Project+ Flash Cards

Question 1

360-degree appraisal

Answer 1

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

Question 2

Acceptance

Answer 2

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

Question 3

Active Listening

Answer 3

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

Question 4

Activity attributes

Answer 4

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

Question 5

Activity cost estimates

Answer 5

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

Question 6

Activity lists

Answer 6

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

Question 7

Activity on node

Answer 7

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

Question 8

Activity sequencing

Answer 8

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

Question 9

Actual Costs

Answer 9

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

Question 10

Adjourning

Answer 10

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

Question 11

Affinity diagram

Answer 11

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

Question 12

Analogous estimating

Answer 12

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

Question 13

Application areas

Answer 13

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

Question 14

Assumption log

Answer 14

A document that clearly identifies and tracks assumptions that are made in the project. All assumptions need to be tested for their validity and the outcome of the test should be recorded.
Updated 12/3/2015

Question 15

Autocratic

Answer 15

The project manager makes all of the decisions.

Question 16

Avoidance

Answer 16

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

Question 17

Benchmarking

Answer 17

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

Question 18

Benefit measurement methods

Answer 18

Project selection methods that compare the benefits of projects to determine which project the organization should select for investment.

Question 19

Benefit/cost analysis

Answer 19

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

Question 20

Benefit/cost ratios

Answer 20

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

Question 21

Bid

Answer 21

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

Question 22

Bidder conferences

Answer 22

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

Question 23

Bottom-up estimating

Answer 23

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

Question 24

Brainstorming

Answer 24

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

Question 25

Budget at completion

Answer 25

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

Question 26

Cause-and-effect diagrams

Answer 26

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

Question 27

Centralized contracting

Answer 27

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

Question 28

Change control board

Answer 28

A group of decision makers that review proposed project changes.

Question 29

Change control system

Answer 29

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

Question 30

Change log

Answer 30

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

Question 31

Change management plan

Answer 31

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

Question 32

Chart of accounts

Answer 32

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

Question 33

Checklists

Answer 33

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

Question 34

Closing

Answer 34

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

Question 35

Coercive power

Answer 35

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

Question 36

Collective bargaining agreements

Answer 36

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

Question 37

Communications formula

Answer 37

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

Question 38

Communications management plan

Answer 38

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

Question 39

Composite structure

Answer 39

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

Question 40

Compromising

Answer 40

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

Question 41

Confidentiality

Answer 41

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

Question 42

Configuration management

Answer 42

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

Question 43

Conflict of interest

Answer 43

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

Question 44

Constrained optimization methods

Answer 44

Complex mathematical models to determine the likelihood of a projects’ success. These models are used to determine which project an organization should choose for investment.

Question 45

Constraints

Answer 45

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

Question 46

Contingency reserve

Answer 46

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

Question 47

Continuous process improvement

Answer 47

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

Question 48

Contract

Answer 48

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

Question 49

Contract administration

Answer 49

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

Question 50

Contacts change control system

Answer 50

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

Question 51

Contract close out

Answer 51

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

Question 52

Contract file

Answer 52

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

Question 53

Control charts

Answer 53

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

Question 54

Cost baseline

Answer 54

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

Question 55

Cost budgeting

Answer 55

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

Question 56

Cost change control

Answer 56

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

Question 57

Cost control

Answer 57

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

Question 58

Cost estimating

Answer 58

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

Question 59

Cost management plan

Answer 59

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

Question 60

Cost of conformance

Answer 60

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

Question 61

Cost of no conformance

Answer 61

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

Question 62

Cost performance index

Answer 62

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

Question 63

Cost plus awards fee

Answer 63

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

Question 64

Cost variance

Answer 64

The difference between the earned value and the actual costs.

Question 65

Cost-reimbursable contracts

Answer 65

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

Question 66

Crashing

Answer 66

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

Question 67

Critical chain method

Answer 67

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

Question 68

Critical path method

Answer 68

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

Question 69

Cultural norm

Answer 69

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

Question 70

Culture shock

Answer 70

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

Question 71

Decision tree analysis

Answer 71

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

Question 72

Decoder

Answer 72

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

Question 73

Decomposition

Answer 73

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

Question 74

Deliverable

Answer 74

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

Question 75

Delphi technique

Answer 75

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

Question 76

Democratic

Answer 76

The project team is involved in the decision- making process.

Question 77

Design of experiments

Answer 77

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

Question 78

Dictatorship

Answer 78

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

Question 79

Direct costs

Answer 79

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

Question 80

Discretionary dependencies

Answer 80

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

Question 81

Duration estimates

Answer 81

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

Question 82

Earned value

Answer 82

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

Question 83

Earned value management

Answer 83

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

Question 84

Effective listening

Answer 84

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

Question 85

Encoder

Answer 85

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

Question 86

Enhance

Answer 86

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

Question 87

Estimate at completion

Answer 87

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

Question 88

Estimate to complete

Answer 88

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

Question 89

Estimating publications

Answer 89

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

Question 90

Ethics

Answer 90

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

Question 91

Ethnocentrism

Answer 91

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

Question 92

Evaluation criteria

Answer 92

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

Question 93

Exceptional

Answer 93

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

Question 94

Executing

Answer 94

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

Question 95

Expectancy theory

Answer 95

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

Question 96

Expert power

Answer 96

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

Question 97

Exploit

Answer 97

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

Question 98

Facilitated workshops

Answer 98

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

Question 99

Fast tracking

Answer 99

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

Question 100

Feedback

Answer 100

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

Question 101

Finish-to-finish

Answer 101

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

Question 102

Fixed costs

Answer 102

Costs that remain the same throughout the project.

Question 103

Fixed price with economic price adjustment contracts

Answer 103

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

Question 104

Fixed-price contracts

Answer 104

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

Question 105

Float

Answer 105

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

Question 106

Flowcharting

Answer 106

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

Question 107

FNET

Answer 107

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

Question 108

Focus groups

Answer 108

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

Question 109

Force majeure

Answer 109

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

Question 110

Forcing

Answer 110

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

Question 111

Forecasting

Answer 111

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

Question 112

Formal power

Answer 112

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

Question 113

Forming

Answer 113

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

Question 114

Fragnets

Answer 114

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

Question 115

Function analysis

Answer 115

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

Question 116

Functional managers

Answer 116

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

Question 117

Functional structure

Answer 117

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

Question 118

Future value

Answer 118

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

Question 119

Halo effect

Answer 119

When one attribute of a person influences a decision.

Question 120

Hard logic

Answer 120

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

Question 121

Herzberg’s theory of motivation

Answer 121

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

Question 122

Histogram

Answer 122

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

Question 123

Historical Information

Answer 123

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

Question 124

Human Resources plan

Answer 124

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

Question 125

Inappropriate compensation

Answer 125

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

Question 126

Indirect costs

Answer 126

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

Question 127

Influence diagram

Answer 127

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

Question 128

Initiating

Answer 128

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

Question 129

Internal rate of return

Answer 129

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

Question 130

Interviews

Answer 130

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

Question 131

Invitation for bid

Answer 131

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

Question 132

Iron triangle

Answer 132

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

Question 133

ISO 9000

Answer 133

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

Question 134

Issue log

Answer 134

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

Question 135

Issues

Answer 135

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

Question 136

Iterative relationship of project phases

Answer 136

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

Question 137

Kill point

Answer 137

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

Question 138

Knowledge areas

Answer 138

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

Question 139

Lag

Answer 139

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

Question 140

Laissez faire

Answer 140

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

Question 141

Lead

Answer 141

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

Question 142

Lessons learned

Answer 142

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

Question 143

Letter of intent

Answer 143

Expresses the intention of the buyer to procure products or services from the seller. This is not a contract, but express intent to purchase so the seller can prepare for the work.

Question 144

Majority

Answer 144

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

Question 145

Make-or-buy analysis

Answer 145

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

Question 146

Management by products

Answer 146

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

Question 147

Mandatory dependencies

Answer 147

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

Question 148

Maslow’s hierarchy of needs

Answer 148

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

Question 149

Matrix structure

Answer 149

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

Question 150

McClelland’s theory of needs

Answer 150

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

Question 151

McGregor’s theory of X and Y

Answer 151

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

Question 152

Medium

Answer 152

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

Question 153

Mind mapping

Answer 153

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

Question 154

Mitigation

Answer 154

Reducing the probability or impact of a risk.

Question 155

Monitoring and controlling

Answer 155

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

Question 156

Monte Carlo analysis

Answer 156

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

Question 157

Murder boards

Answer 157

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

Question 158

Net present value

Answer 158

A benefit measurement formula used for projects that span multiple years or quarters.
NPV calculates the present value for each year or quarter of the project.

Question 159

Network templates

Answer 159

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

Question 160

Nominal group techniques

Answer 160

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

Question 161

Nonverbal

Answer 161

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

Question 162

Norming

Answer 162

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

Question 163

Observation

Answer 163

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

Question 164

Oligopoly

Answer 164

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

Question 165

Operational definitions

Answer 165

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

Question 166

Operations

Answer 166

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

Question 167

Operations management

Answer 167

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

Question 168

Organizational breakdown structure

Answer 168

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

Question 169

Organizational charts

Answer 169

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

Question 170

Finish to start

Answer 170

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

Question 171

Ouchi’s Theory Z

Answer 171

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

Question 172

Overlapping relationship of phases

Answer 172

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

Question 173

Paralingual

Answer 173

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

Question 174

Parametric estimating

Answer 174

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

Question 175

Parametric modeling

Answer 175

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

Question 176

Pareto Diagrams

Answer 176

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

Question 177

Parkinson’s law

Answer 177

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

Question 178

Payback period

Answer 178

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

Question 179

Performance reports

Answer 179

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

Question 180

Performing

Answer 180

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

Question 181

Planned value

Answer 181

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

Question 182

Planning

Answer 182

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

Question 183

Plurality

Answer 183

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

Question 184

PMBOK Guide

Answer 184

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

Question 185

PMI Code of Ethics and Professional conduct

Answer 185

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