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CAPM Study By Category > Study All Categories > Flashcards

Study All Categories Flashcards

1
Q

Which Knowledge Area? Estimate Activity Resources

A

Project Time Management

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2
Q

Which Knowledge Area? Plan Communications Management

A

Project Communications Management

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3
Q

Tools & Techniques: Estimate Costs

A

Expert judgment

Analogous estimating

Parametric estimating

Bottom-up estimating

Three-point estimating

Reserve analysis

Cost of quality

Project management software

Vendor bid analysis

Group decision-making techniques

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4
Q

Outputs: Perform Quantitative Risk Analysis

A

Project documents updates

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5
Q

How much is the Present Value (PV) worth in the future?FV=PV(1+i)n where:FV is the value to be determinedPV is the current investmenti is the interest raten is the number of time periods

A

Future Value(FV)

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6
Q

A graphic display of process data over time and against established control limits, and that has a centerline that assists in detecting a trend of plotted values toward either control limit.

A

Control Chart

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7
Q

• PM has strong authority.• Typical full-time resources from functional departments.• Internal competition may increasefor resources.• Project team members are on multiple projects.• PM is full-time and has full-time administrative staffing.

A

Strong Matrix

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8
Q

A response that ensures that a positive risk will likely happen

A

Enhance

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9
Q

Tools & Techniques: Define Activities

A

Decomposition

Rolling wave planning

Expert judgment

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10
Q

Inputs: Identify Risks

A

Risk management planCost management planSchedule management planQuality management plan Human resource management planScope baselineActivity cost estimatesActivity duration estimatesStakeholder registerProject documentsProcurement documentsEnterprise environmental factorsOrganizational process assets

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11
Q

Tools & Techniques: Perform Integrated Change Control

A

Expert judgment

Meetings

Change control tools

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12
Q

Outputs: Plan Risk Management

A

Risk management plan

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13
Q

Outputs: Control Costs

A

Work performance informationCost forecastsChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates

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14
Q

Inputs: Manage Project Team

A

Human resource management planProject staff assignmentsTeam performance assessmentsIssue logWork performance reportsOrganizational process assets

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15
Q

One party leaves the discussion. This is a yield-lose solution.

A

Withdrawl (Avoidance)

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16
Q

Outputs: Plan Risk Responses

A

Project management plan updatesProject documents updates

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17
Q

Which Knowledge Area? Create WBS

A

Project Scope Management

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18
Q

Schedule Variance (SV)

A

SV=EV-PV(Hint: Variance is something minus something)< 0 Behind schedule= 0 On schedule> 0 Ahead of schedule

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19
Q

Inputs: Sequence Activities

A

Schedule management planActivity listActivity attributesMilestone listProject scope statementEnterprise environmental factorsOrganizational process assets

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20
Q

Outputs: Manage Stakeholder Engagement

A

Issue logChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates

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21
Q

Outputs: Validate Scope

A

Accepted deliverablesChange requestsWork performance information Project documents updates.

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22
Q

Tools & Techniques: Estimate Activity Durations

A

Expert judgment

Analogous estimating

Parametric estimating

Three-point estimating

Group decision-making techniques

Reserve analysis

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23
Q

Which Knowledge Area? Close Procurements

A

Project Procurement Management

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24
Q

Tools & Techniques: Plan Procurement Management

A

Make-or-buy analysis

Expert judgment

Market research

Meetings

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25
Q

Vendors all meet with the buyer to discuss the detailsof the statement of work so they may prepare a bid, quote, or proposal.

A

Bidder conference

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26
Q

Tools & Techniques: Plan Schedule Management

A

Expert judgment

Analytical techniques

Meetings

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27
Q

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

A

Coercive

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28
Q

Inputs: Develop Project Team

A

Human resource management planProject staff assignments Resource calendars

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29
Q

Cost Variance (CV)

A

CV=EV-AC(Hint: EV always comes first)< 0 Over budget= 0 On budget> 0 Within budget

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30
Q

Tools & Techniques: Control Stakeholder Engagement

A

Information management systems

Expert judgment

Meetings

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31
Q

Inputs: Develop Schedule

A

Schedule management planActivity listActivity attributesProject schedule network diagramsActivity resource requirementsResource calendarsActivity duration estimatesProject scope statementRisk registerProject staff assignmentsResource breakdown structureEnterprise environmental factorsOrganizational process assets

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32
Q

Inputs: Manage Stakeholder Engagement

A

Stakeholder management planCommunications management planChange logOrganizational process assets

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33
Q

Inputs: Determine Budget

A

Cost management planScope baselineActivity cost estimatesBasis of estimatesProject scheduleResource calendarsRisk registerAgreementsOrganizational process assets

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34
Q

Tools & Techniques: Control Risks

A

Risk reassessment

Risk audits

Variance and trend analysis

Technical performance measurement

Reserve analysis

Meetings

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35
Q

Outputs: Plan Human Resource Management

A

Human resource management plan

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36
Q

an accounting system to track project costs by category (labor, specific materials, contractor rates). A project’s chart of accounts works with the organization’s chart of accounts for specific deliverables, work, and/or materials

A

Chart of Accounts

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37
Q

Which Knowledge Area? Control Stakeholder Engagement

A

Project Stakeholder Management

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38
Q

numbering system to identify the deliverables down to the work package within a WBS. The PMBOK® Guide uses a type of code of accounts: 5.3.3.2

A

Code of Accounts

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39
Q

the addition of small, undocumented changes that bypass the scope change control system. Scope creep is sometimes called project poison.

A

Scope Creep

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40
Q

Tools & Techniques: Control Scope

A

Variance analysis

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41
Q

Tools & Techniques: Identify Risks

A

Documentation reviews

Information gathering techniques

Checklist analysis

Assumptions analysis

Diagramming techniques

SWOT analysis

Expert judgment

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42
Q

Inputs: Control Stakeholder Engagement

A

Project management planIssue logWork performance dataProject documents

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43
Q

Inputs: Plan Cost Management

A

Project management planProject charterEnterprise environmental factorsOrganizational process assets

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44
Q

What 5 activities in the WBS needed for?

A
  1. Defining project activities2. Cost estimating3. Cost budgeting4. Identifying the project risks5. Qualitative risk analysis
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45
Q

Early planning estimate and/or top-down approach.Range of variance is -10% to +25% forthe project completion.

A

Budget estimate

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46
Q

A unilateral form of a contract.

A

Purchase order

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47
Q

PERT Estimation

A

(O+4M+P)/6O= Optimistic estimateM= Most Likely estimateP= Pessimistic estimate

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48
Q

Planned Value (PV)

A

PV=% planned completion (Hint: someone always had to tell you where you are int he project)

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49
Q

Outputs: Identify Risks

A

Risk register

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50
Q

monies that have been invested into a project. Sunk costs are gone, they are “sunk” into a project.

A

Sunk costs

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51
Q

Which Knowledge Area? Control Schedule

A

Project Time Management

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52
Q

Workers do well if motivated. This provides participative management, familial work environment, and lifelong employment. Known as Japanese Management Style.

A

Ouchi’s Theory Z

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53
Q

Inputs: Estimate Activity Durations

A

Schedule management planActivity listActivity attributesActivity resource requirementsResource calendarsProject scope statementRisk registerResource breakdown structureEnterprise environmental factorsOrganizational process assets

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54
Q

Which Knowledge Area? Perform Quantitative Risk Analysis

A

Project Risk Management

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55
Q

Outputs: Plan Communications Management

A

Communications management planProject documents updates

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56
Q

Tools & Techniques: Define Scope

A

Expert judgment

Product analysis

Alternatives generation

Facilitated workshops

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57
Q

Which Knowledge Area? Perform Quality Assurance

A

Project Quality Management

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58
Q

Tools & Techniques: Manage Project Team

A

Observation and conversation

Project performance appraisals

Conflict management Interpersonal skills

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59
Q

Outputs: Control Communications

A

Work performance informationChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates

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60
Q

Inputs: Control Schedule

A

Project management planProject scheduleWork performance dataProject calendarsSchedule dataOrganizational process assets

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61
Q

Which Knowledge Area? Identify Risks

A

Project Risk Management

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62
Q

Which Knowledge Area? Estimate Activity Durations

A

Project Time Management

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63
Q

Risks with a positive impact

A

Positive risk

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64
Q

Tools & Techniques: Direct and Manage Project Work

A

Expert judgment

Project management information system

Meetings

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65
Q

Inputs: Plan Stakeholder Management

A

Project management planStakeholder registerEnterprise environmental factorsOrganizational process assets

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66
Q

Inputs: Conduct Procurements

A

Procurement management planProcurement documentsSource selection criteria Seller proposalsProject documentsMake-or-buy decisionsProcurement statement of workOrganizational process assets

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67
Q

Risks with a negative impact.

A

Negative risks

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68
Q

Which Knowledge Area? Validate Scope

A

Project Scope Management

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69
Q

Outputs: Create WBS

A

Scope baselineProject documents updates

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70
Q

Quantifies the risk exposure based on evidence, research, and in-depth analysis of the risk events.

A

Quantitative analysis

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71
Q

Inputs: Develop Project Charter

A

Project statement of work Business case Agreements Enterprise environmental factors Organizational process assets

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72
Q

Outputs: Plan Procurement Management

A

Procurement management planProcurement statement of workProcurement documentsSource selection criteriaMake-or-buy decisionsChange requestsProject documents updates

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73
Q

Tools & Techniques: Control Communications

A

Information management systems

Expert judgment

Meetings

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74
Q

This model compares benefitsto costs. Consider a BCR of 4:1versus another project of 2:5.

A

Benefit-Cost Ratios (BCRs)

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75
Q

Which Knowledge Area? Collect Requirements

A

Project Scope Management

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76
Q

Simple, early estimate. Range of variance is -25% to +75% for the project completion.

A

Rough order of magnitude

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77
Q

Documents stakeholder identification, assessment of influence, and stakeholder type.

A

Stakeholder register

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78
Q

Outputs: Manage Project Team

A

Change requestsProject management plan updatesProject documents updatesEnterprise environmental factors updatesOrganizational process assets updates

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79
Q

The ownership of the risk is transferred to some other party, usually for a fee

A

Transference

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80
Q

This is a three-step process of identifying the project stakeholders early in the project, identify the impact/support of each stakeholder, and then plan how to influence stakeholders to act in given situations

A

Stakeholder analysis

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81
Q

Tools & Techniques: Determine Budget

A

Cost aggregation

Reserve analysis

Expert judgment

Historical relationships

Funding limit reconciliation

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82
Q

Outputs: Define Scope

A

Project scope statementProject documents updates

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83
Q

Tools & Techniques: Estimate Activity Resources

A

Expert judgment

Alternative analysis

Published estimating data

Bottom-up estimating

Project management software

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84
Q

Also known as weighted scoring models, these use a common set of values to “score” each project’s worthiness.

A

Scoring Models

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85
Q

Outputs: Identify Stakeholders

A

Stakeholder register

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86
Q

Which Knowledge Area? Plan Schedule Management

A

Project Time Management

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87
Q

Inputs: Manage Communications

A

Communications management planWork performance reportsEnterprise environmental factorsOrganizational process assets

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88
Q

The amount of time an activity can be delayed without delaying the project’s end date

A

Total float

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89
Q

Outputs: Control Stakeholder Engagement

A

Work performance informationChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates

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90
Q

Adding resources to reduce the project duration. This adds costs to the project

A

Crashing

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91
Q

Tools & Techniques: Plan Cost Management

A

Expert judgment

Analytical techniques

Meetings

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92
Q

Net Present Value This formula finds the presentvalue on the project for each year the project promises a return:1. Each time period’s promised return is calculated into present value.2. Sum all of the time periods’ present value.3. Subtract the project’s original investment from the sum.4. An NPV greater than one is good, less than one is bad.

A

Net Present Value

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93
Q

Inputs: Perform Integrated Change Control

A

Project management planWork performance reportsChange requestsEnterprise environmental factorsOrganizational process assets

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94
Q

Inputs: Estimate Activity Resources

A

Schedule management planActivity listActivity attributesResource calendarsRisk registerActivity cost estimatesEnterprise environmental factorsOrganizational process assets

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95
Q

Outputs: Determine Budget

A

Cost baselineProject funding requirementsProject documents updates

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96
Q

Tools & Techniques: Develop Schedule

A

Schedule network analysis

Critical path method

Critical chain method

Resource optimization techniques

Modeling techniques

Leads and lags

Schedule compression

Scheduling tool

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97
Q

Inputs: Close Procurements

A

Project management plan Procurement documents

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98
Q

Inputs: Create WBS

A

Scope management planProject scope statementRequirements documentation Enterprise environmental factorsOrganizational process assets

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99
Q

Tools & Techniques: Manage Stakeholder Engagement

A

Communication methods

Interpersonal skills

Management skills

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100
Q

Which Knowledge Area? Conduct Procurements

A

Project Procurement Management

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101
Q

Inputs: Define Activities

A

Schedule management planScope baselineEnterprise environmental factorsOrganizational process assets

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102
Q

Outputs: Control Schedule

A

Work performance informationSchedule forecastsChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates

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103
Q

Which Knowledge Area? Control Procurements

A

Project Procurement Management

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104
Q

Outputs: Control Quality

A

Quality control measurementsValidated changesValidated deliverablesWork performance informationChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates

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105
Q

Five EVM Rules to Memorize

A
  1. Always start with earned value.
  2. Variance means subtraction.
  3. Indexes are “something” divided by “something” and they show
    performance for the project objectives.
  4. When it comes to any index, the closer to 1 the better.
  5. Variances can be positive or negative.
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106
Q

Which Knowledge Area? Plan Human Resource Management

A

Project Human Resource Management

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107
Q

The project manager has the authority to reward the project team

A

Reward

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108
Q

Which Knowledge Area? Control Costs

A

Project Cost Management

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109
Q

Shows on a bar graph which factors are more significant

A

Pareto Chart

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110
Q

watching the speaker’s body language, interpreting paralingual clues, asking questions for clarity, and offering feedback

A

Effective Listening

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111
Q

One party quickly forces their solution over another. Often done by seniority. This is a win-lose solution.

A

Forcing

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112
Q

Outputs: Develop Project Management Plan

A

Project management plan

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113
Q

Complex formulas to determine aproject’s worthiness to be selected.Examples include:• Linear programming• Nonlinear programming• Integer algorithms• Dynamic programming• Multiobjective programming

A

Constrained Optimization Methods

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114
Q

N(N-1)/2, where N represents the number of stakeholders

A

Communication Channels Formula

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115
Q

Costs that are directly tied to the project.

A

Direct costs

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116
Q

Which Knowledge Area? Acquire Project Team

A

Project Human Resource Management

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117
Q

Tools & Techniques: Perform Qualitative Risk Analysis

A

Risk probability and impact assessment

Probability and impact matrix

Risk data quality assessment

Risk categorization

Risk urgency assessment

Expert judgment

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118
Q

The buyer tells the vendor they intend to do business with them; not a binding agreement.

A

Letter of intent

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119
Q

Tools & Techniques: Monitor and Control Project Work

A

Expert judgment

Analytical techniques

Project management information system

Meetings

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120
Q

Which Knowledge Area? Estimate Costs

A

Project Cost Management

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121
Q

Which Knowledge Area? Identify Stakeholders

A

Project Stakeholder Management

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122
Q

Outputs: Plan Schedule Management

A

Schedule management plan

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123
Q

Condition, event, or warning sign that a risk is about to happen. Usually “triggers” a risk response

A

Triggers

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124
Q

Inputs: Control Communications

A

Project management planProject communications Issue logWork performance dataOrganizational process assets

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125
Q

Generally short-term purchase used as a stopgap or emergency response.

A

Letter contract

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126
Q

Messages are __________

A

Transmitted

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127
Q

PM has little authority.• Organization is structured bydepartments or functions (sales,manufacturing, IT, etc.).• PM may be called a projectcoordinator or expediter.• The functional manager has all of the authority.• Focus is on completing the project work along with day-to-day work.• PM is part-time and has part-time administrative staffing.

A

Functional

128
Q

Tools & Techniques: Plan Risk Management

A

Analytical techniques

Expert judgment

Meetings

129
Q

This network diagramming approach is based on the availability of project resources todetermine project completion. It is more accurate than the traditional network diagram, but is more complex to create.

A

Critical chain

130
Q

Tools & Techniques: Plan Human Resource Management

A

Organization charts and position descriptions

Networking

Organizational theory

Expert judgment

Meetings

131
Q

Tools & Techniques: Conduct Procurements

A

Bidder conference

Proposal evaluation techniques

Independent estimates

Expert judgment

Advertising

Analytical techniques

Procurement negotiations

132
Q

Outputs: Plan Quality Management

A

Quality management planProcess improvement planQuality metricsQuality checklistsProject documents updates

133
Q

Tools & Techniques: Plan Communications Management

A

Communication requirements analysis

Communication technology

Communication models

Communication methods

Meetings

134
Q

Used to ensure that a series of steps are followed consistently. Can be used to organize data around a quality problem. For example, you can tally the number of times that a specific cause is the source of a defect, and then use that when creating a histogram or Pareto chart to prioritize quality problems.

A

Checksheets

135
Q

Outputs: Control Procurements

A

Work performance informationChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates

136
Q

An expense that can be shared with other projects or the organization, such as rent, phone, or equipment.

A

Indirect costs

137
Q

Outputs: Monitor and Control Project Work

A

Change requestsWork performance reportsProject management plan updatesProject documents updates

138
Q

Tools & Techniques: Validate Scope

A

Inspection

Group decision-making techniques

139
Q

The authority of the project manager comes from experience with the technology the project focuses on

A

Expert

140
Q

The amount of an opportunity that is given up.Consider: Project A is worth $55,000 and Project B is worth $89,000, you’d choose Project B to do. The opportunity is $55,000—the amount of Project A that you can’t do because of the opportunity of Project B.

A

Opportunity cost

141
Q

Tools & Techniques: Plan Risk Responses

A

Strategies for negative risks or threats

Strategies for positive risks or opportunities

Contingent response strategies

Expert judgment

142
Q

Which Knowledge Area? Plan Risk Management

A

Project Risk Management

143
Q

The project manager has been assigned by senior management and is in charge of the project. Also known as positional power

A

Formal

144
Q

Tools & Techniques: Create WBS

A

Decomposition

Expert judgment

145
Q

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

A

Halo Effect

146
Q

How much will a future value be worth in today’s dollars?PV=FV/(1+i)n where:PV is the value to be determinedFV is the promised return oninvestmenti is the interest raten is the number of time periods

A

Present Value

147
Q

Tools & Techniques: Control Quality

A

Seven basic quality tools

Statistical sampling

Inspection

Approved change requests review

148
Q

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

A

Referent

149
Q

Which Knowledge Area? Control Scope

A

Project Scope Management

150
Q

Requires a WBS and accounts for each work package

A

Bottom-up

151
Q

Which Knowledge Area? Manage Stakeholder Engagement

A

Project Stakeholder Management

152
Q

Tools & Techniques: Develop Project Team

A

Interpersonal skills

Training

Team-building activities

Ground rules

Colocation

Recognition and rewards

Personnel assessment tools

153
Q

Inputs: Perform Quantitative Risk Analysis

A

Risk management planCost management planSchedule management planRisk registerEnterprise environmental factorsOrganizational process assets

154
Q

Creates an analogy between projects; also known as a top down estimate

A

Analogous

155
Q

Tools & Techniques: Collect Requirements

A

Interviews

Focus groups

Facilitated workshops

Group creativity techniques

Group decision-making techniques

Questionnaires and surveys

Observations

Prototypes

Benchmarking

Context diagrams

Document analysis

156
Q

An amount of funds used to offset a project’s risks

A

Contingency fund

157
Q

Both parties work together for the good of the project in a spirit of problem solving. Also known as confronting. This is a win-win solution

A

Problem Solving

158
Q

defines who needs what information, when they need it, and in the specified modality

A

Communications Management Plan

159
Q

Inputs: Control Risks

A

Project management planRisk registerWork performance dataWork performance reports

160
Q

Outputs: Estimate Activity Resources

A

Activity resource requirementsResource breakdown structureProject documents updates

161
Q

Inputs: Control Quality

A

Project management planQuality metricsQuality checklistsWork performance dataApproved change requestsDeliverablesProject documentsOrganizational process assets

162
Q

This relationship is unusual and is rarely used. It requires Task A to start so that Task B may finish. It is also known as just-in-time (JIT) scheduling.

A

Start-to-finish (SF)

163
Q

Standard Deviation

A

(P-O)/6O= Optimistic estimateP= Pessimistic estimate

164
Q

Outputs: Perform Integrated Change Control

A

Approved change requestsChange logProject management plan updatesProject documents updates

165
Q

the process of adding extra features to drive up costs and consume the budget

A

Gold Plating

166
Q

Which Knowledge Area? Control Communications

A

Project Communications Management

167
Q

A constant “fixed” cost throughout the project

A

Fixed costs

168
Q

Variance at Completion (VAC)

A

VAC=BAC-EAC< 0 Over budget= 0 On budget> 0 Under budget

169
Q

Inputs: Monitor and Control Project Work

A

Project management planSchedule forecastsCost forecastsValidated changesWork performance informationEnterprise environmental factorsOrganizational process assets

170
Q

Float/Slack

A

LS-ESLS = Late startES = Early startLF – EFLF = Late finishEF = Early finish= 0 On critical path< 0 Behind schedule

171
Q

Develop Project Charter

A

Expert judgment

Facilitation techniques

172
Q

Needs are acquired over time and are shaped by life experiences. Our needs are categorized as achievement, affiliation, and power. McClelland used a Thematic Apperception Test (TAT) to determine an individual’s needs.

A

McClelland’s Theory of Needs

173
Q

Outputs: Collect Requirements

A

Requirements documentationRequirements traceability matrix

174
Q

This relationship means Task A must start before TaskB can start. This relationship allows both activities to happen in tandem.

A

Start-to-start (SS)

175
Q

Tools & Techniques: Sequence Activities

A

Precedence diagramming method (PDM)

Dependency determination

Leads and lags

176
Q

Outputs: Close Project or Phase

A

Final product, service, or result transitionOrganizational process assets updates

177
Q

Reduce the probability or impact of the risk event

A

Mitigation

178
Q

A risk response creates another risk.

A

Secondary risks

179
Q

Outputs: Estimate Activity Durations

A

Activity duration estimatesProject documents updates

180
Q

Inputs: Perform Qualitative Risk Analysis

A

Risk management planScope baselineRisk registerEnterprise environmental factorsOrganizational process assets

181
Q

the pitch, tone, inflection of the speaker that affects the content of the message

A

Paralingual

182
Q

Outputs: Acquire Project Team

A

Project staff assignmentsResource calendarsProject management plan updates

183
Q

A vertical bar chart that creates a graphic display of events (such as causes of defects or types of defects) in descending order. The objective is to rank problems based on the frequency of occurrence to determine the order in which to resolve them.

A

Pareto diagrams

184
Q

Schedule Performance Variance (SPI)

A

SPI=EV/PV(Hint: Schedule always uses planned value. Costs are always actual costs)< 1 behind schedule= 1 on schedule> 1 ahead of schedule

185
Q

Which Knowledge Area? Control Risks

A

Project Risk Management

186
Q

Outputs: Sequence Activities

A

Project schedule network diagramsProject documents updates

187
Q

Outputs: Manage Communications

A

Project communicationsProject management plan updatesProject documents updatesOrganisational process assets updates

188
Q

Which Knowledge Area? Plan Cost Management

A

Project Cost Management

189
Q

A risk response may create small generally accepted risks

A

Residual risk

190
Q

Graphs pairs of numerical data, one variable on each axis, to look for a relationship.

A

Scatter Diagram

191
Q

Tools & Techniques: Control Schedule

A

Performance reviews

Project management software

Resource optimization techniques

Modeling techniques

Leads and lags

Schedule compression

Scheduling tool

192
Q

Inputs: Define Scope

A

Scope management planProject charterRequirements documentationOrganizational process assets

193
Q

Most accurate estimate, but takes longest tocomplete; uses the bottom-upapproach. Range of variance is -5% to+10% for the project completion.

A

Definitive estimate

194
Q

Tools & Techniques: Perform Quality Assurance

A

Quality management and control tools

Quality audits

Process analysis

195
Q

Which Knowledge Area? Define Activities

A

Project Time Management

196
Q

Outputs: Control Scope

A

Work performance information Change requestsProject management plan updatesProject documents updatesOrganizational process assets updates

197
Q

Tools & Techniques: Manage Communications

A

Communication technology

Communication models

Communication methods Information management systems

Performance reporting

198
Q

What percentage of communication is non-verbal?

A

55%

199
Q

Inputs: Perform Quality Assurance

A

Quality management plan Process improvement planQuality metricsQuality control measurementsProject documents

200
Q

conformance to requirements and a fitness for use. It is fulfilling the project scope.

A

Quality

201
Q

Which Knowledge Area? Define Scope

A

Project Scope Management

202
Q

These are grids to plot out stakeholder power, influence, and interest in the project. Here are four common models:

A

Stakeholder classification models

203
Q

Which Knowledge Area? Sequence Activities

A

Project Time Management

204
Q

Inputs: Plan Human Resource Management

A

Project management plan Activity resource requirementsEnterprise environmental factorsOrganizational process assets

205
Q

based on a previous project and this is a called

A

WBS Template or WBT

206
Q

participating in the conversation through verbal and nonverbal signs of message receipt

A

Active Listening

207
Q

defines all of the project deliverables, resources, cost and time estimates, and associated information for each work package

A

WBS Dictionary

208
Q

Knowledge is __________

A

Transferred

209
Q

Thory 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.

A

Maslow’s Hierarchy of Needs

210
Q

Develop Project Management Plan

A

Project Integration Management

211
Q

Which Knowledge Area? Manage Communications

A

Project Communications Management

212
Q

Which Knowledge Area? Close Project or Phase

A

Project Integration Management

213
Q

Tools & Techniques: Control Procurements

A

Contract change control system

Procurement performance reviews

Inspections and audits

Payment systems

Claims administration

Records management system

Performance reporting

214
Q

Outputs: Perform Qualitative Risk Analysis

A

Project documents updates

215
Q

Outputs: Develop Project Charter

A

Project charter

216
Q

Outputs: Plan Cost Management

A

Cost management plan

217
Q

Which Knowledge Area? Plan Quality Management

A

Project Quality Management

218
Q

Both parties give up something, often in a heated scenario. This is a lose-lose solution.

A

Compromising

219
Q

Cost Performance Index (CPI)

A

CPI=EV/AC(Hint: Index is something divided by something)< 1 Over budget= 1 On budget> 1 Under budget

220
Q

Inputs: Control Scope

A

Project management planRequirements documentationRequirements traceability matrixWork performance dataOrganizational process assets

221
Q

This relationship means Task A must completebefore Task B can begin. This is the most common relationship.

A

Finish-to-start (FS)

222
Q

Risk is with the buyer as the buyer pays for cost overruns.

A

Cost reimbursable contracts

223
Q

Risk is with the seller as seller pays for cost overruns

A

Fixed-price (lump-sum contracts)

224
Q

Which Knowledge Area? Control Quality

A

Project Quality Management

225
Q

Outputs: Estimate Costs

A

Activity cost estimatesBasis of estimatesProject documents updates

226
Q

A positive risk that a project wants to take advantage of

A

Exploit

227
Q

The amount of time an activity can be delayed without delaying the next activity’s start date

A

Free float

228
Q

Tools & Techniques: Plan Stakeholder Management

A

Expert judgment

Meetings

Analytical techniques

229
Q

Inputs: Plan Scope Management

A

Project management planProject charterEnterprise environmental factorsOrganizational process assets

230
Q

Can help you see the relationship between the process steps. You can use this information to optimize the process and to see where problems and defects can occur. Useful in process improvement projects or to document any process.

A

Flowcharts

231
Q

Inputs: Identify Stakeholders

A

Project charterProcurement documentsEnterprise environmental factorsOrganizational process assets

232
Q

Inputs: Close Project or Phase

A

Project management planAccepted deliverablesOrganizational process assets

233
Q

The differences of the problem are downplayed. This is a delay and is a lose-lose solution

A

Smoothing

234
Q

Outputs: Control Risks

A

Work performance informationChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates

235
Q

Estimate to Complete (ETC)

A

ETC=EAC-AC(Hint: How much more do you need?)

236
Q

Which Knowledge Area? Develop Project Team

A

Project Human Resource Management

237
Q

• PM and functional managers balance power.• Power struggles are common. Internal competition may increasefor resources.• Project team members are on multiple projects.• PM is full-time and has part-time administrative staffing.

A

Balanced Matrix

238
Q

Inputs: Collect Requirements

A

Scope management planRequirements management planStakeholder management planProject charterStakeholder register

239
Q

• PM has the most authority.• Team is typically assigned to the project full-time.• Competition between teams may hurt the organization.• Team is uncertain of future work after the project is completed.• PM is full-time and hasfull-time administrative staffing.

A

Projectized

240
Q

like a run chart, but it instead tracks the relationship between two variables. The two variables are considered related the closer they track against a diagonal line. Consider the relationship of costs and schedule

A

Scatter Diagram

241
Q

Which Knowledge Area? Perform Integrated Change Control

A

Project Integration Management

242
Q

Buyer pays for the time and materials of the vendor. Must have a not-to-exceed (NTE) clause.

A

Time and materials contract

243
Q

category or rank given to entities having the same functional use but different technical characteristics

A

Grade

244
Q

Estimate at Complete (EAC)

A

EAC=BAC/CPI(Hint: Account for pennies lost on the dollar)

245
Q

Inputs: Plan Quality Management

A

Project management planStakeholder registerRisk registerRequirements documentationEnterprise environmental factorsOrganizational process assets

246
Q

Outputs: Develop Project Team

A

Team performance assessmentsEnterprise environmental factors updates

247
Q

Inputs: Acquire Project Team

A

Human resource management planEnterprise environmental factorsOrganizational process assets

248
Q

An opportunity to delay an activity. Also called slack

A

Float

249
Q

classifies stakeholders based onpower, urgency, and legitimacy for the project

A

Salience model

250
Q

Inputs: Plan Procurement Management

A

Project management planRequirements documentationRisk registerActivity resource requirementsProject scheduleActivity cost estimatesStakeholder registerEnterprise environmental factorsOrganizational process assets

251
Q

Which Knowledge Area? Plan Risk Responses

A

Project Risk Management

252
Q

Tools & Techniques: Plan Scope Management

A

Expert judgment

Meetings

253
Q

prevention-driven process to do the project work right the first time.

A

Quality Assurance

254
Q

Inputs: Control Procurements

A

Project management plan Procurement documents AgreementsApproved change requestsWork performance reportsWork performance data

255
Q

Outputs: Perform Quality Assurance

A

Change requestsProject management plan updatesProject documents updatesOrganizational process assets updates

256
Q

Outputs: Direct and Manage Project Work

A

DeliverablesWork performance dataChange requestsProject management plan updatesProject documents updates

257
Q

Activities are moved closer together or even overlap (negative time).

A

Lead

258
Q

• PM has less power than functional managers.• Internal competition may increasefor resources.• Project team members are on multiple projects.• PM is part-time and has part-time administrative staffing.

A

Weak Matrix

259
Q

Outputs: Close Procurements

A

Closed procurementsOrganizational process assets updates

260
Q

Outputs: Conduct Procurements

A

Selected sellersAgreementsResource calendarsChange requestsProject management plan updatesProject documents updates

261
Q

Allows project phases to overlap to reduce theproject duration. This adds risk to the project

A

Fast tracking

262
Q

Which Knowledge Area? Monitor and Control Project Work

A

Project Integration Management

263
Q

Inputs: Plan Risk Responses

A

Risk management planRisk register

264
Q

Inputs: Estimate Costs

A

Cost management planHuman resource management planScope baselineProject scheduleRisk registerEnterprise environmental factorsOrganizational process assets

265
Q

Which Knowledge Area? Develop Schedule

A

Project Time Management

266
Q

To-Complete Performance Index (TCPI) (Using BAC)

A

TCPI=(BAC-EV)/(BAC-AC)(Hint: What’s left to do divided by what cash is left)< 1 Under budget= 1 On budget> 1 Over budget

267
Q

The cost of the deliverable, service, or materials canfluctuate based on varying factors

A

Variable costs

268
Q

Inputs: Develop Project Management Plan

A

Project charterOutputs from other processesEnterprise environmental factorsOrganizational process assets

269
Q

An offer and consideration. Contracts are backed by the court system

A

Contracts

270
Q

Outputs: Develop Schedule

A

Schedule baselineProject scheduleSchedule dataProject calendarsProject management plan updatesProject documents updates

271
Q

Inputs: Direct and Manage Project Work

A

Project management plan Approved change requestsEnterprise environmental factorsOrganizational process assets

272
Q

Individuals allow their work to consume all of their time. Work will expand to fill the amount of time allotted to it.

A

Parkinson’s Law

273
Q

This relationship means Task A must complete before Task B does. Ideally, two tasks must finish at exactly the same time, but this is not always the case.

A

Finish-to-finish (FF)

274
Q

Qualifying the risks for their legitimacy. This is a very quick, subjective approach.

A

Qualitative analysis

275
Q

Risks that can offer an upside or a downside (both positive and/or negative impacts). Investing in a project is a business risk.

A

Business risk

276
Q

inspection-driven process to keep mistakes from entering the customers’ hands

A

Quality Control

277
Q

Which Knowledge Area? Plan Scope Management

A

Project Scope Management

278
Q

deliverables-orienteddecomposition of the project scope

A

WBS

279
Q

Tools & Techniques: Develop Project Management Plan

A

Expert judgment

Facilitation techniques

280
Q

Tools & Techniques: Perform Quantitative Risk Analysis

A

Data gathering and representation techniques

Quantitative risk analysis and modeling techniques

Expert judgment

281
Q

Outputs: Plan Stakeholder Management

A

Stakeholder management planProject documents updates

282
Q

Which Knowledge Area? Perform Qualitative Risk Analysis

A

Project Risk Management

283
Q

A vertical bar chart (like the Pareto diagram), but a is arranged to show the shape of distribution of an event: for example, the shape of distribution of calls coming into a call center. It can show the spread of results (dispersion) and the median (or mean or mode).

A

Histograms

284
Q

Which Knowledge Area? Determine Budget

A

Project Cost Management

285
Q

Projects are chartered to give theproject manager the authority toact on behalf of the project sponsoror customer.Projects are chartered to solve aproblem or seize an opportunity.

A

Project Purpose

286
Q

Which Knowledge Area? Plan Procurement Management

A

Project Procurement Management

287
Q

Tools & Techniques: Close Project or Phase

A

Expert judgment

Analytical techniques

Meetings

288
Q

Tools & Techniques: Close Procurements

A

Procurement audits

Procurement negotiations

Records management system

289
Q

Outputs: Define Activities

A

Activity listActivity attributesMilestone list

290
Q

Tools & Techniques: Identify Stakeholders

A

Stakeholder analysis

Expert judgment

Meetings

291
Q

A person’s or organization’s willingness to accept risk.Relative to the project priority as high-priority projects are typically risk adverse. Also known as risk tolerance.

A

Utility function

292
Q

Inputs: Plan Schedule Management

A

Project management plan Project charterEnterprise environmental factorsOrganizational process assets

293
Q

Only offers a negative impact (injury, fire, theft, destruction).

A

Pure risk

294
Q

Tools & Techniques: Plan Quality Management

A

Cost-benefit analysis

Cost of quality

Seven basic quality tools

Benchmarking

Design of experiments

Statistical sampling

Additional quality planning tools

Meetings

295
Q

Tools & Techniques: Control Costs

A

Earned value management

Forecasting

To-complete performance index (TCPI)

Performance reviews

Project management software

Reserve analysis

296
Q

Inputs: Plan Communications Management

A

Project management planStakeholder registerEnterprise environmental factorsOrganizational process assets

297
Q

Communication channels formula

A

N(N-1)/2, where N represents the number of stakeholders

298
Q

Inputs: Control Costs

A

Project management planProject funding requirementsWork performance dataOrganizational process assets

299
Q

Which Knowledge Area? Direct and Manage Project Work

A

Project Integration Management

300
Q

Outputs: Plan Scope Management

A

Scope management plan Requirements management plan

301
Q

Earned Value (EV)

A

EV=% complete x BAC

302
Q

Used to identify the root causes or contributors to a problem, error, or defect. The problem statement is the effect and the possible contributing factors are the causes. For example, a failure in a system integration test could be due toImproper codingUnskilled coderInappropriate environmentInappropriate test scriptInsufficient bandwidthThe preceding are just a few examples. And each cause can be further explored for a more elaborate cause-and-effect diagram, also known as a “fishbone” diagram (because when drawn, it looks like a fish) or an “Ishikawa” diagram (named for the person who developed it).

A

Cause and effect diagram

303
Q

Tools & Techniques: Acquire Project Team

A

Pre-assignment

Negotiation

Acquisition

Virtual teams

Mutti-criteria decision analysis

304
Q

People behave based on what they believe (expect) their behavior to bring them.

A

Vroom’s Expectancy Theory

305
Q

The risk may be small so the risk may be accepted.

A

Acceptance

306
Q

Uses a parameter (cost per ton, cost per unit) for the estimate.

A

Parametric

307
Q

Which Knowledge Area? Manage Project Team

A

Project Human Resource Management

308
Q

Inputs: Plan Risk Management

A

Project management planProject charterStakeholder registerEnterprise environmental factorsOrganizational process assets

309
Q

Management’s perspective of employees. X people are bad, lazy, and need to be micromanaged. Y people are self-directed. Most managers have X and Y attributes.

A

McGregor’s X and Y

310
Q

Inputs: Validate Scope

A

Project management planRequirements documentationRequirements traceability matrixVerified deliverablesWork performance data

311
Q

Which Knowledge Area? Develop Project Charter

A

Project Integration Management

312
Q

Which Knowledge Area? Plan Stakeholder Management

A

Project Stakeholder Management

313
Q

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

A

Herzberg’s Theory of Motivation

314
Q

To-Complete Performance Index (TCPI) (Using EAC)

A

TCPI=(BAC-EV)/(EAC-AC)(Hint: What’s left to do divided by predicted amount of cash left)< 1 Under budget= 1 On budget> 1 Over budget

315
Q

Waiting time between activities (positive time).

A

Lag

316
Q

comprised of the project scope statement, the WBS, and the WBS Dictionary

A

Scope Baseline

317
Q

A positive risk that can be shared with the organization or other projects

A

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CAPM Study By Category (19 decks)

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