149

An organization that groups staff by function
but openly shares resources on project teams
throughout the organization. Project
managers in a matrix structure share the
power with functional management. There
are three types of matrix structures: weak,
balanced, and strong to describe the amount
of authority for the project manager.

Question 150

McClelland’s Theory of Needs

Answer 150

People have three needs: achievement,
affiliation, and power. One of the needs drives
the person’s actions.

Question 151

McGregor’s Theory of X and Y

Answer 151

This theory states that “X” people are lazy,
don’t want to work, and need to be
micromanaged. “Y” people are self-led,
motivated, and strive to accomplish.

Question 152

Medium

Answer 152

Part of the communications model; this is the
path the message takes from the sender to
the receiver. This is the modality in which the
communication travels typically refers to an
electronic model, such as e-mail or the
telephone.

Question 153

Mind mapping

Answer 153

A visual representation of like and opposing
ideas, thoughts, and project requirements.

Question 154

Mitigation

Answer 154

Reducing the probability or impact of a risk.

Question 155

Monitoring and controlling

Answer 155

The project management process group
responsible for ensuring that the project
execution is completed according to the
project management plan and expectations.

Question 156

Monte Carlo analysis

Answer 156

A what-if scenario to determine how scenarios
may work out given any number of variables.
The process doesn’t actually create out a
specific answer, but a range of possible
answers. When Monte Carlo is applied to a
schedule, it can present, for example, the
optimistic completion date, the pessimistic
completion date, and the most likely
completion date for each activity in the
project.

Question 157

Murder boards

Answer 157

A group of decision makers that may
determine to “kill” a proposed project before
it is officially launched based on the board’s
findings on the likelihood of the project’s
success.

Question 158

Net present value

Answer 158

A benefit measurement formula that provides
a precise measurement of the present value of
each year the project generates a return on
investment.

Question 159

Network templates

Answer 159

A network diagram based on previous similar
projects that is adapted for the current project
work.

Question 160

Nominal group technique

Answer 160

A group creativity technique that follows the
brainstorming model but ranks each
brainstorm idea.

Question 161

Nonverbal

Answer 161

Approximately 55 percent of oral
communication is non-verbal. Facial
expressions, hand gestures, and body
language contribute to the message.

Question 162

Norming

Answer 162

Project team members go about getting the
project work, begin to rely on one another,
and generally complete their project
assignments.

Question 163

Observation

Answer 163

A requirements elicitation process where the
observer shadows a person to understand
how they complete a process. Observers may
be a participant observer or an invisible
observer.

Question 164

Oligopoly

Answer 164

A market condition where the actions of one
competitor affects the actions of all the other
competitors.

Question 165

Operational definitions

Answer 165

The quantifiable terms and values used to
measure a process, activity, or work result.
Operational definitions are also known as
metrics.

Question 166

Operations

Answer 166

The ongoing work of the business. Operations
are a generic way to describe the activities
that support the core functions of a business
entity.

Question 167

Operations management

Answer 167

Operation managers deal directly with the
income-generating products or services the
company provides. Projects often affect the
core business so these managers are
stakeholders in the project.

Question 168

Organizational breakdown structure

Answer 168

Though these charts are similar to the WBS,
the breakdown is by department, units, or by
team.

Question 169

Organizational charts

Answer 169

These show how an organization, such as a
company or large project team, is ordered,
reporting structures, and the flow of
information.

Question 170

Ouchi’s Theory Z

Answer 170

This theory posits that workers are motivated
by a sense of commitment, opportunity, and
advancement. Workers will work if they are
challenged and motivated.

Question 171

Overlapping relationship of phases

Answer 171

Allows project phases to overlap to compress
the project duration. This is also known as fast
tracking.

Question 172

Paralingual

Answer 172

The pitch, tone, and inflections in the sender’s
voice affect the message being sent.

Question 173

Parametric estimating

Answer 173

Ideal for projects with repetitive work where a
parameter, such as five hours per unit, is used
to estimate the project duration.

Question 174

Parametric modeling

Answer 174

A mathematical model based on known
parameters to predict the cost of a project.
The parameters in the model can vary based
on the type of work being done. A parameter
can be cost per cubic yard, cost per unit, and
so on.

Question 175

Pareto diagrams

Answer 175

A Pareto diagram is related to Pareto’s Law: 80
percent of the problems come from 20
percent of the issues (this is also known as the
“80/20 rule”). A Pareto diagram illustrates
problems by assigned cause, from smallest to
largest.

Question 176

Parkinson’s Law

Answer 176

Work expands to fill the amount of time
allotted to it.

Question 177

Payback period

Answer 177

The duration of time it takes a project to earn
back the original investment.

Question 178

Performance reports

Answer 178

These formal reports define how the project is
performing on time, cost, scope, quality and
any other relevant information.

Question 179

Performing

Answer 179

If a project team can reach the performing
stage of team development, they trust one
another, work well together, and issues and
problems get resolved quickly and effectively.

Question 180

Planned value

Answer 180

The worth of the work that should be
completed by a specific time in the project
schedule.

Question 181

Planning

Answer 181

The iterative process group where the
intention of the project is determined and
documented in the project management plan.

Question 182

Plurality

Answer 182

A group decision process approach allows the
biggest section of a group to win even if a
majority doesn’t exist.

Question 183

PMBOK Guide

Answer 183

The abbreviate definition for PMI’s A Guide to
the Project Management Body of Knowledge.

Question 184

PMI Code of Ethics and Professional
Conduct

Answer 184

A PMI document that defines the expectations
of its members to act responsibly,
respectfully, fairly, and honestly in their
leadership of projects and programs.

Question 185

PMIS

Answer 185

A project management information system is
typically a software system, such as Microsoft
Project, to assist the project manager in
managing the project.

Question 186

PMP

Answer 186

Your goal. A PMP is certified by the Project
Management Institute as a Project
Management Professional.

Question 187

Portfolio management review board

Answer 187

A collection of organizational decision makers,
usually executives, that review proposed
projects and programs for their value and
return on investment for the organization.

Question 188

Precedence diagramming method

Answer 188

The most common method of arranging the
project work visually. The PDM puts the
activities in boxes, called nodes, and connects
the boxes with arrows. The arrows represent
the relationship and the dependencies of the
work packages.

Question 189

Present value

Answer 189

A benefit measurement formula to determine
what a future amount of funds is worth today.
The formula is Present Value=Future
Value/(1+i)n where i is the value of return and
n is the number of time periods.

Question 190

Problem solving

Answer 190

The ability to determine the best solution for a
problem in a quick and efficient manner.

Question 191

Process adjustments

Answer 191

When quality is lacking, process adjustments
are needed for immediate corrective actions
or for future preventive actions to ensure that
quality improves. Process adjustments may
qualify for a change request and be funneled
through the Change Control System as part of
integration management.

Question 192

Process improvement plan

Answer 192

Identifies methods to track and eliminate
waste and non-value–added activities.

Question 193

Procurement

Answer 193

The process of a seller soliciting, selecting, and
paying for products or services from a buyer.

Question 194

Procurement audits

Answer 194

The successes and failures within the
procurement process are reviewed from
procurement planning through contract
administration. The intent of the audit is to
learn from what worked and what did not
work during the procurement processes.

Question 195

Procurement documents

Answer 195

All of the documents for purchasing, such as
request for quotes, invitation to bid, request
for proposal, and the responses are stored as
part of the project documentation.

Question 196

Procurement management plan

Answer 196

Describes the procurement process from
solicitation to source selection. The plan may
also include the requirements for selection as
set by the organization.

Question 197

Product life cycle

Answer 197

The unique life, duration, and support of the
thing a project creates. Product life cycles are
separate from the project life cycle.

Question 198

Product scope

Answer 198

The attributes and characteristics of the
deliverables the project is creating.

Question 199

Program manager

Answer 199

Coordinates the efforts of multiple projects
working together in the program. Programs
are comprised of projects, so the program
manager is a stakeholder in each of the
constituent projects within the program.

Question 200

Programs

Answer 200

A collection of projects working in unison to
realize benefits that could not be achieved by
managing each project independently of one
another.

Question 201

Progress reports

Answer 201

These provide current information on the
project work completed to date.

Question 202

Progressive elaboration

Answer 202

The process of starting with a large idea and
through incremental analysis, actions, and
planning the idea becomes more and more
specific. Progressive elaboration is the
generally-accepted planning process for
project management, wherein the project
management team start very broad and work
towards a specific, detailed plan.

Question 203

Project

Answer 203

An undertaking outside of normal operations
to create a unique product, service, condition,
or result. Projects are temporary while
operations are ongoing.

Question 204

Project baselines

Answer 204

There are three baselines in a project which
are used to measure project performance:
cost, schedule and scope.

Question 205

Project calendar

Answer 205

A calendar that defines the working times for
the project. For example, a project may
require the project team to work nights and
weekends so as not to disturb the ongoing
operations of the organization during working
hours. In addition, the project calendar
accounts for holidays, working hours, and
work shifts the project will cover.

Question 206

Project charter

Answer 206

A document that authorizes the project,
defines the high-level requirements, identifies
the project manager and the project sponsor,
and provides initial information about the
project.

Question 207

Project Communications Management

Answer 207

One of the nine project management
knowledge areas; it is the planning and
management of communication among
project stakeholders.

Question 208

Project Cost Management

Answer 208

One of the nine project management
knowledge areas; it is the estimating,
budgeting, and controlling of the project
expenses.

Question 209

Project customer/end user

Answer 209

The person or group that will use the project
deliverable. In some instances, a project may
have many different customers.

Question 210

Project funding requirements

Answer 210

In larger projects this document identifies the
timeline of when capital is required for the
project to move forward. This document
defines the amount of funds a project needs
in order to reach its objectives and when the
project funds are needed.

Question 211

Project governance

Answer 211

Defines the rules for a project and it’s up to
the project manager to enforce the project
governance to ensure the project’s ability to
reach its objectives. The project management
plan defines the project governance and how
the project manager, the project team, and
the organization will all follow the rules and
policies within the project.

Question 212

Project Human Resource Management

Answer 212

One of the nine project management
knowledge areas; projects are completed by
people and the project manager generally
oversees the management of the human
resources on the project team.

Question 213

Project Integration Management

Answer 213

One of the nine project management
knowledge areas; this knowledge area
coordinates the activities and completeness of
the other eight knowledge areas.

Question 214

Project life cycle

Answer 214

Unique to each project and comprised of
phases of work. Project life cycles typically
create a milestone and allow subsequent
phases to begin.

Question 215

Project management

Answer 215

The management of the projects within an
organization. It is the initiation, planning,
executing, monitoring and controlling, and
closing of the temporary endeavor of the
project.

Question 216

Project management integration

Answer 216

A project management knowledge area that
coordinates all of the effort of the project’s
initiation, planning, executing, monitoring and
controlling, and closing.

Question 217

Project Management Office (PMO)

Answer 217

Organizes and manages control over all
projects within an organization. PMOs may
also known as a program management office,
project office, or simply the program office.
Coordinate all aspects, methodology, and
nomenclature for project processes,
templates, software, and resource
assignment.

Question 218

Project management team

Answer 218

People on the project team that are involved
with managing the project.

Question 219

Project manager

Answer 219

The person accountable for managing the
project; guides the team through the project
phases to completion.

Question 220

Project plan

Answer 220

A comprehensive document comprised of
several subsidiary plans that communicates
the intent and direction of the project.

Question 221

Project portfolio management

Answer 221

A management process to select the projects
that should be invested in. Specifically, it is the
selection process based on the need,
profitability, and affordability of the proposed
projects.

Question 222

Project Procurement Management

Answer 222

One of the nine project management
knowledge areas; this knowledge area
oversees the purchasing and contract
administration for a project.

Question 223

Project Quality Management

Answer 223

One of the nine project management
knowledge areas; this knowledge area defines
quality assurance, quality control, and the
quality policy for the project.

Question 224

Project risk management

Answer 224

A project management knowledge area that
creates the risk management plan, performs
qualitative and quantitative risk analysis, plans
risk responses, and monitors and controls the
project risks

Question 225

Project scope management

Answer 225

A project management knowledge area
responsible for collecting project
requirements, defining the project scope,
create the WBS, performing scope verification,
and controlling the project scope. The project
scope statement includes the product scope
description, product acceptance criteria,
project deliverables, project exclusions,
project assumptions and the project
constraints.

Question 226

Project sponsor

Answer 226

Authorizes the project. This person or group
ensures that the project manager has the
necessary resources, including monies, to get
the work done. The project sponsor is
someone within the performing organization
that has the power to authorize and sanction
the project work, and is ultimately
accountable for the project’s success.

Question 227

Project team

Answer 227

The collection of individuals that will work
together to ensure the success of the project.
The project manager works with the project
team to guide, schedule, and oversee the
project work. The project team completes the
project work.

Question 228

Project time management

Answer 228

A project management knowledge area that
defines the project activities, sequences
project work, estimates resources and activity
durations, and develops the project schedule.
This knowledge area is also responsible for
control the project schedule.

Question 229

Projectized structure

Answer 229

Group of employees, collocated or not, by
activities on a particular project. The project
manager in a projectized structure may have
complete, or very close to complete, power
over the project team.

Question 230

Proposal

Answer 230

A document from the seller to the buyer,
responding to a Request for Proposal or other
procurement documents. Proposals are an
expose on ideas, suggestion,
recommendations, and solutions to an
opportunity provided by a vendor for a seller.
Proposals include a price for the work and
document how the vendor would provide the
service to the buyer.

Question 231

Prototypes

Answer 231

A mockup of the project deliverable to
confirm, adapt, or develop the project
requirements.

Question 232

Qualified seller list

Answer 232

The performing organization may have lists of
qualified sellers, preferred sellers, or approved
sellers. The qualified sellers list generally has
contact information, history of past
experience with the seller, and other pertinent
information.

Question 233

Qualitative risk analysis

Answer 233

An examination and prioritization of the risks
based on their probability of occurring and the
impact on the project if they do occur.
Qualitative risk analysis guides the risk
reaction process.

Question 234

Quality assurance

Answer 234

An executing process to ensure that the
project is adhering to the quality expectations
of the project customer and organization. QA
is a prevention-driven process to perform the
project work with quality to avoid errors,
waste, and delays.

Question 235

Quality audits

Answer 235

A quality audit is a process to confirm that the
quality processes are performing correctly on
the current project. The quality audit
determines how to make things better for the
project and other projects within the
organization. Quality audits measure the
project’s ability to maintain the expected level
of quality.

Question 236

Quality control

Answer 236

A process in which the work results are
monitored to see if they meet relevant quality
standards.

Question 237

Quality function

Answer 237

A philosophy and a practice to fully
understand customer needs—both spoken
and implied—without gold-plating the project
deliverables.

Question 238

Quality management plan

Answer 238

This document describes how the project
manager and the project team will fulfill the
quality policy. In an ISO 9000 environment,
the Quality Management Plan is referred to as
the “project quality system.”

Question 239

Quality policy

Answer 239

The formal policy an organization follows to
achieve a preset standard of quality. The
project team should either adapt the quality
policy of the organization to guide the project
implementation or create its own policy if one
does not exist within the performing
organization.

Question 240

Quantitative risk analysis

Answer 240

A numerical assessment of the probability and
impact of the identified risks. Quantitative risk
analysis also creates an overall risk score for
the project.

Question 241

Quote

Answer 241

A document from the seller to the buyer; used
when price is the determining factor in the
decision-making process.

Question 242

RACI chart

Answer 242

A chart designates each team member against
each project activity as either Responsible,
Accountable, Consult, or Inform (RACI). A RACI
chart is technically a type of responsibility
assignment matrix chart.

Question 243

Receiver

Answer 243

Part of the communications model: the
recipient of the message.

Question 244

Referent power

Answer 244

Power that is present when the project team
is attracted to, or wants to work on the project
or with, the project manager. Referent power
also exists when the project manager
references another, more powerful person,
such as the CEO.

Question 245

Request for proposal

Answer 245

A document from the buyer to the seller that
asks the seller to provide a proposal for
completing the procured work or for providing
the procured product.

Question 246

Request for quote

Answer 246

A document from the buyer to the seller
asking the seller to provide a price for the
procured product or service.

Question 247

Requirements Documentation

Answer 247

A clearly-defined explanation of the project
requirements. The requirements must be
measurable, complete, accurate, and signed-off by the project stakeholders

Question 248

Requirements Management Plan

Answer 248

Defines how requirements will manage
throughout the phases of the project. This
plan also defines how any changes to the
requirements will be allowed, documented,
and tracked through project execution.

Question 249

Requirements traceability matrix

Answer 249

A table that identifies all of the project
requirements, when the requirements is due,
when the requirements created, and any
other pertinent information about the
requirements.

Question 250

Residual risks

Answer 250

Risks that are left over after mitigation,
transference, and avoidance. These are
generally accepted risks. Management may
elect to add contingency costs and time to
account for the residual risks within the
project.

Question 251

Resource breakdown structure

Answer 251

This type of chart breaks down the project by
types of resources utilized on the project no
matter where the resource is being utilized in
the project.

Question 252

Resource calendar

Answer 252

The resource calendar shows when resources,
such as project team members, consultants,
and SMEs, are available to work on the
project. It takes into account vacations, other
commitments within the organization,
restrictions on contracted work, overtime
issues, and so on.

Question 253

Resource histogram

Answer 253

A bar chart reflecting when individual
employees, groups, or communities are
involved in a project. Often used by
management to see when employees are
most or least active in a project.

Question 254

Resource leveling heuristics

Answer 254

A method to flatten the schedule when
resources are over-allocated or allocated
unevenly. Resource leveling can be applied in
different methods to accomplish different
goals. One of the most common methods is to
ensure that workers are not overextended on
activities.

Question 255

Resource requirements

Answer 255

The identification of what resources are
needed to complete the project work is
needed as a supporting document for
planning. This includes people, materials,
equipment, facilities, and services.

Question 256

Responsibility

Answer 256

The person that decides what will happen in a
project about a particular area of the project.

Question 257

Responsibility assignment matrix chart

Answer 257

A chart type designates the roles and
responsibilities of the project team.

Question 258

Reward power

Answer 258

The project manager’s authority to reward the
project team.

Question 259

Risk

Answer 259

An uncertain event that can have a positive or
negative influence on the project success. It
can affect the project costs, project schedule,
and often both. All risks and their status
should be recorded in the risk register.

Question 260

Risk management plan

Answer 260

A subsidiary project plan for determining: how
risks will be identified, how quantitative and
qualitative analysis will be completed, how
risk response planning will happen, how risks
will be monitored, and how ongoing risk
management activities will occur through the
project lifecycle.

Question 261

Risk owners

Answer 261

The individuals or groups responsible for a risk
response.

Question 262

Risk register

Answer 262

A risk is uncertain event or condition that can
have a positive or negative effect on the
project. All risks, regardless of their probability
or impact, are recorded in the issue log and
their status is kept current.

Question 263

Role

Answer 263

Who does what types of activities in a project.

Question 264

Roles and responsibilities

Answer 264

Maps project roles to responsibilities within
the project; roles are positions on the project
team and responsibilities are project activities.

Question 265

Run chart

Answer 265

Similar to a control chart, a run chart tracks
trends over time and displays those trends in
a graph with each plotted data mapped to a
specific date.

Question 266

Sapir-Whorf hypothesis

Answer 266

A theory that suggest there’s a linkage
between the language a person (or culture)
speaks and how that person or culture
behaves in the world.

Question 267

Scales of probability and impact

Answer 267

Used in a risk matrix in both qualitative and
quantitative risk analysis to score each risk’s
probability and impact.

Question 268

Scatter diagram

Answer 268

Tracks the relationship between two or more
variables to determine if the one variable
affects the other. It allows the project team,
quality control team, or project manager make
adjustment to improve the overall results of
the project.

Question 269

Schedule control

Answer 269

Part of Integrated Change Management,
schedule control is concerned with three
processes: the project manager confirms that
any schedule changes are agreed upon; the
project manager examines the work results,
conditions, and conditions to know if the
schedule has changed; and the project
manager manages the actual change in the
schedule.

Question 270

Schedule management plan

Answer 270

A subsidiary plan of the overall project plan. It
is used to control changes to the schedule. A
formal Schedule Management Plan has
procedures that control how changes to the
project plan can be proposed, accounted for,
and then implemented Identifies
circumstances that may change the project
schedule, such as the completion of project
phases or the reliance on other projects and
outside resources.

Question 271

Schedule performance index

Answer 271

This reveals the efficiency of work. The closer
the quotient is to 1, the better: SPI=EV/PV.

Question 272

Schedule variance

Answer 272

The difference between the planned work and
the earned work.

Question 273

Scope baseline

Answer 273

Comprised of the project scope statement, the
work breakdown structure, and the WBS
dictionary.

Question 274

Scope management plan

Answer 274

Explains how the project scope will be
managed and how scope changes will be
factored into the project plan. Based on the
conditions of the project, the project work,
and the confidence of the project scope, the
scope management plan should also define
the likelihood of changes to the scope, how
often the scope may change, and how much
the scope can change.

Question 275

Scope verification

Answer 275

An inspection-driven process led by the
project customer to determine the exactness
of the project deliverables. Scope verification
is a process that leads to customer acceptance
of the project deliverables.

Question 276

Scoring models

Answer 276

A project selection method that assigns
categories and corresponding values to
measure project’s worthiness of investment.

Question 277

Secondary risks

Answer 277

Risks that stem from risk responses. For
example, the response of transference may
call for hiring a third party to management an
identified risk. A secondary risk caused by the
solution is the failure of the third party to
complete its assignment as scheduled.
Secondary risks must be identified, analyzed,
and planned for just as any identified risk.

Question 278

Sellers and business partners

Answer 278

Vendors, contractor, and business partners
that help projects achieve their objectives.
These business partners can affect the
project’s success and are considered
stakeholders in the project.

Question 279

Sellers list

Answer 279

A listing of the vendors an organization does
business with. You might know this document
as a preferred vendors list in your company.

Question 280

Sender

Answer 280

Part of the communications model: the person
or group delivering the message to the
receiver.

Question 281

Sensitivity analysis

Answer 281

This examines each project risk on its own
merit to assess the impact on the project.
Each risk is analyzed independently to see
what its impact on the project may be while
all other risks in the project are set at a
baseline value.

Question 282

Sequential relationship of phases

Answer 282

Each phase of a project relies on the
completion of the phase before it can begin.

Question 283

Share

Answer 283

Sharing is nice. When sharing the risk
ownership is transferred to the organization
that can most capitalize on the risk
opportunity.

Question 284

Should cost estimates

Answer 284

These estimates are created by the
performing organization to predict what the
cost of the procured product should be. If
there is a significant difference between what
the organization has predicted and what the
sellers have proposed, either the Statement of
Work was inadequate or the sellers have
misunderstood the requirements.

Question 285

Simulation

Answer 285

This allows the project team to play “what-if”
games without affecting any areas of
production.

Question 286

Single source

Answer 286

A specific seller that the performing
organization prefers to contract with.

Question 287

Smoothing

Answer 287

A conflict resolution method that “smoothes”
out the conflict by minimizing the perceived
size of the problem. It is a temporary solution,
but it can calm team relations and reduce
boisterousness of discussions. Smoothing may
be acceptable when time is of the essence or
any of the proposed solutions would work.

Question 288

SNET

Answer 288

A project constraint that demands that a
project activity start no earlier than a specific
date.

Question 289

Soft logic

Answer 289

The preferred order of activities. Project
managers should use these relationships at
their “discretion” and document the logic
behind making soft logic decisions.
Discretionary dependencies allow activities to
happen in a preferred order because of best
practices, conditions unique to the project
work, or external events; also known as
discretionary dependencies.

Question 290

Sole source

Answer 290

The only qualified seller that exists in the
marketplace.

Question 291

Source selection criteria

Answer 291

A predefined listing of the criteria to
determine how a vendor will be selected. For
example, cost, experience, certifications, and
the like.

Question 292

Staffing management plan

Answer 292

This subsidiary plan documents how project
team members will be brought onto the
project and excused from the project. This
plan is contained in the human resources plan.

Question 293

Stakeholder analysis

Answer 293

A process that considers and ranks the project
stakeholders based on their influence,
interests, and expectations of the project.

Question 294

Stakeholder register

Answer 294

A document defines each stakeholder, their
project requirements, influence on the
project, phases of interest, details on the
stakeholders’ contributions, and their contact
information for the project.

Question 295

Start-to-finish

Answer 295

A relationship that requires an activity to start
so that a successor activity may finish; it is
unusual and is rarely used.

Question 296

Start-to-start

Answer 296

A relationship structure that requires a task to
start before a successor task activity may start.
This relationship allows both activities to
happen in tandem.

Question 297

Statement of work

Answer 297

This fully describes the work to be completed,
the product to be supplied, or both. The SOW
becomes part of the contract between the
buyer and the seller. The SOW is typically
created as part of the procurement planning
process and is used by the seller to determine
whether it can meet the project’s
requirements.

Question 298

Statistical sampling

Answer 298

A process of choosing a percentage of results
at random for inspection. Statistical sampling
can reduce the costs of quality control.

Question 299

Status reports

Answer 299

These provide current information on the
project cost, budget, scope, and other
relevant information.

Question 300

Storming

Answer 300

The second stage of team development; the
project team struggles for project positions,
leadership, and project direction.

Question 301

Subprojects

Answer 301

A subproject exists under a parent project but
follows its own schedule to completion.
Subprojects may be outsourced, assigned to
other project managers, or managed by the
parent project manager but with a different
project team.

Question 302

Supporting detail for estimates

Answer 302

The project manager should document how
time and cost estimates were created.

Question 303

System or process flowcharts

Answer 303

These show the relation between components
and how the overall process works. They are
useful for identifying risks between system
components.

Question 304

Systems engineering

Answer 304

Focuses on satisfying the customers’ needs,
cost requirements, and quality demands
through the design and creation of the
product. There is an entire science devoted to
systems engineering in various industries.

Question 305

Teaming agreement

Answer 305

A contractual agreement that defines the
roles, responsibility, considerations, and
partnerships of two or more organizations
that works together in a project. It’s not unlike
a partnership or subcontractor relationship.

Question 306

Three-point estimate

Answer 306

An estimate that uses optimistic, most likely,
and pessimistic values to determine the cost
or duration of a project component.

Question 307

Time and materials

Answer 307

A contract type where the seller charges the
buyer for the time and the materials for the
work completed. T&M contracts should have a
not-to-exceed clause (NTE) to contain costs.

Question 308

To-complete performance index

Answer 308

An earned value management formula that
can forecast the likelihood of a project to
achieve its goals based on what’s currently
happening in the project.

Question 309

Top-down estimating

Answer 309

A technique that bases the current project’s
estimate on the total of a similar project. A
percentage of the similar project’s total cost
may be added to or subtracted from the total,
depending on the size of the current project

Question 310

Transference

Answer 310

A response to risks in which the responsibility
and ownership of the risk is transferred to
another party (for example, through
insurance).

Question 311

Trend analysis

Answer 311

Trend analysis is taking past results to predict
future performance.

Question 312

Triggers

Answer 312

Warning signs or symptoms that a risk has
occurred or is about to occur (for example, a
vendor failing to complete its portion of the
project as scheduled).

Question 313

Triple Constraints of Project
Management

Answer 313

Describes the required balance of time, cost,
and scope for a project. The Triple Constraints
of Project Management is also defined by the
Iron Triangle of Project Management.

Question 314

Unanimity

Answer 314

A group decision process where all
participants are in agreement.

Question 315

Utility function

Answer 315

A person’s willingness to accept risk.

Question 316

Value analysis

Answer 316

Similar to value engineering, this focuses on
the cost/quality ratio of the product. Value
analysis focuses on the expected quality
against the acceptable cost.

Question 317

Value engineering

Answer 317

Deals with reducing costs and increasing
profits, all while improving quality. Its focus is
on solving problems, realizing opportunities,
and maintaining quality improvement.

Question 318

Variable costs

Answer 318

Costs that vary depending on the conditions
within the project.

Question 319

Variance

Answer 319

The time or cost difference between what
planned and what was actually experienced.

Question 320

Virtual teams

Answer 320

Project team that are not collocated and may
rarely, if ever, meet face-to-face with other
project team members. The virtual team relies
on e-mail, video, and telephone conferences
to communicate on the project.

Question 321

Voice of the customer

Answer 321

The initial collection of customer
requirements that serve as part of the quality
function deployment in a facilitated
workshop.

Question 322

War room

Answer 322

A centralized office or locale for the project
manager and the project team to work on the
project. It can house information on the
project, including documentation and support
materials. It allows the project team to work
in close proximity.

Question 323

Withdrawal

Answer 323

A conflict resolution method that is used
when the issue is not important or the project
manager is out-ranked. The project manager
pushes the issue aside for later resolution. It
can also be used as a method for cooling
down. The conflict is not resolved, and it is
considered a yield-lose solution.

Question 324

Work breakdown structure (WBS)

Answer 324

A decomposition of the project scope
statement into work packages. The WBS is an
input to seven project management
processes: developing the project
management plan, defining the project
activities, estimating the project costs,
determining the project budget, planning the
project quality, identifying the project risks,
planning the project procurement needs.

Question 325

Work breakdown structure dictionary

Answer 325

A companion to the WBS, this document
defines all of the characteristics of each
element of the WBS.

Question 326

Work breakdown structure templates

Answer 326

Based on historical information, this is a WBS
from a past project that has been adapted to
the current project.

Question 327

Work performance information

Answer 327

The current status of the project work;
includes the results of activities, corrective
and preventive action status, forecasts for
activity completion, and other relevant
information.

Question 328

Work performance measurements

Answer 328

These are predefined metrics for measuring
project performance, such as cost variances,
schedule variances, and estimate to complete.

Question 329

Workarounds

Answer 329

Workarounds are unplanned responses to
risks that were not identified or were
accepted.

Question 330

Inappropriate compensation

Answer 330

The project manager is avoiding
compensation, such as bribes. The project
manager is to act in the best interest of the
project and the organization.