Review of All Chapters

Question 1

This is a matrix chart that only uses the activities of responsible, accountable, consult, and inform.

Answer 1

RACI chart

Question 2

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

Answer 2

Focus groups

Question 3

A schedule compression approach that adds more resources to activities on the critical path to complete the project earlier. When doing this in a project, costs are added because the associated labor and sometimes resources (such as faster equipment) cause costs to increase.

Answer 3

Crashing

Question 4

A project management subsidiary plan that documents the decisions made in the procurement planning processes.

Answer 4

Procurement management plan

Question 5

This plan details the project procedures for entertaining change requests: how change requests are managed, documented, approved, or declined.

Answer 5

Change management plan

Question 6

This is a statistical approach to predicting what future values may be, based on historical values. This 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.

Answer 6

Regression analysis

Question 7

The level of ownership an individual or entity has over a project risk.

Answer 7

Risk responsibilities

Question 8

Part of stakeholder analysis classification. A ______ stakeholder is aware of your project and is not concerned if the project succeeds or fails.

Answer 8

Neutral stakeholder status

Question 9

This type of communication pulls information from a central repository. This allow stakeholders to retrieve information from a central source as needed.

Answer 9

Pull communications

Question 10

Theory is based on the participative management style of the Japanese. This theory states that workers are motivated by a sense of commitment, opportunity, and advancement.

Answer 10

Ouchi’s Theory Z

Question 11

The cost management plan dictates how cost variances will be managed.

Answer 11

Cost management plan

Question 12

4.2 Develop Project Management Plan - Outputs

Answer 12

Project Management Plan

Question 13

This is the cost associated with the monies spent to attain the expected level of quality. It is also known as the cost of quality.

Answer 13

Cost of conformance

Question 14

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.

Answer 14

Value analysis

Question 15

A market condition where the market is so tight that the actions of one vendor affect the actions of all the others.

Answer 15

Oligopoly

Question 16

An “act of God” that may have a negative impact on the project. Examples include fire, hurricanes, tornadoes, and earthquakes.

Answer 16

Force majeure

Question 17

A mathematical model to examine the relationship among project variables, like cost, time, labor, and other project metrics.

Answer 17

Regression analysis

Question 18

Also known as firm fixed-price and lump-sum contracts, these are agreements that define a total price for the product the seller is to provide.

Answer 18

Fixed-price contracts

Question 19

An estimating technique for each activity that requires optimistic, most likely, and pessimistic estimates to be created. Based on these three estimates, an average can be created to predict how long the activity should take.

Answer 19

Three-point estimate

Question 20

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

Answer 20

Professional Development Units (PDUs)

Question 21

Comparing any two similar entities to measure their performance.

Answer 21

Benchmarking

Question 22

The hidden goals, personal agendas, and alliances among the project team members and the stakeholders.

Answer 22

Political interfaces

Question 23

Many vendors can provide what your project needs to purchase, but you prefer to work with a specific vendor.

Answer 23

Single source

Question 24

These are useful in providing information to customers, management, the project team, and other stakeholders.

Answer 24

Project presentations

Question 25

This approach requires that both parties give up something.

Answer 25

Compromising

Question 26

The work that a role performs.

Answer 26

Responsibility

Question 27

Logic that describes activities that must happen in a particular order. For example, the dirt must be excavated before the foundation can be built. The foundation must be in place before the framing can begin. Also known as a mandatory dependency.

Answer 27

Hard logic

Question 28

These estimates are often referred to as “should cost” estimates. They are created by the performing organization or outside experts to predict what the cost of the procured product should be.

Answer 28

Independent estimates

Question 29

Theory which states our needs are acquired and developed by our experiences over time. All people are, according to this theory, driven by one of three needs: achievement, affiliation, or power.

Answer 29

McClelland’s Theory of Needs

Question 30

A chart showing the relationship between superior and subordinate employees, groups, disciplines, and even departments.

Answer 30

Hierarchical organizational chart

Question 31

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

Answer 31

Configuration management plan

Question 32

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

Answer 32

Systems analysis

Question 33

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

Answer 33

Project requirements

Question 34

A method to rate potential project team members based on criteria such as education, experience, skills, knowledge, and more.

Answer 34

Multicriteria Decision Analysis

Question 35

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

Answer 35

Requirements traceability matrix (RTM)

Question 36

An organization where organizational resources are pooled into one project team, but the functional managers have more project power than the project manager.

Answer 36

Weak matrix structure

Question 37

A process to identify which parts of the project warrant procurement from a vendor by the buyer.

Answer 37

Procurement planning

Question 38

Stakeholders are mapped on a grid based on their influence over the project in relation to their influence over the project execution.

Answer 38

Influence/impact grid

Question 39

This 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.

Answer 39

Risk register

Question 40

This is an analysis meeting to examine and document the roles in the project. The role’s interests, concerns, influence, project knowledge, and attitude are documented.

Answer 40

Profile analysis meeting

Question 41

Defines how the project schedule will be created and managed

Answer 41

Schedule management plan

Question 42

The project manager has a warm personality that others like.

Answer 42

personal or charismatic power

Question 43

An organization that creates a blend of the functional, matrix, and project-oriented structures.

Answer 43

Hybrid structure

Question 44

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

Answer 44

WBS dictionary

Question 45

A ranking approach that identifies and ranks the risks from very high to very unlikely or to some other value

Answer 45

Ordinal scales

Question 46

Part of stakeholder analysis classification. An ______ status means the stakeholder doesn’t know about the project and the effect the project may create on the stakeholder.

Answer 46

Unaware stakeholder status

Question 47

4.2 Develop Project Management Plan - Tools & Technitques

Answer 47

Expert JudgementData GatheringInterpersonal and Team SkillsMeetings

Question 48

A matrix that ranks the probability of a risk event occurring and its impact on the project if the event does happen; used in qualitative and quantitative risk analyses.

Answer 48

Probability and impact matrix

Question 49

Notices to the stakeholders about resolved issues, approved changes, and the overall health of the project.

Answer 49

Stakeholder notifications

Question 50

The leader is motivating, has high-energy, and inspires the team through strong convictions about what’s possible and what the team can achieve. Positive thinking and a can-do mentality are characteristics of this.

Answer 50

charismatic leadership

Question 51

The location and culture of the environment where the project work will reside. Includes the social, economic, and environmental variables the project must work with or around.

Answer 51

Project environment

Question 52

An anonymous method of querying experts about foreseeable risks within a project, phase, or component of a project. The results of the survey are analyzed by a third party, organized, and then circulated to the experts. There can be several rounds of anonymous discussion with the this, without fear of backlash or offending other participants in the process. The goal is to gain consensus on project risks within the project

Answer 52

Delphi Technique

Question 53

This is 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.

Answer 53

Risk register

Question 54

A business unit that centralizes the operations and procedures of all projects within the organization. The PMO can be supportive, controlling, or directive.

Answer 54

Organizational System

Question 55

The primary output of breaking down the WBS work packages.

Answer 55

Activity list

Question 56

The device that encodes the message being sent.

Answer 56

Encoder

Question 57

A histogram that illustrates and ranks categories of failure within a project

Answer 57

Pareto diagram

Question 58

This is the process of examining the project from the perspective of each characteristic: strengths, weaknesses, opportunities, and threats.

Answer 58

SWOT analysis

Question 59

The management and selection of projects that support an organization’s vision and mission. It is the balance of project priority, risk, reward, and return on investment. This is a senior management process.

Answer 59

Project portfolio management

Question 60

A method to flatten the schedule when resources are overallocated. This can be applied using different methods to accomplish different goals. One of the most common methods is to ensure that workers are not overextended on activities

Answer 60

Resource-leveling heuristic

Question 61

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. This aims to balance the time and cost of the project in relation to the scope of the project.

Answer 61

Systems engineering

Question 62

A contingency allowance to account for overruns in costs. Contingency allowances are used at the project manager’s discretion and with management’s approval to counteract cost overruns for scheduled activities and risk events.

Answer 62

Contingency reserve

Question 63

The project manager is respected or admired because of the team’s past experiences with the project manager. This is about the project manager’s credibility in the organization.

Answer 63

referent power

Question 64

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

Answer 64

Quality baseline

Question 65

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

Answer 65

Context diagram

Question 66

A fixed-price contract with a special allowance for price increases based on economic reasons such as inflation or the cost of raw materials.

Answer 66

Fixed-price with economic price adjustments

Question 67

Created and maintained by the project sponsor and shows the financial validity of why a project is chartered and launched within the organization. Typically, this is created before the launch of the project and may be used as a go/no-go decision point.

Answer 67

Project business case

Question 68

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

Answer 68

Change control system (CCS)

Question 69

A meeting of all the project’s potential vendors to clarify the contract statement of work and the details of the contracted work.

Answer 69

Bidder conference

Question 70

An organization that is divided into functions, and each employee has one clear functional manager. Each department acts independently of the other departments. A project manager in this structure has little to no power and may be called a project coordinator.

Answer 70

Functional structure

Question 71

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

Answer 71

Project charter

Question 72

The monetary value of a risk exposure based on the risk’s probability and impact in the risk matrix. This approach is typically used in quantitative risk analysis because it quantifies the risk exposure

Answer 72

Expected monetary value (EMV)

Question 73

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

Answer 73

presentation

Question 74

New risks that are created as a result of a risk response.

Answer 74

Secondary risks

Question 75

A quality control chart that maps the performance of project work over time.

Answer 75

Control chart

Question 76

The difference of the earned value amount and the cumulative actual costs of the project. The formula is EV – AC.

Answer 76

Cost variance (CV)

Question 77

The path in the project network diagram that cannot be delayed, otherwise the project completion date will be late. There can be more than one. Activities in the this have no float.

Answer 77

Critical path

Question 78

This type of communication means that information is happening among stakeholders, like in a forum. Examples of this are meetings, videoconferences, phone calls, and ad-hoc conversations. Interactive communications means that the participants are actively communicating with one another.

Answer 78

Interactive communications

Question 79

The results of the project work as needed. This includes technical performance measures, project status, information on what the project has created to date, corrective actions, and performance reports

Answer 79

Work performance information

Question 80

Theory that states management views workers in the Y category as competent and self-led and workers in the X category as incompetent and needing to be micromanaged.

Answer 80

McGregor’s Theory of X and Y

Question 81

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

Answer 81

Nominal group technique

Question 82

The person who receives the message.

Answer 82

Receiver

Question 83

This diagram breaks down ideas, solutions, causes, and project components and groups them together with other similar ideas and components.

Answer 83

Affinity diagram

Question 84

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.

Answer 84

Product acceptance criteria

Question 85

The difference between the earned value and the planned value. The formulas is EV – PV.

Answer 85

Schedule variance (SV)

Question 86

This theory states that people will behave based on what they expect as a result of their behavior. In other words, people will work in relation to the expected reward.

Answer 86

Vroom’s Expectancy Theory

Question 87

A somewhat unreliable estimating approach that relies on historical information to predict what current activity durations should be. This estimating is more reliable, however, than team member recollections. This estimating is also known as top-down estimating and is a form of expert judgment.

Answer 87

Analogous estimating

Question 88

The actual amount of monies the project has spent to date.

Answer 88

Actual cost (AC)

Question 89

The areas of expertise, industry, or function where a project is centered. Examples include architecture, IT, health care, and manufacturing.

Answer 89

Application areas

Question 90

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

Answer 90

Product scope description

Question 91

This is part of stakeholder analysis classification. A _____ stakeholder is aware of your project and is supportive and hopeful that the project will be successful.

Answer 91

Supportive stakeholder status

Question 92

The leader puts others first and focuses on the needs of the people he serves. These leaders provide opportunity for growth, education, autonomy within the project, and the well-being of others. The primary focus is service to others.

Answer 92

servant leadership

Question 93

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

Answer 93

Scope validation

Question 94

A risk response appropriate for both positive and negative risks, but often used for smaller risks within a project.

Answer 94

Acceptance

Question 95

The earliest a project activity can begin. Used in the forward pass procedure to discover the critical path and the project float.

Answer 95

Early start

Question 96

An approach that relies on historical information to predict the cost of the current project. It is also known as top-down estimating and is the least reliable of all the cost-estimating approaches

Answer 96

Analogous estimating

Question 97

From buyer to seller. Requests the seller to provide a proposal to complete the procured work or to provide the procured product.

Answer 97

Request for Proposal (RFP)

Question 98

Calendars that identify when project resources are available for the project work.

Answer 98

Resource calendars

Question 99

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.

Answer 99

Requirements documentation

Question 100

Conditions that affect how the project manager may manage the project. Come from within the project, such as policy, or they be external to the organization, such as law or regulation.

Answer 100

Enterprise environmental factors

Question 101

Low-priority risks are identified and assigned to a watch list for periodic monitoring.

Answer 101

Low-priority risk watch list

Question 102

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

Answer 102

Work performance information

Question 103

This 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 these

Answer 103

Project constraints

Question 104

This document requires that the seller fully describe the work to be completed and/or the product to be supplied. This becomes part of the contract between the buyer and the seller.

Answer 104

Contract statement of work (SOW also CSOW)

Question 105

The contractual relationship between the buyer and the seller is often considered confidential and secret

Answer 105

Privity

Question 106

Raw data, observations, and measurements about project components. Gathered and stored in the project management information system.

Answer 106

Work performance data

Question 107

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

Answer 107

Performance report

Question 108

This is the planned start and finish of the project. The comparison of what was planned and what was experienced is the schedule variance.

Answer 108

Schedule baseline

Question 109

The monies spent to recover from not adhering to the expected level of quality. Examples may include rework, defect repair, loss of life or limb because safety precautions were not taken, loss of sales, and loss of customers. This is also known as the cost of nonconformance to quality.

Answer 109

Cost of poor quality

Question 110

A management process that defines the quality system or quality policy that a project must adhere to. This aims to plan quality into the project rather than to inspect quality into a deliverable.

Answer 110

Quality assurance

Question 111

The consideration of the risk ranking scores that takes into account any bias, the accuracy of the data submitted, and the reliability of the nature of the data submitted.

Answer 111

Data precision

Question 112

When there is an issue or claim that must be settled before the contract can be closed, the parties involved in the issue or claim will try to reach a settlement through mediation or arbitration.

Answer 112

Alternative dispute resolution

Question 113

A contract type in which the buyer pays for the time and materials for the procured work. This is a simple contract, usually for smaller procurement conditions. These contract types require a not-to-exceed clause, or the buyer assumes the risk for cost overruns.

Answer 113

Time and materials contract

Question 114

A temporary endeavor to create a unique product, service, or result. The end result of a project is also called a deliverable.

Answer 114

Project

Question 115

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

Answer 115

Risk response plan

Question 116

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

Answer 116

Configuration status accounting

Question 117

A tool that filters or screens out vendors that don’t qualify for the contract.

Answer 117

Screening system

Question 118

An organization’s approach to managing cash flow against the project deliverables based on a schedule, milestone accomplishment, or data constraints

Answer 118

Funding limit reconciliation

Question 119

Defines how the project scope will be planned, managed, and controlled.

Answer 119

Project scope management plan

Question 120

Anything that prohibits communication from occurring.

Answer 120

Communication barrier

Question 121

A situation where a project manager may have two competing duties of loyalty. For example, purchasing software from a relative may benefit the relative, but it may do harm to the performing organization.

Answer 121

Conflict of interest

Question 122

These are significant points or events in the project’s progress that represent accomplishment in the project. Projects usually create these as the result of completing phases within the project.

Answer 122

Milestone

Question 123

A method to determine which of two or more decisions is the best one. The model examines the costs and benefits of each decision’s outcome and weighs the probability of success for each of the decisions.

Answer 123

Decision tree

Question 124

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

Answer 124

Future value

Question 125

Part of stakeholder analysis classification. _____ is aware of your project, they want your project to be successful, and the stakeholder is working to make certain the project is a success.

Answer 125

Leading stakeholder status

Question 126

These risks deal with faults in the management of the project: the unsuccessful allocation of time, resources, and scheduling; unacceptable work results; and poor project management.

Answer 126

Project management risks

Question 127

This hierarchical chart can decompose the project by the type of resources used throughout it.

Answer 127

Resource breakdown structure (RBS)

Question 128

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

Answer 128

informational power

Question 129

A person who has proven project management experience and has qualified for and then passed the Exam.

Answer 129

Project Management Professional (PMP)

Question 130

A numbering system for each item in the WBS. The PMBOK is a good example of a this, 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.

Answer 130

Code of accounts

Question 131

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

Answer 131

interactional leadership

Question 132

The leader inspires and motivates the project team to achieve the project goals. These leaders aim to empower the project team to act, be innovative in the project work, and accomplish through ambition.

Answer 132

transformational leadership

Question 133

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

Answer 133

Performing

Question 134

A WBS entry that considers the time, cost, and scope measurements for that deliverable within the WBS. The estimated performance is compared against the actual performance to measure overall performance for the deliverables within this. The specifics of this are documented in this plan.

Answer 134

Control account

Question 135

This approach _____ out the conflict by minimizing the perceived size of the problem. It is a temporary solution, but can calm team relations and boisterous discussions.

Answer 135

Smoothing

Question 136

A ranking approach to identify the probability and impact by using a numerical value, from .01 (very low) to 1.0 (certain).

Answer 136

Cardinal scales

Question 137

The sender confirms that the receiver understands the message by directly asking for a response, questions for clarification, or other confirmation.

Answer 137

Feedback

Question 138

This is not a contract, but a letter stating that the buyer is intending to create a contractual relationship with the seller.

Answer 138

Letter of intent

Question 139

This plan is 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.

Answer 139

Configuration management plan

Question 140

Risks that are expected to remain after a risk response.

Answer 140

Residual risks

Question 141

A process of choosing a percentage of results at random. For example, a project creating a medical device may have 20 percent of all units randomly selected to check for quality.

Answer 141

Statistical sampling

Question 142

A risk response that shares the advantages of a positive risk within a project.

Answer 142

Sharing

Question 143

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.

Answer 143

Project management plan

Question 144

Costs are parallel to each WBS work package. The costs of each work package are aggregated to their corresponding control accounts. Each control account then is aggregated to the sum of the project costs.

Answer 144

Cost aggregation

Question 145

Assurance provided to the external customers of the project.

Answer 145

External QA

Question 146

The monies spent to attain the expected level of quality within a project. Examples include training, testing, and safety precautions.

Answer 146

Cost of quality

Question 147

This explains the overall project risks and provides summaries about the individual project risks.

Answer 147

Risk report

Question 148

The processed and analyzed data that will help the project manager make project decisions.

Answer 148

Work performance information

Question 149

An organization of project management professionals from around the world, supporting and promoting the careers, values, and concerns of project managers.

Answer 149

Project Management Institute (PMI)

Question 150

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. All identified project assumptions are recorded in this for testing and analysis, and the outcomes are recorded.

Answer 150

Assumption log

Question 151

The project manager has deep skills and experience in a discipline (for example, years of working in IT helps an IT project manager better manage IT projects).

Answer 151

expert power

Question 152

4.2 Develop Project Management Plan - Inputs

Answer 152

Project CharterOutputs from other processesEnterprise Environmental FactorsOrganizational process assets

Question 153

Flowcharts that illustrate the flow of a process through a system, such as a project change request through the change control system, or work authorization through a quality control process.

Answer 153

System or process flowcharts

Question 154

A data gathering technique that’s similar to brainstorming, but provides brainstorming meeting participants with the questions and topics for brainstorming before the stakeholder identification meeting.

Answer 154

Brain writing

Question 155

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.

Answer 155

meeting management

Question 156

The performing organization can contribute to the project’s risks through unreasonable cost, time, and scope expectations; poor project prioritization; inadequate funding or the disruption of funding; and competition with other projects for internal resources.

Answer 156

Organizational risks

Question 157

A person who has slightly less project management experience than a PMP

Answer 157

Certified Associate in Project Management (CAPM)

Question 158

Risk is an uncertain event or condition that may affect the project outcome. This defines how the project will manage risk.

Answer 158

Risk management plan

Question 159

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.

Answer 159

Mind mapping

Question 160

The latest a project activity can finish. Used in the backward pass procedure to discover the critical path and the project float.

Answer 160

Late Finish

Question 161

The science of using past results to predict future performance.

Answer 161

Trend analysis

Question 162

The project team identifies the disciplines and specialties that the project will require to complete the project scope statement. These are the resources that will be doing the project work.

Answer 162

Technical interfaces

Question 163

The person with the power makes the decision.

Answer 163

Forcing power

Question 164

Internal relationships to the project or the organization. For example, the project team must create the software as part of the project’s deliverable before the software can be tested for quality control.

Answer 164

Internal dependencies

Question 165

A fixed-price contract with opportunities for bonuses for meeting goals on costs, schedule, and other objectives. These contracts usually have a price ceiling for costs and associated bonuses.

Answer 165

Fixed-price incentive fee

Question 166

Describe organizations that have duplication of efforts within the organization, but not within each department or division of the organization. Project manager has little authority in this structure and the functional manager controls the project budget.

Answer 166

Multidivisional structure

Question 167

The receiver confirms that the message is being received through feedback, questions, prompts for clarity, and other signs of confirmation.

Answer 167

Active listening

Question 168

This conflict resolution method sees one side of the argument walking away from the problem, usually in disgust.

Answer 168

Withdrawal

Question 169

These show the hierarchies and decomposition of a solution, an organization, or a project team. The WBS and an org chart are examples of this

Answer 169

Tree diagram

Question 170

Measures the project based on its financial performance. The formula is EV/AC

Answer 170

Cost performance index (CPI)

Question 171

This is the most common and most effective approach to communication. It’s where two or more people exchange information. Consider status meetings, ad-hoc meetings, phone calls, and videoconferences.

Answer 171

Interactive communication

Question 172

An inspection-driven process that measures work results to confirm that the project is meeting the relevant quality standards.

Answer 172

Control quality

Question 173

A risk response that is appropriate for both positive and negative risk events that may outside of the project manager’s authority to act upon.

Answer 173

Escalating

Question 174

A risk response to avoid the risk.

Answer 174

Avoidance

Question 175

The device or technology that transports a message.

Answer 175

Medium

Question 176

These cause-and-effect diagrams are also called fishbone diagrams and are used to find the root cause of factors that are causing risks within the project.

Answer 176

Ishikawa diagrams

Question 177

Include organizational processes, policies, procedures, and items from a corporate knowledge Grouped into two categories to consider: processes, policies and procedures, and organizational knowledge bases.

Answer 177

Organizational process assets

Question 178

According to ASQ, the degree to which a set of inherent characteristics fulfills requirements.

Answer 178

Quality

Question 179

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

Answer 179

guilt-based power

Question 180

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.

Answer 180

Funding limit

Question 181

A diagram that visualizes the flow of the project activities and their relationships to other project activities.

Answer 181

Project network diagram

Question 182

Reports are formal communications on project activities, their status, and conditions.

Answer 182

Project reports

Question 183

Costs are attributed directly to the project work and cannot be shared among projects (for example, airfare, hotels, long-distance phone charges, and so on).

Answer 183

Direct costs

Question 184

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.

Answer 184

Value engineering

Question 185

Cost reserves are for unknown unknowns within a project. The management reserve is not part of the project cost baseline, but is included as part of the project budget.

Answer 185

Reserve analysis

Question 186

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

Answer 186

avoiding power

Question 187

This approach confronts the problem head-on and is the preferred method of conflict resolution. Multiple viewpoints and perspectives contribute to the solution.

Answer 187

Collaborate/Problem solving

Question 188

An approach using a parametric model to extrapolate what costs will be needed for a project (for example, cost per hour and cost per unit). It can include variables and points based on conditions.

Answer 188

Parametric estimating

Question 189

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.

Answer 189

Quality management plan

Question 190

A document created and maintained by the project sponsor and the project manager. Defines what benefits the project will create, when the benefits will be realized, and how the benefits will be measured.

Answer 190

Project benefits management plan

Question 191

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

Answer 191

Project scope

Question 192

The ability to interact, lead, motivate, and manage people.

Answer 192

Interpersonal skills

Question 193

A business unit that centralizes the operations and procedures of all projects within the organization. The PMO can be supportive, controlling, or directive.

Answer 193

Project management office (PMO)

Question 194

An event that will likely happen within the project, but when it will happen and to what degree is unknown. These events, such as delays, are usually risk-related.

Answer 194

Known unknown

Question 195

A previous project that can be adapted for the current project and forms that are pre-populated with organizational-specific information

Answer 195

Template

Question 196

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

Answer 196

Influence diagrams

Question 197

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

Answer 197

Autocratic

Question 198

Costs that are representative of more than one project (for example, utilities for the performing organization, access to a training room, project management software license, and so on).

Answer 198

Indirect costs

Question 199

A product, service, or result created by a project. Projects can have multiple.

Answer 199

Deliverable

Question 200

Evaluates the monies returned on a project for each period the project lasts.

Answer 200

Net present value

Question 201

This is the work scheduled and the budget authorized to accomplish that work. It is the percentage of the BAC that reflects where the project should be at this point in time.

Answer 201

Planned value (PV)

Question 202

A risk response that attempts to enhance the conditions to ensure that a positive risk event will likely happen.

Answer 202

Enhancing

Question 203

This documents a strategy for managing the engagement of project stakeholders. THis establishes stakeholder engagement and defines how the project manager can increase and improve stakeholder engagement

Answer 203

Stakeholder engagement plan

Question 204

A schedule compression method that changes the relationship of activities. With this, activities that would normally be done in sequence are allowed to be done in parallel or with some overlap. This can be accomplished by changing the relation of activities from FS to SS or even FF or by adding lead time to downstream activities. However, this does add risk to the project.

Answer 204

Fast tracking

Question 205

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

Answer 205

Change management plan

Question 206

N(N – 1)/2, where N represents the number of identified stakeholders. This formula reveals the total number of communication channels within a project.

Answer 206

Communication channels formula

Question 207

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.

Answer 207

Closure processes

Question 208

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

Answer 208

Configuration identification

Question 209

A project initiation activity to identify, document, and classify the project stakeholders as early as possible in the project.

Answer 209

Stakeholder identification

Question 210

The project manager has been assigned the role of project manager by senior management and is in charge of the project.

Answer 210

Formal power

Question 211

These are costs attributed to the cost of doing business. Examples include utilities, office space, and other overhead costs.

Answer 211

Indirect costs

Question 212

These are used by organizations to rate prior experience with each vendor that they have worked with in the past. This can track performance, quality ratings, delivery, and even contract compliance.

Answer 212

Seller rating systems

Question 213

A risk response that takes advantage of the positive risks within a project.

Answer 213

Exploit

Question 214

The latest a project activity can begin. Used in the backward pass procedure to discover the critical path and the project float.

Answer 214

Late Start

Question 215

4.1 Develop Project Charter - Outputs

Answer 215

Project CharterAssumption Log

Question 216

This is the total time an activity can be delayed without delaying project completion.

Answer 216

Total float

Question 217

A quality control tool that tracks the relationship between two variables over time. The two variables are considered related the closer they track against a diagonal line.

Answer 217

Scatter diagram

Question 218

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

Answer 218

laissez-faire leadership

Question 219

The process of first determining which quality standards are relevant to your project and then finding out the best methods of adhering to those quality standards.

Answer 219

Quality planning

Question 220

This approach attempts to numerically assess the probability and impact of the identified risks. It also creates an overall risk score for the project. This method is more in-depth than qualitative risk analysis and relies on several different tools to accomplish its goal.

Answer 220

Quantitative risk analysis

Question 221

A regularly scheduled meeting to discuss the status of the project and its progress toward completing the project scope statement.

Answer 221

Status review meeting

Question 222

This is the total time a single activity can be delayed without affecting the early start of its immediately following successor activities.

Answer 222

Free float

Question 223

Controls how the project will acquire goods and services.

Answer 223

Procurement management plan

Question 224

These are associated with new, unproven, or complex technologies being used on the project. Changes to the technology during the project implementation can also be a risk. These are the levels set for expectations of impractical quality and performance.

Answer 224

Technical, quality, or performance risks

Question 225

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.

Answer 225

sender-receiver models

Question 226

The role of leading the project team and managing the project resources to effectively achieve the objectives of the project.

Answer 226

project manager

Question 227

This is the aggregated costs of all of the work packages within the work breakdown structure (WBS).

Answer 227

Cost baseline

Question 228

This chart shows the correlation between project team members and the work they’ve been assigned to complete.

Answer 228

Responsibility assignment matrix (RAM)

Question 229

A component of a control chart that illustrates the results of seven measurements on one side of the mean, which is considered “out of control” in the project.

Answer 229

Rule of Seven

Question 230

A simple approach to ensure that work is completed according to the quality policy.

Answer 230

Checklist

Question 231

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.

Answer 231

Alternatives generation

Question 232

These dependencies are the preferred order of activities. Project managers should use these relationships at their discretion and should document the logic behind the decision. These allow activities to happen in a preferred order because of best practices, conditions unique to the project work, or external events. Also known as preferential or soft logic.

Answer 232

Discretionary dependencies

Question 233

A stakeholder who does not want the project to exist and is opposed to the project.

Answer 233

Negative stakeholder

Question 234

The project manager can reward the project team.

Answer 234

reward power

Question 235

Risks that have an uncertain, unclear nature, such as new laws or regulations, the marketplace conditions, and other risks that are nearly impossible to predict.

Answer 235

Ambiguity risks

Question 236

This is a form of unilateral contract that the buyer provides to the vendor showing that the purchase has been approved by the buyer’s organization.

Answer 236

Purchase order (PO)

Question 237

A cost-estimating approach that uses a database, typically software-driven, to create the cost estimate for a project.

Answer 237

Commercial database

Question 238

A person who is serving in the capacity of a project manager or contributing to the management of a project, portfolio of projects, or program. For example, a program manager is considered to be a project practitioner under this definition.

Answer 238

Practitioner

Question 239

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

Answer 239

Contract closure

Question 240

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

Answer 240

Cost-benefit analysis

Question 241

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

Answer 241

Paralingual

Question 242

The project manager can punish the project team.

Answer 242

punitive or coercive power

Question 243

A contract that requires the buyer to pay for the costs of the goods and services procured plus a percentage of the costs. The buyer assumes all of the risks for cost overruns.

Answer 243

Cost plus percentage of costs

Question 244

The cost aggregation achieved by assigning specific dollar amounts for each of the scheduled activities or, more likely, for each of the work packages in the WBS. Cost budgeting applies the cost estimates over time.

Answer 244

Cost budgeting

Question 245

The identification of more than one solution. Consider roles, materials, tools, and approaches to the project work.

Answer 245

Alternative analysis

Question 246

As the name implies, these are dependencies outside of the project’s control. Examples include the delivery of equipment from a vendor, the deliverable of another project, or the decision of a committee, lawsuit, or expected new law.

Answer 246

External dependencies

Question 247

Undocumented, unapproved changes to the project scope.

Answer 247

Scope creep

Question 248

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

Answer 248

Schedule management plan

Question 249

An audit to test the validity of the established risk responses.

Answer 249

Risk response audit

Question 250

A contract that pays the vendor all costs for the project, but also includes a buyer-determined award fee for the project work.

Answer 250

Cost plus award fee contract

Question 251

A diagram illustrating how components within a system are related. These show the relation between components, as well as help the project team determine where quality issues may be present and, once done, plan accordingly.

Answer 251

Flowchart

Question 252

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

Answer 252

Affinity diagrams

Question 253

An ordinal scale that uses red, amber, and green (RAG) to capture the probability, impact, and risk score.

Answer 253

RAG rating

Question 254

A simulation technique that got its name from the casinos of Monte Carlo, Monaco. The simulation is completed using a computer software program that can simulate a project, using values for all possible variables, to predict the most likely model.

Answer 254

Monte Carlo technique

Question 255

All opinions are formed by one component. A great engineer doesn’t always make a great projectmanager.

Answer 255

Halo Effect

Question 256

An activity relationship that requires an activity to start so that its successor can finish. This is the most unusual of all the activity relationship types.

Answer 256

Start-to-finish

Question 257

A prompt list used for risk identification. Examines risks in the Political, Economic, Social, Technological, Legal, and Environmental domains.

Answer 257

PESTLE

Question 258

Facial expressions, hand gestures, and body language are ______ cues that contribute to a message. Approximately 55 percent of communication is this.

Answer 258

Nonverbal

Question 259

These include the application of accounting, procurement, sales and marketing, contracting, manufacturing, logistics, strategic planning, human resource management, standards and regulations, and information technology.

Answer 259

General management skills

Question 260

Anything that the project management team believes to be true but hasn’t proven to be true. For example, the project management team may assume that all of the project team can be reached via cell phone, but parts of the world, as of this writing, don’t have a cell signal.

Answer 260

Communication assumptions

Question 261

A time-lapse exposure of when the project monies are to be spent in relation to cumulative values of the work completed in the project.

Answer 261

Cost baseline

Question 262

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

Answer 262

Scope baseline

Question 263

This rough estimate is used during the initiating processes and in top-down estimates. The range of variance for the estimate can be from –25 percent to +75 percent.

Answer 263

Rough order of magnitude

Question 264

A forecasting formula that predicts how much of a variance the project will likely have based on current conditions within the project. The formula is BAC – EAC.

Answer 264

Variance at completion (VAC)

Question 265

Based on the audience and the message being sent, the media should be in alignment with the message.

Answer 265

media selection

Question 266

A percentage of the project duration to combat Parkinson’s Law. When project activities become late, their lateness is subtracted from this

Answer 266

Management Reserve

Question 267

A document the seller provides to the buyer. This includes more than just a fee for the proposed work. It also includes information on the vendor’s skills, the vendor’s reputation, and ideas on how the vendor can complete the contracted work for the buyer.

Answer 267

Proposal

Question 268

A representation of a project network diagram that is often used for outsourced portions of a project, repetitive work within a project, or a subproject. Also called a subnet.

Answer 268

Fragnet

Question 269

A system that examines any changes associated with scope changes, the cost of materials, and the cost of any other resources, and the associated impact on the overall project cost.

Answer 269

Cost change control system

Question 270

The phases that make up the project. Unique to the type of work being performed and are not universal to all projects.

Answer 270

Project life cycle

Question 271

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

Answer 271

style

Question 272

An activity relationship type that requires the current activity to be finished before its successor can finish.

Answer 272

Finish-to-finish

Question 273

This aims to find out why a risk event may be occurring, the causal factors for the risk events, and then, eventually, how the events can be mitigated or eliminated.

Answer 273

Root cause identification

Question 274

A central office that oversees all projects within an organization or within a functional department. Supports the project manager through software, training, templates, policies, communication, dispute resolution, and other services.

Answer 274

Project management office (PMO)

Question 275

The individuals or entities that are responsible for monitoring and responding to an identified risk within the project.

Answer 275

Risk owners

Question 276

A representation of a project network diagram that is often used for outsourced portions of projects, repetitive work within a project, or a subproject. Also called a fragnet.

Answer 276

Subnet

Question 277

Negative time that allows two or more activities to overlap where ordinarily these activities would be sequential

Answer 277

Lead Time

Question 278

Project Integration Management - Monitoring and Controlling

Answer 278

Monitor and Control Project WorkPerform Integrated Change Control

Question 279

An approach that relies on statistical scenarios to determine what variables within a project will result in the best outcome.

Answer 279

Design of experiments

Question 280

This is the total time the project can be delayed without passing the customer-expected completion date.

Answer 280

Project float

Question 281

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.

Answer 281

Communications management plan

Question 282

The final variance, which is discovered only at the project’s completion. The formula is BAC – AC.

Answer 282

Project variance

Question 283

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

Answer 283

Project records

Question 284

This estimate type is one of the most accurate. It’s used late in the planning processes and is associated with bottom-up estimating. You need the WBS in order to create the definitive estimate. The range of variance for the estimate can be from –5 percent to +10 percent.

Answer 284

Definitive estimate

Question 285

This attribute defines what talents, skills, and capabilities are needed to complete the project work.

Answer 285

Competency

Question 286

This type of communication happens when the sender pushes the same message to multiple people. Good examples of this are broadcast text messages, faxes, press releases, and group e-mails.

Answer 286

Push communications

Question 287

The project manager works to keep the project stakeholders interested, involved, and supportive of the project. Through communication, management skills, and interpersonal skills, the project manager can work to keep the project stakeholders engaged and interested in the project

Answer 287

Stakeholder engagement

Question 288

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

Answer 288

Milestone list

Question 289

This approach pulls the information from a central repository, like a database of information. These are good for large groups of stakeholders who want to access project information at their discretion. Consider a project web site where stakeholders can periodically drop by for a quick update on the project status.

Answer 289

Pull communication

Question 290

From seller to buyer. Price is the determining factor in the decision-making process.

Answer 290

Bid

Question 291

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

Answer 291

Mathematical model

Question 292

Anyone, whether certified as a project manager or not, who has joined the Project Management Institute.

Answer 292

PMI member

Question 293

Project Integration Management - Executing

Answer 293

Direct and Manage Project WorkManage Project Knowledge

Question 294

Feedback loops and barriers to communications

Answer 294

Sender–receiver models

Question 295

The difference between what was expected and what was experienced.

Answer 295

Variance

Question 296

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

Answer 296

WBS template

Question 297

A prompt list used in risk identification to examine the Technical, Environmental, Commercial, Operational, and Political factors of the project.

Answer 297

TECOP

Question 298

The project manager has the authority to reward the project team

Answer 298

Reward

Question 299

This 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.

Answer 299

Change control system (CCS)

Question 300

An organization that assigns a project team to one project for the duration of the project life cycle. The project manager has high-to-almost-complete project power.

Answer 300

Project-oriented structure

Question 301

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

Answer 301

Schedule milestones

Question 302

This approach “qualifies” the risks that have been identified in the project. Specifically, this examines and prioritizes risks based on their probability of occurring and their impact on the project should they occur.

Answer 302

Qualitative risk analysis

Question 303

Monies that have already been invested in a project.

Answer 303

Sunk costs

Question 304

A contract that requires the buyer to pay for the cost of the goods and services procured plus a fixed fee for the contracted work. The buyer assumes the risk of a cost overrun.

Answer 304

Cost plus fixed fee contract

Question 305

This approach encourages participants to generate as many ideas as possible about the project requirements. No idea is judged or dismissed during this session.

Answer 305

Brainstorming

Question 306

This is a hierarchical breakdown of the project resources by category and resource type. 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.

Answer 306

Resource breakdown structure (RBS)

Question 307

The PMI publication that defines widely accepted project management practices. The CAPM and the PMP exam are based on this book.

Answer 307

A Guide to the Project Management Body of Knowledge (PMBOK Guide)

Question 308

A collection of related projects working in unison toward a common deliverable.

Answer 308

Program

Question 309

An estimate to predict how long it will take a project to pay back an organization for the project’s investment of capital.

Answer 309

Payback period

Question 310

From buyer to seller. Requests the seller to provide a price for the procured product or service.

Answer 310

Invitation for Bid (IFB)

Question 311

A logbook of the issues the project team has identified and dates as to when the issues must be resolved by. This may also include team members or stakeholders who are responsible for finding a solution to the identified issues.

Answer 311

Issue log

Question 312

An update to the work breakdown structure.

Answer 312

Refinement

Question 313

A quantifiable return on investment. The return can be tangible, such as equipment, money, or market share. The return can also be intangible, such as brand recognition, trademarks, and reputation.

Answer 313

Business value

Question 314

Describes the rules, policies, and procedures that people within an organization abide by. Addresses the organization, but also address portfolios, programs, and projects. Regarding portfolios, programs, and projects, this addresses alignment with organizational vision, risk management, performance factors, and communication.

Answer 314

Governance framework

Question 315

An uncertain event or condition that can have a positive or negative impact on the project.

Answer 315

Risk

Question 316

The most accurate time-and-cost estimating approach a project manager can use. This estimating approach starts at “the bottom” of the project and considers every activity, its predecessor and successor activities, and the exact amount of resources needed to complete each activity.

Answer 316

Bottom-up estimating

Question 317

This is a software program to store and analyze project data for reporting. A common _______ will take project data, allow the project manager to pass the data through earned value management, for example, and then create forecasting reports about the project costs and schedule.

Answer 317

Reporting system

Question 318

A system to quickly and effectively store, archive, and access project information.

Answer 318

Information retrieval system

Question 319

An earned value management formula that predicts how much funding the project will require to be completed. Three variations of this formula are based on conditions the project may be experiencing.

Answer 319

Estimate to complete (ETC)

Question 320

A system to record the actual time to complete project activities.

Answer 320

Time reporting system

Question 321

The project manager’s authority comes both from experience with the technology the project focuses on and from expertise in managing projects

Answer 321

Expert power

Question 322

Costs that change based on the conditions applied in the project (the number of meeting participants, the supply of and demand for materials, and so on).

Answer 322

Variable costs

Question 323

The cost associated with not satisfying quality expectations. This is also known as the cost of poor quality.

Answer 323

Cost of nonconformance to quality

Question 324

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

Answer 324

Norming

Question 325

The person who is sending the message.

Answer 325

Sender

Question 326

Organizational knowledge repositories are the databases, files, and historical information that you can use to help better plan and manage your projects. This is an organizational process asset that is created internally to your organization through the ongoing work of operations and other projects.

Answer 326

Organizational Knowledge Repositories

Question 327

A type of risk based on the variations that may occur in the project, such as production, number of quality errors, or even the weather.

Answer 327

Variability risks

Question 328

The consideration of the local and international laws, languages, communication challenges, time zone differences, and other non-collocated issues that affect a project’s ability to progress.

Answer 328

International and political environment

Question 329

The agreed-upon approach to the management of the project risk processes.

Answer 329

Risk management planning

Question 330

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

Answer 330

Key stakeholder

Question 331

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. It also documents the characteristics and functions of the project’s products and any changes to a product’s characteristics.

Answer 331

Configuration management system

Question 332

A contract type that requires the buyer to pay a cost for the procured work, plus an incentive fee, or a bonus, for the work if terms and conditions are met.

Answer 332

Cost plus incentive fee

Question 333

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

Answer 333

Product breakdown

Question 334

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

Answer 334

ingratiating power

Question 335

An activity relationship type that requires the current activity to start before its successor can start.

Answer 335

Start-to-start

Question 336

The project team meets and learns about their roles and responsibilities on the project. Little interaction among the project team happens in this stage as the team is learning about the project and project manager.

Answer 336

Forming

Question 337

This denotes what a person is specifically responsible for in a project. These are usually tied to job titles, such as network engineer, mechanical engineer, and electrician.

Answer 337

Role

Question 338

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.

Answer 338

8/80 Rule

Question 339

System or process flowcharts show the relationship between components and how the overall process works. These are useful for identifying risks between system components.

Answer 339

Flowcharts

Question 340

Traditional chart that depicts how the organization is broken down by department and disciplines. This chart is sometimes called the organizational breakdown structure (OBS) and is arranged by departments, units, or teams.

Answer 340

Organization chart

Question 341

______ believed that we have five needs; we’re on a quest to satisfy these needs. The needs are,from the bottom up:1. Physiological. We need air, food, clothing, and shelter.2. Safety. We need safety and security.3. Social. We need friends, approval, and love.4. Esteem. We need respect, appreciation, and approval.5. Self-actualization. We need personal growth, knowledge, and fulfillment

Answer 341

Maslow’s Hierarchy of Needs

Question 342

A process in which the project management team determines the cost-effectiveness, benefits, and feasibility of making a product or buying it from a vendor.

Answer 342

Make-or-buy decision

Question 343

The activities don’t necessarily have to happen in a specific order. For example, you could install the light fixtures first, then the carpet, and then paint the room. The project manager could use soft logic to change the order of the activities if so desired.

Answer 343

Soft logic

Question 344

4.1 Develop Project Charter - Inputs

Answer 344

Business DocumentsAgreementsEnterprise Environmental FactorsOrganizations Process Assets

Question 345

An activity relationship type that requires the current activity to be finished before its successor can start.

Answer 345

Finish-to-start

Question 346

All changes that enter into a project are recorded in this. The characteristics of the change, such as the time, cost, risk, and scope details, are also recorded.

Answer 346

Change log

Question 347

The operational definitions that specify the measurements within a project and the expected targets for quality and performance

Answer 347

Quality metrics

Question 348

Describes a loosely organized business or organization. There likely aren’t big formal departments and people work alongside one another regardless of roles and titles. The project manager likely has little control over the project resources and may not be called a project manager.

Answer 348

Organic or simple

Question 349

An approach that assumes the cost per unit decreases the more units workers complete, because workers learn as they complete the required work.

Answer 349

Learning curve

Question 350

The formatted communication of work performance information. Communicate what’s happening in the project through status reports, memos, dashboards, or other modalities.

Answer 350

Work performance reports

Question 351

From buyer to seller. Requests the seller to provide a price for the procured product or service.

Answer 351

Request for Quote (RFQ)

Question 352

A predetermined range of acceptable variances, such as +/–10 percent off schedule. Should the variance exceed the threshold, then project control processes and corrected actions will be enacted.

Answer 352

Control threshold

Question 353

The receiver signals that the message has been received. This shows receipt of the message, but not necessarily agreement with the message

Answer 353

Acknowledgment

Question 354

These dependencies are the natural order of activities. For example, you can’t begin building your house until your foundation is in place. These relationships are called hard logic

Answer 354

Mandatory dependencies

Question 355

Project Integration Management - Planning

Answer 355

Develop Project Management Plan

Question 356

Measures the project based on its schedule performance. The formula is EV/PV.

Answer 356

Schedule performance index (SPI)

Question 357

Describe the culture and the styles of an organization. Work ethics, hours, view of authority, and shared values, can affect how the project is managed.

Answer 357

Cultural norms

Question 358

A documentation of each stakeholder’s contact information, position, concerns, interests, and attitude toward the project. The project manager updates this as new stakeholders are identified and when stakeholders leave the project.

Answer 358

Stakeholder register

Question 359

Assurance provided to management and the project team.

Answer 359

Internal QA

Question 360

Part of stakeholder analysis classification. A ______ stakeholder is aware of your project, but they do support the changes your project will create

Answer 360

Resistant stakeholder status

Question 361

Project management team members may have authority over other project team members, may have the ability to make decisions, and perhaps even sign approvals for project work and purchases

Answer 361

Authority power

Question 362

This plan defines how the project team will implement and fulfill the quality policy of the performing organization.

Answer 362

Quality management plan

Question 363

Treating others with conduct that may result in harm, fear, humiliation, manipulation, or exploitation. For example, berating a project team member because they’ve taken longer than expected to complete a project assignment may be considered humiliation.

Answer 363

Abusive manner

Question 364

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. This 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. This may also consider the cost of the product in operations, which is known as life-cycle costing.

Answer 364

Functional analysis

Question 365

The abbreviation for the International Organization for Standardization. This is Greek for “equal,” while “International Organization for Standardization” in a different language would be abbreviated differently. The organization elected to use “ISO” for all languages.

Answer 365

ISO

Question 366

A quick and cost-effective risk identification approach.

Answer 366

Checklists

Question 367

These are disagreements between the buyer and the seller, usually centering on a change, who did the change, and even whether a change has occurred. These are also called disputes and appeals, and are monitored and controlled through the project in accordance with the contract terms.

Answer 367

Claims

Question 368

The smallest item in the WBS.

Answer 368

Work package

Question 369

The project manager works with the project team and subject matter experts to create a strategy to manage the project stakeholders.

Answer 369

Stakeholder engagement planning

Question 370

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

Answer 370

Passive observation

Question 371

A software package that allows the project management team to present the project’s health through graphics, spreadsheets, and text. (Think of Microsoft Project.)

Answer 371

Information presentation tools

Question 372

This plan defines who will get what information, how they will receive it, and in what modality the communication will take place.

Answer 372

Communications management plan

Question 373

A prompt list used in risk identification that examines the Volatility, Uncertainty, Complexity, and Ambiguity of risk factors within the project

Answer 373

VUCA

Question 374

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

Answer 374

Lessons learned

Question 375

The process of gathering project details. This process uses deductive reasoning, logic, and a series of information-gathering techniques to identify details about a project, product, or solution.

Answer 375

Progressive elaboration

Question 376

A benefit comparison model to determine the present value of a future amount of money. 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.

Answer 376

Present value

Question 377

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

Answer 377

Integrated change control

Question 378

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 recognition, and safety concerns for the project team doing the project work.

Answer 378

Resource management plan

Question 379

This takes out the personal preferences of the decision maker in the organization to ensure that the best seller is awarded the contract. These are assigned to the values of the proposals, and each proposal is scored

Answer 379

Weighting system

Question 380

This plan details how the project costs will be planned for, estimated, budgeted, and then monitored and controlled.

Answer 380

Cost management plan

Question 381

These forecasting formulas predict the likely completed costs of the project based on current scenarios within the project.

Answer 381

Estimate at completion (EAC)

Question 382

The project team struggles for project positions, leadership, and project direction. The project team can become hostile toward the project leader, challenge ideas, and try to establish and claim positions about the project work. The amount of debate and fury can vary depending on if the project team is willing to work together, the nature of the project, and the control of the project manager

Answer 382

Storming

Question 383

Defines how a project affects people and how those people may affect the project. Includes the economic, educational, ethical, religious, demographic, and ethnic composition of the people affected by the project.

Answer 383

Cultural and social environment

Question 384

A triangle with the characteristics of time, cost, and scope. Time, cost, and scope each constitute one side of the triangle; if any side of the Iron Triangle is not in balance with the other sides, the project will suffer. The Iron Triangle of Project Management is also known as the Triple Constraints of Project Management, as all projects are constrained by time, cost, and scope.

Answer 384

Iron Triangle of Project Management

Question 385

The calculated score based on each risk’s probability and impact. The approach can be used in both qualitative and quantitative risk analysis.

Answer 385

Risk score

Question 386

When the project management team decides to use transference to respond to a risk, this is created between the buyer and the seller.

Answer 386

Risk-related contractual agreements

Question 387

An estimating approach that starts from zero, accounts for each component of the WBS, and arrives at a sum for the project. It is completed with the project team and can be one of the most time-consuming and most reliable methods to predict project costs.

Answer 387

Bottom-up estimating

Question 388

The message receiver restates what’s been said to fully understand and confirm the message and it provides an opportunity for the sender to clarify the message if needed.

Answer 388

active listening

Question 389

Diagrams that show the relationship between variables within a process and how those relationships may contribute to inadequate quality. The diagrams can help organize both the process and team opinions, as well as generate discussion on finding a solution to ensure quality.

Answer 389

Cause-and-effect diagrams

Question 390

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.)

Answer 390

Plurality

Question 391

A deliverables-oriented breakdown of the project scope

Answer 391

Work breakdown structure (WBS)

Question 392

There are hygiene agents and motivating agents. Hygiene agents are expectations for employment:paycheck, insurance, safe working environment. Motivating agents are motivators for employeessuch as bonuses, career advancement, opportunity to grow. Hygiene agents will not motivate, buttheir absence will de-motivate.

Answer 392

Herzberg’s Theory of Motivation

Question 393

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.

Answer 393

Product Scope

Question 394

The physical structure and surroundings that affect a project’s work.

Answer 394

Physical environment

Question 395

Uses a network structure to communicate and interact with other groups and departments. A point of contact exists for each department and these department point of contact receive and send all messages for the department.

Answer 395

Virtual organization

Question 396

These are charts and diagrams that help the project manager determine the influence of stakeholders in relation to their interest in the project. Common __________ include the power/interest grid, the power/influence grid, the influence/impact grid, and the salience model.

Answer 396

Stakeholder classification models

Question 397

Only one vendor can provide what your project needs to purchase. Examples include a specific consultant, specialized service, or unique type of material.

Answer 397

Sole source

Question 398

A formula to forecast the likelihood of a project to achieve its goals based on what’s happening in the project right now. There are two different flavors for the TCPI, depending on what you want to accomplish. If you want to see if your project can meet the budget at completion, you’ll use this formula: TCPI = (BAC – EV)/(BAC – AC). If you want to see if your project can meet the newly created estimate at completion, you’ll use this version of the formula: TCPI = (BAC – EV)/(EAC – AC).

Answer 398

To-Complete Performance Index

Question 399

Anything that interferes with or disrupts a message.

Answer 399

Noise

Question 400

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

Answer 400

management

Question 401

Costs that remain constant throughout the life of the project (the cost of a piece of rented equipment for the project, the cost of a consultant brought on to the project, and so on).

Answer 401

Fixed costs

Question 402

This approach pushes the information from the sender to the receiver without any real acknowledgment that the information was really received or understood. Consider letters, faxes, voicemail messages, e-mails, and other communications modalities that the sender packages and sends to receivers through some intermediary network

Answer 402

Push communication

Question 403

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

Answer 403

situational power

Question 404

This defines the procedures for how the contract may be changed. The process for changing the contract includes the forms; documented communications; tracking; conditions within the project, business, or marketplace that justify the needed change; dispute resolution procedures; and the procedures for getting the changes approved within the performing organization.

Answer 404

Contract change control system

Question 405

A network diagram that shows activities in nodes and the relationship between each activity. Predecessors come before the current activity, and successors come after the current activity

Answer 405

Precedence diagramming method

Question 406

Also known as the Iron Triangle. This theory posits that time, cost, and scope are three constraints that every project has.

Answer 406

Triple Constraints of Project Management

Question 407

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

Answer 407

Direct costs

Question 408

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

Answer 408

Majority

Question 409

These risks may have negative or positive outcomes. Examples include using a less experienced worker to complete a task, allowing phases or activities to overlap, or forgoing the expense of formal training for on-the-job education.

Answer 409

Business risks

Question 410

This is the physical work completed to date and the authorized budget for that work. It is the percentage of the BAC that represents the actual work completed in the project.

Answer 410

Earned value (EV)

Question 411

Calendars that identify when the project work will occur.

Answer 411

Project calendars

Question 412

The smallest item in the work breakdown structure.

Answer 412

Work package

Question 413

These seven tools are used in quality planning and in quality control: cause-and-effect diagrams, flowcharts, check sheets, Pareto diagrams, histograms, control charts, and scatter diagrams.

Answer 413

Seven basic quality tools

Question 414

Project Integration Management - Initiating

Answer 414

Develop Project Charter

Question 415

A quantitative risk analysis tool that examines each risk to determine which one has the largest impact on the project’s success.

Answer 415

Sensitivity analysis

Question 416

The project manager has the authority to discipline the project team members. This is also known as penalty power.

Answer 416

Coercive power

Question 417

A project simulation approach named after the world-famous gambling district in Monaco. This predicts how scenarios may work out, given any number of variables. The process doesn’t actually churn out a specific answer, but a range of possible answers. When this analysis is applied to a schedule, it can examine, for example, the optimistic completion date, the pessimistic completion date, and the most likely completion date for each activity in the project and then predict a mean for the project schedule.

Answer 417

Monte Carlo analysis

Question 418

A stakeholder who sees the benefits of the project and is in favor of the change the project is to bring about.

Answer 418

Positive stakeholder

Question 419

Defines three areas of PDUs for PMI certified professionals to maintain their certification. Includes technical project management, leadership, and strategic and business management.

Answer 419

PMI Talent Triangle

Question 420

A risk response effort to reduce the probability and/or impact of an identified risk in the project.

Answer 420

Mitigation

Question 421

Project Integration Management - Closing

Answer 421

Close Project or Phase

Question 422

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

Answer 422

Explicit knowledge

Question 423

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.

Answer 423

Requirements management plan

Question 424

A theory that states: “Work expands so as to fill the time available for its completion.” It is considered with time estimating, because bloated or padded activity estimates will fill the amount of time allotted to the activity.

Answer 424

Parkinson’s Law

Question 425

These models use a common set of values for all of the projects up for selection. For example, values can be profitability, complexity, customer demand, and so on.

Answer 425

Scoring models

Question 426

A group decision method where everyone must be in agreement

Answer 426

Unanimity

Question 427

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

Answer 427

Project Assumptions

Question 428

A quality control tool that shows the results of inspection in the order in which they’ve occurred. The goal of a thisis first to demonstrate the results of a process over time and then to use trend analysis to predict when certain trends may reemerge

Answer 428

Run chart

Question 429

A WBS entry located below a control account and above the work packages. This signifies that there is more planning that needs to be completed for this specific deliverable.

Answer 429

Planning package

Question 430

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

Answer 430

pressure-based power

Question 431

A project manager’s responsibility to be loyal to another person, organization, or vendor. For example, a project manager has a duty of loyalty to promote the best interests of an employer rather than the best interests of a vendor

Answer 431

Duty of loyalty

Question 432

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. This demands quantification of stakeholder objectives; goals such as “good,” “satisfaction,” and “speedy” aren’t quantifiable.

Answer 432

Stakeholder analysis

Question 433

The imminent work is planned in detail, while the work in the future is planned at a high level. This is a form of progressive elaboration.

Answer 433

Rolling wave planning

Question 434

The earliest a project activity can finish. Used in the forward pass procedure to discover the critical path and the project float.

Answer 434

Early finish

Question 435

These risks have only a negative outcome. Examples include loss of life or limb, fire, theft, natural disasters, and the like.

Answer 435

Pure risks

Question 436

The receiver is involved in the listening experience by paying attention to visual cues from the speaker and paralingual characteristics, and by asking relevant questions.

Answer 436

Effective listening

Question 437

Begins with problem definition. 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.

Answer 437

active problem solving

Question 438

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

Answer 438

Project objectives

Question 439

Anything that limits the project management team’s options. When it comes to this, geographical locales, incompatible communications software, and even limited communications technology can constrain the project team.

Answer 439

Communication constraints

Question 440

Contracts and agreements with unions or other employee groups may serve as constraints on the project.

Answer 440

Collective bargaining agreement constraints

Question 441

This 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.

Answer 441

Project boundaries

Question 442

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

Answer 442

positional power

Question 443

4.1 Develop Project Charter - Tools and Techniques

Answer 443

Expert JudgementData GatheringInterpersonal and Team SkillsMeetings

Question 444

The project management knowledge area that focuses on the management and engagement of the project stakeholders. There are four processes in this knowledge area: identify stakeholders, plan stakeholder management, manage stakeholder engagement, and Monitor Stakeholder Engagement.

Answer 444

Stakeholder management

Question 445

From seller to buyer. Price is the determining factor in the decision-making process.

Answer 445

Quotation

Question 446

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

Answer 446

Benefit/cost ratio (BCR) models

Question 447

This allows the vendor to begin working on the project immediately. It is often used as a stopgap solution.

Answer 447

Letter contract

Question 448

A data analysis table that shows the strength between variables and relationships within it.

Answer 448

Matrix diagram

Question 449

A smaller project managed within a larger, parent project. Often contracted work whose deliverable allows the larger project to progress.

Answer 449

Subprojects

Question 450

These risks are outside of the project, but directly affect it—for example, legal issues, labor issues, a shift in project priorities, or weather. “Force majeure” risks call for disaster recovery rather than project management. These are risks caused by earthquakes, tornadoes, floods, civil unrest, and other disasters.

Answer 450

External risks

Question 451

A project management subsidiary plan that defines how risks will be identified, analyzed, responded to, and monitored within the project. The plan also defines the iterative risk management process that the project is expected to adhere to.

Answer 451

Risk management plan

Question 452

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

Answer 452

Change control board (CCB)

Question 453

Issues are points of contention where some question of the project’s direction needs to be resolved. All identified issues are documented in the issue log, along with an issue owner and a deadline to resolve the issue. The outcome of the issue is also recorded.

Answer 453

Issue log

Question 454

Positive time that moves two or more activities further apart.

Answer 454

Lag Time

Question 455

A collection of related processes in project management. There are five process groups and 49 project management processes. The five are Initiating, Planning, Executing, Monitoring and Controlling, and Closing.

Answer 455

Process groups

Question 456

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.

Answer 456

Active observation

Question 457

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

Answer 457

Interviews

Question 458

The systematic process of combing through the project, the project plan, the work breakdown structure, and all supporting documentation to identify as many risks that may affect the project as possible.

Answer 458

Risk identification

Question 459

The total cost of the opportunity that is refused to realize an opposing opportunity

Answer 459

Opportunity cost

Question 460

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

Answer 460

Configuration verification and auditing

Question 461

The leader emphasizes the goals of the project and rewards and disincentives for the project team. This is sometimes called management by exception as it’s the exception that is reward or punished.

Answer 461

transactional leadership

Question 462

An organization where organizational resources are pooled into one project team, but the functional managers have less project power than the project manager.

Answer 462

Strong matrix structure

Question 463

The device that decodes a message as it is being received

Answer 463

Decoder

Question 464

These diagrams, such as the project network diagram, show the flow of the project work.

Answer 464

Activity network diagram

Question 465

Anyone who is affected by the existence of the project or who can affect the project’s existence. These can enter and exit the project as conditions change within the project.

Answer 465

Stakeholder

Question 466

Involves aligning, motivating, and inspiring the project team members to do the right thing, build trust, think creatively, and to challenge the status quo.

Answer 466

leadership

Question 467

Defines the obligations for the seller, what the seller will provide, and all of the particulars of the contracted work. This is similar to the statement of work.

Answer 467

Terms of Reference

Question 468

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.

Answer 468

Project scope management plan

Question 469

An activity that ranks stakeholders based on their influence, interests, and expectations of the project. Stakeholders are identified and ranked, and then their needs and expectations are documented and addressed.

Answer 469

Stakeholder analysis

Question 470

This is a formal agreement between the buyer and the seller. These can be oral or written—though written is preferred.

Answer 470

Contract

Question 471

The project team personally knows the project manager. This can also mean that the project manager refers to the person who assigned him the position.

Answer 471

Referent power

Question 472

An organization where organizational resources are pooled into one project team, but the functional managers and the project managers share the project power.

Answer 472

Balanced matrix structure

Question 473

A stakeholder who has neither a positive nor negative attitude about the project’s existence.

Answer 473

Neutral stakeholder

Question 474

The best modality to use when communicating that is relevant to the information being communicated.

Answer 474

Choice of media

Question 475

Once the project is done, either the team moves onto other assignments as a unit, or the project team is disbanded and individual team members go on to other work.

Answer 475

Adjourning

Question 476

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

Answer 476

tacit knowledge

Question 477

A risk response that transfers the ownership of the risk to another party. Insurance, licensed contractors, or other project teams are good examples of this. A fee and contractual relationships are typically involved with the transference of a risk.

Answer 477

Transference

Question 478

This estimate is also somewhat broad and is used early in the planning processes and also in top-down estimates. The range of variance for the estimate can be from –10 percent to +25 percent.

Answer 478

Budget estimate

Question 479

These are committees that ask every conceivable negative question about the proposed project. Their goals are to expose the project’s strengths and weaknesses, and to kill the project if it’s deemed unworthy for the organization to commit to. Also known as project steering committees or project selection committees.

Answer 479

Murder boards

Question 480

The most common approach to risk identification; usually completed by a project team with subject matter experts to identify the risks within the project.

Answer 480

Brainstorming

Question 481

A quantitatively based duration estimate that uses mathematical formulas to predict how long an activity will take based on the quantities of work to be completed.

Answer 481

Parametric estimate