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CAPM PMBOK v6 > Project Scope, Schedule, and Cost Management > Flashcards

Project Scope, Schedule, and Cost Management Flashcards

1
Q

What are the six project management processes in the Project Scope Management knowledge area and the inputs, tools, techniques, and outputs (ITTOs) for each process?

A

Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope

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2
Q

How would you describe the attributes of Project Scope Management for agile and adaptive projects?

A
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3
Q

What are the purpose and elements of a work breakdown structure (WBS) for project and product scope?

A
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4
Q

What are the six project management processes in the Project Schedule Management knowledge areas and the inputs, tools, techniques, and outputs (ITTOs) for each process?

A

Plan Schedule Management
Define Activities
Sequence Activities
Estimate Activity Durations
Develop Schedule
Control Schedule

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5
Q

Can I solve simple network diagram problems and perform basic scheduling calculations?

A
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6
Q

What considerations should be made for agile and adaptive environments in Project Schedule Management?

A
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7
Q

Can I describe the four project management processes in the Project Cost Management knowledge area and the inputs, tools, techniques, and outputs (ITTOs) for each process?

A

Plan Cost Management
Estimate Costs
Determine Budget
Control Costs

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8
Q

What key considerations are necessary for tailoring how Project Cost Management processes are applied, including key considerations for agile and adaptive environments?

A
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9
Q

How would I apply basic forecasting and earned value methods for Project Cost Management?

A
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10
Q

The features and functions that characterize a product, service, or result.

A

Product Scope

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11
Q

The work performed to deliver a product, service, or result with the specified features and functions. The term “project scope” is sometimes viewed as including product scope.

A

Product Scope

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12
Q

Process of creating a scope management plan that documents how the project and product scope will be defined, validated, and controlled.

A

Plan Scope Management

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13
Q

Process of determining, documenting, and managing stakeholder needs and requirements to meet objectives.

A

Collect Requirements

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14
Q

Process of developing a detailed description of the project and product.

A

Define Scope

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15
Q

Process of subdividing project deliverables and project work into smaller, more manageable components.

A

Create WBS

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16
Q

Hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.

A

Work Breakdown Structure (WBS)

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17
Q

The lowest level of the WBS with a unique identifier.

A

Work Package

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18
Q

A work breakdown structure component below the control account and above the work package with known work content but without detailed schedule activities.

A

Planning Package

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19
Q

A document that provides detailed deliverable, activity, and scheduling information about each component in the WBS.

A

WBS Dictionary

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20
Q

Process of formalizing acceptance of the completed project deliverables.

A

Validate Scope

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21
Q

The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.

A

Plan Schedule Management

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22
Q

The process of identifying and documenting the specific actions to be performed to produce the project deliverables.

A

Define Activities

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23
Q

The process of identifying and documenting relationships among the project activities.

A

Sequence Activities

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24
Q

The process of identifying and documenting relationships among the project activities.

A

Estimate Activity Durations

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25
Q

The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model for project execution and monitoring and controlling.

A

Develop Schedule

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26
Q

The process of monitoring the status of the project to update the project schedule and manage changes to the schedule baseline.

A

Control Schedule

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27
Q

The process of defining how the project costs will be estimated, budgeted, managed, monitored, and controlled.

A

Plan Cost Management

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28
Q

The process of developing an approximation of the monetary resources needed to complete project work.

A

Estimate Costs

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29
Q

The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.

A

Determine Budget

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30
Q

The process of monitoring the status of the project to update the project costs and manage changes to the cost baseline.

A

Control Costs

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31
Q

A planning heuristic for creating the WBS. This rule states that the work package in a WBS must take no more than 80 hours of labor to create and no fewer than 8 hours of labor to create.

A

8/80 Rule

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32
Q

The observer interacts with the worker to ask questions and understand each step of the work being completed. In some instances, the observer could serve as an assistant in doing the work.

A

Active observation

33
Q

When stakeholders create a large number of ideas, you can use an affinity diagram to cluster similar ideas together for further analysis.

A

Affinity diagrams

34
Q

A scope definition process of finding alternative solutions for the project customer while considering the customer’s satisfaction, the cost of the solution, and how the customer may use the product in operations.

A

Alternatives generation

35
Q

A decision method where only one individual makes the decision for the group.

A

Autocratic

36
Q

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.

A

Brainstorming

37
Q

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

A

Change control system (CCS)

38
Q

This subsidiary plan defines how changes will be allowed and managed within the project.

A

Change management plan

39
Q

A numbering system for each item in the WBS. The PMBOK is a good example of a code of accounts, as each chapter and its subheadings follow a logical numbering scheme. For example, PMBOK 5.3.3.2 identifies an exact paragraph in the PMBOK.

A

Code of accounts

40
Q

This subsidiary plan defines how changes to the features and functions of the project deliverables will be monitored and controlled within the project.

A

Configuration management plan

41
Q

These diagrams show the relationship between elements of an environment. For example, a context diagram would illustrate the networks, servers, workstations, and people that interact with the elements of the environment.

A

Context diagram

42
Q

A moderator-led requirements collection method to elicit requirements from stakeholders.

A

Focus groups

43
Q

This is the study of the functions within a system, project, or, what’s more likely in the project scope statement, the product the project will be creating. Functional analysis studies the goals of the product, how the product will be used, and the expectations the customer has of the product once it leaves the project and moves into operations. Functional analysis may also consider the cost of the product in operations, which is known as life-cycle costing.

A

Functional analysis

44
Q

Most projects have a determined budget in relation to the project scope. There may be a qualifier on this budget, such as plus or minus 10 percent based on the type of cost estimate created.

A

Funding limit

45
Q

A requirements collection method used to elicit requirements from stakeholders in a one-on-one conversation.

A

Interviews

46
Q

A group decision method where more than 50 percent of the group must be in agreement.

A

Majority

47
Q

This approach maps ideas to show the relationship among requirements and the differences between requirements. The map can be reviewed to identify new solutions or to rank the identified requirements.

A

Mind mapping

48
Q

As with brainstorming, participants are encouraged to generate as many ideas as possible, but the suggested ideas are ranked by a voting process.

A

Nominal group technique

49
Q

The observer records information about the work being completed without interrupting the process; sometimes called the invisible observer.

A

Passive observation

50
Q

A group-decision method where the largest part of the group makes the decision when it’s less than 50 percent of the total. (Consider three or four factions within the stakeholders.)

A

Plurality

51
Q

This project scope statement component works with the project requirements, but focuses specifically on the product and what the conditions and processes are for formal acceptance of the product.

A

Product acceptance criteria

52
Q

A scope definition technique that breaks down a product into a hierarchical structure, much like a WBS breaks down a project scope.

A

Product breakdown

53
Q

This is a narrative description of what the project is creating as a deliverable for the project customer.

A

Product scope description

54
Q

Defines the product or service that will come about as a result of completing the project. It defines the features and functions that characterize the product.

A

Product scope

55
Q

A project assumption is a factor in the planning process that is held to be true but not proven to be true.

A

Project assumptions

56
Q

A project boundary clearly states what is included with the project and what’s excluded from the project. This helps to eliminate assumptions between the project management team and the project customer.

A

Project boundaries

57
Q

A constraint is anything that limits the project manager’s options. Consider a predetermined budget, deadline, resources, or materials the project manager must use within the project—these are all examples of project constraints.

A

Project constraints

58
Q

These are the measurable goals that determine a project’s acceptability to the project customer and the overall success of the project. Objectives often include the cost, schedule, technical requirements, and quality demands.

A

Project objectives

59
Q

These are the demands set by the customer, regulations, or the performing organization that must exist for the project deliverables to be acceptable. Requirements are often prioritized in a number of ways, from “must have” to “should have” to “would like to have.”

A

Project requirements

60
Q

This defines all of the work, and only the required work, to complete the project objectives.

A

Project scope

61
Q

This project management subsidiary plan controls how the scope will be defined, how the project scope statement will be created, how the WBS will be created, how scope validation will proceed, and how the project scope will be controlled throughout the project.

A

Project scope management plan

62
Q

This documentation of what the stakeholders expected in the project defines all of the requirements that must be present for the work to be accepted by the stakeholders.

A

Requirements documentation

63
Q

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.

A

Requirements management plan

64
Q

This is a table that maps the requirements throughout the project all the way to their completion.

A

Requirements traceability matrix (RTM)

65
Q

The project customer may have specific dates when phases of the project should be completed. These milestones are often treated as project constraints.

A

Schedule milestones

66
Q

Undocumented, unapproved changes to the project scope.

A

Scope creep

67
Q

The formal inspection of the project deliverables, which leads to project acceptance.

A

Scope validation

68
Q

A scope definition process where the project management team interviews the stakeholders and categorizes, prioritizes, and documents what the project customer wants and needs. The analysis is to determine, quantify, and prioritize the interests of the stakeholders. Stakeholder analysis demands quantification of stakeholder objectives; goals such as “good,” “satisfaction,” and “speedy” aren’t quantifiable.

A

Stakeholder analysis

69
Q

A scope definition approach that studies and analyzes a system, its components, and the relationship of the components within the system.

A

Systems analysis

70
Q

This project scope statement creation process studies how a system should work, designs and creates a system model, and then enacts the working system based on the project’s goals and the customer’s expectations. Systems engineering aims to balance the time and cost of the project in relation to the scope of the project.

A

Systems engineering

71
Q

A group decision method where everyone must be in agreement.

A

Unanimity

72
Q

As with value engineering, this approach examines the functions of the project’s product in relation to the cost of the features and functions. This is where, to some extent, the grade of the product is in relationship to the cost of the product.

A

Value analysis

73
Q

This approach to project scope statement creation attempts to find the correct level of quality in relation to a reasonable budget for the project deliverable while still achieving an acceptable level of performance of the product.

A

Value engineering

74
Q

A WBS companion document that defines all of the characteristics of each element within the WBS.

A

WBS dictionary

75
Q

A prepopulated WBS for repetitive projects. Previous projects’ WBSs are often used as templates for current similar projects.

A

WBS template

76
Q

A deliverables-oriented breakdown of the project scope.

A

Work breakdown structure (WBS)

77
Q

The smallest item in the WBS.

A

Work package

78
Q

Status of the deliverables: the work that’s been started, finished, or has yet to begin.

A

Work performance information

CAPM PMBOK v6 (15 decks)

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