Project Integration Management

Question 2

Define:

Active Listening

Answer 2

The message receiver restates what has been said to understand and confirm the message fully, and it provides an opportunity for the sender to clarify the message if needed. The receiver confirms that the message is being received through feedback, questions, prompts for clarity, and other signs of confirmation.

For example, if a project team member tells you that an assignment will be done in seven days, you’d respond that the work package will be done a week from today.

This gives the project team member the opportunity to clarify that the work package will actually be done nine days from today because of the upcoming weekend they’ll need seven working days to complete the assignment.

Question 3

Define:

Active Problem-Solving

Answer 3

A form of problem-solving that uses problem definition and root-cause analysis.

Problem definition is the ability to discern between the cause and effect of the problem.

Root-cause analysis looks beyond the immediate symptoms to the cause of the symptoms, which then affords opportunities for solutions.

Question 4

Define:

Agile Planning

Answer 4

The most important aspect of the Agile project. Planning happens at multiple levels such as strategic, release, iteration, and daily. Planning must happen up-front and can change throughout the project.

Question 5

Define:

Agile Projects

Answer 5

A project that occurs based on the Agile Manifesto and Agile Principles.

Question 6

Define:

Alternatives Analysis

Answer 6

An approach that is used to examine all of the alternatives for selecting corrective, preventive, or a combination of corrective and preventive actions for the project.

This approach considers roles, materials, tools, and approaches to the project work.

Question 7

Define:

Assumptions Log

Answer 7

A record all identified project assumptions for testing and analysis, and the outcomes are recorded.

An assumption is something that is believed to be true or false, but it has not yet been proven to be true or false. Assumptions that prove wrong can become risks for the project. Assumptions can include a vendor’s expected performance, equipment reliability, access to resources, the weather, and more.

Assumptions can also be examined later for risk, but as the project gets started, you’ll jot down the assumptions in the assumptions log and keep moving forward.

Question 8

Define:

Avoiding Power

Answer 8

The project manager refuses to act, get involved, or make decisions.

Question 9

Define:

Benefit/Cost Ratio (BCR) Models

Answer 9

This is an example of a benefits comparison model. It examines the benefit-to-cost ratio.

A benefit-cost ratios states the number of benefits to the number of costs and is written as Benefits:Costs. For example, 5:4 would mean there are five benefits to four costs. Costs can be more than financial costs, such as risk exposure, effort, depth of knowledge required to do the work.

Question 10

Define:

Brainstorming

Answer 10

This approach encourages participants to generate as many ideas as possible about the project requirements.

No idea is judged or dismissed during the brainstorming session. The most common approach to risk identification; usually completed by a project team with subject matter experts to identify the risks within the project.

Question 11

Define:

Change

Answer 11

To change requirements that increase value to the customer.

Change is a difference between what was initially planned. Changes are welcome in Agile projects, but avoided in predictive projects. Changes must pass through integrated change control (in predictive projects) to determine if the change should be implemented. In agile projects, changes flow through the product owner and are prioritized in the product backlog.

Question 12

Define:

Change Control Board

(CCB)

Answer 12

A committee that evaluates the worthiness of a proposed change and either approves or rejects the proposed change.

The change control system communicates the process for controlling changes to the project deliverables. This system works with the configuration management system and seeks to control and document proposals to change the project’s product.

A predictive project such as Agile doesn’t use a CCB.

Question 13

Define:

Change Control System

(CCS)

Answer 13

Documented in the scope management plan, this system defines how changes to the project scope are managed and controlled.

A system that communicates the process for controlling changes to the project deliverables.

This system works with the configuration management system and seeks to control and document proposals to change the project’s product.

A predictive project such as Agile doesn’t use a CCS.

Question 14

Define:

Change Log

Answer 14

A record of all changes that enter into a project.

The characteristics of the change, such as the schedule, cost, risk, and scope details, are also recorded.

Question 15

Define:

Change Management Plan

Answer 15

This plan details the project procedures for entertaining change requests.

It details how change requests are managed, documented, approved, or declined. This plan is part of the control scope process.

Question 16

Define:

Change Request

Answer 16

They almost always stem from four aspects of a project: schedule, cost, scope, and contract. However, change requests can come from any area of the project, not just these four domains.

Question 17

Define:

Charismatic Leadership

Answer 17

The leader is motivating, has high-energy, and inspires the team through strong convictions about what is possible and what the team can achieve.

Positive thinking and a can-do mentality are characteristics of a charismatic leader.

Question 18

Define:

Charter

Answer 18

A document created during initiation that formally begins the project.

The document includes the project’s justification, a summary level budget, major milestones, critical success factors, constraints, assumptions, and authorization to do it.

The charter should come from the project sponsor and it authorizes the project manager to manage the project and associated resources.

Question 19

Define:

Closure Processes

Answer 19

This final process group of the project management life cycle is responsible for closing the project phase or project. This is where project documentation is archived and project contracts are also closed.

Project closure includes analyzing the success of the project through data analysis.

Question 20

Define:

Coercive Power

Answer 20

The project manager has the authority to discipline the project team members.

This is also known as penalty power.

Question 21

Define:

Cognitive-Level Integration

Answer 21

This is the act of learning on purpose, not just by doing, to ensure that we’re well-rounded in all knowledge areas of project management, even those areas we don’t touch frequently.

This is why your PMP exam will cover the whole breadth of project management, even if you have little experience in procurement; in risk management, or in any of the knowledge areas.

Question 22

Define:

Collaborate/Problem-Solving

Answer 22

This approach confronts the problem head-on and is the preferred method of conflict resolution.

Multiple viewpoints and perspectives contribute to the solution.

Question 23

Define:

Collaboration

Answer 23

A method of cooperation among individuals to achieve a common goal.

Question 24

Define:

Command & Control

Answer 24

Decisions created by higher up individuals in the organization and handed over to the team.

Question 25

Define:

Communication

Answer 25

To share smooth and transparent information of needs.

This can be summarized as who needs what information, when the information is needed, what’s the best modality to deliver the message, and who should have access to the information.

Question 26

# List: Communication Avenues

Answer 26

* Listening and speaking * Written and oral * Internal, such as project team member to team member * External, such as the project manager to an external customer * Formal, such as reports and presentations * Informal, such as e-mails and impromptu hallway meetings * Vertical, which follows the organizational flowchart * Horizontal, such as manager to manager within the organizational flowchart

Question 27

# Define: Communications Management Plan

Answer 27

A project management subsidiary plan that defines the stakeholders who need specific information, the person who will supply the information, the schedule for the information to be supplied, and the approved modality to provide the information. This plan defines who will get what information, how they will receive it, and in what modality the communication will take place.

Question 28

# Define: Configuration Identification

Answer 28

This includes the labeling of the components, how changes are made to the product, and the accountability of the changes.

Question 29

# Define: Configuration Management Plan

Answer 29

A subsidiary plan that defines how changes to the features and functions of the project deliverables will be monitored and controlled within the project. ## Footnote This plan is part of an input to the control scope process. It defines how changes to the features and functions of the project deliverable, the product scope, may enter the project.

Question 30

# Define: Configuration Management System

Answer 30

This system defines how stakeholders are allowed to submit change requests, the conditions for approving a change request, and how approved change requests are validated in the project scope. Configuration management also documents the characteristics and functions of the project’s products and any changes to a product’s characteristics. ## Footnote The configuration of the project’s product or service must be accurately and completely defined. This includes the labeling of the components, how changes are made to the product, and accountability for making the changes. Any changes to the features or functions of the product must flow through the Configuration Management System.

Question 31

# Define: Configuration Status Accounting

Answer 31

The organization of the product materials, details, and prior product documentation.

Question 32

# Define: Configuration Verification and Auditing

Answer 32

The scope verification and completeness auditing of project or phase deliverables to ensure that they are in alignment with the project plan.

Question 33

# Define: Conflict Management

Answer 33

Working with stakeholders to find agreement and alignment on the project objectives, success criteria, requirements, and other aspects to be documented in the project charter.

Question 34

# Define: Context-Level Integration

Answer 34

This is the management of a project in consideration of how the project environment has changed, and is changing, in organizations today. ## Footnote As project managers, we need insight into how our projects will take advantage of these and other evolving project landscapes and how these elements can create benefits or disruptions, to the project. Your organization may allow texting and virtual teams in a project, while another organization doesn’t use those elements. This doesn’t mean that one is better than the other; they’re just different.

Question 35

# Define: Contract Closure

Answer 35

The formal verification of the contract completeness by the vendor and the performing organization.

Question 36

# Define: Cost Baseline

Answer 36

This is the aggregated costs of all of the work packages within the work breakdown structure (WBS). ## Footnote It is time-lapse exposure of when the project monies are to be spent in relation to cumulative values of the work completed in the project.

Question 37

# Define: Cost Management Plan

Answer 37

This plan details how the project costs will be planned for, estimated, budgeted, and then monitored and controlled. ## Footnote The cost management plan dictates how cost variances will be managed.

Question 38

# Define: Cost-Benefit Analysis

Answer 38

A process to study the trade-offs between costs and the benefits realized from those costs.

Question 39

# Define: Discounted Cash Flow

Answer 39

This accounts for the time value of money. It is also called the future value of money. ## Footnote If you were to borrow $100,000 for five years from your uncle, you’d be paying interest on the money, yes? If the $100,000 were invested for five years and managed to earn a whopping 6 percent interest per year, compounded annually, it’d be worth $133,822.60 at the end of five years.

Question 40

# Define: Economic Influence

Answer 40

This is the cost implication of a project weighed against the projects benefits and perceived worth. ## Footnote Projects may succumb to budget cuts, project priority, or their own failure based on the performance to date. Economic factors inside the organization may also hinder a project from moving forward.

Question 41

# Define: Environmental Influence

Answer 41

These are the long term and short term effects of the project to the project environment. ## Footnote The project must consider not only the short-term effects that arise from a project's execution, but also long-term effects that the execution may have on the environment.

Question 42

# Define: Expert Judgement

Answer 42

Experts within the organization or external experts that come together to help the project management team create all the needed elements for the charter. ## Footnote These could be consultants, agencies, firms, or subject matter experts (SMEs).

Question 43

# Define: Expert Power

Answer 43

The project manager has deep skills and experience in a discipline. ## Footnote For example, years of working in IT will help an IT project manager manage IT projects better. The project manager’s authority comes both from experience with the technology the project focuses on and from expertise in managing projects.

Question 44

# Define: Explicit Knowledge

Answer 44

Knowledge that can be quickly and easily expressed through conversations, documentation, figures, or numbers is easily communicated.

Question 45

# Define: Facilitation Techniques

Answer 45

These involve brainstorming, problem-solving with stakeholders, conflict resolution, and group dynamics to reach a consensus for the project charter.

Question 46

# Define: Final Project Report

Answer 46

This final report is a summation of the entire project and the experience of the project manager and the project team. ## Footnote The final report is all about determining how well the project performed and how efficiently the project was managed to reach its objectives.

Question 47

# Define: Five Levels of Conflict

Answer 47

There are five levels of conflict that may increasingly call on the project management role to get involved in reminding the team to be respectful and to work together for the value in the project. The five levels are problem solving, disagreement, contest, crusade, and world war.

Question 48

# List: Five Steps for Chosen Competence

Answer 48

* Unconsciously incompetent * Consciously incompetent * Consciously competent * Unconsciously competent * Chosen conscious competence ## Footnote **Unconsciously incompetent** - You’re unaware of a skill that you don’t have. **Consciously incompetent** - You become aware that you don’t have the skill. **Consciously competent** - You learn and practice the skill to gain competence. **Unconsciously competent** - You can do the skill without even thinking about it. **Chosen conscious competence** - You practice and maintain the skill.

Question 49

# Define: Focus Groups

Answer 49

A moderator-led requirements collection method to elicit requirements from stakeholders. ## Footnote They come together to discuss the project’s merit, the potential risk, success criteria, and other aspects of the project.

Question 50

# Define: Formal Acceptance

Answer 50

A project certificate of closure or a project closure sign-off that is needed to confirm that the project deliverable has been transferred from the project manager to the recipient of the project. ## Footnote This means that the project customer or sponsor agrees that the deliverable provided is in alignment with the project scope and that it is acceptable.

Question 51

# Define: Formula for Future Value

Answer 51

FV = PV(1 + I)n ## Footnote where: - FV is future value - PV is present value - I is the interest rate - n is the number of periods (years, quarters, and so on) Here’s the formula with $100,000 in action: FV = 100,000(1 + 0.06)5 FV = 100,000(1.338226) FV = 133,822.60 Future value is what a present sum of money will be worth in the future.

Question 52

# Define: Future Value

Answer 52

A benefit comparison model to determine a future value of money. ## Footnote The formula to calculate future value is FV = PV(1 + I)n, where PV is the present value, I is the given interest rate, and n is the number of periods.

Question 53

# Define: Guilt-Based Power

Answer 53

The project manager can make the team and stakeholders feel guilty to gain compliance in the project.

Question 54

# Define: Human Behavior

Answer 54

This is regarded as the most complex aspect of project management. ## Footnote People don’t always get along, and this can cause problems within the project that stem from behavior outside of the project.

Question 55

# Define: Hybrid Project

Answer 55

A project that combines aspects of predictive project management, such as detailed project management planning, and agile practices, such as the product backlog. ## Footnote Hybrid projects utilize strategies from predictive and agile project management.

Question 56

# List: Important EEFs to Note

Answer 56

- Organization’s culture and structure - Industry standards and regulations - Organization’s facilities and equipment - Human Resources Administration - Work authorization system - Policies for the selected project management approach - Marketplace conditions - Stakeholders’ tolerance for risk (also known as the utility function) - Commercial databases for the organization’s industry (such as cost-estimating databases for a builder or manufacturer) - Project management information system (PMIS)

Question 57

# Define: Informational Power

Answer 57

The individual has power and control of the data gathering and distribution of information.

Question 58

# Define: Ingratiating Power

Answer 58

The project manager aims to gain favor with the project team and stakeholders through flattery.

Question 59

# Define: Integrated Change Control

Answer 59

A process to consider and control the impact of a proposed change of the project’s knowledge areas.

Question 60

# Define: Integration

Answer 60

This addresses how the project is integrated with the goals, tactics, and vision, not just the scope and knowledge areas.

Question 61

# Define: Interactional Leadership

Answer 61

The leader is a hybrid of transactional, transformational, and charismatic leaders. ## Footnote The interactional leader wants the team to take action, is excited and inspired about the project work, yet still holds the team accountable for their results.

Question 62

# Define: Internal Rate of Return | (IRR)

Answer 62

A discount rate that makes the net present value of all cash flows from a project equal to zero. Used to determine potential profitability of project or investment. ## Footnote IRR is the yield on the funds invested into the project. When comparing IRRs of multiple projects, projects with high IRRs are better choices than projects with low IRRs.

Question 63

# List: Interpersonal Skills Examples

Answer 63

* Conflict Management * Facilitation Techniques * Meeting Management * Trustworthiness * Cultural Awareness * Observation and Conversation * Active Listening

Question 64

# Define: Interviews

Answer 64

A requirements collection method used to elicit requirements from stakeholders in a one-on-one conversation. ## Footnote This is gathering inputs for project requirements like approval criteria, assumptions, constraints, and project details from project stakeholders in smaller groups or in one-on-one settings.

Question 65

# Define: Inverted Iron Triangle of Project Management

Answer 65

Predictive projects ideally have a fixed scope, while the cost and schedule for a project can be expanded. Agile projects invert this model have fixed costs and schedules and allow the scope to be expanded. ## Footnote Lower priority items can be pushed out of the triangle because of lack of funds and/or time.

Question 66

# Define: Issue Log

Answer 66

Documentation of all identified issues that need to be resolved, along with an issue owner and deadline. ## Footnote Issues are points of contention where some question of the project’s direction needs to be resolved. When an issue occurs, the project manager will document the issue in the issue log, assign an issue owner, and start tracking the issue through its resolution.

Question 67

# List: Issue Log Information

Answer 67

- Date identified - Person identifying the issue - Details about the issue - Summary of the issue - Prioritization - Issue owner - Target resolution date - Current status - Final outcome

Question 68

# Define: Key Stakeholder

Answer 68

Stakeholders—such as management, the project manager, program manager, or customers—that have the authority to make decisions in the project.

Question 69

# Define: Laissez-Faire Leadership

Answer 69

The leader takes a 'hands-off' approach to the project. ## Footnote This means the project team makes decisions, takes initiative in the actions, and creates goals. Although this approach can provide autonomy, it can make the leader appear absent when it comes to project decisions.

Question 70

# Define: Leadership

Answer 70

Aligning, motivating, and inspiring the project team members to do the right thing, build trust, think creatively, and challenge the status quo. ## Footnote The project manager needs to inspire the project team to overcome obstacles to get the work done. Motivation is a constant process, and the project manager must be able to motivate the team to move toward completion instilling passion and providing inspiration for completing the work.

Question 71

# Define: Leadership Persona

Answer 71

These are personality traits that typifies a leader.

Question 72

# List: Leadership Qualities

Answer 72

* Respect for others * Integrity and cultural sensitivity * Problem-solving abilities * Ability to give others credit * Desire to learn and improve * Ability to build and maintain relationships

Question 73

# List: Leadership Styles

Answer 73

* Servant Leadership * Transactional Leadership * Laissez-faire Leadership * Transformational Leadership * Charismatic Leadership * Interactional Leadership

Question 74

# Define: Lessons Learned

Answer 74

This is documentation of what did and did not work in the project implementation. ## Footnote Lessons learned documentation is created throughout the project by the entire project team. When lessons learned sessions are completed, they’re available to be used and applied by the entire organization. They are now part of the organizational process assets.

Question 75

# Define: Lessons Learned Register

Answer 75

This register defines what’s worked in the project (and other projects in the organization). Lessons learned documentation is updated throughout the project, not just at the end of the project. ## Footnote This can be a simple recording of what’s been learned in the project, or, more likely, you can create categories of learning, the effects of what’s been learned, and what recommendations you and the team have for different scenarios.

Question 76

# Define: Management

Answer 76

Utilizing positional power to maintain, administrate, control, and focus on getting things done without challenging the status quo of the project and organization.

Question 77

# Define: Mathematical Model

Answer 77

A project selection method to determine the likelihood of success. ## Footnote These models include linear programming, nonlinear programming, dynamic programming, integer programming, and multiobjective programming.

Question 78

# Define: Media Selection

Answer 78

Based on the audience and the message being sent, the media should be in alignment with the message. ## Footnote In other words, an ad-hoc hallway meeting is probably not the best communication avenue to explain a large variance in the project schedule.

Question 79

# Define: Meeting Management

Answer 79

Meetings are forms of communication. How the meeting is led, managed, and controlled all influence the message being delivered. Agendas, minutes, and order are mandatory for effective communications within a meeting. ## Footnote Meetings in adaptive environments often have specific rules, such as the duration of the meeting, the cadence, and the participants allowed.

Question 80

# Define: Milestone

Answer 80

Significant points or events in the project’s progress that represent accomplishment in the project. ## Footnote Projects usually create milestones as the result of completing phases within the project.

Question 81

# Define: Milestone List

Answer 81

This list details the project milestones and their attributes. ## Footnote It is used for several areas of project planning but also helps determine how quickly the project may be achieving its objectives.

Question 82

# Define: Negotiation

Answer 82

To reach an agreement between two or more parties to resolve a conflict. ## Footnote It is about more than give-and-take and compromise; negotiating is about determining what’s most fair for everyone, deciding what’s best for the project, and respecting all parties in the process.

Question 83

# Define: Net Present Value | (NPV)

Answer 83

A value that compares the amount invested today to the present value of future cash receipts from the investment. ## Footnote When comparing two projects, the one with the greater NPV is typically better, although projects with high returns (PVs) early in the project are better than those with low returns early in the project.

Question 84

# Define: Payback Period

Answer 84

An estimate to predict how long it will take a project to pay back an organization for the project’s investment of capital. ## Footnote The expected cash inflow (income) on the project deliverable, is $40,000 per quarter. From here, it’s simple math: $500,000 divided by $40,000 is 12.5 quarters, or a little over three years to recoup the expenses. Also known as management horizon or the break-even point.

Question 85

# Define: Performance Measurement Baseline

Answer 85

This baseline combines scope, schedule, and cost to compare what’s planned and what’s being experienced in the project.

Question 86

# Define: Performance Report

Answer 86

A report that depicts how well a project is performing. ## Footnote Often, the performance report is based on earned value management and may include cost or schedule variance reports.

Question 87

# Define: Personal or Charismatic Power

Answer 87

The project manager has a warm personality that others like. ## Footnote Charismatic power excites the stakeholders, gets people excited about the project, and willing to do the work.

Question 88

# Define: PMI Talent Triangle

Answer 88

This defines the three areas of PDUs for PMI-certified professionals to maintain their certification. ## Footnote The PMI Talent Triangle includes three domains: * Business Acumen * Ways of Working * Power Skills The PMI Talent Triangle requires education in all three domains. These three domains correlate to the three domains of the exam: People, Processes, and the Business Environment.

Question 89

# Define: Positional Power

Answer 89

The project manager’s power is because of the position she has as the project manager. ## Footnote This is also known as formal, authoritative, and legitimate power.

Question 90

# Define: Present Value

Answer 90

A way to calculate the time value of money. A benefit comparison model to determine the present value of a future amount of money. ## Footnote The formula to calculate present value is PV = FV ÷ (1 + I)n, where FV is future value, I is the given interest rate, and n is the number of periods.

Question 91

# Define: Presentation

Answer 91

In formal presentations, the presenter’s oral and body language, visual aids, and handouts all influence the message being delivered.

Question 92

# Define: Pressure-Based Power

Answer 92

The project manager can restrict choices to get the project team to perform and do the project work.

Question 93

# Define: Process-Level Integration

Answer 93

This means that each process affects other processes throughout the project. ## Footnote Some processes may occur only once, such as creating the project charter, while other processes can happen over and over as needed in the project, such as risk identification.

Question 94

# Define: Processes

Answer 94

The predefined actions, such as quality control, that bring about a specific result.

Question 95

# Define: Procurement Management Plan

Answer 95

This document controls how the project will acquire goods and services. ## Footnote A project management subsidiary plan that documents the decisions made in the procurement planning processes.

Question 96

# Define: Professional Development Units | (PDUs)

Answer 96

Earned after the PMP to maintain the PMP certification. ## Footnote PMPs are required to earn 60 PDUs per three-year certification cycle. Of the 60 PDUs required following passing the PMP examination, a minimum of 35 hours must come from educational opportunities.

Question 97

# Define: Project Charter

Answer 97

This document authorizes the project. It defines the initial requirements of the project stakeholders. ## Footnote The project charter is endorsed by an entity outside of the project boundaries.

Question 98

# Define: Project Deliverables

Answer 98

They are the products, results, or capabilities created as a result of the project work. ## Footnote They are usually things the project's customer receives, they can also include other things, such as documents and items from the project management plan.

Question 99

# Define: Project Integration Management

Answer 99

This is made up of the day-to-day processes the project manager relies upon to ensure that all parts of the project work together. ## Footnote It is about the project manager making the best decisions regarding work, resources, project issues, and all the project's logistics so that the project is completed as planned. It is also about making trade-offs between competing objectives and alternatives. Competing objectives require negotiations and balance. A better definition: All knowledge areas of project management are integrated. What happens in one area of the project affects all other areas of the project. For example, a poor project estimate will affect schedule, procurement, communication, risk, and other areas. Project integration management aims for a cohesive plan and execution to adhere to the project plan and create the product within the defined time, cost, and scope constraints.

Question 100

# Define: Project Kickoff Meeting

Answer 100

This is all about communicating the project’s intent; and explaining the roles, responsibilities, and expectations to the project stakeholders. It helps define how the project will be executed, monitored, and controlled. ## Footnote If a project has multiple phases in its life cycle, there can be a kickoff meeting for each phase of the project. Agile projects do have a kickoff meeting to explain the goals of the project, the roles and responsibilities, and the goals of the agile project life cycle.

Question 101

# Define: Project Knowledge Management

Answer 101

This is the process of creating organized lessons learned to share openly in the current project, future projects, and operations to support the solution the project created.

Question 102

# Define: Project Management Plan

Answer 102

The documented approach of how a project will be planned, executed, monitored and controlled, and then closed. This document is a collection of subsidiary management plans and related documents. ## Footnote It’s a multifaceted plan on how to manage, coordinate, and integrate all the different knowledge areas and processes within a project.

Question 103

# Define: Project Monitoring and Control

Answer 103

This is the process of monitoring all the processes within the project to ensure that they are being done according to plan and the performing organization’s practices, and to ensure that a limited number of defects enter the project. ## Footnote By constantly monitoring the project, you confirm that the project work is being done properly and that if the work is flawed, you can prepare a response.

Question 104

# Define: Project Records

Answer 104

All the business of the project communications is also part of the organizational process assets. This includes e-mails, memos, letters, and faxes.

Question 105

# Define: Project Reports

Answer 105

Formal communications on project activities, their status, and conditions.

Question 106

# Define: Project Scope Management Plan

Answer 106

Defines how the project scope will be planned, managed, and controlled. ## Footnote A project management subsidiary plan that controls how the scope will be defined, how the project scope statement will be created, how the WBS will be made, how scope validation will proceed, and how the project scope will be controlled throughout the project.

Question 107

# Define: Project Sponsor

Answer 107

This is a person with more responsibility within the organization who can allocate funding and resources for the project.

Question 108

# Define: Project Team Assignments

Answer 108

These give you insight into what type of knowledge the project team members have to contribute. ## Footnote Assignments are the work the team members must complete.

Question 109

# Define: Punitive or Coercive Power

Answer 109

The project manager can punish the project team.

Question 110

# List: Qualities of a Leader

Answer 110

* Authentic * Courteous * Creative * Cultural * Emotional * Intellectual * Managerial * Political * Service Oriented * Social * Systemic ## Footnote These personality traits stem from experience, maturity, patterns of thinking, feelings, and repeated behavior.

Question 111

# Define: Quality Baseline

Answer 111

Documents the quality objectives for the project, including the metrics for stakeholder acceptance of the project deliverable.

Question 112

# Define: Quality Management Plan

Answer 112

This plan defines what quality means for the project, how the project will achieve quality, and how the project will map to organizational procedures pertaining to quality. This plan defines how the project team will implement and fulfill the quality policy of the performing organization.

Question 113

# Define: RAG Rating

Answer 113

An ordinal scale using red, amber, and green to capture probability, impact, and risk score.

Question 114

# Define: Referent Power

Answer 114

The project team personally knows the project manager. Referent can also mean that the project manager refers to the person who assigned him the position. The project manager is respected or admired because of the team’s past experiences with the project manager. ## Footnote This is about the project manager’s credibility in the organization.

Question 115

# Define: Regression Analysis

Answer 115

This is a statistical approach to predicting what future values may be, based on historical values. ## Footnote Regression analysis creates quantitative predictions based on variables within one value to predict variables in another. This form of estimating relies solely on pure statistical math to reveal relationships between variables and to predict future values. A mathematical model to examine the relationship among project variables, like cost, time, labor, and other project metrics.

Question 116

# Define: Requirements Management Plan

Answer 116

This subsidiary plan defines how changes to the project requirements will be permitted, how requirements will be tracked, and how changes to the requirements will be approved.

Question 117

# Define: Resource Breakdown Structure | (RBS)

Answer 117

This hierarchical chart can decompose the project by the type of resources used throughout it. This is a hierarchical breakdown of the project resources by category and resource type. ## Footnote This visualizes the utilization of resources and what knowledge may be collectively utilized based on the composition of project team resources. For example, you could have a category of equipment, a category of human resources, and a category of materials. Within each category, you could identify the types of equipment your project will use, the types of human resources, and the types of materials.

Question 118

# Define: Resource Calendars

Answer 118

Calendars that identify when project resources are available for the project work. ## Footnote Resources are people and things, such as equipment, rooms, and other facilities.

Question 119

# Define: Resource Management Plan

Answer 119

This plan defines staff acquisition, the timetable for staff acquisition, the staff release plan, training needs for the project team, any organizational compliance issues, rewards and recognitions, and safety concerns for the project team doing the project work. ## Footnote It also defines team training, safety issues, roles and responsibilities, and how the project’s reward and recognition system will operate. Because resources aren’t just people, this plan will also address physical resources, such as equipment, tools, and facilities.

Question 120

# Define: Reverse Shadowing

Answer 120

This is a knowledge management approach in which the expert follows you performing the skill to be learned; the expert can offer coaching or feedback at the end of the session.

Question 121

# Define: Reward

Answer 121

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

Question 122

# Define: Reward Power

Answer 122

The project manager uses rewards to steer the project team.

Question 123

# Define: Risk Management Plan

Answer 123

A project management subsidiary plan that defines how risks will be identified, analyzed, responded to, and monitored within the project. ## Footnote The plan also defines the iterative risk management process that the project is expected to adhere to. Risk is an uncertain event or condition that may affect the project’s outcome.

Question 124

# Define: Risk Register

Answer 124

A project plan component that contains all of the information related to the risk management activities. It’s updated as risk management activities are conducted to reflect the status, progress, and nature of the project risks. ## Footnote The risk register is a centralized database consisting of the outcome of all the other risk management processes, such as the outcome of risk identification, qualitative analysis, and quantitative analysis.

Question 125

# Define: Risk Response Plan

Answer 125

This subsidiary plan defines the risk responses that are to be used in the project for both positive and negative risks.

Question 126

# Define: Rules of the Project

Answer 126

Defined in the agile charter and sometimes called the constitution, team rules define how the team will work together, the collaboration needed in the project, and the expectations of the team members’ behavior.

Question 127

# Define: Schedule Baseline

Answer 127

This is the planned start and finish of the project. The comparison of what was planned and what was experienced is the schedule variance. ## Footnote The baseline is what you believe will happen with the project’s timeline. Once the schedule baseline is agreed upon and approved, it cannot be changed without passing through integrated change control.

Question 128

# Define: Schedule Management Plan

Answer 128

Defines how the project schedule will be created and managed. ## Footnote A subsidiary plan in the project management plan. It defines how the project schedule will be created, estimated, controlled, and managed.

Question 129

# Define: Scope Baseline

Answer 129

A combination of three project documents: the project scope statement, the work breakdown structure, and the WBS dictionary. ## Footnote The creation of the project’s deliverable will be measured against the scope baseline to show any variances from what was expected and what the project team has created.

Question 130

# Define: Scoring Models

Answer 130

These models use a common set of values for all of the projects up for selection. ## Footnote These are sometimes called weighted scoring models. For example, values can be based on profitability, complexity, customer demand, and so on. Each of these values has an assigned weight. Values of high importance have higher weights, while values of lower importance have lower weights. The projects are measured against these values and assigned scores by how well they match the predefined values. The projects with higher scores take priority over projects with lower scores.

Question 131

# Define: Sender-Receiver Models

Answer 131

Communication requires a sender and a receiver. Within this model may be multiple avenues to complete the flow of communication, but barriers to effective communication may be present as well. Feedback loops and barriers to communications. ## Footnote Other variables within this model include recipient feedback, surveys, checklists, and confirmation of the sent message.

Question 132

# Define: Situational Power

Answer 132

The project manager has power because of certain situations in the organization.

Question 133

# Define: Social Influence

Answer 133

These are the people that are directly affected by the process or execution of a project. ## Footnote In a construction project that will reduce traffic flow to one lane over a bridge, stakeholders in this instance are the commuters who travel over the bridge that believe their need for road repairs is more pressing than the need to repair the bridge.

Question 134

# Define: Source Selection Criteria

Answer 134

This component helps you when choosing a vendor to identify what knowledge you’re obtaining from an outside resource.

Question 135

# Define: Stakeholder Engagement Plan

Answer 135

Documents a strategy for managing the engagement of project stakeholders. It also establishes stakeholder engagement and defines how the project manager can increase and improve stakeholder engagement.

Question 136

# Define: Stakeholder Register

Answer 136

A documentation of each stakeholder’s contact information, position, concerns, interests, and attitude toward the project. ## Footnote The project manager updates the register as new stakeholders are identified and when stakeholders leave the project. The stakeholder register will help you understand what knowledge stakeholders bring to the project.

Question 137

# Define: Style

Answer 137

The tone, structure, and formality of the message being sent should be in alignment with the audience and the content of the message.

Question 138

# Define: System Behavior

Answer 138

How your organization works is entirely different from how other organizations work. ## Footnote There is a need to understand the business framework of what it takes to interact with employees, departments, and systems to manage the project.

Question 139

# Define: Tacit Knowledge

Answer 139

Knowledge that’s more difficult to express because it includes personal beliefs, values, knowledge gained from experience, and ‘know-how’ when doing a task.

Question 140

# Define: Team Velocity

Answer 140

The number of story points completed during iteration, and used to determine the planned capacity. ## Footnote Used in Agile projects, typically Scrum, to measure the number of story points the team can complete in an iteration.

Question 141

# Define: Traditional Management

Answer 141

A top-down approach that consists of long cycles, heavy planning, and minimal customer involvement.

Question 142

# Define: Transactional Leadership

Answer 142

The leader emphasizes the goals of the project and rewards and disincentives for the project team. ## Footnote This is sometimes called management by exception, because it’s the exception that is rewarded or punished.

Question 143

# Define: Transformational Leadership

Answer 143

The leader inspires and motivates the project team to achieve the project goals. ## Footnote The leader aims to empower the project team to act, be innovative in the project work, and accomplish through ambition.

Question 144

# List: Types of Power

Answer 144

* Positional power * Informational power * Referent power * Situational power * Personal or charisma power * Avoiding power * Expert power * Reward power * Punitive or coercive power * Ingratiating power * Pressure-based power * Guilt-based power

Question 145

# Define: Uncertainty in Projects

Answer 145

This indicates that some projects aren’t clear in requirements and what will happen throughout the project life cycle. ## Footnote Adaptive projects readily recognize the uncertainty and welcome change. Predictive projects see uncertainty as risk and are often risk-averse.

Question 146

# Define: Value

Answer 146

The worth of a product, project, or service.

Question 147

# Define: Variance Analysis

Answer 147

The project manager and team use this tool to identify the difference between what was planned and what was experienced.

Question 148

# Define: Work Shadowing

Answer 148

This is a knowledge management approach through which you follow, or shadow, an expert in her work to learn about the job.