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PMP > PMP DEFINITIONS > Flashcards

PMP DEFINITIONS Flashcards

1
Q

EV DEFINITION

A

EARNED VALUE =BCWP (BUDGETED COST OF WORK PERFORMED

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2
Q

PV DEFINITION

A

PRESENT VALUE = BCWS (BUDGETED COST OF WORK SCHEDULE)

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3
Q

AC DEFINITION

A

ACTUAL COST = ACWP (ACTUAL WORK PERFORMED)

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4
Q

SPI DEFINITION

A

SCHEDULE PERFORMANCE INDEX

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5
Q

CV DEFINITION

A

COST VARIANCE

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6
Q

SV DEFINITION

A

SCHEDULE VARIANCE

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7
Q

BAC DEFINITION

A

BUDGET AT COMPLETION

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8
Q

CPI DEFINITION

A

COST PERFORMANCE INDEX

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9
Q

EAC DEFINITION

A

ESTIMATE AT COMPLETION

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10
Q

VAC DEFINITION

A

VARIANCE AT COMPLETION

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11
Q

MONTE CARLO TECHNIQUE

A

P. 180
FORECASTING METHOD
HOW AND WHY DIAGRAMS

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12
Q

PARETO CHARTS

A

P.325

USED FOR QUALITY MANAGEMENT

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13
Q

ENTERPRISE ENVIRONMENTAL FACTORS

A

CONDITIONS NOT UNDER THE CONTROL OF THE PROJECT TEAM THAT INFLUENCE, CONSTRAINT OR DIRECT THE PROJECT.

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14
Q

WHAT IS A “PROCESS

A

INTERRELATED ACTIONS/ACTIVITIES PERFORMED TO ACHIEVE A PRE-SPECIFIC PRODUCT OR SERVICE

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15
Q

CONFIDENCE INTERVAL

A

RANGE OF ESTIMATE GIVEN AS A PERCENTAGE

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16
Q

TOTAL FLOAT

A

EARLY STATE + LATE START OR EARLY FINISH DATE AND LATE FINISH DATE

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17
Q

HERZBERG’S MOTIVATION-HYGIENE THEORY

A

MOTIVATIONAL FACTORS GIVE POSITIVE SATISFACTION ARISING FROM THE CONDITION OF THE JOB ITSELF.
RECOGNITION
ACHIEVEMENT
PERSONAL GROWTH.

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18
Q

CRITICAL CHAIN METHOD

A

USED TO PLACE BUFFERS IN THE PROJECT SCHEDULE TO ACCOUNT FOR LIMITED RESOURCES AND PROJECT UNCERTANTIES
P. 178

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19
Q

CRITICAL PATH METHOD

A

WHEN THERE ARE NO RESOURCE LIMITATIONS. THIS METHOD CALCULATES THE EARLY START AND FINISH DATES/LATE START AND FINISH DATES.

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20
Q

HARD LOGIC

A

IN DEVELOP SCHEDULE PROCESS

=MANDATORY DEPENDENCIES

21
Q

SCHEDULE DATA

A

COLLECTION OF INFORMATION FOR DESCRIBING AND CONTROLLING THE SCHEDULE, SCHEDULE MILESTONES, ACTIVITIES AND ACTIVITY ATTRIBUTES

22
Q

FAST TRACKING

A

IMPACTS FUNDS

PARALLEL ACTIVITIES

23
Q

PROJECT EXPEDITER

A

CAN RUN THE PROJECT TEAM BUT CANNOT MAKE OR ENFORCE ANY IMPORTANT PROJECT DECISIONS.
WORKS AS A COMMUNICATION COORDINATOR

24
Q

PROJECT CHARTER

A

CREATED IN THE “INITIAL” STAGES OF THE PROJECT

25
Q

BUSINESS CASE

A

AN INPUT TO THE DEVELOP PROJECT CHARTER.

PROJECT CHARTER CANNOT BE USED AS A SUBSTITUTE FOR THE BUSINESS CASE

26
Q

PLAN-DO-CHECK-ACT

A

ASSOCIATED WITH DEMING.

P.229

27
Q

BALANCED MATRIX

A

FUNCTIONAL AND PM CONTROL PROJECT BUDGET

28
Q

REFERENT POWER

A

INDIVIDUAL POWER OVER THE TEAM OR FOLLOWERS

29
Q

CONFIGURATION CONTROL FOCUS

A

FOCUSES ON THE SPECIFICATION OF BOTH THE DELIVERABLES AND PROCESSES

30
Q

CHANGE CONTROL FOCUS

A

IDENTIFYING, DOCUMENTING AND CONTROLLING CHANGES TO THE PROJECT AND PRODUCT BASELINES

31
Q

DESIGN OF EXPERIMENTS METHOD

A

IDENTIFIES WHICH FACTORS MAY INFLUENCE SPECIFIC VARIABLES OFA PRODUCT OR PROCESS UNDER DEVELOPMENT OR IN PRODUCTION.
SHOULD BE USED DURING THE PLAN QUALITY PROCESS TO DETERMINE THE NUMBER AND TYPE OF TESTS AND THEIR IMPACT OF COST OF QUALITY

32
Q

NOMINAL GROUP TECHNIQUE

A

ALLOW IDEAS TO BE BRAINSTORM IN SMALL GROUPS THEN REVIEWED BY LARGER GROUPS

33
Q

FORCE FIELD ANALYSIS

A

DIAGRAMS OF THE FORCES FOR OR AGAINST CHANGE

34
Q

TRIPLE CONSTRAINTS

A

SCOPE, SCHEDULE, COST

AFFECTS QUALITY

35
Q

CONTROL CHARTS

A

USED TO DETERMINE WHETHER OR NOT A PROCESS IS STABLE OR PREDICTABLE PERFORMANCE. UPPER AND LOWER SPECIFICATION LIMITS ARE BASED ON REQUIREMENTS THAT ARE DEFINED IN THE CONTRACT. THEY REFLECT THE MAX AND MIN. VARIATIONS ALLOWED.

36
Q

PARETO CHART

A

ONLY ALLOW YOU TO DISPLAY YOUR CAUSES SORTED BY FREQUENCY BUT IS NO HELP IN IDENTIFYING THE EFFECTS

37
Q

HISTOGRAM

A

VERTICAL BAR CHART SHOWING HOW OFTEN A PARTICULAR EVENT OCCURS

38
Q

FISHBONE DIAGRAM

A

CAUSE AND EFFECT DIAGRAM

ALSO KNOWN AS THE ISHAWAKA DIAGRAM

39
Q

PARKINSON’S LAW

A

WORK EXPANDS SO AS TO FILL THE TIME AVAILABLE FOR ITS COMPLETION.
CRITICAL CHAIN METHOD TAKES PARKINSON’S LAW AND SEVERAL OTHER HUMAN BEHAVIOUR THEORIES INTO CONSIDERATION AND OFFERS AN ALTERNATIVE SCHEDULING METHOD USING BUFFERS INSTEAD OF LEADS AND LAGS.

40
Q

SCOPE BASELINE

A

IT IS AN INPUT TO THE DEFINE ACTIVITIES PROCESS.

DELIVERABLES, CONSTRAINTS AND ASSUMPTIONS ARE CONSIDERED PART OF THE SCOPE BASELINE

41
Q

FREE FLOAT

A

THE AMOUNT OF TIME THAT AN ACTIVITY CAN BE DELAYED WITHOUT DELAYING THE EARLY START DATE OF ANY IMMEDIATE SUCCESSOR ACTIVITY.

42
Q

SCOPE CREEP

A

UNCONTROLLED CHANGES IN A PROJECT

43
Q

PERFORMANCE MEASUREMENTS BASELINE

A

SCOPE, SCHEDULE AND COST BASEILINES ARE COMBINED INTO THIS MEASUREMENT

44
Q

DURATION BUFFERS

A

ARE NON-WORK SCHEDULE ACTIVITIES

USED TO PROTECT THE TARGET FINISH DATE FROM SLIPPAGE ALONG THE CRITICAL CHAIN

45
Q

PROCESS IMPROVEMENT PLAN

A

CONTINS PROCESS CONFIGURATION AN PROVIDES A GRAPHIC DEPICTION OF PROCESSES, WITH INTERFACES IDENTIFIED, USED TO FACILITATE ANALYSIS.

46
Q

Keywords for INITIATING PROCESS

A
  • use “develop” for Project Charter only

* Identify

47
Q

Keywords for PLANNING PROCESS

A 
plan
use "develop" for Project Management PLAN only
define
create
Estimate
Sequence activities
Identify
perform qualitative RISK
Peform Quantitave RISK
48
Q

Keywords for EXECUTING PROCESS

A 
Direct
Manage
perform Quality assurance
acquire
conduct
coordinating
integrating
49
Q

Keywords for MONITORING AND CONTROLLING PROCESS

A 
Monitor
Control
validate
control
Perform with only Integrated changes
Track
Review
Reporting the progress and performance
Measuring
distributing
assessing

PMP (9 decks)

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