PMP Exam Flashcards
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1
Q
Product definition
A
is an artifact, is quantifiable, and can be either an end item in itself or a component item. Additional words for products are materials and goods.
2
Q
Triangular & Beta distribution
A
Used to calculate activity duration, use three estimates. Expected Duration = (O + M + P)/3
1) Optimistic Estimate
2) Pessimistic Estimate
3) Most Likely Estimate
3
Q
PERT
A
Program Evaluation and Review Technique
Most likely estimate by giving weightage
Expected Duration = (O +4M + P)/6
4
Q
Low standard deviation and High standard deviation
A
Low: data points are close to the mean of the data set (average)
High: data points are spread out across the board
5
Q
Standard deviation equation
A
SD= (Pessimistic Value - Optimistic value)/6
6
Q
Variance equation
A
SD^2
standard deviation squared
7
Q
Critical Path
A
Longest path duration
Has zero float so activities on it will also have zero float
8
Q
Total Float
A
The amount of time the tasks on the non-critical path can be delayed without affecting the project schedule ; also known as float or slack
Late finish - early finish
9
Q
Free Float
A
the amount of time that an activity is delayed by without affecting the early start of the next activity
Free Float of Activity X = Early start of next activity - early finish of activity x - 1
10
Q
Early Start
A
the earliest time when an activity can be started
11
Q
Early Finish
A
The earliest time when an activity can be completed
12
Q
Late Start
A
The latest time when an activity can be started
13
Q
Late Finish
A
The latest time when an activity can be completed
14
Q
Activity Duration & equation
A
the amount of time taken by an activity on a network diagram to complete itself
Duration = early finish - early start + 1
OR
Duration = late finish - late start + 1
15
Q
The precedence diagram activities have four types of dependencies, what are they?
A
Start to Finish - The second activity cannot be finished until the first activity starts (least common)
Finish to Start - The next activity cannot be started until the first completes (most common)
Start to Start - the second activity cannot start until the first activity starts, both start simultaneously
Finish to Finish - the second activity cannot finish until the first activity finishes, both finish simultaneous
16
Q
Schedule Variance
A
tells you whether you are ahead or behind of schedule.
SV = Earned Value - Planned Value
17
Q
If a schedule variance is positive you are…
A
ahead of schedule
18
Q
If a schedule variance is negative you are
A
behind schedule
19
Q
If a schedule variance is 1 you are _ When a project is completed the schedule variance becomes _
A
on schedule
zero
20
Q
Cost Variance
A
tells you whether you are under budget or over budget
CV = Earned Value - Actual Cost
21
Q
If a cost variance is positive you are
A
over budget
22
Q
If a cost variance is negative you are
A
under budget
23
Q
If a cost variance is zero you are
A
on budget
24
Q
Schedule Performance Index
A
Tells you how efficiently you are progressing compared to planned progress
SPI = Earned Value/ Planned Value
25
If Schedule Performance is greater than one
you are ahead of schedule
26
If schedule performance is less than one
you are behind schedule
27
If schedule performance is 1
all work is completed
28
Cost Performance Index
Helps you analyze the cost performance of the project
| CPI = Earned Value/ Actual Cost
29
If the cost performance index is one
you are on budget
30
If the cost performance index is greater than one
you are under budget
31
If cost performance index is less than one
you are over budget
32
In Cost Performance Index you have three project forecasting tools
Estimate at Completion
Estimate to Complete
To Complete Performance Index
33
Estimate at Completion (EAC)
The amount of money the project will cost you when all is said and done
EAC = BAC (budget at completion) /CPI (cost performance index)
OR
EAC =AC + (BAC - EV)
34
Estimate to Complete (ETC)
The estimated money you'll have to spend to complete the remaining work
ETC=EAC-Actual Cost
35
To complete performance Index (TCPI)
Gives you the future cost performance index that you must follow for the remaining work if you want to complete it within a given budget (TCPI)
36
TCPI equation (when under budget & over budget)
To complete performance index
TCPI =remaining work/remaining funds
TCPI under budget: (BAC - EV) / (BAC-AC)
TCPI over budget: (BAC - EV) / (EAC - AC)
BAC budget at completion
EV Earned Value
AC actual cost
EAC = estimate at completion
37
How to find remaining work equation - when over budget
RW =BAC ( budget at completion) - EV (earned value)
38
How to find remaining work equation - when under budget
RW = BAC (budget at completion) - AC (actual cost)
39
Budget at Completion (BAC)
Total budget allotted to the project
40
Actual Cost (AC)
Total cost spent
41
Planned Value (PV)
BAC (budget at completion) * % planned completed work
42
Earned Value (EV)
EV = BAC (budget at completion) *% actual work completed
43
Project budget equation
Project budget = project cost +contingency reserve +management reserve
44
What is the definitive estimate of a project?
-5% to 10% of the estimated budget
45
Variance at Completion (VAC)
VAC = BAC - EAC
| budget at completion - estimate at completion
46
Communication Channels Formula
Communication channels = n * (n-1)/2
| n is the number of stakeholders
47
Expected Monetary Value (EMV)
Probability * Impact
48
Procurement Contract has 3 categories
1. ) Fixed Price
2. ) Cost Reimbursable
3. ) Time and Material
49
Fixed Price Contracts can be broken down into 3 more pieces
1. ) Firm Fixed Price (FFP)
2. ) Fixed Price Incentive Fee (FPIF).
3. ) Fixed Price with Economic Price Adjustment ( FP -EPA)
50
Point of Total Assumption
PTA = ((ceiling price - target price) / buyers share ratio) + target cost
51
Cost Reimbursable Contract has 4 parts
1. ) Cost Plus Fixed Fee Contract (CPFF)
2. ) Cost Plus Incentive Fee (CPIF)
3. ) Cost Plus Award Fee (CPAF)
4. ) Cost Plus Percentage of Cost (CPPC)
52
Share Ratio
buyer ratio/seller ratio
53
Future Value formula
```
FV = Present Value (1+r)^n
r= interest rate
n = time period
```
54
At IRR, Net Present Value will be
zero, always
55
highest IRR is always
better
56
Payback period
PBP = total cash out / average per period cash in
57
Accuracy
within the quality management system, the assessment of correctness
58
Acquisition
obtaining human and material resources necessary to perform project activities. Implies cost of resources, not necessarily financial
59
Activity
a distinct, scheduled portion of work performance during the course of a project
60
Activity duration estimates
the quantitative assessments of the likely number of time periods that are required to complete an activity
61
Activity List
a documented tabulation of schedule activities that shows the activity description, activity identifier and a sufficiently detailed scope of work description so project team members understand what work is to be performed
62
Affinity Diagram
a technique that allows large numbers of ideas to be classified into groups for review and analysis
63
Alternative Analysis
a technique used to evaluate identified options in order to select the options or approaches to use to execute and perform the work of the project
64
Analogous Estimating
A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project
65
Attribute Sampling
Method of measuring quality that consists of noting the presence (or absence) of some characteristic (attribute) in each of the units under consideration
66
Backward Pass
a critical path method technique for calculating the late start and late finish dates by working backward through the schedule model from the project end date
67
Basis of Estimate
Supporting documentation outlining the details used in establishing project estimates such as assumptions, constraints, level of detail, ranges and confidence levels
68
Bid Documents
all documents used to solicit information, quotations or proposals from prospective sellers
69
Bidder Conference
The meetings with prospective sellers prior to the preparation of a bid or proposal to ensure all prospective vendors have a clear and common understanding of the procurement. Also known as contractor conferences, vendor conferences or pre bid conferences
70
Bottom-Up Estimating
a method of estimating project duration or cost by aggregating the estimates of the lower level components of the WBS
71
Business Case
a documented economic feasibility study used to establish validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities. may be used before project initiation and may result in a go/no-go decision for the project.
most commonly used to create the project charter.
Determines if expected outcomes of the project justify the required investment. Business need and cost benefit analysis are contained in this.
72
Cause and Effect Diagram
a decomposition technique that helps trace an undesirable effect back to its root cause
73
Change Control Tools
Manual or automated tools to assist with change and/or configuration management. Tools should support the CCB activities
74
Change Management Plan
a component of the project management plan that establishes the change control board, documents the extent of its authority, and describes how the change control system will be implemented
75
Checklist Analysis
a technique for systematically reviewing materials using a list for accuracy & completeness
76
Checksheets
a tally sheet that can be used as a checklist when gathering data
77
Claim
A request, demand, or assertion of rights by the seller against a buyer or vice versa, for consideration, compensation, or payment under the terms of a legally binding contract, such as for a disputed change
78
Code of Accounts
a numbering system used to uniquely identify each component of the work breakdown structure
79
Communications Management Plan
a component of the project, program or portfolio management plan that describes how, when, and by whom information about the project will be administered and disseminated
80
Conduct Procurements
the process of obtaining seller responses, selecting a seller and awarding a contract
81
Configuration Management Plan
A collection of procedures used to track project artifacts and monitor and control changes these artifacts
82
Context Diagram
a visual depiction of the product scope showing a business system (process, equipment, computer system) and how people and other systems interact with it
83
Contract Change Control System
the system used to collect, track, adjudicate and communicate changes to a contract
84
Control
comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives and recommending appropriate corrective action as needed
85
Control Account
A management control point where scope, budget, actual cost and schedule and integrated and compare to earned value for performance measurement
86
Control Chart
the process of monitoring the status of the project to update the project costs and manage changes to the cost baseline
87
Control limits
the area composed of three standard deviations on either side of the centerline or mean of a normal distribution of data plotted on a control chart, which reflects the expected variation in the data
88
Cost Baseline
the approved version of the time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures
89
Cost Management Plan
a component of a project or program management plan that describes how costs will be planned, structured & controlled
90
Cost Plus Award Fee Contract (CPAF)
A category of contract that involves payments to the seller for all legitimate actual costs incurred for completed work, plus an award fee representing seller profit
91
Cost Plus Fixed Fee Contract (CPFF)
a type of cost reimbursable contract where the buyer reimburses the seller for the sellers allowable costs plus a fixed amount of profit (fee)
92
Cost Plus Incentive Fee Contract (CPIF)
a type of cost reimbursable contract where the buyer reimburses the seller for the sellers allowable costs, and the seller earns its profit if it meets defined performance criteria
93
Crashing
a technique used to shorten the schedule for the least incremental cost by adding resources
94
Create WBS
the process of subdividing project deliverables and project work into smaller, more manageable components
95
Critical Path Method (CPM)
a method used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths within the schedule model
96
Decision Tree Analysis
a diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty
97
Earned Value Management
a methodology that contains scope, schedule and resource measurements to asses project performance & progress
98
Develop Project Charter
the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities
99
Diagramming Techniques
approaches to presenting information with logical linkages that aide in understanding
100
Discrete Effort
An activity that can be planned and measured and that yields a specific output
101
Discretionary Dependency
a relationship that is established based on knowledge of best practices within a particular application area or an aspect of the project where a specific sequence is desired
102
Estimate Activity Durations
the process of estimating the number of work periods needed to complete individual activities with the estimated resources
103
Explicit Knowledge
Knowledge that can be codified using symbols such as words, numbers and pictures
104
External Dependency
a relationship between project activities and non project activities
105
Fallback plan
an alternative set of actions and tasks available in the even that the primary plan needs to be abandoned because of issues, risks or other causes
106
Fast Tracking
A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration
107
Firm Fixed Price Contract (FFP)
a type of fixed price contract where the buyer pays the seller a set amount regardless of the sellers costs
108
Fixed Price Incentive Fee (FPIF) contract
a type of contract where the buyer pays the seller a set amount and the seller can earn an additional amount if the seller meets defined performance criteria
109
Fixed Price with Economic Price Adjustment (FPEPA) Contract
a fixed price contract but with a special provision allowing for predefined final adjustments to the contract price due to changed conditions, such as inflation changes
110
Forecast
an estimate or prediction of conditions and events in the projects future based on information and knowledge available at the time of the forecast
111
Forward Pass
a critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the projects start date or a given point in time
112
Free Float
the amount of time that a schedule activity can be delayed without delay the early start date of any successor or violating a schedule constraint
113
Functional Organization
an organizational structure in which staff is grouped by areas of specialization and the project manager has limited authority to assign work and apply resources
114
Funding Limit Reconciliation
the process of comparing the planned expenditure of project funds against an limits on the commitment of funds for the project to identify any variances between the funding limits and the planned expenditures
115
Grade
a category or rank used to distinguish items that have the same functional use but do not share the same requirements for quality
116
Histogram
a bar chart that shows the graphical representation of numerical data
117
Imposed Date
a fixed date imposed on a schedule activity or schedule milestone, usually in the form of a start no earlier than...and finish no later than.. date
118
Independent Estimate
a process of using a third party to obtain and analyze information to support prediction of cost, schedule or other items
119
Influence Diagram
a graphical representation of situations showing casual influences, time ordering of events and other relationships among variables and outcomes
120
Information Management System
facilities, processes, and procedures used to collect, store and distribute information between producers and consumers of information in physical or electronic format
121
Inspection
Estimation of work product to determine whether it conforms to documented standards
122
Invitation for Bid (IFB)
Generally, the term is equivalent to request for proposal. However in some application areas it may have a narrower or more specific meaning
123
Lag
the amount of time whereby a successor activity will be delayed with respect to a predecessor activity
124
Lead
the amount of time whereby a successor activity can be advanced with respect to a predecessor activity
125
Level of Effort (LOE)
an activity that does not produce definitive end products and is measured by the passing of time
126
Make or Buy Analysis
the process of gathering an organizing data about product requirements and analyzing them against available alternatives including the purchase or internal manufacture of the product
127
Make of Buy Decisions
decisions made regarding the external purchase or internal manufacture of a product
128
Management Reserve
an amount of the project budget or project schedule held outside of the performance management baseline for management control purposes, that is reserved for unforeseen work that is within scope of the project
129
Mandatory Dependency
a relationship that is contractually required or inherent in the nature of work
130
Master Schedule
a summary level project schedule that identifies the major deliverables and work breakdown structure components and key schedule milestones
131
Matrix Diagrams
a quality management and control tool used to perform data analysis within the organizational structured created in the matrix. This seeks to show the strength of relationships between factors, causes, and objectives that exist between the rows and columns that form the matrix
132
Matrix Organization
Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing work of person assigned to the project
133
Mind Mapping
a technique used to consolidate ideas created through individual brainstorming sessions into a single map to reflect commonality and differences in understanding and to generate new ideas
134
Monitoring &; Controlling Process Group
Those processes required to track, review, and regulate the progress and performance of the project, identify any areas in which changes to the plan are required and initiate the corresponding changes
135
Monte Carlo Simulation
An analysis technique where a computer model is iterated many times, with the input values chosen at random for each iteration driven by the input data, including probability distributions and probabilistic branches. Outputs are generated to represent the range of possible outcomes for the project
136
Multicriteria Decision Analysis
This technique utilizes a decision matrix to provide a systematic analytical approach for establishing criteria such as risk levels, uncertainty and valuation to evaluate and rank many ideas
137
Network Logic
all activity dependencies in a project schedule network diagram
138
Network Path
a sequence of activities connected by logical relationships in a project schedule network diagram
139
Node
a point at which dependency lines connect on a schedule network diagram
140
Nominal Group Technique
a technique that enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming and prioritization
four steps
1. ) question or problem is posed to the group, each person writes down their ides
2. ) moderator writes down the ideas on a flip chart
3. ) each recorded idea is discussed
4. ) individuals vote privately to prioritize the ideas on a scale 1-5
141
Opportunity
Risk that would have a positive effect on the project's outcome
142
Organizational Breakdown Structure
a hierarchal representation of the project organization which illustrates the relationship between project activities and organizational units that will perform those activities
143
Parametric Estimating
an estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters
144
Path Convergence
a relationship in which a schedule activity has more than one predecessor
145
Path Divergence
a relationship in which a schedule activity has more than on successor
146
Performance Measurement Baseline
Integrated scope, schedule and cost baselines used for comparison to mange, measure and control project execution
147
Perform Qualitative Risk Analysis
The process of prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and impact as well as other characteristics
148
Perform Quantitative Risk Analysis
the process of numerically analyzing the contained effect of identified individual project risks and other sources of uncertainty
149
Planning Package
a work breakdown structure component below the control account with known work content but without detailed scheduled activities
150
Planning Process Group
the processes required to establish the scope of the project, refine the objectives and define the course of action required to attain the objectives that the project was undertaken to achieve
151
Plurality
Decisions made by the largest block in a group, even if a majority is not achieved
152
Portfolio
Projects, programs, subsidiary portfolios and operations managed as a group to achieve strategic decisions
153
Portfolio Management
The centralized management of one or more portfolios to achieve strategic objectives
154
Precedence Diagramming Method (PDM)
a technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed
155
Probability and Impact Matrix
a grid for mapping the probability of occurrence of each risk and its impact on project objectives if that risk occurs
156
Procurement documents
The documents utilized in bid and proposal activities, which include the buyers invitation for bid, invitation for negotiations, request for information, request for proposal, and sellers responses
157
Procurement Documentation
all documents used in signing, executing and closing an agreement.
158
Procurement Management Plan
A component of the project or program management plan that describes how a project team will acquire goods and services from outside of the performing organization
159
Procurement Statement of Work
Describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products, services or results
160
Procurement Strategy
the approach by the buyer to determine the project delivery method and the type of legally binding agreements that should be used to deliver the desired results
161
Program
Related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually
162
Program Management
the application of knowledge, skills and principles to a program to achieve the program objectives and obtain benefits and control not available by managing program components separately
163
Project
a temporary endeavor undertaken to create a unique product, service or result
164
Project Charter
a document issues by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager authority to apply organizational resources to project activities
if external project, a contract is usually preferred, project charter may still be used to establish internal agreements within the org
165
Project Funding Requirements
Forecast project costs to be paid that are derived from the cost baseline for total or periodic requirements, including projected expenditures plus anticipated liabilities
166
Project Governance
The framework, functions, and processes that guide project management activities in order to create a unique product, service or result to meet organizational, strategic and operational goals
167
Project Initiation
Launching a process that can result in the authorization of a new project
168
Project Management
the application of knowledge, skills, tools and techniques to project activities to meet the project requirements
169
Project Manager Body of Knowledge
A term that describes the knowledge within the profession of project management. Includes proven traditional practices that are widely applied as well as innovative practices that are emerging
170
PMO
A management structure that standardizes the project related governance processes and facilitates the sharing of resources, methodologies, tools and techniques
171
Project Procurement Management
includes the processes necessary to purchase or acquire products, services or results needed from outside the project team
172
Project Schedule Network Diagram
a graphical representation of the logical relationships among the project schedule activities
173
Project Team Directory
a documented list of project team members, their project roles and communication information
174
Proposal Evaluation Techniques
the process of reviewing proposals provided by suppliers to support contract award decisions
175
Quality
the degree to which a set of inherent characteristics fulfills requirements
176
RACI Chart
a common type of responsibility assignment matrix that uses responsible, accountable, consult and inform statuses to define the involvement of stakeholders to project activities
177
Regression Analysis
an analytical technique where a series of input variables are examined in relation to their corresponding output results in order to develop a mathematical or statistical relationship
178
Request for Information (RFI)
buyer requests a potential seller to provide various pieces of information related to a product or service or seller capability
179
Request for Proposal (RFP)
used to request proposals from prospective sellers of products or services. In some application areas, it may have a narrower or more specific meaning
180
Request for Quotation (RFQ)
request price quotations from prospective sellers of common or standard products or services. Sometimes used in place of request for proposal and in some application areas it may have a narrower or more specific meaning
181
Requirements Traceability Matrix
a grid that links product requirements from the origin to the deliverables that satisfy them
182
Reserve Analysis
an analytical technique to determine the essential features and relationships of components in the project management plan to establish a reserve for the schedule duration, budget, estimated cost, or funds for a project
183
Residual Risk
the risk that remains after risk responses have been implemented
184
Resource Breakdown Structure
a hierarchical representation of resources by category and type
185
Resource Calendar
a calendar that identifies the working days and shifts upon which each specific resource is available
186
Resource Histogram
a bar chart showing the amount of time that a resource is scheduled to work over a series of time periods
187
Resource Leveling
Resource optimization technique in which adjustments are made to the project schedule to optimize the allocation of resources and which may affect critical path
188
Resource Optimization Technique
activity start and finish dates are adjusted to balance demand for resources with the available supply
189
Resource Smoothing
free and total float are used without affecting the critical path.
190
Rework
action taken to bring a defective component into compliance with requirements or specifications
191
Risk Acceptance
project team decides to acknowledge the risk and not take any action unless the risk occurs
192
Risk audit
audit to consider the effectiveness of the risk management process
193
Risk Avoidance
project team acts to eliminate the threat or project the project from its impact
194
Risk Categorization
organization by sources of risk, the area of the project affected, or other useful category to determine the areas of the project most exposed to the effects of uncertainty
195
Risk Data Quality Assessment
technique to evaluate the degree to which the data about risks is useful for risk management
196
Risk Enhancement
A risk response strategy whereby the project team acts to increase the probability of occurrence or impact an opportunity
197
Risk Escalation
a risk response strategy whereby the team acknowledges that a risk is outside of its sphere of influence and shifts the ownership of that risk to a higher level of the organization where it is more effectively managed
198
Risk Exploiting
a risk response strategy whereby the project team acts to ensure that an opportunity occurs
199
Risk Exposure
an aggregate measure of the potential impact of all risks at any given point in time in a project, program or portfolio
200
Risk Sharing
a risk response strategy whereby the project team allocates ownership of an opportunity to a third party who is best to capture the benefit of that opportunity
201
Risk Transference
Project team gives risk to third party
202
Schedule Forecasts
estimates or predictions of conditions and events in the projects future based on information and knowledge available at the time the schedule is calculated
203
Schedule Network Analysis
identify early and late start dates, as well as early and late finish dates for the uncompleted portions of project activities
204
Schedule Performance Index
measurement of schedule efficiency expressed as a ratio
205
Scope Baseline
approved version of a scope statement, WBS and WBS dictionary
206
Secondary Risk
a risk that arises as a direct result of implementing a risk response
207
Seller Proposals
formal responses from sellers to a request for proposal or other procurement document specifying the price, commercial terms of sale, and technical specifications or capabilities the seller will do for the requesting organization that, if accepted, would bind the seller to perform the resulting agreement
208
Sensitivity Analysis
An analysis technique to determine which individual project risk or other sources of uncertainty have the most potential impact on project outcomes, by correlating variations in project outcomes with variations in elements of a quantitative risk analysis model
209
Source Selection Criteria
a set of attributes desired by the buyer which a seller is required to meet or exceed to be selected for a contract
210
Specification Limits
the area, on either side of the centerline, or mean, of data plotted on a control chart that meets the customers requirements for a product or service. This area may be greater than or less than the area defined by the control limits
211
Statistical sampling
Choosing a part of a population of interest for inspection
212
Tacit Knowledge
Personal knowledge that can be difficult to articulate and share such as beliefs, experience and insights
213
Team Management Plan
component of the resource management plan that describes when and how team members will be acquired and how long they will be needed
214
Test and Evaluation Documents
project documents that describe the activities used to determine if the product meets the quality objectives stated in the quality management plan
215
Three Point Estimating
estimate cost or duration by applying an average or weighted average of optimistic, pessimistic and most likely estimates when there is uncertainty with the individual activity estimates
216
Threshold
a predetermined value of a measurable project variable that represents a limit that requires action to be taken if it is reached
217
Time and Material Contract (T&M)
hybrid contractual arrangement containing aspects of both cost reimbursable and fixed price contracts
218
To Complete Performance Index (TCPI)
measure of the cost performance that is required to be achieved with the remaining resources in order to meet specified management goal, expressed as the ratio of the cost to finish the outstanding work to the remaining budget
219
Tool
something tangible like a template or software program
220
Tornado Diagram
special type of bar chart used in sensitivity analysis for comparing the relative importance of the variables
221
Total Float
amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating the schedule constraint
222
Trend Analysis
uses mathematical models to forecast future outcomes based on historical records
223
Variance Analysis
determining the cause and degree of difference between the baseline and actual performance
224
Variance at Completion (VAC)
projection of the amount of budget deficit or surplus expressed as the difference between the budget at completion and the estimate at completion
225
WBS Dictionary
document that provides detailed deliverable, activity and scheduling information about each component in the work breakdown structure
(code of account identifier, description of work, assumptions and constraints, responsible organization, schedule milestones, associated schedule activities, resources required, cost estimates, quality requirements, acceptance criteria, technical references, agreement information)
226
WBS
hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish project objectives and create the required deliverables
227
Work Performance Data
raw observations and measurements identified during activities being performed to carry out project work
228
Work Performance Information
performance data collected from controlling processes, analyzed in comparison with project management plan components, project documents, and other work performance information
229
Deliverable
any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase or project
230
Examples of Deliverables
a unique product that can be either a component of another item, an enhancement or correction to an item or a new end item in itself.
a unique service or a capability to perform a service
a unique result such as an outcome or document
a unique combination of one or more products, services or results
231
The end of a project is reached when
the project objectives have been achieved, the objectives cannot be met, funding is exhausted or no longer available for allocation to the project, the need for the project no longer exists, physical resources are no longer available, project is terminated
232
Projects drive
change, move organization to a future state
233
Business benefits may be tangible or intangible (examples of both are)
tangible: monetary, fixtures, tools, market shares, utility
intangible: goodwill, trademarks, public benefit, reputation, strategic alignment
234
4 reasons for Project Initiation and examples
1. ) meet regulatory, legal or social requirements
2. ) satisfy stakeholder requests or needs
3. ) implement or change business or technological strategies
4. ) create, improve, or fix products, processes or services
235
A project may be managed in three separate scenarios...
1. ) stand alone project
2. ) within a program
3. ) within a portfolio
236
Project
| -Define scope, change, planning, management, monitoring & success
Scope: projects have defined objectives. Scope is progressively elaborated throughout the project lifecycle
Change: Project managers expect change and implement processes to keep change managed and controlled
Planning: project managers progressively elaborate high level information into detailed plans throughout the project life cycle
Management: PMs manage the project team and objectives
Monitoring: PMs monitor and control the work of producing the products, services or results that the project was undertaken to produce
Success: measured by the product and project quality, timelines, budget, compliance and degree of customer satisfaction
237
Program
| -Define scope, change, planning, management, monitoring & success
Scope: programs have a scope that encompasses the scope of its program components. Product benefits to an organization by ensuring that the outputs and outcomes of program components are delivered in a coordinated and complimentary manner
Change: Accepts and adapts to change as necessary
Planning: managed using high level plans that track the interdependencies and progress of program components
Management: Managed by Program Managers who ensure program benefits are delivered as expected by coordinating the activities of the program components
Monitoring: Program managers monitor the progress of program components to ensure the overall goals, schedules, budget and benefits of the program will be met
Success: measured by the programs ability to deliver its intended benefits to the organization, and by the programs efficiency and effectiveness in delivering those benefits
238
Portfolio
| -Define scope, change, planning, management, monitoring, success
Scope: organizational scope that changes with the strategic objectives of the organization
Change: Portfolio managers continuously monitor change in the broader internal and external environments
Planning: Portfolio Managers create and maintain necessary processes and communication relative to the aggregate portfolio
Management: Portfolio Managers may manage or coordinate portfolio management staff, or program ad project staff that may have reporting responsibilities into the aggregate portfolio
Monitoring: Portfolio Managers monitor strate3gic changes and aggregate resource allocation, performance results and risk of the portfolio
Success: measured in terms of aggregate investment performance and benefit realization of the portfolio
239
The aim at portfolio management is to
guide organizational investment decisions, select the optimal mix of programs and projects to meet strategic objectives, provide decision making transparency, prioritize team and physical resource allocation, increase the likelihood of realizing the desired return on investment, centralize the management of the aggregate risk profile of all components
240
Operations Management
ongoing production of goods/services . Ensures business operations continue efficiently by using optimal resources needed to meet customer demands
241
Projects can intersect with operations at various points during the product life cycle such as
when developing a new product, upgrading a product or expanding outputs.
While improving operations or the product development process
At the end of the product life cycle
At each closeout phase
242
Operational Project Management (OPM)
A framework in which portfolio, program and project management are integrated with organizational enablers in order to achieve strategic objectives - purpose is to ensure that the organization undertakes the right projects and allocates critical resources appropriately. .Also helps all levels in the organization understand the strategic vision, the initiatives that support the vision, the objectives & deliverables.
243
Project life cycle
the series of phases that a project passes through from its start to completion
244
Project Phase
a collection of logically related project activities that culminates in the completion of one or more deliverable. Can be described by a variety of attributes (name, number, duration, resource requirements, entrance and exit criteria)
245
Project Management Process Group
a logical grouping of project management inputs, tools and techniques, and outputs. Includes initiating, planning, executing, monitoring and controlling, and closing. This is not project phases
246
Development life cycles can be (___, ___, ___ , _____or ___)
```
predictive
iterative
incremental
adaptive
hybrid
```
247
Predictive life cycle
Waterfall
248
Iterative Life Cycle
project scope is identified early on, but time and cost estimates are routinely modified as the project teams understanding of the product increases. Iterations develop the product through a series of repeated cycles, while increments successively add to the functionality of the product
249
Incremental Life Cycle
deliverable is produced through a series of iterations that successively add functionality within a predetermined time frame
250
Adaptive Life Cycle
agile
251
Project life cycles are independent of product life cycles, which may be produced by a project. a product life cycle is...
the series of phases that represent the evolution of a product, from concept through delivery, growth , maturity and to retirement.
252
Project Phases may be established based on various factors including
management needs, nature of the project, unique characteristics of the organization, industry or technology, project elements including technology, engineering, business, process or legal and decision points.
253
Processes generally fall into one of three categories
1) Processes used once or at predefined points in the project (develop project charter, close project)
2. ) Processes that are performed periodically as needed (acquire resources)
3. ) Processes that are performed continuously throughout the project (define activities)
254
Initiating Process Group
define a new project or a new phase
255
Executing Process Group
performed to complete the work to satisfy project requirements
256
Knowledge Area
identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools and techniques
257
Ten Knowledge Areas
```
Project Integration Management
Project Scope Management
Project Schedule Management
Project Cost Management
Project Quality Management
Project Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
Project Stakeholder Management
```
258
Project Integration Management Knowledge Area
includes the processes and activities to identify, define, combine, unify and coordinate the various processes and project management activities within the PM Process groups
259
Project Scope Management Knowledge Area
includes the processes required to ensure the project includes all the work required, and only the work required to complete the project successfully
260
Project Cost Management Knowledge Area
planning, estimating, budgeting, financing, funding, managing and controlling costs so the project can be completed within the approved budget
261
Project Quality Management Knowledge Area
Incorporating the organizations quality policy regarding, planning, managing, and controlling project and product quality requirements. in order to meet stakeholder expectations
262
Project Resource Management Knowledge Area
processes to identify acquire and manage the resources needed for the successful completion of the project
263
Project Communications Management Knowledge Area
timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring and ultimate disposition of project information
264
Project Risk Management Knowledge Area
conducting risk management planning, identification, analysis, response planning, response implementation and monitoring risk on project
265
Project Procurement Management Knowledge Area
purchase or acquire products, services or results needed from outside the project team
266
Project Stakeholder Management Knowledge Area
identify the people, groups or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution
267
Project benefits management plan
the documented explanation defining the processes for creating, maximizing, and sustaining the benefits provided by a project
268
In some cases the business case & project benefits management plan are
maintained at the program level so project managers need to work with program mangers to ensure the project management documents are aligned with the program documents
269
What precedes the business case
Needs assessment. The needs assessment involves understanding business goals and objectives, issues and opportunities and recommending proposals to address them. Results of needs assessment may be summarized in the business case document.
270
Business Case documents...
Business Needs (need for action, identification of scope, identification of stakeholders)
Analysis of the situation (identification of organizational strategies, goals, objectives, root causes of the problem, gap analysis, risks, success factors, decision criteria)
Identification of options to consider (do nothing, minimum work, more than min work)
Recommendation
Evaluation (plan for measuring benefits the project will deliver)
271
A business case can present the following three options
1. ) do nothing - business as usual
2. ) do the minimum work possible to address the problem or opportunity - identifying the set of documented criteria that are key in addressing the problem/opportunity
3. ) do more than the minimum work possible to address the problem/opportunity
272
Project Benefits Plan includes
```
target benefits
strategic alignment
timeframe for realizing benefits (benefits by phase, short term, long term)
metrics
assumptions
risks
```
273
It is possible for a project to be successful from a scope/schedule/budget viewpoint and to be unsuccessful from a
business viewpoint. This can occur when there is a change in the business needs or the market environment before the project is completed
274
Enterprise Environmental Factors (EEF)
```
Inputs to many PM processes
organizational culture, structure & governance
geographic distribution of resources & facilities
infrastructure
IT software
Resource availability
Employee capability
Marketplace conditions
social & cultural influences
legal restrictions
commercial databases
academic research
government or industry standards
financial considerations
physical environment elements
```
275
Organizational Process Assets (OPA)
lessons from previous projects and historical information (processes, policies, procedures, organizational knowledge bases)
276
Organizational Knowledge Repositories
Configuration management knowledge repositories (versions of software and hardware components and baselines of all performing organization standards, policies, procedures and project documents)
Financial data repositories (labor hours, incurred costs, budgets)
Historical information and lessons learned knowledge repositories
Issue and defect management data repositories
Data repositories for metrics used to collect and make available measurement data on processes and products
Project files from previous projects
277
Organizational System
collection of various components that together can produce results not obtainable by the individual components alone. The interaction of various system components create the organizational culture & capabilities.
278
Organizational System principals
Systems are dynamic, can be optimized, components can be optimized.
systems and their components cannot be optimized at the same time.
Systems are nonlinear in responsiveness
279
Systems are typically the responsibility of
an organizations management. Organizations management examines the optimization trade offs between components and the system in order to take the appropriate action to achieve the best outcomes for the organization. PM should look at these results
280
Concept of organizational governance is multidimensional and
includes consideration of people, roles, structures and policies.
requires providing direction and oversight through data and feedback
281
Governance is the framework within which authority is exercised in organizations. This framework includes but is not limited to
rules, policies, norms, systems, processes, relationships. It influences how objectives of the organization are set and achieved, risk is monitored and assessed, performance is optimized
282
Four governance domains & their functions
Alignment, Risk, Performance, Communications
Functions: oversight, control, integration, decision making
283
Management Elements
the components that comprise the key functions or principles of general management in the organization. Key functions include division of work, authority given to perform work, responsibility to perform work, discipline of action, unity of command, unity of direction, general goals of the organization take precedence over individual goals, paid fairly for work performed, optimal use of resources, clear communication channels, right materials to the right person for the right job at the right time, fair and equal treatment, clear security of work positions, safety of people in the workplace, open contribution to planning and execution by each person and optimal moral
284
Factors in organization structure selection
cost, physical location, delegation capabilities, adaptability of design, simplicity of design, degree of alignment with organizational objectives, span of control, clear path of decisions
285
PMO types
Supportive - consultative role to projects by supplying templates, best practices, training, access to information, lessons learned. Serves as a project repository, PMO control is low.
Controlling - provides support and require compliance through various means. The degree of control provided by the PMO is moderative, compliance may involve adoption of project management frameworks or methodologies, use of specific templates, forms and tools and conformance to governance frameworks
Directive - take control of the projects by directly managing the projects. PMs are assigned by and report to the PMO. Control is high
286
PMO is
the natural liaison between the organizations portfolios, programs, projects and the organizational measurement systems
287
The primary function of a PMO is to support PM's in a variety ways which may include
managing shared resources across all projects administered by the PMO, identifying and developing PM methodology, best practices and standards, coaching, mentoring, training, developing and managing project policies, procedures, templates and other shared documentation, coordinating communication across projects
288
Consensus
relevant stakeholders support the project decisions and actions even when there is not 100% agreement
289
Independent projects or projects that are part of the same program may impact a project due to
demands on the same resources
priorities of funding
receipt or distribution of deliverables
alignment of project goals and objectives with those of the organization
290
in some situations the PM may be an external consultant place...
in a temporary management role
291
PM must be aware of the industry, trends include
technology development
new and changing market niches
standards
technical support tools
economic forces that impact the immediate project
influences affecting the project management discipline
process improvement and sustainability strategies
292
PM Talent Triangle
Technical Project Management
Leadership
Strategic & Business Management
293
Politics involves
influence, negotiation, autonomy and power
294
Positional Power
(formal, authoritative, legitimate)
| formal position granted in the organization or team
295
Informational Power
control of gathering or distribution
296
Referent Power
respect or admiration others hold for the individual, credibility gained
297
Situational Power
gained due to unique situation such as a specific crisis
298
Personal or charismatic power
charm
299
Relational Power
participates in networking, connections and alliances
300
Expert Power
skill, information, possessed, experience, training, education, certification
301
Reward-oriented Power
ability to give praise, monetary or other desired items
302
Punitive or coercive power
ability to invoke discipline or negative consequences
303
Ingratiating Power
application of flattery or other common ground to win favor or cooperation
304
Pressure based power
limit freedom of choice or movement for the purpose of gaining compliance to desired action
305
Guilt based power
imposition of obligation or sense of duty
306
Persuasive power
ability to provide arguments that move people to a desired course of action
307
Avoiding power
refusing to participate
308
Top PMs are xxx and xxx when it comes to power
proactive and intentional
309
Laissez faire leadership style
allowing the team to make their own decisions and establish their own goals, als referred to as taking a hands off style
310
transactional leadership style
focus on goals, feedback, and accomplishment to determine rewards; management by exception
311
Servant Leader Leadership Style
demonstrates commitment to serve and put other people first, focuses on other people's growth, learning, development, autonomy and well-being; concentrates on relationships, community and collaboration; leadership is secondary and emerges after service
312
Transformational Leadership Style
empowering followers through idealized attributes and behaviors, inspirational motivation, encouragement for innovation and creativity, and individual consideration
313
Charismatic Leadership Style
able to inspire, high energy, self confident, holds strong convictions
314
Interactional Leadership Style
combination of transactional, transformational & charismatic
315
Three dimensions of complexity for projects
System behavior - interdependencies of components and systems
Human behavior - interplay between diverse individuals and groups
Ambiguity
316
Project Integration Management includes making choices about
resource allocation, balancing competing demands, examining any alternative approaches, tailoring the processes to meet the project objectives, managing interdependencies among the PM knowledge areas
317
Project Integration Management processes are
1.) develop project charter
2.) develop PM plan
3.) direct and manage project work
4.) manage Project knowledge
5.) monitor and control project work
6.) perform integrated change control
7.) close project or phase
PM must do the above, responsibility cannot be transferred
318
Project Integration Management is about
ensuring that the deliverable due dates of the product and benefits management plan are aligned. Providing PM plan to achieve objectives. Ensuring the creation of the appropriate knowledge to and from the project as necessary. Managing the performance of changes of the activities in the PM plan. Making integrated decisions regarding key changes to the project. Measuring and monitoring projects progress. Collecting data on the results achieved, analyzing the data to obtain information and communicating this to stakeholders. Completing all work of the project and formally closing each phase, contract and the project. Managing phase transitions when necessary
319
Integration trends
use of automated tools (PMIS to collect, analyze and use info)
use of visual management tools
project knowledge management (identifying knowledge throughout the project & transferring it to the target audience)
expanding PM's responsibilities
Hybrid methodologies
320
A project charter is not considered a
contract
321
the business case is created as a result of one or more of the following
market demand, organizational need, customer request, technological advance, legal requirement, ecological impacts, social need
322
PM does not update or modify
business documents
323
Expert Judgement
judgement provided based upon expertise in an application area. Should be used in Organizational strategy, benefits management, technical knowledge, duration and budget estimation, risk identification
324
Focus Group
bring together stakeholders and SME to learn about the perceived project risk, success criteria, and other topics in a more conversational way than a one-one interview
325
Meeting Management
preparing the agenda, ensuring that a rep for each key stakeholder of the group is invited, preparing and sending meeting minutes
326
Components of a project charter
```
project purpose
measurable project objectives/success criteria
high level requirements
high level project description, boundaries and key deliverables
overall project risk
summary milestone schedule
preapproved financial resources
key stakeholder list
project approval requirements
project exit criteria
assigned PM, responsibility and authority level
name and authority of sponsor
```
327
Develop PM Plan
process of defining, preparing and coordinating all plan components and consolidating them into an integrated project management plan. Key benefit is the production of a comprehensive document that defines the basis of all project work and how the work will be performed.
328
Develop Project Management Plan Inputs
Project charter
outputs from other processes
EEF
OPA
329
Develop Project Management Plan Outputs
Project Management Plan
330
Develop Project Management Plan tools & techniques
expert judgement
Data gathering (brainstorming, checklists, focus groups, interviews)
Interpersonal and team skills (conflict management, facilitation, meeting management)
Meetings (kick off)
331
Project Management Plans include
subsidiary management plans (scope management, requirements management, schedule, cost, quality, resource, communications, risk, procurement, stakeholder engagement) and baselines (scope, schedule, cost) and change management plan, configuration management plan, performance measurement baseline, project life cycle, dev approach, management reviews.
332
Develop Project Management Plan, examples of EEF
government or industry standards
legal and regulatory requirements/constraints
project management body of knowledge for vertical market and/or focus area (environmental, safety, risk, agile software development)
organizational structure, culture, management practices
organizational governance framework
infrastructure
333
Develop Project Management Plan, examples of OPA
organizational standard policies, processes & procedures
PM plan template (guidelines and criteria for tailoring the organizations set of standard processes to satisfy the specific needs of the project and project closure guidelines, product validation, acceptance criteria)
change control procedures
monitoring and reporting methods
risk control procedures
communication requirements
project information from previous similar projects
historical information/lessons learned
334
Develop Project Management Plan, examples of expert judgment
tailoring the project management process to meet the project needs, including the dependencies and interactions among those processes and the essential inputs/outputs
developing additional components of the PM plan
determining tools & techniques to be used
developing technical and management details to be included in the PM plan
determining resources and skill levels needed
defining the level of configuration management to apply
determining which project documents will be subject to formal change control process
prioritizing the work on the project to ensure the resources are allocated to the appropriate work at the appropriate time
335
Direct and Manage Project Work Inputs
```
PM plan
Project documents (change log, lessons learned, milestone list, project communications, schedule, requirements traceability matrix, risk register, risk report)
approved change requests
EEF
OPA
```
336
Direct and Manage Project Work Tools & Techniques
Expert Judgement
PMIS
Meetings
337
Direct and Manage Project Work Outputs
```
Deliverables
work performance data
issue log
change requests
PM plan updates
project document updates (activity list, assumption log, lessons learned, requirements documentation, risk register, stakeholder register)
OPA updates
```
338
Direct and Manage Project Work
executing the planned project activities to complete project deliverables and accomplish establish objectives. Requires review of the impact of all project changes and the implementation of approved changes, corrective action, preventive action and/or defect repair.
339
Direct and Manage Project Work EEF examples
organizational structure, culture, management practices
infrastructure
stakeholder risk thresholds
340
Direct and Manage Project Work OPA examples
organizational standard policies, processes
issue and defect management defining issue and defect controls, issue and defect identification and resolution, action item tracking
issue and defect management databases containing historical issue and defect status, issue and defect resolution and action item results
performance measurement database used to collect and make available measurement data on processes and products
change control and risk control procedures
project information from previous projects
341
Direct and Manage Project Work Expert Judgement
```
technical knowledge
cost and budget management
legal and procurement
legislation and regulations
organizational governance
```
342
Change requests can be initiation from
inside or outside the project and they can be optional or legally mandated.
343
Change request types
Corrective Action
Preventive Action
Defect Repair
Updates
344
Corrective Action Change Request
an intentional activity that realigns the performance of the project work with the PM plan
345
Preventive Action Change Request
an intentional activity that ensures the future performance of the project work is aligned with the PM plan
346
Defect Repair
an intentional activity to modify a nonconforming product or product component
347
Update Change Request
changes to formally controlled project documents, plans to reflect modified or additional ideas or content.
348
Manage Project Knowledge
process of using existing knowledge and creating new knowledge to achieve the projects objectives and contribute to organizational learning
349
Manage Project Knowledge Inputs
```
PM plan
project documents (lessons learned, project team assignments, resource breakdown structure, stakeholder register)
deliverables
EEF
OPA
```
350
Manage Project Knowledge Tools & Techniques
expert judgement
knowledge management
information management
interpersonal and team skills (active listening, facilitation, leadership, networking, political awareness)
351
Manage Project Knowledge Outputs
Lessons learned
PM plan updates
OPA updates
352
Explicit Knowledge
can be readily codified using words, pictures and numbers
353
Tacit Knowledge
personal and difficult to express such as beliefs, insights, experiences and know-how
354
Manage Project Knowledge EEF
organizational, stakeholder and customer culture
geographic distribution of facilities and resources
organizational knowledge experts
legal and regulatory requirements and/or constraints
355
Manage Project Knowledge OPA
organizational standard policies, processes
personal admin (employee training)
organizational communication requirements
formal knowledge sharing and information sharing processes (learning reviews
356
Manage Project Knowledge Expert Judgement
```
knowledge management
information management
organizational learning
knowledge and informational management tools
relevant information from other projects
```
357
Lessons learned registry is transferred to
OPA asset called the lesson learned repository at the end of the manage project knowledge phase
358
Monitor and Control Project Work
process of tracking, reviewing and reporting the overall progress to meet the performance objective defined in the project management plan. Benefits are that it allows stakeholders to understand the current state of the project, to recognize the actions taken to address any performance issues and to have visibility into future project status with cost and schedule forecasts
359
Monitor and Control Project Work Inputs
```
Project management plan
Project documents (assumption log, basis of estimates, cost forecasts, issue log, lessons learned register, milestone list, quality reports, risk register, risk report, schedule forecasts)
work performance information
agreements
EEF
OPA
```
360
Monitor and Control Project Work Tools & Techniques
expert judgement
data analysis (alternative analysis, cost benefit, earned value, root cause, trend, variance)
decision making (voting)
meetings
361
Monitor and Control Project Work Outputs
work performance reports
change requests
project management plan updates
project document updates (cost forecasts, issue log, lessons learned register, risk register, schedule forecasts)
362
Control
determining corrective or preventive actions or replanning and following up on action plans to determine whether the actions taken resolved the performance issue
363
Monitor and Control Project Work is concerned with
Comparing actual project performance against the PM Plan
Assessing performance periodically to determine whether any corrective or preventive actions are indicated
checking the status of project risks
Maintaining an accurate, timely information base concerning the projects products and their associated documentation through project completion
Providing information to support status reporting, progress measurement and forecasting
Providing forecasts to update current cost and schedule information
Providing appropriate reporting on project progress and status to program management when the project is part of an overall program
ensuring that the project stays aligned with the business needs
364
Basis of estimates
how the various estimates were derived and can be used to make decisions on how to respond to variances
365
Cost Forecasts
if the project is within defined tolerance ranges for budget and to identify any necessary change requests
366
Quality Reports
includes quality management issues recommendations for process, project and product improvements; corrective action recommendations and the summary of findings from the control quality process
367
Schedule Forecasts
used to determine if the project is within defined tolerance ranges for schedule and to identify any necessary change requests
368
Monitor and Control Project Work EEF
project management information systems such as scheduling, cost, resourcing tools, performance indicators, databases, project records & financials
infrastructure
stakeholders expectations and risk thresholds
government or industry standards
369
Monitor and Control Project Work OPA
organizational standard policies, processes
financial control procedures (accounting codes, standard contract provisions)
monitoring and reporting methods
issue management procedures defining issue controls, issue identification and resolution and action item tracking
defect management procedures
organizational knowledge base
370
Monitor and Control Project Work Expert Judgement
earned value analysis
interpretation and contextualization of data
techniques to estimate duration and costs
trend analysis
technical knowledge on the industry and focus area of the project
risk management
contract management
371
Earned Value Analysis
provides an integrated perspective on scope, schedule and cost performance
372
Perform Integrated Change Control
process of reviewing all the change requests, approving changes and managing changes to deliverables, project documents and project management plan; and communicating the decisions. The key benefit is that it allows for documented changes within the project to be considered in an integrated manner while addressing overall project risk, which often arises from changes made without consideration of the overall project objectives
373
Perform Integrated Change Control Inputs
Project management plan (change management plan, configuration management, scope baseline, schedule baseline, cost baseline)
project documents (basis of estimates, requirements traceability matrix, risk report)
work performance reports
change requests
EEF
OPA
374
Perform Integrated Change Control Tools & Techniques
expert judgement
change control tools
data analysis (alternative and cost benefit)
decision making (voting, autocratic decision making, multicriteria decision making analysis)
meetings
375
Perform Integrated Change Control Outputs
Approved change requests
project management plan updates
project document updates (change log)
376
before baselines are established, changes are
not required to be formally controlled
377
Perform Integrated Change Control EEF
legal restrictions such as country or local regulations
government or industry standards
legal and regulatory requirements and/or constraints
organizational governance framework
contracting and purchasing constraints
378
Perform Integrated Change Control OPA
change control procedures, including the steps by which organizational standards, policies, plans, procedures or any project documents will be modified and how changes will be approved and validated
procedures for approving and issuing change authorizations
configuration management knowledge base containing the versions and baselines of all official organizational standards, policies, procedures and project documents
379
Perform Integrated Change Control Expert Judgement
```
Technical knowledge
legislation and regulation
legal and procurement
configuration management
risk management
```
380
Configuration Control
focuses on the specification of both the deliverables and the processes, while change control is focuses on identifying, documenting and approving or rejecting changes to the project documents, deliverables or baselines
381
Change Control Tools
Identify configuration item
Record and report configuration item status
perform configuration item verification and audit
382
Autocratic decision making
one individual takes the responsibility for making decision for the entire group
383
Close Project or Phase
finalizing all activities for the project, phase, or contract. The key benefits of this process are the project or phase information is archived, the planned work is completed, the organizational team resources are released to pursue new endeavors
384
Close Project or Phase Inputs
```
project charter
project management plan
project documents (assumption log, basis of estimates, change log, issue log, lessons learned, milestone list, project communications, quality control measures, quality reports, requirements documentation, risk register, risk report)
accepted deliverables
business documents (business case, business management plan)
agreements
procurement documentation
OPA
```
385
Close Project or Phase Tools & Techniques
expert judgement
data analysis (document analysis, regression analysis, trend analysis, variance analysis)
meetings
386
Close Project or Phase Outputs
project document updates (lessons learned)
final product, service or result transition
final report
OPA updates
387
Activities necessary for the administrative closure of the project or phase include
actions and activities to satisfy completion or exit criteria for the phase
activities related to the completion of the contractual agreements
activities to collect project records, audit project success, knowledge share, archive project information, transfer projects products, measuring stakeholder satisfaction
388
to close the contract all procurement documentation is collected, indexed and filed. Information on contract schedule, scope, quality and cost performance along with all contract change documentation, payment records, inspection results are catalogued.
Truth
389
Close project or phase OPA
Project phase closure guidelines or requirements
Configuration management knowledge base containing the versions and baselines of all official organizational standards
390
Close project or phase Expert judgement
Management control
Audit
Legal and procurement
Legislation and regulations
391
Close project or phase data analysis
Trend analysis
Variance analysis
Regression analysis
Document analysis
392
Close project or phase final report
Summary level description of project
Scope objectives, criteria used to evaluate the scope and evidence that the completion criteria were met
Quality objectives to ensure product quality, verification and actual milestone delivery dates and reasons for variances
Cost objectives, actual cost range, actual costs and reasons for any variances
Summary of the validation information for the final product
Schedule objectives
Summary of how the final product achieved business needs identified in the business plan, if not met identify to the degree they were met and when/if they’ll be realized in the future.
Summary of risks or issues encountered and how they were addressed
393
Close project OPAs
Project documents
Operational and support documents
Project closure documents
Lessons learned
394
Project scope management processes
```
Plan scope management
Collect requirements
Define scope
Create WBS
Validate scope
Control scope
```
395
Plan Scope Management
Creating a scope management plan that documents how the project and product scope will be defined, validated and controlled
396
Control Scope
Monitoring the status of the project and product scope and managing changes to the scope baseline
397
Product Scope
The features and functions that characterize a product
398
Project Scope
The work performed to deliver a product with the specified features and functions. Sometimes viewers as including product scope
399
The requirements management process starts with a ____ which may begin in ____,_____ or____
Needs assessment
Portfolio planning
Program planning
Within a discrete project
400
Plan Scope Management
Process of creating a scope management plan that documents how the project and product scope will be definite, validated and controlled. The key benefit of this process is that is provides guidance and direction on how Scope will be managed
401
Plan Scope Management Inputs
Project charter
Project management plan ( quality management plan, project life cycle description, development approach)
EEF
OPA
402
Plan Scope Management Tools and Techniques
Expert judgement
Data analysis (alternative analysis)
Meetings
403
Plan Scope Management Outputs
Scope management plan
| Requirements management plan
404
Quality management plan
The way the project and product scope will be managed can be influenced by how the organizations quality policy, methodologies and standards are implemented on the project
405
Plan Scope Management EEF
Culture
Infrastructure
Personal admin
Marketplace conditions
406
Scope Management Plan Components
Scope statement
Creation of the WBS
Establish scope baseline approval and how it will be maintained
Determine formal acceptance of completed project deliverables
407
Requirements management plan components
How requirement activities will be planned, tracked and reported
Configuration management activities (how changes will be initiated, impacts analyzed, taxes, tracked and reported)
Prioritization process
Metrics used
Traceability structure that reflects the requirement attributes captured on the traceability matrix
408
Collect Requirements
Determining, documenting and managing stakeholder needs and requirements to meet objectives. The benefit is that it provides the basis for defining the product and project scope
409
Collect Requirements Inputs
Project charter
Project management plan (scope management plan, requirements management plan, stakeholder engagement plan)
Project documents (assumption log, lessons learned, stakeholder register)
Business case
AgreementEEF
OPA
410
Collect Requirements Tools and Techniques
Expert judgement
Data gathering (brainstorming, interviews, focus groups, questionnaires, benchmarking)
Document analysis
Decision making (voting, autocratic decision making,
Multicriteria decision making)
Data representation (affinity diagram, mind mapping)
Interpersonal and team skills (nominal group technique, observation, facilitation)
Context diagram
Prototypes
411
Collect Requirements Outputs
Requirements documentation
| Requirements traceability matrix
412
Collect Requirements EEF
Culture
Infrastructure
Personnel admin
Marketplace conditions
413
Collect Requirements OPA
Policies and procedures
| Historical information and lessons learned repository
414
Collect Requirements Expert Judgement
```
Business analysis
Requirements elicitation
Requirements analysis
Requirements documentation
Project requirements in previous similar projects
Diagramming Techniques
Facilitation
Conflict management
```
415
Collect Requirements Data Analysis
agreements, business plans, business rules, current process flows marketing literature, problem logs, policies, requests for proposal, use cases
416
Facilitation skills are used in the following situations
joint application design/development (JAD)
quality function deployment (QFD)
user stories
417
Joint application Design/Development (JAD)
JAD sessions are used in the software development industry. Facilitated sessions focus on bringing business subject matter experts and the dev team together to gather requirements and improve the software development process
418
Quality function deployment (QFD)
helps determine critical characteristics for new product development. Starts by collecting customer needs (VOC), these needs are then objectively sorted and prioritized and goals are set to achieve them.
419
Storyboarding
is a prototyping technique showing sequence or navigation thorough a series of images or illustrations
420
Functional Requirements
describe the behaviors of the product (actions, processes, data and interactions that the product should execute)
421
Nonfunctional Requirements
These supplement functional requirements and describe the environmental conditions or qualities required for the product to be effective (security, performance, safety)
422
Transition and readiness requirements
temporary capabilities such as data conversion and training requirements
423
Project Requirement examples
milestone dates, contractual obligations, constraints
424
Tracing requirements includes but is not limited to
business needs, opportunities, goals and objectives
project objectives
project scope and WBS deliverables
product design
product development
test strategy and test scenarios
high level requirements to more detailed requirements
425
Requirements Traceability Matrix attributes
```
unique identifier
text description
rational for inclusion
owner
source
priority
version current status
status date
```
426
Define Scope
process of developing description of the project and product. The key benefit is that it describes the product, service or result boundaries and acceptance criteria
427
Define Scope Inputs
```
Project charter
Project management plan
project documents (assumption log, requirements documentation, risk register)
EEF
OPA
```
428
Define Scope Tools & Techniques
```
Expert Judgement
Alternative Analysis
Multicriteria decision analysis
Interpersonal and team skills (facilitation)
product analysis
```
429
Define Scope Outputs
project scope statement
project document updates (assumption log, requirements documentation, requirements traceability matrix, stakeholder register)
430
Define Scope EEF
organizations culture
infrastructure
personnel admin
marketplace conditions
431
Define Scope OPA
policies procedures and templates for a project scope statement
project files from pervious projects
lessons learned from previous projects
432
Product Analysis
define products and services. asking questions about product or service and forming answers to describe the user, characteristics and other relevant aspects of what is going to be delivered. examples include (product breakdown, requirements analysis, systems analysis, systems engineering, value analysis and value engineering)
433
Project Scope Statement includes
product scope description
deliverables
acceptance criteria
project exclusions
434
Create WBS
the process of subdividing project deliverables into smaller and more manageable components. The key benefit of this process is that it provides framework of what has to be delivered
435
Create WBS Inputs
```
project management plan (scope management plan)
project scope statement
requirements documentation
EEF
OPA
```
436
Create WBS Tools & Techniques
expert judgement
| decomposition
437
Create WBS Outputs
scope baseline
assumption log
requirements documentation
438
Create WBS OPA
policies, procedures and templates for the WBS
project files from previous projects
lessons learned from previous projects
439
Decomposition
dividing and subdividing the project scope and project deliverables into smaller more manageable pieces. Generally involves identifying and analyzing the deliverables and related work, structuring and organization the WBS, decomposing the upper WBS levels into more detailed components, developing and assigning identification codes to the WBS components and verifying that the degree of decomposition of the deliverables is appropriate
440
The WBS structure can be represented in a number of forms such as
using phrases of the project lifecycle as the second level of decomposition, with the product and project deliverables inserted at the third level
using major deliverables as the second level of decomposition
incorporating subcomponents that may be developed by the organizations outside the project team such as contracted work. The seller then develops the supporting contract WBS as part of the contracted work
441
Decomposition of the upper-level WBS components requires
subdividing the work for each of the deliverables subcomponents into the most fundamental components, where the WBS components represent verifiable products
442
Decomposition may not be possible for a deliverable or subcomponent that will be
accomplished far into the future.
443
100% rule
the total of the work at the lowest levels should roll up to the higher levels so that nothing is left out and no extra work is performed
444
Components of the Scope Baseline
project scope statement
WBS
Work Package
Planning Package
445
Planning Package
work breakdown structure component below the control account and above the work package with known work content but without detailed schedule activities
446
Validate Scope
process of formalizing acceptance of the completed project deliverables. The key benefit of this process is that it brings objectivity to the acceptance process and increases the probability of final product acceptance by validating each deliverable
447
Validate Scope Inputs
```
scope management plan
requirements management plan
lessons learned register
quality reports
requirements documentation
requirements traceability matrix
verified deliverables
work performance data
```
448
Validate Scope Tools & Techniques
inspection
| voting
449
Validate Scope Outputs
```
accepted deliverables
work performance information
change requests
lessons learned
requirements documentation
requirements traceability matrix
```
450
Control Scope
process of monitoring the status of the project and product scope and managing changes to the scope baseline. the key benefit of this process is that the scope baseline is maintained throughout the project
451
Control Scope Inputs
```
scope management plan
requirements management plan
change management plan
configuration management plan
scope baseline
performance measurement baseline
lessons learned
requirements documentation
requirements traceability matrix
work performance data
OPA
```
452
Control Scope Tools & Techniques
variance analysis
| trend analysis
453
Control Scope Outputs
```
work performance information
change requests
scope management plan
scope baseline
schedule baseline
cost baseline
performance measurement baseline
lessons learned
requirements documentation
requirements traceability matrix
```
454
Control Scope OPA
existing formal and informal scope, control related policies, procedures and guidelines
monitoring and reporting methods and templates to be used
455
Control Scope - work performance information
includes correlated and contextualized information on how the project and product scope are performing compared to the scope baseline. it can include the categories of the changes received, the identified scope variances and their causes, how they impact schedule or cost and the forecast of the future scope performance
456
Project Schedule Management processes are
```
plan schedule management
define activities
sequence activities
estimate activity durations
develop schedule
control schedule
```
457
Plan Schedule Management
process of establishing the policies, procedures and documentation for planning, developing, ,managing, executing and controlling the project schedule
458
Define Activities
identifying and documenting specific actions to be performed to produce the project deliverables
459
Sequence Activities
identifying and documenting relationships among the project activities
460
Control Schedule
monitoring the status of the project to update the project schedule and manage changes to the schedule baseline
