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CAPM Exam Prep > Terminology > Flashcards

Terminology Flashcards

1
Q

Program

A

Organizational Concept
Programs are related projects, subsidiary programs, and program activities that are managed in a coordinated manner to obtain benefits not available from managing them individually

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2
Q

Change Management

A

Change Management is a structured approach for transitioning organizations.
Change Management, also known as enterprise or organization transformation is a comprehensive & structured approach for transitioning individuals, groups, and organizations from their current state to future state in which desired benefits are realized.

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3
Q

Product Deliverables

A

Product deliverables would include attributes or features of the product or service developed by the project.
Project deliverables would include artifacts of the project itself.

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4
Q

Milestones

A

Milestones are an artifact used in predictive schedule planning.
Exp: Milestones on a product roadmap.
Milestones are essentially markers that indicate the end of a phase or planning point and used by Project Manager’s and project teams in any kind of project development approach.
Milestones, as with any other aspect of a project, can be changed.

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5
Q

Daily Stand Up Format

A

Recommended format of a daily standup:
- What was done, what will be done, and any blockers.
Daily stand up or coordination meetings, are supposed to last between 10-15 minutes and give everyone a chance to report on what was done, what’s next, and blockers.

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6
Q

Wireframe Diagram

A

A wireframe is a type of prototype, specifically a mockup of a user interface design, used to show what a screen would look like. It can be low fidelity like an actual representation of the final user interface.

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7
Q

Use Case Diagram

A

A use case diagram is a scope model that shows all the in-scope use cases for a solution. This is helpful for selecting a solution that is in scope for users.

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8
Q

Process Flow Diagram

A

Process flow diagrams visually map the steps people take in their jobs or when they interact with a solution.

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9
Q

Product Roadmap

A

A product roadmap is flexible and adaptable to changing market conditions and customer expectations.
A product roadmap is a high-level plan that outlines the vision and direction of the product over time and communicates the why and what behind what a project is building. A product roadmap should include the market and customer needs; it is not a static document that defines the product scope and requirements.

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10
Q

User Story

A

The user story connects the business requirements to the solution requirements.

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11
Q

Acceptance Criteria

A

Acceptance criteria captures further detail about the users’ needs. The criteria describe what should be completed, using specific enough terms, to guide the approval process.
Remember, customer approval or validation is what we need for good acceptance criteria.

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12
Q

Risks

A

Risks are potential future events or conditions that may impact the project and may be known or unknown and appear at any time.

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13
Q

Issues

A

Issues are real, current problems

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14
Q

Constraints

A

Constraints are typically identified during the planning phase, but even during the execution phase, the security vulnerability is a clear risk. A constraint is a known and fixed condition that must be adhered to during the project.

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15
Q

Assumptions

A

Typically identified during the planning phase but even during the execution phase, the security vulnerability is a clear risk. An assumption is a factor in the planning process considered to be true, real, certain, without real proof or demonstration.

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16
Q

Story Map

A

We use a story map to sequence user stories.

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17
Q

Situation Statement

A

Once the problem or opportunity id understood, the situation statement should be drafted documenting the needs or the opportunity to be explored.

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18
Q

Kill Points

A

Kill points refer to milestones or decision-making points during projects.

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19
Q

Agile Principles

A

Agile principles are the set of values and beliefs that emerged from software development and now describe a flexible, change-oriented approach to projects.

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20
Q

Predictive Projects

A

Predictive projects are plan based. Predictive projects can follow a clear plan and use established methods

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21
Q

Adaptive Projects

A

Adaptive projects are useful in cases when goals and environments are characterized by uncertainty. Adaptive projects are suited for experimentation and adaptation. Adaptive projects are more common in innovative and dynamic fields, such as software development, design, and research.

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22
Q

PMI Code of Ethics and Professional Conduct

A

The PMI Code of ethics and Professional Conduct emphasizes the importance of responsibility and transparency. It’s important to respect the team member’s privacy, and it is also essential to consider the project’s success and project team’s overall performance. A project manager should be able to use emotional intelligence and expert judgement to assess the impact of the team member’s personal issues on their performance and facilitate any potential accommodations to ensure the project’s success while working with the team member.

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23
Q

Salience Model

A

The salience model is a way to assess stakeholders using the three elements of power, legitimacy, and urgency. Power refers to the stakeholder’s level of authority, legitimacy refers to how appropriate their involvement is, and urgency refers to how immediate their needs are. Maybe they have a time constraint or prefer to have constant communication, for example.

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24
Q

Quality

A

Quality is the degree to which a set of inherent characteristics of a product, service, or result fulfills the requirements.

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25
Q

Resources

A

Resources consist of any team member or physical item needed to complete a project.

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26
Q

Risk Report

A

The risk report presents information on sources of overall project risk, along with summary information on identified individual project risks. The risk report is developed progressively during the project. Here is where the project manager can look for the current information on identified risks to update the project sponsor.

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27
Q

Risk Register

A

The risk register is the repository in which outputs of risk management processes are recorded, including a description of each risk and its impact, the impact and probability level score, the risk score, trigger conditions, the planned response, and the owner.

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28
Q

Stakeholder Register

A

The stakeholder register includes contact information.
The project manager can find out who the supportive stakeholders are and how to contact them?

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29
Q

Project Sponsor

A

The project sponsor authorizes a project in any type of development approach, wether predictive, adaptive, or hybrid.

30
Q

Agile Coach

A

The agile coach fosters the agile mindset within a team and throughout the entire organization.

31
Q

Quality Audits

A

Quality audits are conducted to ensure that the project activities comply with the organizational and project processes, policies, and procedures.

32
Q

Issue Log

A

An issue log is used to register and follow up on issues that might arise during execution and activities are assigned to owners to resolve them.

33
Q

SWOT Analysis

A

SWOT analysis assesses the strengths, weaknesses, opportunities, threats of an organization, project, or options and can be applied to internal or external contexts to measure or forecast success or failure.

34
Q

VUCA Analysis

A

Volatility, uncertainty, complexity, ambiguity (VUCA) applies to situations or contexts, and project teams can use VUCA to assess the levels of complexity, uncertainty, volatility, and ambiguity of the internal and external project environment, but not to understand their readiness.

35
Q

PESTLE Analysis

A

The political, economic, social, technological, environmental (PESTLE) tool applies a focus on factors that affect a business.

36
Q

Pareto Analysis

A

Pareto analysis is used to determine which problems, issues, or concepts most affect a project or situation.

37
Q

Root Cause Analysis

A

Root cause analysis is a problem-solving technique used to identify the underlying reasons or root causes of issues or problems that arise during a project. A logical method is evidence based and involves a systematic investigation to understand the fundamental factors contributing to the problem. Once the root causes are identified, project managers and other project professionals can implement appropriate corrective actions to address these issues effectively and prevent their recurrence.

38
Q

Mindmapping

A

Mindmapping is used to brainstorm or generate ideas.

39
Q

Kanban Board

A

A kanban board is used to plan and track work.

In the Kanban method, it is more important to complete work than start new work. There is no value derived from work that is not completed, so the team works together to implement and adhere to the work in progress (WIP) limits at the top of each column, shown in boxes here, allow the team to see how to pull work across the board. When the team has met its WIP limits, the team cannot pull work from the left into the next column. Instead, the team works from the right-most full column and asks, “What do we do as a team to move this work into the next column?” If the WIP limit is set too high, work will become idle and there will be work items for which no one is responsible. Moreover, the WIP limit is too low, people will become idle, all items have been worked on, and some people will have no work.

40
Q

Retrospective Meetings

A

Retrospectives are opportunities to examine team performance and practices. Participation typically involves project team members, not stakeholders. Standup or coordination meetings, also known as daily scrum meetings, are a problem-solving and communication tools commonly used by an agile project team. The purpose of standup or coordination meetings is to facilitate short, focused, and daily discussions among team members to share progress updates and identify issues or roadblocks.

Retrospectives are agile ceremonies to facilitate team working.

41
Q

Balanced Matrix

A

In a balanced matrix, the project manager and functional manager share power and resources (team members).

42
Q

Stakeholder Engagement

A

Stakeholder engagement includes all the activities associated with keeping appropriate levels of contact, or engagement with all stakeholders about project tasks, goals, and desired outcomes. The team’s strategy of engaging stakeholders is essential to answering important questions and determining the type of engagement required to deliver a final product or service that satisfies their needs. The type of engagement and level of access to information are then detailed in the communications management plan. Stakeholders are classified according to their level of interest or influence and power to aid in the ongoing engagement.

43
Q

Cost Baseline

A

A cost baseline is the approved version of the time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results

44
Q

Scope Management Plan

A

The scope management plan describes how to conduct the scope management process and it is impacted by other project management processes. This plan must include items such as how the work breakdown structure (WBS) will be created and how the scope of work will be accomplished measured. Typically, organizations already have templates and forms related to the scope management plan. Changes to the scope are possible using the Perform Integrated Change Control process, and the requirements management plan describes how to prioritize scope requirements.

45
Q

Decision Tree Analysis

A

Decision tree analysis is a diagramming and calculation method for evaluating the implications of a chain of multiple options in the presence of uncertainty, so it is a great tool for analyzing risk and assessing the response options.

46
Q

Cost Benefit Analysis

A

Cost benefit analysis helps us to understand whether a project or initiative will be worth the money spent to conduct it so it helps understand value.

47
Q

Affinity Diagram

A

An affinity diagram shows numerous ideas, classified into groups for review and analysis. So, although it possible to use this diagram to classify the risks, the diagram does not help with the analysis.

48
Q

100 Percent Rule for WBS

A

The 100 percent rule for a work breakdown structure (WBS) means that we include every aspect of the project- nothin extra, nothing missing - including a product development requirements included in the project. It should include relevant information about the product scope developed by the project- nothing more or extra. Extra information would include what the operations team does with the project after implementation or pre-initiation activities by the business analyst.

49
Q

Work Package

A

The planned work is contained within the lowest level of WBS components, which are called work packages. A work package can be used to group the activities so that this work can be scheduled, estimated, monitored, and controlled. In the context of the WBS, work refers to work products or deliverables that are the results of activity and not to the activity itself.

The WBS represents all product and project work, including the project management work. The total of the work atht elowest levels should roll up to the higher so that nothing is left out and no extra work is performed (this is sometimes called the 100 percent rule).

50
Q

Schedule Performance Index (SPI)

A

SPI will help determine if the project is on schedule. SPI greater than 1.0 means project is ahead of the schedule & when API is exactly 1.0 means the project is on schedule and less than 1.0 means that the project is behind schedule

Formula: SPI = EV/ PC

51
Q

Cost Performance Index (CPI)

A

CPI will help to determine if the project is within your budget or not. CPI greater than 1.0 means the project is under planned cost, CPI exactly 1.0 means that the project is within the planned cost and less than 1.0 means the project is over the planned cost.

Formula: CPI = EV / AC

52
Q

Project Controls

A

Project controls, as the name suggests, help project professionals maintain control over the many aspects of a project. Project controls are a set of tools, techniques, and processes that are used together to help project managers measure and control the six project constraints: time, cost, scope, quality, risk and resources.

53
Q

Earned Value (EV)

A

EV is the measure of work performed expressed in terms of the budget authorized for that work.

54
Q

Actual Cost (AC)

A

AC is the realized cost incurred for the work performed on an activity during a specific time period.

55
Q

Cost Variance (CV)

A

CV is the amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual cost.

56
Q

Planned Value (PV)

A

PV is the authorized budget assigned to scheduled work.

57
Q

Product Owner

A

Product owners work with their teams daily by providing product feedback and setting direction on the next piece of functionality to be developed/delivered. They also create the backlog for and with the team to help them see how to deliver the highest value without creating waste.

58
Q

Release Plan

A

The release plan is closely tied to the length of the iterations. Changing the length of the iteration would impact the release plan.

59
Q

Iteration Review

A

The iteration review is a product-oriented meeting held at the end of the iteration to demonstrate a potentially shippable product increment completed within that iteration to the product owner, customer, and other interested stakeholders.

60
Q

Burndown Chart

A
61
Q

Product Backlog

A

A product backlog is an ordered list of work to be done. Each item is mainly a user story which is converted by the team into backlog items with requirements to develop.

62
Q

Flow-Based

A

In agile, teams can use either a flow-based (aka “continuous flow”). In a continuous flow approach, teams pull work from the backlog based on their capacity to start work and then define their workflow with a task board.

63
Q

Timeboxed

A

In agile, if a team uses timeboxes or iterations, the schedule follows repeated intervals, typically of 2 weeks each. For each iteration, the team decides on the work ahead of time and evaluates progress at the end of the iteration.

64
Q

The Network Diagram

A

The network diagram is a graphical representation of the project activities with the dependencies. The network diagram also conveys the critical path, early start and finish durations, and the late start and finish durations. Looking at this will help the project team determine if the project will be delayed. If that activity has no float, it is a guarantee that the project will be delayed.

65
Q

MoSCoW Analysis

A

The MoSCoW analysis or methods helps to determine Must-haves, Should-haves, Could-haves, and Won’t-haves according to preferences, so that stakeholders can express their priorities

66
Q

User Story Mapping Sessions

A

User story mapping sessions are specifically designed to break down and provide detailed requirements for upcoming iterations.

67
Q

Business Analyst

A

The primary role of a business analyst in projects and programs is to contribute toward the implementation of strategic initiatives. Business analysis aligns project, program, and portfolio investments with an organization’s strategy, goals, and objectives, ensuring that the right problems are addressed, and the best solutions are pursued.

68
Q

Kano Analysis

A

Kano Analysis considers the features from the customer’s viewpoint. This can help the business analyst better understand the customer’s requirements and priorities.

69
Q

Verification

A

Verification seeks compliance with quality standards, including reviewing requirements and other product information for errors, conflicts, and adherence to quality standards.

70
Q

Validation

A

Validation provides assurance that the solution will meet customer and other identified stakeholder needs.

71
Q
A

CAPM Exam Prep (3 decks)

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