Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

PMP > PMP Terms > Flashcards

PMP Terms Flashcards

1
Q

Acceptance Criteria

A

the specific, testable conditions that a product, user story, or increment of work must meet to be considered complete and accepted, ensuring alignment with stakeholder expectations and providing a clear definition of “done”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Administrative Closure

A

the final stage where all project activities are formally concluded, ensuring all deliverables are verified, accepted by the client, and all related documentation is finalized and archived

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Analogous Estimating

A

a top-down estimation technique that uses historical data from similar past projects to predict the cost and duration of a new project

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Predictive Approach

A

a systematic, plan-driven methodology where detailed plans and documentation are created upfront, and the project is executed based on these established plans.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Agile Approach

A

an iterative approach that emphasizes flexibility, collaboration, and continuous improvement by breaking projects into small, manageable cycles called sprints.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Agile Tools for Projects

A

– Low-tech, high touch such as cards, charts, white boards, walls. Promotes communication.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Communication Channels

A

N x (N-1)/2

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Hybrid Approach

A

combines elements from different project management methodologies, like Waterfall and Agile, to create a tailored approach that best suits a specific project.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Sprint/Iterations

A

A short iteration where the project team works to complete the work in sprint backlog (1-4 weeks)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Waterfall Approach

A

a sequential project management approach where each phase of a project must be completed before the next begins, following a linear flow like a waterfall.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Scrum

A

Set of team guidance practices, roles, and events, artifacts, and rules. Based on 3 pillars of Transparency, Inspection, and Adaption.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Scrum Activities

A

sprint planning, daily scrums, sprint reviews, and sprint retrospectives, help manage project work in iterative and incremental ways, focusing on short time periods called sprints.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Assumptions Log

A

document that records all the assumptions made during a project’s planning and execution phases.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Benefit Realization Plan

A

A document outlining the activities necessary for achieving the planned benefits. It identifies a timeline and the tools and resources necessary to ensure the benefits are fully realized over time.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Bottom-Up Estimating

A

Bottom-up estimating involves the estimation of work at the lowest possible level of detail. These estimates are then aggregated in order to arrive at summary totals. By building detailed cost and time estimates for a work package, the probability of being able to meet the estimated amounts improves substantially. Bottom-up estimates take more time to complete, but they also are more accurate than either analogous or parametric estimates. The complexity and size of the individual work package influences the cost and accuracy of bottom up estimating.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Burn Down Charts

A

Burndown charts are a great visual way to track the remaining work on a Scrum project. (DR. – Down Remaining)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Burn Up Charts

A

Burndown charts are a great visual way to track the velocity, work complete on a Scrum project. (UPC – UP Complete)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Velocity Charts

A

Velocity Charts shows estimates of work teams can do in each iteration.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Change Control Board

A

Change Control Board - a formal group of project stakeholders responsible for reviewing, approving, and managing changes to a project’s scope, schedule, budget, and other project baselines

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Cumulative Flow Diagram

A

Stack graphs that show how work is progressing.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Bottlenecks and Theory of Constraints

A

the activity that comes after the widening on chart is the “bottleneck”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Communication Plan

A

outlines how and when information will be shared with stakeholders, ensuring clear and efficient communication throughout the project lifecycle.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Stakeholder Engagement Plan

A

a formal strategy for communicating with and engaging stakeholders to ensure their support and involvement in the project.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Contingency Plan

A

a backup strategy or “Plan B” designed to deal with unexpected events or identified risks that could disrupt a project.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Corrective Action
Any action done to bring expected future project performance in line with the project plan
26
Cost Baseline
The project cost baseline is the approved cost of the project, which includes all estimated costs for resources, materials, and activities. It is a reference point for measuring and controlling project performance, ensuring that expenditures remain within the planned cost throughout the project’s lifecycle.
27
Cost Benefit Analysis
A technique to compare the total cost and the total benefit of a proposed solution. Both tangible and intangible factors need to be addressed and considered.
28
Cost Performance Index
The Cost Performance Index (CPI) is a measure of the cost efficiency of budgeted resources, expressed as a ratio of earned value to actual cost.
29
Cost of Quality
the total cost associated with ensuring a product or service meets quality requirements, including costs incurred to prevent defects, identify defects, and address the consequences of defects.
30
Crashing Vs Fast Tracking
Crashing involves adding resources to critical path activities to reduce their duration, often incurring extra costs. Fast-tracking, on the other hand, involves performing activities that were originally planned to be done in sequence, in parallel, without necessarily adding extra resources.
31
Critical Path
the longest (single) path to project completion that can be done in the shortest time.
32
Definitive Estimating
the most accurate type of estimate, typically made once a project's scope and requirements are well-defined
33
Definition of Done
Creating a shared vision of what done looks like.
34
Definition of Ready
A Definition of Ready (DoR) states what is needed for an item to be ready to be worked on by implementation. A DoR basically defines the specifics of the agreement as to what items on the intake process have to contain to have work started by Implementation.
35
Earned Value
Amount of money worth of work you actually did on project.
36
Expected Monetary Value
is a concept used in project risk management to quantify the potential impact of uncertain events on project objectives, particularly concerning project costs and revenues.
37
Environmental Enterprise Factors
are conditions that are not under the project team's direct control, but can influence, constrain, or direct the project, program, or portfolio
38
Epics
are used to organize tasks and create hierarchy in the development process, and are decomposed into features, features are decomposed into stories, stories into task.
39
Three Point Estimation/PERT/Beta
a project management technique used to refine estimates of task duration or cost by considering three scenarios: optimistic, most likely, and pessimistic.
40
Fishbone Diagram/Ishikawa (Cause/effect)
a visual tool used in project management and problem-solving to identify and organize the root causes of an issue or problem.
41
Free Float
The amount of time a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint
42
Total Float
The amount of time a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint.
43
Focus Groups
a qualitative research method where a small, carefully selected group of people discuss a specific topic or product under the guidance of a moderator.
44
Formal Acceptance
the process of verifying that the deliverables comply with the project scope, quality standards, and acceptance criteria, and obtaining written confirmation from the authorized parties.
45
Functional Manager Vs Project Manager
A Functional Manager oversees a specific department and its ongoing operations, focusing on daily tasks, resource allocation, and long-term strategic goals within their area. A Project Manager, on the other hand, manages specific projects that often span multiple departments, ensuring completion within budget and on time.
46
Functional Organization
A functional organizational structure groups departments or sections based on their type and skills (e.g., finance, administration, legal, IT, production, maintenance, human resources, etc.). In functional organizations, functional managers have all the authority, while project managers have limited or no roles.
47
Gold Plating
when the project team adds extra features that were not part of the original scope, usually as “freebies” for the client.
48
Project Governance
Framework within project which decisions are made. The three pillars are Structure, People, Information.
49
Inspection
a way to verify that deliverables meet requirements and acceptance criteria.
50
Interactive Communications
involves a dynamic, two-way exchange of information between stakeholders, facilitating real-time feedback and clarification.
51
Issue Logs
An issue log is a simple list or spreadsheet that helps managers track the issues that arise in a project and prioritize a response to them.
52
Kanban board
a visual project management tool developed from lean that helps teams visualize workflow, limit WIP, manage flow, make process policies explicit, and improve collaboration.
53
Kano Analysis
Helps to understand the customers satisfaction. Uses Delighters/Exciters, Satisfiers, Dissatisfiers, Indifferent.
54
Simple Scheme
what is priority? This prioritization can be problematic as many items can be considered first priority.
55
Kaizen
a continuous improvement methodology that focuses on incrementally improving processes and workflows to enhance project outcomes
56
Key Performance Indicators
Uses to measure the project progress such as Remaining work from backlog, likely completion date, cost remaining.
57
Lesson Learned Register
is a project-specific document that records knowledge gained during a project, phase, or iteration. It serves as a repository for explicit knowledge about the project, such as what went well, what didn't, and how to improve future projects.
58
Lesson Learned Repository
a broader, organizational-level repository that stores lessons learned from multiple projects.
59
Management Reserve
a portion of the overall project budget allocated to address unforeseen or unanticipated risks that are not part of the project's scope baseline. It acts as a buffer for unknown unknowns, providing flexibility for emergent issues or opportunities that may arise during the project lifecycle.
60
Contingency Reserve
a planned amount of money or time which is added to an estimate to address a specific risk
61
MBTI (Myers-Briggs Type Indicator)
tool in project management, helping to understand individual preferences and how they impact team dynamics. By understanding team member personality types, project managers can more effectively assign tasks, improve communication, and enhance overall project success.
62
Minimal Viable Product
Refers to a set of functionality that is complete to be useful, but small enough not to be an entire project. Example : Module in a software.
63
Monte Carlo Technique
a quantitative risk analysis technique that simulates project outcomes multiple times by randomly selecting values for uncertain variables.
64
MoSCow Prioritization
- represents four categories: must-have, should-have, could-have, and won't-have, or will not have right now.
65
Net Present Value
a financial metric that assesses the profitability of a project by discounting future cash flows to their present value and comparing them to the initial investment.
66
Operational Process Assets
tangible the plans, processes, policies, procedures, and knowledge repositories that are used within an organization to manage projects. Example would be a template.
67
OSCAR Model
a coaching/leadership styles to support individuals to achieve project goals. It stands for Outcome, Situation, Choices, Actions, and Review, providing a structured approach to problem-solving and goal-setting.
68
Parametric Estimating
uses a statistical relationship between historical data and other variables (e.g., square footage in construction) to calculate an estimate for activity parameters, such as cost, budget, and duration.
69
Phase Gate
a review at the end of a phase in which a decision is made to continue to the next phase, to continue with modification, or to end a project or program
70
Project Management Office
a centralized department or team within an organization that provides guidance and support for project management activities. The PMO is responsible for establishing and maintaining project management standards, processes, and methodologies, ensuring that projects are executed efficiently and effectively, ultimately helping the organization achieve its strategic objectives.
71
Pull Communications
enables the receiver to gain access to information, but it requires the receiver to initiate the communication to obtain the information. Pull communication is appropriate for purely informational communications. Even if the recipients do not read it, the project will not be affected. Pull communication doesn’t involve pulling in a reader to read your message. Instead, pull communication is all about providing group access to common information. The receiver, however, must recover this information. This method is used for a large audience who require access to information for their use. Example – Bulletin Board, Website.
72
Push Communication
This kind of communication is from sender to receiver, and is preferable when you distribute information, yet are not looking for an immediate response—or if the matter you are trying to convey is not urgent or sensitive. However, as soon as the recipient views the message, some action is required. Push communication includes memos, letters, emails, reports, faxes, etc. It is not face-to-face but is instead typically done through some written medium. The one disadvantage of this type of communication is that the sender can only identify that the message has been successfully sent. Some email systems can notify you when an email has been opened, but this feature can’t guarantee that the recipient has understood the message trying to be communicated.
73
RACI Chart
also known as a responsibility assignment matrix, is a project management tool that defines roles and responsibilities for each task or deliverable. It clarifies who is Responsible, Accountable, Consulted, and Informed for a given activity.
74
Requirement Tracebeility Matrix
a document that provides accountability to project requirements by mapping out the relationship between requirements and project work
75
Resource Breakdown Structure
a hierarchical breakdown of all resources needed for a project, including personnel, equipment, materials, and facilities.
76
Resource Leveling
a technique for optimizing resource allocation to ensure a project can be completed with available resources.
77
Resource Smoothing
a technique that optimizes resource allocation to achieve a more balanced and consistent workload across the project lifecycle, while adhering to the project's time constraints
78
Risk Register
a document that tracks and reports on project risks and opportunities.
79
Roll Wave Planning
an iterative project planning approach where the near-term project activities are planned in detail, while future work is planned at a higher level.
80

PMP (2 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions