Sybex Glossary PMP

Question 1

acceptance

Answer 1

Acceptance is a strategy for threats or opportunities and is part of a tool and technique of the Plan Risk Responses process. This strategy implies that the organization is willing to accept the consequences of the risk should it occur.

Question 2

acceptance criteria

Answer 2

Acceptance criteria refers to the product of the project and includes the process and the criteria that will be used to determine whether the deliverables and the final product or service of the project are acceptable and satisfactory.

Question 3

Achievement Theory

Answer 3

This motivational theory says people are motivated by the need for three things: achievement, power, and affiliation.

Question 4

Acquire Project Team

Answer 4

This process involves attaining human resources and assigning them to the project. Human resources may come from inside or outside the organization. Acquire Project Team belongs to the Executing process group.

Question 5

activity attributes

Answer 5

Activity attributes describe the characteristics of activities, such as the activity identifier or code, descriptions, constraints, and assumptions associated with the activity, predecessor activities, successor activities, resource requirements, the individual responsible for completing the work, and so on. The activity attributes are an extension of the activity list and are used in the schedule model tool and technique of the Develop Schedule process.

Question 6

activity duration estimates

Answer 6

Activity duration estimates are quantifiable estimates of the number of work periods needed to complete the schedule activities listed. They are an output of the Estimate Activity Durations process.

Question 7

activity list

Answer 7

This is an extension of the WBS that contains all the activities of the project and a description of each activity. The activity list is an output of the Define Activities process.

Question 8

activity on arrow (AOA)

Answer 8

This is a network diagramming method that places activities on arrows, which connect to dependent activities using nodes. This is also known as the arrow diagramming method.

Question 9

activity on node (AON)

Answer 9

This is a network diagramming method that places activities on nodes, which connect to dependent activities using arrows. This is also known as the precedence diagramming method.

Question 10

actual cost (AC)

Answer 10

This is the actual cost of work to date or during a given time period, including direct and indirect costs.

Question 11

addition

Answer 11

This is a type of project ending where the project evolves into an ongoing operation.

Question 12

Administer Procurements

Answer 12

This process involves monitoring vendor performance and

ensuring that all the requirements of the contract are met.

Question 13

advertising

Answer 13

This is the act of informing potential vendors that an RFP, RFQ, or other procurement document is available. This is a tool and technique of the Conduct Procurements process.

Question 14

alternatives identification

Answer 14

This is a technique used to discover different methods or ways of accomplishing the project. Alternatives identification is a tool and technique of the Define Scope process.

Question 15

analogous estimating

Answer 15

This technique uses the actual duration of a similar, completed activity to determine the duration of the current activity. This is also called top-down estimating and uses both expert judgment and historical information.

Question 16

appeals

Answer 16

See contested changes.

Question 17

appraisal costs

Answer 17

Appraisal costs are the costs expended to examine the product or process and make certain the requirements are being met. Appraisal costs might include costs associated with aspects such as inspections and testing.

Question 18

approval requirements

Answer 18

Approval requirements refer to how the objectives, deliverables, project management documents, and other outcomes and results of the project will be approved.

Question 19

arbitration

Answer 19

This is a negotiation technique used to settle contract disputes. All parties come to the table with a third, disinterested party who is not a participant in the contract to try to reach an agreement. The purpose of arbitration is to reach an agreement without having to go to court.

Question 20

arrow diagramming method (ADM)

Answer 20

This is a network diagramming method that places activities on arrows, which connect to dependent activities using nodes. This is also known as activity on arrow.

Question 21

assumption

Answer 21

This is an event or action believed to be true. Project assumptions should always be documented.

Question 22

attributes

Answer 22

These are measurements of deliverables (or certain characteristics of the deliverable) that meet one of two options: conforming or nonconforming. Conforming meets the requirement; nonconforming does not. This is an inspection technique (which is a tool and technique) of the Perform Quality Control process.

Question 23

avoid

Answer 23

The avoid strategy is used for risks that pose threats to the project or have negative impacts. It’s part of a tool and technique of the Plan Risk Responses process. This strategy requires changes to the project plan in order to avoid or eliminate risk events and their
impacts to the project objectives.

Question 24

backward pass

Answer 24

This is a calculation used in CPM to determine late start and late finish dates for activities.

Question 25

balanced matrix

Answer 25

This is a type of organizational structure where power is balanced between project managers and functional managers.

Question 26

bar charts

Answer 26

This is a method of displaying schedule activities. See also Gantt charts.

Question 27

benchmarking

Answer 27

Benchmarking is a process of comparing previous similar activities to the
current project activities to provide a standard to measure performance against.

Question 28

benefit measurement methods

Answer 28

This is a category of project selection methods. They employ various forms of analysis and comparative approaches to make project decisions and include cost-benefit analysis, scoring models, benefit contribution methods, and economic models.

Question 29

bidder conferences

Answer 29

Meetings held by the buyer with prospective vendors or sellers are held prior to the completion of their response proposal to clarify project objectives and answer questions. Bidder conferences are a tool and technique of the Conduct Procurements process.

Question 30

brainstorming

Answer 30

This is an information-gathering technique that is a tool and technique of the Identify Risks process. It involves assembling in one place subject matter experts, team members, risk management team members, and anyone else who might benefit from the process and querying them on possible risk events.

Question 31

budget at completion (BAC)

Answer 31

This is the sum of all the budgets established for all the
work of the project, the work package, the control account, or the schedule activity. It’s the total planned value for the work component or project. This figure is used in earned value analysis calculations.

Question 32

buffer

Answer 32

See reserve time.

Question 33

calculation methods

Answer 33

This is a category of selection methods outlined in the project selection methods of the Initiation process. Calculation methods provide a way to calculate the value of the project. This value is used in the project selection decision-making process.

Question 34

Capability Maturity Model Integration (CMMI)

Answer 34

CMMI is used to assess and improve performance of organizations in various areas. CMMI may apply to project management, engineering, organizational development, and more. Generally, five stages of maturity are associated with CMMI. They are no formal processes in place; basic processes in place; best practices in place and standardized across the organization; best practices in place, standardized, and measurable using quantifiable methods; continuous, sustained process improvement.

Question 35

cardinal scale

Answer 35

This is a scale of values that are linear or nonlinear and referenced in the Perform Qualitative Risk Analysis process.

Question 36

cause-and-effect diagram

Answer 36

This diagram shows the relationship between the effects of
problems and their causes. It depicts every potential cause and subcause of a problem and the effect that each proposed solution will have on the problem. This diagram is also called a fishbone diagram or an Ishikawa diagram.

Question 37

change control board (CCB)

Answer 37

This is a team of stakeholders that is established by the
organization and given the authority via the configuration management system to review all change requests and approve them or deny them.

Question 38

change control system

Answer 38

This includes documented procedures that describe how to submit change requests and how to manage change requests. The change control system tracks the status of change requests and defines the level of authority needed to approve changes. It describes
the management impacts of the changes as they pertain to project performance. Change control systems are a subset of the configuration management system.

Question 39

chart of accounts

Answer 39

This is the organization’s accounting system. Control accounts associated
with the WBS are linked to the chart of accounts.

Question 40

checklists

Answer 40

Checklists can be used with the Plan Quality, Perform Quality Control, and Identify Risk processes. They outline a series of required steps a particular process must follow.

Question 41

claims

Answer 41

See contested changes.

Question 42

claims administration

Answer 42

Claims administration involves documenting, monitoring, and managing contested changes to the contract.

Question 43

Close Procurements

Answer 43

This process is concerned with completing and settling the terms of the contract, and it determines whether the work described in the contract was completed accurately and satisfactorily. This process is performed after Close Project or Phase, but its output
(contract file) becomes an input to the Close Project or Phase process (contract documentation).

Question 44

Close Project or Phase

Answer 44

This process is concerned with gathering and disseminating information to formalize project closure. The completion of each project phase requires that Close Project or Phase is performed as well.

Question 45

close project procedures

Answer 45

Close project procedures is a document that outlines how Close Project or Phase procedures will occur on the project, the activities needed to perform the close procedures, and the essential roles and responsibilities. This is an output of the Direct and Manage Project Execution process.

Question 46

Closing

Answer 46

This is the last of the five project management process groups. Closing brings a formal, orderly end to the activities of a project phase or to the project itself. All the project information is gathered and archived for future reference. Contract closeout occurs here,
and formal acceptance and approval are obtained from project stakeholders.

Question 47

code of accounts

Answer 47

These are unique identifiers assigned to each level of the WBS that are associated with the corporation’s chart of accounts. The chart of accounts tracks project costs by category.

Question 48

collaborating

Answer 48

This is a conflict resolution technique that allows multiple viewpoints to be discussed and all perspectives of an issue examined. Collaborating can lead to true consensus and commitment when performed correctly.

Question 49

Collect Requirements

Answer 49

The purpose of the Collect Requirements process is to define and document the project sponsor, customer, and stakeholder’s expectations and needs for meeting the project objectives. You will use requirements to manage customer expectations throughout the project.

Question 50

co-location

Answer 50

This is a tool and technique in which team members physically work at the
same location or hold project meetings in a common area such as a war room.

Question 51

common causes of variances

Answer 51

These are process variances seen during the Perform Quality
Control process that result in random variances, known or predictable variances, or variances that are always present in the process.

Question 52

communication

Answer 52

This is the process of exchanging information. There are three elements to all communication: the sender, the message, and the receiver. Communication can be written or verbal and formal or informal. A project manager spends 90 percent of their time communicating.

Question 53

communications management plan

Answer 53

This plan documents the types of stakeholder information

needs, when and how frequently the information should be distributed, and the method of communication.

Question 54

composite

Answer 54

This is a combination of organizational structures that co-exist within a company such as, functional, matrix, and projectized.

Question 55

compromise

Answer 55

Compromise is a conflict resolution technique. Compromise is achieved when
each of the parties involved in the conflict gives up something to reach a solution.

Question 56

Conduct Procurements

Answer 56

This process involves obtaining bids and proposals from vendors in response to RFPs and similar documents prepared during the Plan Procurements process.

Question 57

configuration management

Answer 57

Configuration management is concerned with centrally
managing approved changes and project baselines. It is concerned with the specifications of the deliverables and processes.

Question 58

conflict

Answer 58

Conflict is the incompatibility of goals, which often leads to one party resisting or blocking the other party from attaining their goals.

Question 59

conflict of interest

Answer 59

Conflict of interest occurs when personal interests are put above the interests of the project. It also occurs when personal influence is used to cause others to make decisions in favor of the influencer without regard for the project outcome.

Question 60

confrontation

Answer 60

This conflict resolution technique, also known as problem solving, is the most often used conflict resolution technique by project managers. This is a win-win technique because it concentrates on finding all the facts about the issue and continues to examine solutions until the right one surfaces.

Question 61

constrained optimization methods

Answer 61

See mathematical models.

Question 62

constraint

Answer 62

This is anything that either restricts the actions of the project team or dictates the actions of the project team.

Question 63

contested changes

Answer 63

These are contract changes that cannot be agreed upon. They usually involve a disagreement about the compensation to the vendor for implementing the change.

Question 64

contingency planning

Answer 64

This is a risk response strategy that involves planning alternatives to deal with the risks should they occur. The contingent response strategy, which uses contingency planning, is a tool and technique of the Plan Risk Responses process.

Question 65

contingency reserves

Answer 65

Contingency reserves hold project funds, time, or resources in reserve to offset any unavoidable threats that might occur to project scope, schedule, cost overruns, or quality. This is a tool and technique of the Plan Risk Responses process. Contingency reserves are also taken into consideration in the Determine Budget process.

Question 66

Contingency Theory

Answer 66

The Contingency Theory is a motivational theory derived from Theory Y behaviors and the Hygiene Theory. This theory says people are motivated to achieve levels of competency and will continue to be motivated by this need even after competency is reached.

Question 67

contingency

Answer 67

time See reserve time.

Question 68

continuous improvement

Answer 68

Continuous improvement involves everyone in the organization
watching for ways to improve quality, whether incrementally or by incorporating new ideas into the process. This involves taking measurements, improving processes by making them repeatable and systemized, reducing variations in production or performance, reducing defects, and improving cycle times. TQM and Six Sigma are examples of continuous improvement. The Kaizen approach is a quality technique from Japan (Kaizen means continuous
improvement in Japanese).

Question 69

contract

Answer 69

This is a legally binding agreement between two or more parties used to acquire products or services. Contracts can be made between two or more parties, and money is typically exchanged for goods or services. They are enforceable by law and require an offer and an acceptance.

Question 70

contract change control system

Answer 70

This describes the processes needed to make contract changes and is a tool and technique of the Administer Procurements process.

Question 71

contract statement of work (SOW)

Answer 71

This is a detailed, concise description of the work of the project included with the contract. Either the buyer or the seller can write this. See also statement of work.

Question 72

control accounts

Answer 72

A control account is where factors such as actual cost, schedule, and scope can be measured using earned value performance measures. Control accounts are assigned to various levels of the WBS.

Question 73

control chart

Answer 73

This is a tool and technique of the Perform Quality Control process that measures the results of processes over time and displays them in graph form. Control charts measure variances to determine whether process variances are in control or out of control.

Question 74

Control Costs

Answer 74

This process manages the changes to project costs using the cost change
control system.

Question 75

Control Schedule

Answer 75

This process involves documenting and managing changes to the
project schedule.

Question 76

Control Scope

Answer 76

This process involves documenting and managing changes to project scope. Any modification to the agreed-upon WBS is considered a scope change. Changes in product scope will require changes to the project scope. See also product scope and project scope.

Question 77

corrective actions

Answer 77

This is when you take action to align the anticipated future project
outcomes with the project plan.

Question 78

cost of quality (COQ)

Answer 78

This is the total cost to produce the product or service of the project according to the quality standards and/or the cost to make a product or service that is nonconforming meet the quality requirements.

Question 79

cost performance baseline

Answer 79

This is the authorized time-phased budget for the project using the budget at completion earned value management formula. Cost performance baselines represented as S curves.

Question 80

cost performance index (CPI)

Answer 80

This is an earned value analysis technique that is used to

calculate cost performance efficiencies: CPI = EV / AC.

Question 81

cost plus fee (CPF)

Answer 81

Cost plus fee contracts reimburse the seller for all allowable costs and include a fee that’s calculated as a percentage of total costs. This is also called a cost plus percentage of cost contract (CPCC).

Question 82

cost plus fixed fee (CPFF)

Answer 82

Cost plus fixed fee contracts charge back all allowable project
costs to the seller and include a fixed fee upon completion of the contract.

Question 83

cost plus incentive fee (CPIF)

Answer 83

This type of contract charges the allowable costs associated
with producing the goods or services of the project to the buyer and includes an incentive for exceeding the performance criteria laid out in the contract.

Question 84

cost plus percentage of cost (CPCC)

Answer 84

See cost plus fee (CPF).

Question 85

cost reimbursable contract

Answer 85

This type of contract charges the allowable costs associated

with producing the goods or services of the project to the buyer.

Question 86

cost variance (CV)

Answer 86

This is an earned value analysis technique that determines whether costs are higher or lower than budgeted during a given period of time: CV = EV – AC.

Question 87

cost-benefit analysis

Answer 87

This compares the financial benefits to the company of performing
the project to the costs of implementing the project.

Question 88

crashing

Answer 88

Crashing is a schedule compression technique that looks at cost and schedule trade-offs. One of the things you might do to crash the schedule is add resources, from either inside or outside the organization, to the critical path tasks.

Question 89

critical chain

Answer 89

This is the new critical path formed as a result of constrained resources.

Question 90

critical chain method

Answer 90

This tool and technique from the Develop Schedule process modifies the project schedule by accounting for limited or restricted resources. This is a technique that’s designed to help manage the uncertainties of a project. It combines deterministic and probabilistic approaches. The critical chain method often changes the critical path.

Question 91

critical path (CP)

Answer 91

This is the longest path through the project. It’s made up of activities with zero float.

Question 92

Critical Path Method (CPM)

Answer 92

This determines a single early and late start date and early
and late finish date for each activity on the project to determine both the longest path of the project schedule network diagram and the finish date of the project.

Question 93

critical success factors

Answer 93

These are the elements that must be completed in order for the
project to be considered complete.

Question 94

culture shock

Answer 94

This is a disorienting experience that occurs when working in foreign surroundings or cultures with which you are unfamiliar.

Question 95

cumulative cost performance index (cumulative CPI)

Answer 95

This is an earned value analysis technique that is used to calculate cost performance efficiencies: cumulative CPI = cumulative EV / cumulative AC.

Question 96

decision models

Answer 96

This is a category of selection methods. Decision models are used to examine different criteria to help make a decision regarding project selection. See also calculation methods.

Question 97

decision trees

Answer 97

These are diagrams that show the sequence of interrelated decisions and the expected results of choosing one alternative over the other. This is a Perform Quantitative Risk Analysis modeling technique, which is a tool and technique of this process.

Question 98

Define Activities

Answer 98

This process identifies the activities of the project that need to be
performed to produce the product or service of the project.

Question 99

Define Scope

Answer 99

This Planning process further elaborates the objectives and deliverables of
the project into a project scope statement that’s used as a basis for future project decisions.

Question 100

deliverable

Answer 100

This is a measurable outcome, measurable result, or specific item that must be produced to consider the project or project phase completed. Deliverables are tangible and can be measured and easily proved.

Question 101

Delphi technique

Answer 101

This is an information gathering technique used in the Identify Risks and Collect Requirements processes used to gather information. Similar to brainstorming, except participants don’t usually know each other, and they don’t have to be present at the
same location.

Question 102

dependencies

Answer 102

See logical relationships.

Question 103

design of experiments (DOE)

Answer 103

Design of experiments (DOE) is a statistical technique that identifies the elements—or variables—that will have the greatest effect on overall project outcomes.

Question 104

Determine Budget

Answer 104

This process creates the cost performance baseline, which measures
the variance and performance of the project throughout the project’s life.

Question 105

Develop Human Resource Plan

Answer 105

This process documents the roles and responsibilities of individuals or groups for various project elements and then documents the reporting relationships for each.

Question 106

Develop Project Management Plan

Answer 106

This is the first process in the Planning process group. The purpose of this process is to define, coordinate, and integrate all subsidiary project plans. The subsidiary plans might include the following: project scope management plan, schedule management plan, cost management plan, quality management plan, process improvement plan, staffing management plan, communication management plan, risk management plan, procurement management plan, schedule baseline, cost performance baseline, and scope baseline.

Question 107

Develop Project Team

Answer 107

This process concerns creating an open, encouraging environment for team members as well as developing them into an effective, functioning, coordinated group.

Question 108

Develop Schedule

Answer 108

This process calculates and prepares the schedule of project activities, which becomes the schedule baseline. It determines activity start and finish dates, finalizes activity sequences and durations, and assigns resources to activities.

Question 109

Direct and Manage Project Execution

Answer 109

This process involves carrying out the project plan. Activities are clarified, the work is authorized to begin, resources are committed and assigned to activities, and the product or service of the project is created. The largest portion of the project budget will be spent during this process.

Question 110

discounted cash flow

Answer 110

This compares the value of the future cash flows of the project to
today’s dollars using time value of money techniques.

Question 111

discretionary dependencies

Answer 111

These are dependencies defined by the project management
team. Discretionary dependencies are usually process or procedure driven. They are also known as preferred logic, soft logic, and preferential logic. See also logical relationships.

Question 112

disputes

Answer 112

See contested changes.

Question 113

Distribute Information

Answer 113

This process is concerned with providing stakeholders with
information regarding the project in a timely manner via status reports, project meetings, review meetings, email, and so on. The communications management plan is put into action during this process.

Question 114

earned value (EV)

Answer 114

This is a measurement of the project’s progress to date or the value of the work completed to date.

Question 115

earned value management (EVM)

Answer 115

This is the most commonly used performance measurement
method. It looks at schedule, cost, and scope project measurements and compares their progress as of the measurement date against what was expected. The three measurements needed to perform earned value analysis are planned value (PV), actual cost (AC), and earned value (EV).

Question 116

efficiency indicators

Answer 116

Cost variance and schedule variance together are known as

efficiency indicators.

Question 117

enhance

Answer 117

Enhance is a Plan Risk Responses strategy used for risks that pose an opportunity to the project. It involves increasing the probability and/or impact of the risk.

Question 118

Estimate Activity Durations

Answer 118

This process assesses the number of work periods needed to
complete the project activities. Work periods are usually expressed in hours or days. Large projects might express duration in weeks or months.

Question 119

Estimate Activity Resources

Answer 119

This process determines the types of resources needed (both human and materials) and in what quantities for each schedule activity within a work package.

Question 120

estimate at completion (EAC)

Answer 120

This is an earned value analysis technique that forecasts the expected total cost of a work component, the schedule activity, or the project at its completion.

Question 121

Estimate Costs

Answer 121

This process develops an approximation of the costs of each project activity.

Question 122

estimate to complete (ETC)

Answer 122

This is an earned value analysis technique that determines the additional expected costs to complete the schedule activity, WBS component, or control account (or project). This is most typically calculated in a bottom-up manner.

Question 123

evaluation criteria

Answer 123

This is a method of rating and scoring vendor proposals. Evaluation criteria are an output of the Plan Procurements process via the source selection criteria and they are an input to the Conduct Procurements process (as part of the source selection criteria).

Question 124

Executing

Answer 124

This is the third of the project management process groups. The Executing process group involves putting the project management plan into action, including coordinating and directing project resources to meet the objectives of the project plan. The Executing processes ensure that the project plan stays on track and that future execution of project plans stays in line with project objectives.

Question 125

Expectancy Theory

Answer 125

This is a motivational theory that states that the expectation of a
positive outcome drives motivation and that people will behave in certain ways if they think there will be good rewards for doing so. The strength of the expectancy drives the behavior.

Question 126

expected monetary value (EMV)

Answer 126

EMV is a statistical technique that calculates the
anticipated impact of the decision. This is a Perform Quantitative Risk Analysis modeling technique, which is a tool and technique of this process.

Question 127

expected value

Answer 127

This is the value calculated by using the three-point estimates for activity duration (most likely, pessimistic, and optimistic) and then finding the weighted average of those estimates.

Question 128

expert judgment

Answer 128

Expert judgment is a tool and technique of several processes. Expert judgment relies on individuals or groups of people who have training, specialized knowledge, or skills about the inputs you’re assessing.

Question 129

exploit

Answer 129

Exploit is a Plan Risk Responses strategy used for risks that pose an opportunity to the project. It involves ensuring that the risk is realized.

Question 130

external dependencies

Answer 130

These are the dependencies that are external to the project. See also logical relationships.

Question 131

extinction

Answer 131

This is a type of project ending where the work of the project is completed and
accepted by the stakeholders.

Question 132

failure costs

Answer 132

Failure costs are the costs associated with nonconformance when products or services do not meet specifications. There are two types of failure costs, internal and external. Failure costs are also known as cost of poor quality.

Question 133

fait accompli

Answer 133

Fait accompli happens during contract negotiation when one party tries to convince the other party discussing a particular contract term that it is no longer an issue. It’s a distraction technique because the party practicing fait accompli tactics is purposely
trying to keep from negotiating an issue and claims the issue cannot be changed.

Question 134

fallback plan

Answer 134

Fallback plans are generally developed for risks with high impact or for risks with identified strategies that might not be effective at dealing with risks. Fallback plans are not contingency plans.

Question 135

fast tracking

Answer 135

This is a schedule compression technique where two activities that were previously scheduled to start sequentially start at the same time. Fast tracking reduces schedule duration if applied to the critical path.

Question 136

feasibility study

Answer 136

Feasibility studies are undertaken to determine whether the project is a viable project, the probability of project success, and the viability of the product of the project.

Question 137

firm fixed-price contract (FFP)

Answer 137

This type of contract sets a specific, firm price for the goods or services rendered based on a well-defined deliverable agreed upon by the buyer and seller. The biggest risk is borne by the seller with a fixed-price contract.

Question 138

fitness for use

Answer 138

Joseph Juran is noted for this theory, which means that stakeholders’ and customers’ expectations are met or exceeded.

Question 139

fixed-price plus incentive contract (FPIF)

Answer 139

This type of contract sets a specific, firm price for the goods or services rendered (like the fixed-price contract) and includes an
extra incentive for exceeding agreed-upon performance criteria.

Question 140

fixed-price with economic price adjustment (FP-EPA)

Answer 140

This contract sets a firm price for the goods or services rendered and includes an adjustment that’s tied to a reliable financial index. FP-EPA contracts are used when the contract period extends several years.

Question 141

float

Answer 141

The amount of existing schedule flexibility for the project. Also see free float and total float.

Question 142

float time

Answer 142

See float.

Question 143

forecasting

Answer 143

Forecasting examines the actual project performance data to date and makes
predictions about future project performance based on this data.

Question 144

force majeure

Answer 144

Catastrophic risk events that are outside the scope of Project Risk Management, such as earthquakes, meteorites, volcanoes, floods, civil unrest, and terrorism. This is referenced in the risk categories section of the Identify Risks process.

Question 145

forcing

Answer 145

This is a conflict resolution technique where one person forces a solution on the other parties.

Question 146

formal acceptance and closure

Answer 146

Formal acceptance and closure involves providing formal notice to the seller—usually in written form—that the contract is complete. It’s the organization’s way of formally accepting the product of the project from the vendor and closing out the contract. This is an element of both the Close Project or Phase and Close Procurements processes.

Question 147

forward pass

Answer 147

A calculation used in CPM to determine early start and early finish dates for activities.

Question 148

free float

Answer 148

This is the amount of time the start of a task can be delayed without delaying the early start of its closest successor.

Question 149

functional organization

Answer 149

This is a form of organizational structure. Functional organizations
are traditional organizations with hierarchical reporting structures. The functional manager traditionally has more authority in this type of organization than the project manager has.

Question 150

Gantt charts

Answer 150

Gantt charts display schedule activities. They might also show activity sequences, activity start and end dates, resource assignments, activity dependencies, and the critical path.

Question 151

Graphical Evaluation and Review Technique (GERT)

Answer 151

Graphical Evaluation and Review Technique is a schedule diagramming method that allows for conditions, branches, and loops.

Question 152

hammocks

Answer 152

These are summary-level activities or aggregate activities shown as a summary
activity on a project schedule network diagram.

Question 153

handoffs

Answer 153

This is the process of ending one project life cycle phase and beginning the next.

Question 154

hard dependencies

Answer 154

See mandatory dependencies

Question 155

hard logic

Answer 155

See mandatory dependencies.

Question 156

historical information

Answer 156

This is an input to several Planning processes that refers to information or records regarding past projects and their performance. Records are available for reference on the existing project.

Question 157

Hygiene Theory

Answer 157

Fredrick Herzberg developed this theory. It’s also known as the Motivation-Hygiene Theory. Hygiene factors and motivators contribute to motivation. Hygiene factors prevent dissatisfaction and deal with work environment issues.

Question 158

Identify Risks

Answer 158

This process identifies the potential project risks and documents their
characteristics.

Question 159

Identify Stakeholders

Answer 159

The Identify Stakeholders process involves identifying and documenting all the stakeholders on the project, including their interests, impact, and potential negative impacts on the project. Information regarding the stakeholders is recorded in the stakeholder register.

Question 160

impact

Answer 160

This is the amount of damage or opportunity a risk event poses to a project.

Question 161

impact scale

Answer 161

This is a scale in which a value is assigned to depict the severity of a potential
risk impact using a cardinal value or actual numeric value.

Question 162

independent estimates

Answer 162

This is the process of comparing the costs of a vendor proposal
with outside sources or other vendor prices to determine whether estimates are reasonable. This is a tool and technique of the Conduct Procurements process

Question 163

influence diagrams

Answer 163

This is a diagramming technique referenced in the Identify Risks process that shows the causal influences among project variables, the timing or time order of events, and the relationships among other project variables and their outcomes.

Question 164

information distribution tools

Answer 164

This tool and technique of the Distribute Information process involves methods for distributing the project information to the project team or stakeholders.

Question 165

Initiating

Answer 165

This is the first project management process group and generally the first phase of a project life cycle. It acknowledges that the project, or the next phase in an active project, should begin.

Question 166

inspection

Answer 166

This tool and technique of the Verify Scope and the Perform Quality Control processes involves physically looking at, measuring, or testing results to determine whether they conform to the requirements or quality standards.

Question 167

integration

Answer 167

This is a type of project ending where the financial or human resources
assigned to the project are diverted or reassigned elsewhere in the organization.

Question 168

internal rate of return (IRR)

Answer 168

This is the discount rate when the present value of the
cash inflows equals the original investment. Projects with higher IRR values are generally considered better than projects with lower IRR values. IRR assumes that cash inflows are reinvested at the IRR value.

Question 169

interviews

Answer 169

Interviews are question-and-answer sessions held with other project managers, subject matter experts, stakeholders, customers, the management team, project team members, and users. Typically, these folks have previous experience on projects similar to the current project, or they have specialized knowledge or industry expertise.

Question 170

iterative

Answer 170

This describes processes that are repeated. The five process groups are repeated throughout the project’s life because of change requests, responses to change, corrective action, and so on.

Question 171

Kaizen approach

Answer 171

Kaizen is a cost of quality technique. When this technique is used, all team members and managers should be constantly watching for quality improvement opportunities. Kaizen means continuous improvement in Japanese.

Question 172

lags

Answer 172

Lags occur when time elapses between two activities; the result is time being added to the start date or the finish date of the schedule activity.

Question 173

leaders

Answer 173

Leaders impart vision, gain consensus for strategic goals, establish direction, and inspire and motivate others.

Question 174

leads

Answer 174

Leads speed up successor activities and result in time being subtracted from the start date or the finish date of the dependent activity.

Question 175

lessons learned

Answer 175

These consist of information gained throughout the course of the project that can be used to benefit the current project, future projects, or other projects currently being performed by the organization. Lessons learned should be documented and might
include positive as well as negative lessons.

Question 176

lines of communication

Answer 176

This is the total number of communication channels among a group of participants. The formula to calculate lines of communication is n (n – 1) / 2.

Question 177

logical relationships

Answer 177

These are dependencies between two project activities whereby one activity must do something (finish or start) before another activity can do something (start or finish). Logical relationships can also exist between an activity and a milestone. These are also known as precedence relationships. The four types of logical relationships are finish-to-start, finish-to-finish, start-to-start, and start-to-finish.

Question 178

lump-sum contracts

Answer 178

See firm fixed-price contracts.

Question 179

make-or-buy analysis

Answer 179

This tool and technique of the Plan Procurements process determines whether it’s more cost effective for the organization to purchase goods and services or to produce the goods and services itself. Make-or-buy analysis can also include capacity
issues, skills, availability, trade secrets, and so on.

Question 180

Manage Project Team

Answer 180

is concerned with tracking and reporting the performance of individual team members and preparing performance appraisals.

Question 181

Manage Stakeholder Expectations

Answer 181

Manage Stakeholder Expectations is concerned with satisfying the needs of the stakeholders by managing communications with them, resolving issues, and improving project performance by implementing requested changes.

Question 182

managers

Answer 182

Managers focus on results and are concerned with getting the job done according to the requirements.

Question 183

mandatory dependencies

Answer 183

These are dependencies that are directly related to the nature of
the work being performed. This is also known as hard dependencies or hard logic. See also logical relationships.

Question 184

Maslow’s Hierarchy of Needs

Answer 184

This is a motivational theory that hypothesizes that people have five basic needs and they fall in hierarchical order: basic physical needs, safety and security needs, social needs, self-esteem needs, and self-actualization.

Question 185

mathematical models

Answer 185

Mathematical models, also called constrained optimization methods, are a category of project selection methods. They are complex mathematical models that use linear, dynamic, integer, nonlinear, and/or multi-objective programming in the form of algorithms, or in other words, a specific set of steps to solve a particular problem.

Question 186

matrix organization

Answer 186

This is a form of organizational structure. Employees in a matrix
organization report to one functional manager and at least one project manager. Functional managers assign employees to projects and carry out administrative duties, while project managers assign tasks associated with the project to team members and execute the project.

Question 187

milestone

Answer 187

This is a major deliverable or key event in a project used to measure project progress.

Question 188

milestone chart

Answer 188

This is a method to display project schedule information that shows the start and/or finish date of milestones.

Question 189

mitigate

Answer 189

This is a strategy for negative risks or threats, which is a tool and technique of the Plan Risk Responses process. Mitigation reduces the probability of a risk event and/ or its impacts to an acceptable level.

Question 190

Monitor and Control Project Work

Answer 190

Monitor and Control Project Work is concerned with monitoring all the processes in the Initiating, Planning, Executing, and Closing process groups. Collecting data, measuring results, and reporting on performance information are some of the activities performed during this process.

Question 191

Monitor and Control Risks

Answer 191

This process involves responding to risks as they occur. The risk management plan details how risk is managed, and the risk response plan details how risk response strategies are implemented in the event of an actual risk event. This process
implements risk responses according to the plan.

Question 192

Monitoring and Controlling

Answer 192

This is the fourth project management process group. The
Monitoring and Controlling process group involves taking performance measurements and analyzing them to determine whether the project is staying true to the project plan. Corrective
action is applied where necessary to get the project activities realigned with the project plan.

Question 193

Monte Carlo analysis

Answer 193

This is a simulation technique that is discussed in the modeling
and simulation tool and technique of the Perform Quantitative Risk Analysis and Develop Schedule processes. Monte Carlo typically simulates schedule and cost variables many times to calculate a distribution of probable cost or duration results.

Question 194

motivational theories

Answer 194

Motivational theories present ideas on why people act the way they do and how they can be influenced to act in certain ways to get the results desired.

Question 195

Motivation-Hygiene Theory

Answer 195

See Hygiene Theory.

Question 196

net present value (NPV)

Answer 196

net present value (NPV) Net present value evaluates the cash inflows using the discounted cash flow technique, which is applied to each period the inflows are expected. The total present value of the cash flows is deducted from the initial investment to determine NPV. NPV assumes that cash inflows are reinvested at the cost of capital. This is similar to discounted cash flow.

Question 197

Nominal Group Technique

Answer 197

This is an information-gathering technique similar to brainstorming
that can be used during the Identify Risks and Collect Requirements processes.

Question 198

objectives

Answer 198

These describe the results and/or the product or service the project intends to produce. They are the quantifiable criteria used to measure project success. All project work is directed at completing the objective of the project. Objectives should be stated in tangible terms that are specific, measurable, accurate, realistic, and time bound.

Question 199

operational definition

Answer 199

An operational definition is also known as a quality metric, and it
describes what is being measured and how it will be measured during the Perform Quality Control process.

Question 200

operations

Answer 200

These are ongoing endeavors typically involving repetitive processes that produce the same results.

Question 201

ordinal scale

Answer 201

These are values that are rank-ordered as, for example, high, medium, or low. They are referenced in the Perform Qualitative Risk Analysis process.

Question 202

organization breakdown structure (OBS)

Answer 202

This relates the WBS elements to the organizational unit responsible for completing the work.

Question 203

parametric estimating

Answer 203

Parametric estimating is a quantitatively based estimating method
that multiplies the quantity of work by the rate.

Question 204

Pareto charts

Answer 204

Pareto charts are a tool and technique of the Perform Quality Control process. They rank-order the most important factors, such as delays, costs, or defects, by their frequency over time and are displayed as histograms.

Question 205

passive acceptance

Answer 205

Passive acceptance means that plans will not be made to avoid, transfer, or mitigate a negative risk, nor will plans be made to share, exploit, or enhance a positive risk. The consequences of the risk event are accepted should the risk event occur.

Question 206

payback period

Answer 206

This is the length of time it takes a company to recover the initial cost of producing a product or service of a project.

Question 207

payment system

Answer 207

A payment system is the tool and technique of Administer Procurements that is used to issue payment based on the input of seller invoices.

Question 208

Perform Integrated Change Control

Answer 208

This process is concerned with influencing the things that cause change, determining that change is needed or has happened, and managing change. All other change control processes are integrated with this process.

Question 209

Perform Qualitative Risk Analysis

Answer 209

This process determines what impact the identified risks will have on the project and the probability that they’ll occur, and it puts the risks in priority order according to their effect on the project objectives.

Question 210

Perform Quality Assurance

Answer 210

This process involves performing systematic quality activities
and uses quality audits to determine which processes should be used to achieve the project requirements and to assure that they are performed efficiently and effectively.

Question 211

Perform Quality Control

Answer 211

This process is concerned with monitoring work results to
see whether they fulfill the quality standards set out in the quality management plan. The Perform Quality Control process determines whether the end product conforms to the requirements and product description defined during the Planning processes.

Question 212

Perform Quantitative Risk Analysis

Answer 212

This process assigns numeric probabilities to each identified risk and examines their potential impact to the project objectives.

Question 213

performance measurement baselines

Answer 213

The scope baseline, schedule baseline, and cost performance baseline are collectively known as the performance measurement baselines.

Question 214

performance review

Answer 214

Performance reviews examine schedule activities, work packages, or cost account status and their progress to date. The three types of analyses associated with performance reviews are variance analysis, trend analysis, and earned value technique.

Question 215

Plan Procurements

Answer 215

This process involves identifying the goods or services that will be
purchased from outside of the organization, the quantity needed, and when they need to be purchased. It also involves identifying the project needs that can be met by the project team.

Question 216

Plan Quality

Answer 216

This process is concerned with targeting quality standards that are relevant to the project at hand and devising a plan to meet and satisfy those standards.

Question 217

Plan Risk Management

Answer 217

This process determines how risks will be managed for a project.

Question 218

Plan Risk Responses

Answer 218

This process defines what steps to take to reduce threats and take
advantage of opportunities and assigns departments or individual staff members the responsibility of carrying out the risk response plans developed in this process.

Question 219

planned value (PV)

Answer 219

This is the cost of work that has been budgeted for an activity during
a certain time period. (Note: PV also stands for present value.)

Question 220

Planning

Answer 220

This is the second project management process group. The Planning process group consists of processes that involve formulating and revising project goals and objectives and creating the project management plan that will be used to achieve the goals the project was undertaken to address. Planning involves determining alternative courses of action and selecting from among the best of those to produce the project’s goals. The Planning process group is where the project requirements are determined and stakeholders are identified.

Question 221

PMI Code of Ethics and Professional Conduct

Answer 221

This is an ethical code established by PMI to ensure personal and professional conduct on the part of PMPs.

Question 222

politics

Answer 222

This is a technique used to influence people to perform. It involves getting groups of people with different interests to cooperate creatively even in the midst of conflict and disorder.

Question 223

portfolio

Answer 223

This is a collection of projects or programs that meet a specific business goal or objective.

Question 224

portfolio management

Answer 224

This is the management of collections of programs and projects to
meet and maximize the strategic objectives of the business. It involves monitoring active projects, balancing the portfolio among other investments, assuring efficient use of resources, and
assessing the value of projects and potential projects against the portfolio’s strategic objectives.

Question 225

power

Answer 225

This is a technique used to influence people to perform. It’s the ability to get people to do things they wouldn’t do otherwise, to change minds and the course of events, and to influence outcomes.

Question 226

preassignment

Answer 226

This is a tool and technique of the Acquire Project Team process. This occurs when a project is put out for bid and specific team members are promised as part of the proposal or when internal project team members are promised and assigned as a condition
of the project.

Question 227

precedence diagramming method (PDM)

Answer 227

precedence diagramming method (PDM) This is a network diagramming method that places activities on nodes, which connect to dependent activities using arrows. This is also known as activity on node.

Question 228

precedence relationships

Answer 228

See logical relationships.

Question 229

preferential logic

Answer 229

See discretionary dependencies.

Question 230

preferred logic

Answer 230

See discretionary dependencies.

Question 231

prevention

Answer 231

This keeps errors from occurring in the process. Prevention is a quality concern.

Question 232

preventive action

Answer 232

Preventive action involves anything that will reduce the potential impacts of risk events should they occur. Contingency plans and risk responses are examples of preventive action. They are inputs to the Direct and Manage Project Execution process through
approved change requests.

Question 233

probability

Answer 233

This is the likelihood that a risk event will occur.

Question 234

probability and impact matrix

Answer 234

The probability and impact matrix defines the combination
of probability and impact that helps determine which risks need detailed risk response plans. It’s defined during the Plan Risk Management process and included in the risk management
plan. The matrix is used in the Perform Qualitative Risk Analysis process to assign an overall risk rating to each of the project’s identified risks. The combination of probability and impact results in a classification usually expressed as high, medium, or low. High risks are often considered a red condition, medium risks are often considered a yellow condition, and low risks are often considered a green condition.

Question 235

process analysis

Answer 235

Process analysis is a tool and technique of the Perform Quality Assurance process. It looks at process improvement from an organizational and technical perspective. Process analysis steps are documented in the process improvement plan and examine problems experienced while conducting the project, the constraints of the project, and inefficient and ineffective processes identified during process operation.

Question 236

process improvement plan

Answer 236

The process improvement plan focuses on finding inefficiencies
in a process or activity and eliminating them. It is an output of the Plan Quality process, and implemented in the Perform Quality Assurance process.

Question 237

procurement audits

Answer 237

This tool and technique of the Close Procurements process examines the procurement processes to determine their effectiveness. Procurement audits are performed on Plan Procurements, Conduct Procurements, and the Administer Procurements processes.

Question 238

procurement documents

Answer 238

Procurement documents are prepared in the Plan Procurements
process and are used to solicit vendors and suppliers to bid on project procurement needs. A procurement document might be called request for proposal (RFP), request for information
(RFI), invitation for bid (IFB), or request for quotation (RFQ).

Question 239

procurement file

Answer 239

This is a file of all the contract records and supporting documents. This is part of the organizational process asset output of the Close Procurements process.

Question 240

procurement management plan

Answer 240

This details how the procurement processes will be managed throughout the project and includes elements such as the types of contracts used, the authority of the project team, and where to find standard procurement documents.

Question 241

procurement negotiations

Answer 241

Procurement negotiation occurs when all parties discuss the
terms of the contract, or procurement document, and reach an agreement. This is a tool and technique of the Conduct Procurements process.

Question 242

procurement statement of work

Answer 242

See statement of work

Question 243

product analysis

Answer 243

This is a description of the product of the project that might include performing value analysis, function analysis, quality function deployment, product breakdown analysis, systems engineering techniques, value engineering, and function deployment techniques to further define and better understand the product or service of the project. This is a tool and technique of the Define Scope process.

Question 244

product description

Answer 244

See product scope description.

Question 245

product scope

Answer 245

See product scope description.

Question 246

product scope description

Answer 246

This is a description of the product features and functionality
that describes the characteristics of the end product.

Question 247

product verification

Answer 247

This determines whether the work described in the contract was completed accurately and satisfactorily. It’s one of the purposes of the Close Procurements process.

Question 248

Program Evaluation and Review Technique (PERT)

Answer 248

PERT uses expected value—or weighted average—of critical path tasks to determine project duration by establishing three estimates: most likely, pessimistic, and optimistic. The formula for PERT is optimistic + pessimistic + (4 * most likely) / 6. PERT is used when activity duration estimates are highly uncertain.

Question 249

program

Answer 249

This is a grouping of projects that are managed together. The individual projects are usually part of one bigger project and are, therefore, related.

Question 250

program management

Answer 250

Program management is the central management and coordination of groups of related projects and operations work to obtain benefits and administer controls that aren’t possible when the projects and operations are managed individually to achieve the program’s strategic objectives.

Question 251

progressive elaboration

Answer 251

This is the process of taking incremental steps to examine

and refine the characteristics of the product of the project. Processes may be progressively elaborated as well.

Question 252

project

Answer 252

Projects are temporary in nature; have definite start and end dates; create a unique product, service, or result; and are completed when the goals and objectives of the project have been met.

Question 253

project boundaries

Answer 253

These define what is and what is not included in the work of the project. They should specifically state what is excluded from the work of the project. This is an element of the project scope statement.

Question 254

project calendars

Answer 254

Project calendars are used in the Develop Schedule process. They define
the organization’s working calendar of holidays, shift schedules, and so on.

Question 255

project charter

Answer 255

This is an official, written acknowledgment and recognition that a project exists. The project charter is issued by senior management and gives the project manager the authority to assign organizational resources to the work of the project.

Question 256

Project Communications Management

Answer 256

This is one of the nine Knowledge Areas of project management. Project Communications Management ensures proper and timely communications and includes these processes: Identify Stakeholders, Plan Communications, Distribute Information, Manage Stakeholder Expectations, and Report Performance.

Question 257

Project Cost Management

Answer 257

This is one of the nine Knowledge Areas of project management.
Project Cost Management ensures proper cost planning, budgets, and controls. It includes these processes: Estimate Costs, Determine Budget, and Control Costs.

Question 258

Project Human Resource Management

Answer 258

This is one of the nine Knowledge Areas of project management. Project Human Resource Management ensures effective use of human resources. It includes these processes: Develop Human Resource Plan, Acquire Project Team, Develop Project Team, and Manage Project Team.

Question 259

Project Integration Management

Answer 259

This is one of the nine Knowledge Areas of project management. Project Integration Management involves coordinating all aspects of the project. It includes these processes: Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Execution, Monitor and Control Project Work, Perform
Integrated Change Control, and Close Project or Phase.

Question 260

project life cycle

Answer 260

This is the grouping of project phases in a sequential order from the beginning of the project to the close.

Question 261

project management

Answer 261

This is the process that’s used to initiate, plan, execute, monitor,
control, and close out projects by applying skills, knowledge, and project management tools and techniques to fulfill the project requirements.

Question 262

project management Knowledge Areas (9)

Answer 262

These nine project management groupings—known as Knowledge Areas—bring together common or related processes. The nine Knowledge Areas are Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management,
Project Communications Management, Project Risk Management, and Project Procurement
Management.

Question 263

project management office (PMO)

Answer 263

This is the office established by organizations to create and maintain procedures and standards for project management methodologies to be used throughout the organization.

Question 264

project management plan

Answer 264

This plan defines how the project is executed, how it’s monitored
and controlled, and how it’s closed; it also documents the outputs of the Planning group processes.
The size and complexity of the project will determine the level of detail contained in this
plan. It also consists of an assortment of documents (outputs from the Planning process group)
that constitute what the project is, what the project will deliver, and how all the processes will
be managed. The project management plan is used as the guideline throughout the project Executing
and Controlling process groups to track and measure project performance and to make
future project decisions. It’s also used as a communication and information tool for stakeholders,
team members, and the management team.

Question 265

project management information system (PMIS)

Answer 265

The PMIS is incorporated as part of the enterprise environmental input to several processes. It is an automated or manual system
used to document the project management plan and subsidiary plans, to facilitate the feedback process, and revise documents.

Question 266

project manager

Answer 266

This is the person responsible for applying the skills, knowledge, and project management tools and techniques to the project activities in order to successfully complete the project objectives.

Question 267

project presentations

Answer 267

Project presentations are part of the organizational process assets updates, which is an output of the Distribute Information process. These concern presenting project information to the stakeholders and other appropriate parties.

Question 268

Project Procurement Management

Answer 268

This is one of the nine Knowledge Areas of project management. Project Procurement Management concerns procurement and contract oversight. The processes included in this Knowledge Area are Plan Procurements, Conduct Procurements, Administer Procurements, and Close Procurements.

Question 269

Project Quality Management

Answer 269

This is one of the nine Knowledge Areas of project management.
Project Quality Management ensures that the quality requirements of the project are satisfied. The processes included in this Knowledge Area are Plan Quality, Perform Quality Assurance, and Perform Quality Control.

Question 270

project records

Answer 270

Project records include all information regarding the project, including project reports, memos, project schedules, project plans, and other documents. This is an element of the organizational process assets update output of the Distribute Information process.

Question 271

project reports

Answer 271

This is an element of the organizational process assets update output of the Distribute Information process that includes project information such as the project status reports and minutes from project meetings.

Question 272

Project Risk Management Knowledge Area

Answer 272

This is one of the nine Knowledge Areas of project management. Project Risk Management is concerned with identifying and planning for potential risks that may impact the project. Its processes include Plan Risk Management, Identify Risks, Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, Plan
Risk Responses, and Monitor and Control Risks.

Question 273

project schedule

Answer 273

The project schedule determines the start and finish dates for project activities and assigns resources to the activities.

Question 274

project scope

Answer 274

The project scope describes the work required to produce the product or the service of the project. This includes the requirements of the product, which describe the features and functionality of the product or service.

Question 275

Project Scope Management

Answer 275

This is one of the nine Knowledge Areas of project management.
Project Scope Management is concerned with the work of the project and only the work that is required to complete the project. Its processes include Collect Requirements, Define Scope, Create WBS, Verify Scope, and Control Scope.

Question 276

project scope statement

Answer 276

The project scope statement documents the project objectives,
deliverables, and requirements, which are used as a basis for future project decisions. It also includes other elements, such as product scope description, project boundaries, product acceptance criteria, deliverables, constraints, assumptions, and documents what is out of scope. The project scope statement is an output of the Define Scope process.

Question 277

project sponsor

Answer 277

This is usually an executive in the organization. The project sponsor has the authority to assign resources and enforce decisions regarding the project. They are typically the escalation path for issues on a project.

Question 278

project statement of work (SOW)

Answer 278

This describes the product or service the project was undertaken to complete. It is an input to several processes. See also contract statement of work.

Question 279

Project Time Management

Answer 279

This is one of the nine Knowledge Areas of project management.
Project Time Management is concerned with estimating the duration of the project plan activities, devising a project schedule, and monitoring and controlling deviations from the schedule. Its processes include Define Activities, Sequence Activities, Estimate Activity Resources, Estimate Activity Durations, Develop Schedule, and Control Schedule.

Question 280

projectized organization

Answer 280

This is a type of organizational structure focused on projects.
Project managers generally have ultimate authority over the project. Sometimes, supporting departments such as human resources and accounting might report to the project manager. Project managers are responsible for making project decisions and acquiring and assigning resources.

Question 281

qualified sellers lists

Answer 281

These are lists of prospective sellers who have been preapproved
or prequalified to provide contract services (or provide supplies and materials) for the organization. Qualified seller lists are part of the selected sellers output of the Conduct Procurements process.

Question 282

quality audits

Answer 282

Quality audits are independent reviews performed by trained auditors or third-party reviewers. The purpose of a quality audit is to identify ineffective and inefficient activities or processes used on the project. Audits may also examine and uncover inefficient
processes and procedures.

Question 283

quality baseline

Answer 283

The quality baseline is the quality objective of the projects and is what’s used to measure and report quality against throughout the project.

Question 284

RACI chart

Answer 284

This is a matrix-based chart that shows types of resources and their responsibility on the project. RACI stands for responsible, accountable, consult, and inform. This is used as part of the organization charts and position descriptions tool and technique of the Develop Human Resource Plan process.

Question 285

recognition and rewards

Answer 285

This is a tool and technique of the Develop Project Team process;
recognition and rewards systems are formal ways for the management team and the project manager to recognize and promote desirable behavior.

Question 286

records management system

Answer 286

A records management system is a tool and technique of
the Administer Procurements process and involves documenting policies, control functions, and automated tools used to manage project documents and contract documents. A records management system is part of the project management information system.

Question 287

regulation

Answer 287

A regulation is mandatory and typically imposed by governments or institutions.

Question 288

Report Performance

Answer 288

This process concerns collecting information regarding project progress and project accomplishments and reporting it to the stakeholders, project team members, management team, and other interested parties. It also makes predictions regarding future
project performance.

Question 289

requirements

Answer 289

These are the specifications of the objective or deliverable that must be met in order to satisfy the needs of the project. Requirements might also describe results or outcomes that must be produced in order to satisfy a contract, specification, standard, or other project document (typically, the scope statement). Requirements quantify and prioritize the wants, needs, and expectations of the project sponsor and stakeholders.

Question 290

reserve time

Answer 290

This is the practice of adding a portion of time (percentage of total time or
number of work periods) to an activity to account for schedule risk.

Question 291

residual risk

Answer 291

This is a risk that remains after implementing a risk response strategy.

Question 292

resource breakdown structure (RBS)

Answer 292

This is a hierarchical chart of resources that breaks down the work of the project according to the types of resources needed.

Question 293

resource calendars

Answer 293

Calendars are an input to the Estimate Activity Resources, Estimate Activity Durations, and Develop Schedule processes. Resource calendars refer to specific resources—or categories of resources—and their individual (or group) availability. Resource
calendars are an output of the Acquire Project Team and Conduct Procurements processes.

Question 294

resource leveling

Answer 294

Resource leveling is used when resources are overallocated. It attempts to smooth out the resource assignments so that tasks are completed without overloading the individual and without negatively affecting the project schedule. Some ways to perform
resource leveling include delaying the start of a task to match the availability of a key team member or giving more tasks to underallocated team members. Resource leveling is also known as the resource-based method.

Question 295

resources

Answer 295

Resources include the people, equipment, and materials needed to complete the work of the project.

Question 296

responsibility assignment matrix (RAM)

Answer 296

The RAM ties roles and responsibilities with the WBS elements to ensure that each element has a resource assigned.

Question 297

reverse resource allocation scheduling

Answer 297

This is a resource-leveling technique used when key resources are required at a specific point in the project and they are the only resources available to perform these activities. Reverse resource allocation scheduling requires that the resources be scheduled in reverse order—that is, from the end date of the project rather than from the beginning—in order to assign key resources at the correct time.

Question 298

revisions

Answer 298

These are adjustments to approved schedule start and end dates for activities to coincide with approved changes and/or corrective actions. This is another term for schedule updates.

Question 299

rework

Answer 299

Failing to meet quality requirements or standards might result in rework (performing the work again to make it conform). Rework might increase the project schedule.

Question 300

risk breakdown structure (RBS)

Answer 300

An RBS is a graphical way to display risk categories and

their subcategories. The RBS is an element of the risk management plan.

Question 301

risk categories

Answer 301

Risk categories systematically identify risks and provide a foundation for understanding. The use of risk categories helps improve the Identify Risks process by giving everyone involved a common language or basis for describing risk. Risk categories are an element of the risk management plan.

Question 302

risk management plan

Answer 302

This describes how risks are defined, monitored, and controlled
throughout the project. The risk management plan is a subsidiary of the project management plan, and it’s the only output of the Plan Risk Management process.

Question 303

risk register

Answer 303

This is the output of the Identify Risks process that contains the list of identified risks. The risk register is updated, and its update becomes an output of every remaining Risk process.

Question 304

risk tolerance

Answer 304

Risk tolerance is the level at which stakeholders are comfortable taking a risk because the benefits to be gained outweigh what could be lost or the level at which risks are avoided because the potential loss is too great.

Question 305

rolling wave planning

Answer 305

This is a process of fully elaborating near term WBS work packages and waiting to elaborate later term work packages until more information is known. It involves elaborating the work of the project to the level of detail known at the time.

Question 306

run chart

Answer 306

A run chart is a tool and technique of the Perform Quality Control process that is used to show variations in the process over time. A run chart might also show trends inthe process.

Question 307

scatter diagrams

Answer 307

Scatter diagrams are a tool and technique of the Perform Quality
Control process. They use two variables—an independent variable, which is an input, and a dependent variable, which is an output—to display the relationship between these two elements as points on a graph.

Question 308

schedule baseline

Answer 308

The approved project schedule serves as the schedule baseline that will be used in the Executing and Monitoring and Controlling processes to measure schedule process.

Question 309

schedule change control system

Answer 309

This defines how changes to the schedule are made and managed. This tracks and records change requests, describes the procedures to follow to implement schedule changes, and details the authorization levels needed to approve the schedule changes.

Question 310

schedule compression

Answer 310

This is a form of mathematical analysis that’s used to shorten
the project schedule without changing the project scope. Compression is simply shortening the project schedule to accomplish all the activities sooner than estimated. Crashing
and fast tracking are two examples of schedule compression techniques.

Question 311

schedule network analysis

Answer 311

This technique of Develop Schedule creates the project schedule.
It uses a schedule model and other analytical techniques such as critical path and critical chain method, what-if analysis, and resource leveling (all of which are other tools and techniques in
this process) to help calculate these dates and the project schedule.

Question 312

schedule performance index (SPI)

Answer 312

This is a performance index that calculates schedule performance efficiencies: SPI = EV / PV.

Question 313

schedule updates

Answer 313

Schedule updates are an output of the Control Schedule process
and involve adjusting activities and dates to coincide with approved changes and/or corrective actions.

Question 314

schedule variance (SV)

Answer 314

This is an earned value analysis technique that determines whether the project schedule is ahead or behind what was planned for a given period of time: SV = EV – PV.

Question 315

scope

Answer 315

Scope includes all of the components that make up the product or service of the project and the results the project intends to produce. See also product scope and project scope.

Question 316

scope creep

Answer 316

This is changing the project or product scope without considering the impacts
it will have to the project schedule, budget, and resources.

Question 317

scope management plan

Answer 317

The scope management plan has a direct influence on the
project’s success and describes the process for defining project scope and verifying the work of the project. It facilitates the creation of the WBS, describes how the product or service of the project is verified and accepted, and documents how changes to scope will be handled.

Question 318

scoring model

Answer 318

This is a project selection method used to score and rank project proposals. Scoring models might also be used in the Conduct Procurements process.

Question 319

screening systems

Answer 319

This is a set of predetermined performance criteria used to screen
vendors. Screening systems are a proposal evaluation technique, which is a tool and technique of the Conduct Procurements process.

Question 320

secondary risks

Answer 320

These are risks that come about as a result of implementing a risk response.

Question 321

seller invoices

Answer 321

These are requests for the payment of goods or services that should describe the work that was completed or the materials that were delivered. Seller invoices are part of the Administer Procurements process.

Question 322

seller rating systems

Answer 322

Seller rating systems are part of the proposal evaluation tool and
technique of the Conduct Procurements process. These systems use information about the sellers—such as past performance, delivery, contract compliance, and quality ratings—to
determine seller performance.

Question 323

sensitivity analysis

Answer 323

This is a quantitative method of analyzing the potential impact of
risk events on the project and determining which risk events have the greatest potential for impact by examining all the uncertain elements at their baseline values. This is a Perform Quantitative Risk Analysis modeling technique.

Question 324

Sequence Activities

Answer 324

This process sequences activities in logical order and determines
whether dependencies exist among the activities.

Question 325

share

Answer 325

Share is a Plan Risk Responses strategy for risks that pose an opportunity to the project.

Question 326

Situational Leadership

Answer 326

This leadership theory was first developed by Paul Hersey and
Ken Blanchard. It states that a leader will use a specific style of leadership depending on the situation they’re facing. Both men went on to further develop their own Situational Leadership theories. Blanchard describes the Situational Leadership II Model using four styles: directive, coaching, supporting, and delegating.

Question 327

Six Sigma

Answer 327

A measurement-based strategy that focuses on process improvement and variation reduction by applying Six Sigma methodologies to the project. Six Sigma is a quality management approach that is similar to TQM and is typically used in manufacturing and service-related industries.

Question 328

slack time

Answer 328

This is the amount of time you can delay the early start of a task without delaying the finish date of the project. This is also known as float time.

Question 329

smoothing

Answer 329

Smoothing is a conflict resolution technique that is a temporary way to resolve conflict where someone attempts to make the conflict appear less important than it is.

Question 330

stakeholder

Answer 330

This is an organization or person who has a vested interest in the project and stands to gain or lose something as a result of the project.

Question 331

standard

Answer 331

A standard employs rules, guidelines, or characteristics that should be followed.
They are not mandatory but should be considered when developing the quality
management plan.

Question 332

starvation

Answer 332

This is a type of project ending where financial or human resources are cut off
from the project.

Question 333

statement of work (SOW)

Answer 333

The statement of work describes the product, service, or
result the project was undertaken to complete. If the project is performed internally to the organization, this document is usually written by either the project sponsor or the initiator of the project. When the project is external to the organization, the buyer typically writes the SOW. The SOW should consider the business need for the project, the product scope description, and the organization’s strategic plan.

Question 334

statistical sampling

Answer 334

statistical sampling This means making a sample number of parts from the whole population and examining them to determine whether they fall within the variances outlined in the quality management plan. Statistical sampling is a tool and technique of the Plan Quality and Perform Quality Control processes.

Question 335

status review meetings

Answer 335

Status meetings are a component of the Report Performance
process. The purpose of status meetings is to provide updated information regarding the progress of the project. They are not show-and-tell meetings.

Question 336

steering committee

Answer 336

This is a group of high-level managers or executives in the organization who manage project prioritization and various project decisions. The steering committee typically represents functional areas or departments within the organization.

Question 337

successor activities

Answer 337

These are activities that follow predecessor activities.

Question 338

tailoring

Answer 338

This means determining which processes and process groups should be performed for the project. The project manager and project team should take into consideration the size and complexity of the project and the various inputs and outputs of each of the processes when determining which ones to perform. It’s generally accepted that performing all five process groups is good practice for any project.

Question 339

Tannenbaum and Schmidt Continuum Management Theory

Answer 339

This leadership theory was developed by Robert Tannenbaum and Warren Schmidt. It describes seven delegated levels of freedom the manager gives to the team members when making decisions or solving problems. As the manager’s authority decreases, the team’s authority increases. Progress through the levels of decision-making power are made based on the team and the manager’s experience and maturity level.

Question 340

team building

Answer 340

Team building activities are a tool and technique of the Develop Project Team process. They involve getting a diverse group of people to work together in the most efficient and effective manner possible.

Question 341

technical performance measurements

Answer 341

These measurements are usually determined during trend analysis (which is used with the run chart tool and technique of the Perform
Quality Control process) to compare the technical accomplishments of project milestones completed to the technical milestones defined in the project Planning processes.

Question 342

Theory X

Answer 342

This is a motivational management theory that proposes that most people do not like work and will try to steer clear of it. It postulates that people have little to no ambition, need constant supervision, and won’t actually perform the duties of their job unless threatened.

Question 343

Theory Y

Answer 343

This is a motivational management theory that proposes that people are interested in performing their best given the right motivation and proper expectations.

Question 344

three-point estimates

Answer 344

Three-point estimates are a tool and technique of the Estimate
Activity Durations and Estimate Costs processes used to determine activity estimates. The three estimates are the most likely estimate, an optimistic estimate, and a pessimistic estimate.

Question 345

time and materials (T&M) contract

Answer 345

This is a type of contract that is a cross between the fixed-price contract and the cost-reimbursable contract. Preset unit rates are agreed to when the contract is signed, but costs are charged to the buyer as they’re incurred.

Question 346

time-phased budget

Answer 346

The cost performance baseline is the authorized time-phased budget for the project. Time-phased budgets disburse funds at different periods throughout the life of the project.

Question 347

to-complete performance index (TCPI)

Answer 347

The to-complete performance index (TCPI) is the projected performance level the remaining work of the project must meet in order to satisfy a management goal such as meeting BAC or EAC.

Question 348

tolerable results

Answer 348

These are quality measurements that fall within a specified range.
Tolerable results are a concern of the Perform Quality Control process. These are also known as tolerances.

Question 349

tornado diagram

Answer 349

This is a diagramming method for sensitivity analysis data. The variables with the greatest effect on the project are displayed as horizontal bars at the top of the graph and decrease in impact as they progress down through the graph. This gives a quick overview of how much the project can be affected by uncertainty in the various elements and which risks have the greatest impact on the project.

Question 350

total float

Answer 350

This is the amount of time the earliest start of a task can be delayed without delaying the ending of the project.

Question 351

Total Quality Management (TQM)

Answer 351

W. Edwards Deming is considered the founder of TQM. This quality theory states that the process is the problem, not people. TQM stipulates that quality must be managed in and that quality improvement should be a continuous process, not a one-time task.

Question 352

training

Answer 352

This tool and technique of the Develop Project Team process improves the competencies of the project team members.

Question 353

transfer

Answer 353

Transference is a strategy for negative risks or threats, which is a tool and technique of the Plan Risk Responses process. This strategy transfers the consequences of a risk to a third party. Insurance is an example of transference.

Question 354

triggers

Answer 354

These are risk symptoms that imply a risk event is about to occur or has already
occurred. Triggers can also be referred to as symptoms or warning signs.

Question 355

variance at completion (VAC)

Answer 355

This is an earned value analysis technique that calculates the difference between the budget at completion (BAC) and the estimate at completion (EAC): VAC = BAC – EAC.

Question 356

Verify Scope

Answer 356

This process formalizes the acceptance of the project scope and is primarily concerned with the acceptance of work results.

Question 357

virtual teams

Answer 357

Virtual teams are teams that don’t necessarily work in the same location but all share the goals of the project and have a role on the project. This type of team allows the inclusion of resources from different geographic locations, those who work different
hours or shifts from the other team members, those with mobility limitations, and so on. A virtual team is a tool and technique of the Acquire Project Team process.

Question 358

weighting system

Answer 358

This is a way to rank and score vendor proposals or project proposals. Weighting systems assign numerical weights to evaluation criteria and then multiply this by the weight of each criteria factor to come up with total scores for each project or vendor. These systems keep personal biases to a minimum.

Question 359

withdrawal

Answer 359

This conflict resolution technique occurs when one of the parties gets up and leaves and refuses to discuss the conflict. This never results in resolution.

Question 360

work authorization systems

Answer 360

Work authorization systems clarify and initiate the work of each work package or activity. This is a formal procedure that authorizes work to begin in the correct sequence and at the right time. Work authorization systems are usually written procedures
defined by the organization. These are used in the Executing processes of the project.

Question 361

work performance information

Answer 361

Work performance information is an input to the Administer
Procurements process. Work performance information is used to monitor work results and examine the vendor’s deliverables and compares their work results against the project management plan. It also makes certain that activities are performed correctly and in sequence.

Question 362

workaround

Answer 362

This is an unplanned response to a risk event that was unknown and unidentified or an unplanned response to a risk that was previously accepted. Workaround plans are an element of the Monitor and Control Risks process.

Question 363

zero defects

Answer 363

Zero defects is a quality theory attributed to Philip B. Crosby. Zero defects means perform the task right the first time to avoid engaging in rework, loss of productivity, and increased costs.