Terms & Definitions

Question 1

Direct costs

Answer 1

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

Question 2

Make-or-buy analysis

Answer 2

Used in determining what part of the project scope to make and what part to purchase.

Question 3

Application areas

Answer 3

The areas of discipline that a project may center upon. Consider technology, law, sales, marketing, and construction among many others.

Question 4

Indirect costs

Answer 4

These costs can be shared across multiple projects that use the same resources—such as for a training room or piece of equipment.

Question 5

FNET

Answer 5

A project constraint that requires an activity to finish no earlier than a specific date.

Question 6

Project management team

Answer 6

People on the project team that are involved with managing the project.

Question 7

Project manager

Answer 7

The person accountable for managing the project; guides the team through the project phases to completion.

Question 8

Unanimity

Answer 8

A group decision process where all participants are in agreement.

Question 9

Activity attributes

Answer 9

Activities that special conditions, requirements, risks, and other conditions should be documented.

Question 10

Iron Triangle

Answer 10

A term used to describe the three constraints of every project: time, cost, and scope. The sides of the Iron Triangle must be kept in balance or the quality of the project will suffer.

Question 11

Bidder conferences

Answer 11

A meeting with prospective sellers to ensure all sellers have a clear understanding of the product or service to be procured. Bidder conferences allow sellers to query the buyer on the details of the product to help ensure that the proposal the seller creates is adequate and appropriate for the proposed agreement.

Question 12

Activity cost estimates

Answer 12

The cost of resources including materials, services, and when warranted, labor should be estimated.

Question 13

Quote

Answer 13

A document from the seller to the buyer; used when price is the determining factor in the decision-making process.

Question 14

Project scope management

Answer 14

A project management knowledge area responsible for collecting project requirements, defining the project scope, create the WBS, performing scope verification, and controlling the project scope. The project scope statement includes the product scope description, product acceptance criteria, project deliverables, project exclusions, project assumptions and the project constraints.

Question 15

Project quality management

Answer 15

One of the ten project management knowledge areas; this knowledge area defines quality assurance, quality control, and the quality policy for the project.

Question 16

Lead

Answer 16

Time added to activity to allow its start time to begin earlier than scheduled; lead time is negative time as it moves the activities closer to the project’s start date.

Question 17

McClelland’s Theory of Needs

Answer 17

People have three needs: achievement, affiliation, and power. One of the needs drives the person’s actions.

Question 18

Decoder

Answer 18

This is a part of the communications model; it is the inverse of the encoder. If a message is encoded, a decoder translates it back to usable format.

Question 19

PMIS

Answer 19

A project management information system is typically a software system, such as Microsoft Project, to assist the project manager in managing the project.

Question 20

Kill point

Answer 20

An opportunity to halt the project based on project performance in the previous phase. Kill points typically come at the end of a project phase and are also known as phase gates.

Question 21

Functional structure

Answer 21

An organization that groups staff according to their expertise. Entities that have a clear division regarding business units and their associated responsibility. Project managers in functional organization have little power and report to the functional managers and the project team all exist within one department.

Question 22

Affinity diagram

Answer 22

Clusters like ideas together and allows for decomposition of ideas to compare and contrast project requirements.

Question 23

Knowledge areas

Answer 23

There are ten knowledge areas within project management; each knowledge area is a specific portion of the project, and all ten project management knowledge areas are interrelated.

Question 24

McGregor’s Theory of X and Y

Answer 24

This theory states that “X” people are lazy, don’t want to work, and need to be micromanaged. “Y” people are self-led, motivated, and strive to accomplish.

Question 25

Performing

Answer 25

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

Question 26

Variance

Answer 26

The time or cost difference between what planned and what was actually experienced.

Question 27

Supporting detail for estimates

Answer 27

The project manager should document how time and cost estimates were created.

Question 28

Closing

Answer 28

The fifth of five project management process groups. It contains the processes responsible for closing a project, a project phase, or the procurement relationships.

Question 29

Change Control System

Answer 29

A predefined set of activities, forms, and procedures to entertain project change requests.

Question 30

Estimating publications

Answer 30

Typically a commercial reference to help the project estimator confirm and predict the accuracy of estimates. If a project manager elects to use one of these commercial databases, the estimate should include a pointer to this document for future reference and verification.

Question 31

Resource breakdown structure

Answer 31

This type of chart breaks down the project by types of resources utilized on the project no matter where the resource is being utilized in the project.

Question 32

Issue log

Answer 32

Issues are decision that are usually in disagreement among two or more parties. Issues are recorded in the issue log along with an issue owner designation, an issue date for resolution, and the eventual outcome of the issue.

Question 33

Statement of work

Answer 33

This fully describes the work to be completed, the product to be supplied, or both. The SOW becomes part of the contract between the buyer and the seller. The SOW is typically created as part of the procurement planning process and is used by the seller to determine whether it can meet the project’s requirements.

Question 34

Management by projects

Answer 34

An organization that uses projects to move the company forward is using the management-by-projects approach. These project-centric entities could manage any level of their work as a project.

Question 35

Sender

Answer 35

Part of the communications model: the person or group delivering the message to the receiver.

Question 36

Cost estimating

Answer 36

The process of calculating the costs, by category, of the identified resources to complete the project work.

Question 37

Status reports

Answer 37

These provide current information on the project cost, budget, scope, and other relevant information.

Question 38

Cost plus award fee

Answer 38

This contract requires the buyer to pay for all the project costs and give the seller an award fee based on the project performance, meeting certain project criteria, or other goals established by the buyer. The award fee can be tied to any factor the buyer determines and the factor doesn’t have to be exact.

Question 39

Quality audits

Answer 39

A quality audit is a process to confirm that the quality processes are performing correctly on the current project. The quality audit determines how to make things better for the project and other projects within the organization. Quality audits measure the project’s ability to maintain the expected level of quality.

Question 40

Benefit/cost analysis

Answer 40

The process of determining the pros and cons of any project, process, product, or activity.

Question 41

Interviews

Answer 41

A requirements elicitation process to collect requirements from the project stakeholders.

Question 42

Project management integration

Answer 42

A project management knowledge area that coordinates all of the effort of the project’s initiation, planning, executing, monitoring and controlling, and closing.

Question 43

Continuous process improvement

Answer 43

A goal of quality assurance to improve the project’s processes and deliverables; meshes with the project’s Process Improvement Plan.

Question 44

Problem solving

Answer 44

The ability to determine the best solution for a problem in a quick and efficient manner.

Question 45

Sellers and business partners

Answer 45

Vendors, contractor, and business partners that help projects achieve their objectives. These business partners can affect the project’s success and are considered stakeholders in the project.

Question 46

Progressive elaboration

Answer 46

The process of starting with a large idea and through incremental analysis, actions, and planning the idea becomes more and more specific. Progressive elaboration is the generally-accepted planning process for project management, wherein the project management team start very broad and work towards a specific, detailed plan.

Question 47

Simulation

Answer 47

This allows the project team to play “what-if” games without affecting any areas of production.

Question 48

RACI chart

Answer 48

A chart designates each team member against each project activity as either Responsible, Accountable, Consult, or Inform (RACI). A RACI chart is technically a type of responsibility assignment matrix chart.

Question 49

Roles and responsibilities

Answer 49

Maps project roles to responsibilities within the project; roles are positions on the project team and responsibilities are project activities.

Question 50

Projectized structure

Answer 50

Group of employees, collocated or not, by activities on a particular project. The project manager in a projectized structure may have complete, or very close to complete, power over the project team.

Question 51

Project life cycle

Answer 51

Unique to each project and comprised of phases of work. Project life cycles typically create a milestone and allow subsequent phases to begin.

Question 52

Subprojects

Answer 52

A subproject exists under a parent project but follows its own schedule to completion. Subprojects may be outsourced, assigned to other project managers, or managed by the parent project manager but with a different project team.

Question 53

Sellers list

Answer 53

A listing of the vendors an organization does business with. You might know this document as a preferred vendors list in your company.

Question 54

Project management

Answer 54

The management of the projects within an organization. It is the initiation, planning, executing, monitoring and controlling, and closing of the temporary endeavor of the project.

Question 55

Work breakdown structure dictionary

Answer 55

A companion to the WBS, this document defines all of the characteristics of each element of the WBS.

Question 56

Dictatorship

Answer 56

A group decision process where the person with the most power forces the decision even though the rest of the group may oppose the decision.

Question 57

Organizational breakdown structure

Answer 57

Though these charts are similar to the WBS, the breakdown is by department, units, or by team.

Question 58

Project risk management

Answer 58

A project management knowledge area that creates the risk management plan, performs qualitative and quantitative risk analysis, plans risk responses, and monitors and controls the project risks

Question 59

Operations management

Answer 59

Operation managers deal directly with the income-generating products or services the company provides. Projects often affect the core business so these managers are stakeholders in the project.

Question 60

Resource histogram

Answer 60

A bar chart reflecting when individual employees, groups, or communities are involved in a project. Often used by management to see when employees are most or least active in a project.

Question 61

Quality function

Answer 61

A philosophy and a practice to fully understand customer needs—both spoken and implied—without gold-plating the project deliverables.

Question 62

Procurement audits

Answer 62

The successes and failures within the procurement process are reviewed from procurement planning through contract administration. The intent of the audit is to learn from what worked and what did not work during the procurement processes.

Question 63

Forcing

Answer 63

A conflict resolution method where one person dominates or forces their point of view or solution to a conflict.

Question 64

Contract change control system

Answer 64

Defines the procedures for how contracts may be changed. Includes the paperwork, tracking, conditions, dispute resolution procedures, and the procedures for getting the changes approved within the performing organization.

Question 65

Parametric estimating

Answer 65

Ideal for projects with repetitive work where a parameter, such as five hours per unit, is used to estimate the project duration.

Question 66

Discretionary dependencies

Answer 66

The order of the project activities do not have to completed in a particular order so they can be done in the order of the project manager or the project team’s discretion.

Question 67

Risk owners

Answer 67

The individuals or groups responsible for a risk response.

Question 68

Hard logic

Answer 68

The project activities must be completed in a particular order; this is also known as mandatory dependencies.

Question 69

Programs

Answer 69

A collection of projects working in unison to realize benefits that could not be achieved by managing each project independently of one another.

Question 70

Receiver

Answer 70

Part of the communications model: the recipient of the message.

Question 71

Work breakdown structure

Answer 71

A decomposition of the project scope statement into work packages. The WBS is an input to seven project management processes: developing the project management plan, defining the project activities, estimating the project costs, determining the project budget, planning the project quality, identifying the project risks, planning the project procurement needs.

Question 72

Role

Answer 72

Who does what types of activities in a project.

Question 73

Sensitivity analysis

Answer 73

This examines each project risk on its own merit to assess the impact on the project. Each risk is analyzed independently to see what its impact on the project may be while all other risks in the project are set at a baseline value.

Question 74

Mitigation

Answer 74

Reducing the probability or impact of a risk.

Question 75

Observation

Answer 75

A requirements elicitation process where the observer shadows a person to understand how they complete a process. Observers may be a participant observer or an invisible observer.

Question 76

Forecasting

Answer 76

An educated estimate of how long the project will take to complete. Can also refer to how much the project may cost to complete.

Question 77

PMBOK Guide

Answer 77

The abbreviate definition for PMI’s A Guide to the Project Management Body of Knowledge.

Question 78

Parametric modeling

Answer 78

A mathematical model based on known parameters to predict the cost of a project. The parameters in the model can vary based on the type of work being done. A parameter can be cost per cubic yard, cost per unit, and so on.

Question 79

Utility function

Answer 79

A person’s willingness to accept risk.

Question 80

Reward power

Answer 80

The project manager’s authority to reward the project team.

Question 81

Collective bargaining agreements

Answer 81

These are contractual agreements initiated by employee groups, unions, or other labor organizations; they may act as a constraint on the project.

Question 82

Cost performance index

Answer 82

The process of calculating the costs, by category, of the identified resources to complete the project work.

Question 83

Scoring models

Answer 83

A project selection method that assigns categories and corresponding values to measure project’s worthiness of investment.

Question 84

Change log

Answer 84

As changes to the project time, cost, or scope enter the project they should be recorded in the change log for future reference.

Question 85

Process improvement plan

Answer 85

Identifies methods to track and eliminate waste and non-value–added activities.

Question 86

Fragnets

Answer 86

A portion of the project that is usually contracted to a vendor to complete yet the project work is still represented in the project network diagram.

Question 87

Quantitative risk analysis

Answer 87

A numerical assessment of the probability and impact of the identified risks. Quantitative risk analysis also creates an overall risk score for the project.

Question 88

360-degree appraisal

Answer 88

A performance review completed by a person’s peers, managers, and subordinates. It’s called a 360-degree appraisal as it’s a circle of reviews by people at different levels of an organization.

Question 89

Resource requirements

Answer 89

The identification of what resources are needed to complete the project work is needed as a supporting document for planning. This includes people, materials, equipment, facilities, and services.

Question 90

Top-down estimating

Answer 90

A technique that bases the current project’s estimate on the total of a similar project. A percentage of the similar project’s total cost may be added to or subtracted from the total, depending on the size of the current project.

Question 91

Benchmarking

Answer 91

A process of using prior projects within or external to the performing organization to compare and set quality standards for processes and results.

Question 92

Value engineering

Answer 92

Deals with reducing costs and increasing profits, all while improving quality. Its focus is on solving problems, realizing opportunities, and maintaining quality improvement.

Question 93

Herzberg’s Theory of Motivation

Answer 93

Posits that there are two catalysts for workers: hygiene agents and motivating agents. Hygiene agents do nothing to motivate, but their absence demotivates workers. Hygiene agents are the expectations all workers have: job security, paychecks clean and safe working conditions, a sense of belonging, civil working relationships, and other basic attributes associated with employment. Motivating agents are components such as reward, recognition, promotion, and other values that encourage individuals to succeed.

Question 94

Lessons learned

Answer 94

Ongoing collection of documentation about what has and has not worked in the project; the project manager and the project team participate in lessons learned creation.

Question 95

Focus groups

Answer 95

A conversation of stakeholders led by a moderator to elicit project requirements.

Question 96

Democratic

Answer 96

The project team is involved in the decision-making process.

Question 97

Bottom-up estimating

Answer 97

A technique where an estimate for each component in the WBS is developed and then totaled for an overall project budget. This is the longest method to complete, but it provides the most accurate estimate.

Question 98

Majority

Answer 98

A group decision process where a vote is offered and the majority wins.

Question 99

Paralingual

Answer 99

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

Question 100

Project funding requirements

Answer 100

In larger projects this document identifies the timeline of when capital is required for the project to move forward. This document defines the amount of funds a project needs in order to reach its objectives and when the project funds are needed.

Question 101

Procurement management plan

Answer 101

Describes the procurement process from solicitation to source selection. The plan may also include the requirements for selection as set by the organization.

Question 102

Pareto diagrams

Answer 102

A Pareto diagram is related to Pareto’s Law: 80 percent of the problems come from 20 percent of the issues (this is also known as the “80/20 rule”). A Pareto diagram illustrates problems by assigned cause, from smallest to largest.

Question 103

Benefit measurement methods

Answer 103

Project selection methods that compare the benefits of projects to determine which project the organization should select for investment.

Question 104

Cost change control

Answer 104

This is part of the Integrated Change Control System and documents the procedures to request, approve, and incorporate changes to project costs.

Question 105

Acceptance

Answer 105

This is a response to a risk event, generally made when the probability of the event and/or impact are small. It is used when mitigation, transference, or avoidance are not selected.

Question 106

Trend analysis

Answer 106

Trend analysis is taking past results to predict future performance.

Question 107

Autocratic

Answer 107

The project manager makes all of the decisions.

Question 108

Quality management plan

Answer 108

This document describes how the project manager and the project team will fulfill the quality policy. In an ISO 9000 environment, the Quality Management Plan is referred to as the “project quality system.”

Question 109

Project portfolio management

Answer 109

A management process to select the projects that should be invested in. Specifically, it is the selection process based on the need, profitability, and affordability of the proposed projects.

Question 110

Ethics

Answer 110

Describes the personal, cultural, and organizational interpretation of right and wrong; project managers are to operate ethically and fairly.

Question 111

Encoder

Answer 111

Part of the communications model; the device or technology that packages the message to travel over the medium.

Question 112

Project

Answer 112

An undertaking outside of normal operations to create a unique product, service, condition, or result. Projects are temporary while operations are ongoing.

Question 113

Coercive power

Answer 113

The project manager uses fear and threats to manage the project team.

Question 114

Cost control

Answer 114

An active process to control causes of cost change, to document cost changes, and to monitor cost fluctuations within the project. When changes occur, the cost baseline must be updated.

Question 115

Critical chain method

Answer 115

A network diagramming approach that considers the availability or project resources and the project’s promised end date to determine the critical path(s) in the project.

Question 116

Operations

Answer 116

The ongoing work of the business. Operations are a generic way to describe the activities that support the core functions of a business entity.

Question 117

Monitoring and controlling

Answer 117

The project management process group responsible for ensuring that the project execution is completed according to the project management plan and expectations.

Question 118

Cost budgeting

Answer 118

A process of assigning a cost to an individual work package. This process shows costs over time. The cost budget results in an S-Curve that becomes the cost baseline for the project.

Question 119

Influence diagram

Answer 119

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

Question 120

Confidentiality

Answer 120

A project manager should keep certain aspects of a project confidential; consider contract negotiations, human resource issues, and trade secrets of the organization.

Question 121

Sole source

Answer 121

The only qualified seller that exists in the marketplace.

Question 122

Scales of probability and impact

Answer 122

Used in a risk matrix in both qualitative and quantitative risk analysis to score each risk’s probability and impact.

Question 123

Progress reports

Answer 123

These provide current information on the project work completed to date.

Question 124

Workarounds

Answer 124

Workarounds are unplanned responses to risks that were not identified or were accepted.

Question 125

Mind mapping

Answer 125

A visual representation of like and opposing ideas, thoughts, and project requirements.

Question 126

ISO 9000

Answer 126

An international standard that helps organizations follow their own quality procedures. ISO 9000 is not a quality system, but a method of following procedures created by an organization.

Question 127

Procurement documents

Answer 127

All of the documents for purchasing, such as request for quotes, invitation to bid, request for proposal, and the responses are stored as part of the project documentation.

Question 128

Finish-to-start

Answer 128

A relationship between project activities where the predecessor activities must finish before the successor activities may start; this is the most common network diagramming relationship type.

Question 129

Critical path method

Answer 129

A network diagramming approach that identifies the project activities which cannot be delayed or the project completion date will be late.

Question 130

Fixed Price with economic price adjustment contracts

Answer 130

A contract for long-term projects that may span years to complete the project work. The contract does define a fixed price with caveats for special categories of price fluctuation.

Question 131

Centralized contracting

Answer 131

All contracts for all projects need to be approved through a central contracting unit within the performing organization.

Question 132

Responsibility assignment matrix chart

Answer 132

A chart type designates the roles and responsibilities of the project team.

Question 133

Nonverbal

Answer 133

Approximately 55 percent of oral communication is non-verbal. Facial expressions, hand gestures, and body language contribute to the message.

Question 134

Internal rate of return

Answer 134

A benefit measurement formula to calculate the when the present value of the cash inflow equals the project’s original investment.

Question 135

Invitation for bid

Answer 135

A document from the buyer to the seller. Requests the seller to provide a price for the procured product or service.

Question 136

Teaming agreement

Answer 136

A contractual agreement that defines the roles, responsibility, considerations, and partnerships of two or more organizations that works together in a project. It’s not unlike a partnership or subcontractor relationship.

Question 137

Initiating

Answer 137

The start and authorization of the project; the project manager is identified, the project is authorized through the charter, and the stakeholders are identified.

Question 138

Schedule management plan

Answer 138

A subsidiary plan of the overall project plan. It is used to control changes to the schedule. A formal Schedule Management Plan has procedures that control how changes to the project plan can be proposed, accounted for, and then implemented Identifies circumstances that may change the project schedule, such as the completion of project phases or the reliance on other projects and outside resources.

Question 139

Precedence diagramming method

Answer 139

The most common method of arranging the project work visually. The PDM puts the activities in boxes, called nodes, and connects the boxes with arrows. The arrows represent the relationship and the dependencies of the work packages.

Question 140

Estimate to complete

Answer 140

Represents how much more money is needed to complete the project work: ETC=EAC-AC.

Question 141

Proposal

Answer 141

A document from the seller to the buyer, responding to a Request for Proposal or other procurement documents. Proposals are an expose on ideas, suggestion, recommendations, and solutions to an opportunity provided by a vendor for a seller. Proposals include a price for the work and document how the vendor would provide the service to the buyer.

Question 142

Risk management plan

Answer 142

A subsidiary project plan for determining: how risks will be identified, how quantitative and qualitative analysis will be completed, how risk response planning will happen, how risks will be monitored, and how ongoing risk management activities will occur through the project lifecycle.

Question 143

Sequential relationship of phases

Answer 143

Each phase of a project relies on the completion of the phase before it can begin.

Question 144

Stakeholder analysis

Answer 144

A process that considers and ranks the project stakeholders based on their influence, interests, and expectations of the project.

Question 145

Contract administration

Answer 145

The process of ensuring that the buyer and the seller both perform to the specifications within the contract.

Question 146

Overlapping relationship of phases

Answer 146

Allows project phases to overlap to compress the project duration. This is also known as fast tracking.

Question 147

Fixed-price contracts

Answer 147

Fixed-price contracts are also known as Firm-Fixed-Price and Lump-Sum contracts. These contracts have a pre-set price that the vendor is obligated to perform the work or provide materials for the agreed price.

Question 148

Request for quote

Answer 148

A document from the buyer to the seller asking the seller to provide a price for the procured product or service.

Question 149

Virtual teams

Answer 149

Project team that are not collocated and may rarely, if ever, meet face-to-face with other project team members. The virtual team relies on e-mail, video, and telephone conferences to communicate on the project.

Question 150

Operational definitions

Answer 150

The quantifiable terms and values used to measure a process, activity, or work result. Operational definitions are also known as metrics.

Question 151

Quality assurance

Answer 151

An executing process to ensure that the project is adhering to the quality expectations of the project customer and organization. QA is a prevention-driven process to perform the project work with quality to avoid errors, waste, and delays.

Question 152

Performance reports

Answer 152

These formal reports define how the project is performing on time, cost, scope, quality and any other relevant information.

Question 153

Present value

Answer 153

A benefit measurement formula to determine what a future amount of funds is worth today. The formula is Present Value=Future Value/(1+i)n where i is the value of return and n is the number of time periods.

Question 154

Culture shock

Answer 154

The initial reaction a person experiences when they’re in a foreign environment.

Question 155

Feedback

Answer 155

Sender confirmation of the message by asking questions, requesting a response, or other confirmation signals.

Question 156

Matrix structure

Answer 156

An organization that groups staff by function but openly shares resources on project teams throughout the organization. Project managers in a matrix structure share the power with functional management. There are three types of matrix structures: weak, balanced, and strong to describe the amount of authority for the project manager.

Question 157

Smoothing

Answer 157

A conflict resolution method that “smoothes” out the conflict by minimizing the perceived size of the problem. It is a temporary solution, but it can calm team relations and reduce boisterousness of discussions. Smoothing may be acceptable when time is of the essence or any of the proposed solutions would work.

Question 158

Staffing management plan

Answer 158

This subsidiary plan documents how project team members will be brought onto the project and excused from the project. This plan is contained in the human resources plan.

Question 159

Project team

Answer 159

The collection of individuals that will work together to ensure the success of the project. The project manager works with the project team to guide, schedule, and oversee the project work. The project team completes the project work.

Question 160

Ouchi’s Theory Z

Answer 160

This theory posits that workers are motivated by a sense of commitment, opportunity, and advancement. Workers will work if they are challenged and motivated.

Question 161

SNET

Answer 161

A project constraint that demands that a project activity start no earlier than a specific date.

Question 162

Stakeholder register

Answer 162

A document defines each stakeholder, their project requirements, influence on the project, phases of interest, details on the stakeholders’ contributions, and their contact information for the project.

Question 163

Estimate at completion

Answer 163

A hypothesis of what the total cost of the project will be. Before the project begins, the project manager completes an estimate for the project deliverables based on the WBS. As the project progresses, there will likely be some variances between what the cost estimate was and what the actual cost is. The EAC is calculated to predict what the new estimate at completion will be.

Question 164

Earned value

Answer 164

The value of the work that has been completed and the budget for that work: EV=%Complete X BAC.

Question 165

Share

Answer 165

Sharing is nice. When sharing the risk ownership is transferred to the organization that can most capitalize on the risk opportunity.

Question 166

Actual costs

Answer 166

The amount funds the project has spent to date. The difference between actual costs and the earned value will reveal the cost variance.

Question 167

Checklists

Answer 167

A listing of activities that workers check to ensure the work has been completed consistently; used in quality control.

Question 168

Should-cost estimates

Answer 168

These estimates are created by the performing organization to predict what the cost of the procured product should be. If there is a significant difference between what the organization has predicted and what the sellers have proposed, either the Statement of Work was inadequate or the sellers have misunderstood the requirements.

Question 169

Planning

Answer 169

The iterative process group where the intention of the project is determined and documented in the project management plan.

Question 170

Earned value management

Answer 170

Earned value management integrates scope, schedule, and cost to give an objective, scalable point-in-time assessment of the project. EVM calculates the performance of the project and compares current performance against plan. EVM can also be a harbinger of things to come. Results early in the project can predict the likelihood of the project’s success or failure.

Question 171

Contract file

Answer 171

A complete indexed set of records of the procurement process incorporated into the administrative closure process. These records include financial information as well as information on the performance and acceptance of the procured work.

Question 172

Mandatory dependencies

Answer 172

Project activities must happen in a particular order due to the nature of the work; also known as hard logic.

Question 173

Inappropriate compensation

Answer 173

The project manager is avoiding compensation, such as bribes. The project manager is to act in the best interest of the project and the organization.

Question 174

Start-to-start

Answer 174

A relationship structure that requires a task to start before a successor task activity may start. This relationship allows both activities to happen in tandem.

Question 175

Qualitative risk analysis

Answer 175

An examination and prioritization of the risks based on their probability of occurring and the impact on the project if they do occur. Qualitative risk analysis guides the risk reaction process.

Question 176

Project communications management

Answer 176

One of the ten project management knowledge areas; it is the planning and management of communication among project stakeholders.

Question 177

Facilitated workshops

Answer 177

A collection of stakeholders from around the organization that come together to analyze, discuss, and determine the project requirements.

Question 178

Project Management Office (PMO)

Answer 178

Organizes and manages control over all projects within an organization. PMOs may also known as a program management office, project office, or simply the program office. Coordinate all aspects, methodology, and nomenclature for project processes, templates, software, and resource assignment.

Question 179

Conflict of interest

Answer 179

A situation where the project manager could influence a decision for personal gain.

Question 180

Histogram

Answer 180

A bar chart; A Pareto diagram is an example of a histogram.

Question 181

Communications formula

Answer 181

The formula “N (N – 1) / 2” shows the number of communication channels in a project. N represents the total number of stakeholders.

Question 182

Iterative relationships of project phases

Answer 182

Ideal for projects like research. The next phase of the project is not planned until the current phase of the project is underway. The direction of the project can change based on the current work in the project, market conditions, or as more information is discovered.

Question 183

Soft logic

Answer 183

The preferred order of activities. Project managers should use these relationships at their “discretion” and document the logic behind making soft logic decisions. Discretionary dependencies allow activities to happen in a preferred order because of best practices, conditions unique to the project work, or external events; also known as discretionary dependencies.

Question 184

Withdrawal

Answer 184

A conflict resolution method that is used when the issue is not important or the project manager is out-ranked. The project manager pushes the issue aside for later resolution. It can also be used as a method for cooling down. The conflict is not resolved, and it is considered a yield-lose solution.

Question 185

Secondary risks

Answer 185

Risks that stem from risk responses. For example, the response of transference may call for hiring a third party to management an identified risk. A secondary risk caused by the solution is the failure of the third party to complete its assignment as scheduled. Secondary risks must be identified, analyzed, and planned for just as any identified risk.

Question 186

Start-to-finish

Answer 186

A relationship that requires an activity to start so that a successor activity may finish; it is unusual and is rarely used.

Question 187

Triple Constraints of Project Management

Answer 187

Describes the required balance of time, cost, and scope for a project. The Triple Constraints of Project Management is also defined by the Iron Triangle of Project Management.

Question 188

Design of experiments

Answer 188

This relies on statistical “what-if” scenarios to determine which variables within a project will result in the best outcome; it can also be used to eliminate a defect. The design of experiments approach is most often used on the product of the project, rather than the project itself.

Question 189

Bid

Answer 189

A document from the seller to the buyer. Used when price is the determining factor in the decision-making process.

Question 190

Nominal group technique

Answer 190

A group creativity technique that follows the brainstorming model but ranks each brainstorm idea.

Question 191

Control charts

Answer 191

These illustrate the performance of a project over time. They map the results of inspections against a chart. Control charts are typically used in projects or operations that have repetitive activities such as manufacturing, test series, or help desk functions. Upper and lower control limits indicate if values are within control or out of control.

Question 192

Configuration management

Answer 192

The control and documentation of the project’s product features and functions.

Question 193

War room

Answer 193

A centralized office or locale for the project manager and the project team to work on the project. It can house information on the project, including documentation and support materials. It allows the project team to work in close proximity.

Question 194

Work performance information

Answer 194

The current status of the project work; includes the results of activities, corrective and preventive action status, forecasts for activity completion, and other relevant information.

Question 195

Procurement

Answer 195

The process of a seller soliciting, selecting, and paying for products or services from a buyer.

Question 196

Risk register

Answer 196

A risk is uncertain event or condition that can have a positive or negative effect on the project. All risks, regardless of their probability or impact, are recorded in the issue log and their status is kept current.

Question 197

Project human resource management

Answer 197

One of the ten project management knowledge areas; projects are completed by people and the project manager generally oversees the management of the human resources on the project team.

Question 198

Request for proposal

Answer 198

A document from the buyer to the seller that asks the seller to provide a proposal for completing the procured work or for providing the procured product.

Question 199

Project integration management

Answer 199

One of the ten project management knowledge areas; this knowledge area coordinates the activities and completeness of the other eight knowledge areas.

Question 200

Fixed costs

Answer 200

Costs that remain the same throughout the project.

Question 201

Requirements management plan

Answer 201

Defines how requirements will manage throughout the phases of the project. This plan also defines how any changes to the requirements will be allowed, documented, and tracked through project execution.

Question 202

Project governance

Answer 202

Defines the rules for a project and it’s up to the project manager to enforce the project governance to ensure the project’s ability to reach its objectives. The project management plan defines the project governance and how the project manager, the project team, and the organization will all follow the rules and policies within the project.

Question 203

Quality policy

Answer 203

The formal policy an organization follows to achieve a preset standard of quality. The project team should either adapt the quality policy of the organization to guide the project implementation or create its own policy if one does not exist within the performing organization.

Question 204

Deliverable

Answer 204

A thing that a project creates; projects generally create many deliverables as part of the project work.

Question 205

Ethnocentrism

Answer 205

Happens when individuals measure and compare a foreigner’s actions against their own local culture. The locals typically believe their own culture is superior to the foreigner’s culture.

Question 206

Exploit

Answer 206

The organization wants to ensure that the identified risk does happen to realize the positive impact associated with the risk event.

Question 207

Active listening

Answer 207

This occurs when the receiver confirms the message is being received by feedback, questions, prompts for clarity, and other signs of having received the message.

Question 208

Planned value

Answer 208

The worth of the work that should be completed by a specific time in the project schedule.

Question 209

Resource calendar

Answer 209

The resource calendar shows when resources, such as project team members, consultants, and SMEs, are available to work on the project. It takes into account vacations, other commitments within the organization, restrictions on contracted work, overtime issues, and so on.

Question 210

Finish-to-finish

Answer 210

A relationship between project activities where the predecessor activities must finish before successor activities may finish.

Question 211

Decomposition

Answer 211

The breakdown of the project scope statement into the project’s work breakdown structure. The smallest item of the project’s decomposition into the WBS is called the work package.

Question 212

Functional managers

Answer 212

The managers of the permanent staff in each organizational department, line of business, or function such as sales, finance, technology. Project managers and functional managers interact on project decisions that affect functions, projects, and operations.

Question 213

Work breakdown structure templates

Answer 213

Based on historical information, this is a WBS from a past project that has been adapted to the current project.

Question 214

Flowcharting

Answer 214

A chart that illustrates how the parts of a system occur in sequence.

Question 215

Network templates

Answer 215

A network diagram based on previous similar projects that is adapted for the current project work.

Question 216

Residual risks

Answer 216

Risks that are left over after mitigation, transference, and avoidance. These are generally accepted risks. Management may elect to add contingency costs and time to account for the residual risks within the project.

Question 217

Product life cycle

Answer 217

The unique life, duration, and support of the thing a project creates. Product life cycles are separate from the project life cycle.

Question 218

Delphi technique

Answer 218

A method to query experts anonymously on foreseeable risks within the project, phase, or component of the project. The results of the survey are analyzed and organized and then circulated to the experts. There can be several rounds of anonymous discussions with the Delphi technique The goal is to gain consensus on project risks, and the anonymous nature of the process ensures that no one expert’s advice overtly influences the opinion of another participant.

Question 219

Expert power

Answer 219

A type of power where the authority of the project manager comes from experience with the area that the project focuses on.

Question 220

PMP

Answer 220

Your goal. A PMP is certified by the Project Management Institute as a Project Management Professional.

Question 221

Activity list

Answer 221

A listing of all of the project activities required to complete each project phase or the entire project. This list is an input to the project network diagram.

Question 222

Communications management plan

Answer 222

A plan that documents and organizes the stakeholder needs for communication. This plan covers the communications system, its documentation, the flow of communication, modalities of communication, schedules for communications, information retrieval, and any other stakeholder requirements for communications.

Question 223

Product scope

Answer 223

The attributes and characteristics of the deliverables the project is creating.

Question 224

Process adjustments

Answer 224

When quality is lacking, process adjustments are needed for immediate corrective actions or for future preventive actions to ensure that quality improves. Process adjustments may qualify for a change request and be funneled through the Change Control System as part of integration management.

Question 225

Cost-reimbursable contracts

Answer 225

A contract that pays the seller for the product. In the payment to the seller, there is a profit margin the difference between the actual costs of the product and the sales amount.

Question 226

Issues

Answer 226

Any point of contention, debate, or decision that has not yet been made in the project that may affect the project’s success.

Question 227

Constrained optimization methods

Answer 227

Complex mathematical models to determine the likelihood of a projects’ success. These models are used to determine which project an organization should choose for investment.

Question 228

Laissez faire

Answer 228

The project manager has a hands-off policy and the team is entirely self-led regarding the decision-making process.

Question 229

Requirements traceability matrix

Answer 229

A table that identifies all of the project requirements, when the requirements is due, when the requirements created, and any other pertinent information about the requirements.

Question 230

Effective listening

Answer 230

The receiver is involved in the listening experience by paying attention to visual clues by the speaker and to paralingual intentions and by asking relevant questions.

Question 231

Cost variance

Answer 231

The difference between the earned value and the actual costs.

Question 232

Chart of accounts

Answer 232

A coding system used by the performing organization’s accounting system to account for the project work.

Question 233

Exceptional

Answer 233

The project manager only pays attention to the top ten percent of the project performers and the bottom ten percent of the project team performers.

Question 234

Organizational charts

Answer 234

These show how an organization, such as a company or large project team, is ordered, reporting structures, and the flow of information.

Question 235

Project procurement management

Answer 235

One of the ten project management knowledge areas; this knowledge area oversees the purchasing and contract administration for a project.

Question 236

Forming

Answer 236

The initial stage of team development; the project team meets and learns about their roles and responsibilities on the project.

Question 237

Source selection criteria

Answer 237

A predefined listing of the criteria to determine how a vendor will be selected. For example, cost, experience, certifications, and the like.

Question 238

Formal power

Answer 238

The type of power where the project manager has been assigned by senior management to be in charge of the project.

Question 239

Cost baseline

Answer 239

This shows what the project is expected to spend. It’s usually shown in an S-curve and allows the project manager and management to predict when the project will be spending monies and over what duration. The purpose of the cost baseline is to measure and predict project performance.

Question 240

Force majeure

Answer 240

A powerful and unexpected event, such as a hurricane or other disaster.

Question 241

Composite structure

Answer 241

An organizational structure that uses a blend of the functional, matrix, or projectized organization to operate and manage projects.

Question 242

Function analysis

Answer 242

Related to value engineering, this allows team input to the problem, institutes a search for a logical solution, and tests the functions of the product so the results can be graphed.

Question 243

Schedule variance

Answer 243

The difference between the planned work and the earned work.

Question 244

Systems engineering

Answer 244

Focuses on satisfying the customers’ needs, cost requirements, and quality demands through the design and creation of the product. There is an entire science devoted to systems engineering in various industries.

Question 245

Statistical sampling

Answer 245

A process of choosing a percentage of results at random for inspection. Statistical sampling can reduce the costs of quality control.

Question 246

Program manager

Answer 246

Coordinates the efforts of multiple projects working together in the program. Programs are comprised of projects, so the program manager is a stakeholder in each of the constituent projects within the program.

Question 247

Murder boards

Answer 247

A group of decision makers that may determine to “kill” a proposed project before it is officially launched based on the board’s findings on the likelihood of the project’s success.

Question 248

Budget at completion

Answer 248

The predicted budget for the project; what the project should cost when it is completed. Budget at completion represents 100 percent of the planned value for the project’s completion.

Question 249

Adjourning

Answer 249

The final stage of team development; once the project is done, the team moves onto other assignments either as a unit or the project team ream is disbanded and individual team members go onto other work.

Question 250

Human resources plan

Answer 250

Defines the management of the project human resources, timing of use, and enterprise environmental factors the project manager must adhere to in the organization when it comes to human resources management.

Question 251

Brainstorming

Answer 251

The most common approach to risk identification; it is performed by a project team to identify the risks within the project. A multidisciplinary team, hosted by a project facilitator, can also perform brainstorming.

Question 252

Maslow’s Hierarchy of Needs

Answer 252

A theory that states that there are five layers of needs for all humans; physiological, safety, social, esteem, and the crowning jewel, self-actualization.

Question 253

Medium

Answer 253

Part of the communications model; this is the path the message takes from the sender to the receiver. This is the modality in which the communication travels typically refers to an electronic model, such as e-mail or the telephone.

Question 254

Project customer/end user

Answer 254

The person or group that will use the project deliverable. In some instances, a project may have many different customers.

Question 255

Future value

Answer 255

A formula to predict the current amount of funds into a future amount of funds. The formula is: Future Value = Present Value(1+i)n where i is the value of return and n is the number of time periods.

Question 256

Variable costs

Answer 256

Costs that vary depending on the conditions within the project.

Question 257

Plurality

Answer 257

A group decision process approach allows the biggest section of a group to win even if a majority doesn’t exist.

Question 258

Schedule performance index

Answer 258

This reveals the efficiency of work. The closer the quotient is to 1, the better: SPI=EV/PV.

Question 259

Prototypes

Answer 259

A mockup of the project deliverable to confirm, adapt, or develop the project requirements.

Question 260

Time and materials

Answer 260

A contract type where the seller charges the buyer for the time and the materials for the work completed. T&M contracts should have a not-to-exceed clause (NTE) to contain costs.

Question 261

Enhance

Answer 261

To enhance a risk is to attempt to modify it probability to and/or its impacts to realize the most gains from the identified risk.

Question 262

PMI Code of Ethics and Professional Conduct

Answer 262

A PMI document that defines the expectations of its members to act responsibly, respectfully, fairly, and honestly in their leadership of projects and programs.

Question 263

Project charter

Answer 263

A document that authorizes the project, defines the high-level requirements, identifies the project manager and the project sponsor, and provides initial information about the project.

Question 264

Evaluation criteria

Answer 264

Used to rate and score proposals from sellers. In some instances, such as a bid or quote, the evaluation criterion is focused just on the price the seller offers. In other instances, such as a proposal, the evaluation criteria can be multiple values: experience, references, certifications, and more.

Question 265

Change management plan

Answer 265

When changes are approved for a project, including time, cost, scope, or contract, then there needs to be a plan on how the project team will manage these new changes within the project.

Question 266

System or process flowcharts

Answer 266

These show the relation between components and how the overall process works. They are useful for identifying risks between system components.

Question 267

Project calendar

Answer 267

A calendar that defines the working times for the project. For example, a project may require the project team to work nights and weekends so as not to disturb the ongoing operations of the organization during working hours. In addition, the project calendar accounts for holidays, working hours, and work shifts the project will cover.

Question 268

Scope verification

Answer 268

An inspection-driven process led by the project customer to determine the exactness of the project deliverables. Scope verification is a process that leads to customer acceptance of the project deliverables.

Question 269

Scatter diagram

Answer 269

Tracks the relationship between two or more variables to determine if the one variable affects the other. It allows the project team, quality control team, or project manager make adjustment to improve the overall results of the project.

Question 270

To-complete performance index

Answer 270

An earned value management formula that can forecast the likelihood of a project to achieve its goals based on what’s currently happening in the project.

Question 271

Run chart

Answer 271

Similar to a control chart, a run chart tracks trends over time and displays those trends in a graph with each plotted data mapped to a specific date.

Question 272

Halo effect

Answer 272

When one attribute of a person influences a decision.

Question 273

Float

Answer 273

A generic term to describe the amount of time an activity may delayed without delaying any successor activities start date.

Question 274

Schedule control

Answer 274

Part of Integrated Change Management, schedule control is concerned with three processes: the project manager confirms that any schedule changes are agreed upon; the project manager examines the work results, conditions, and conditions to know if the schedule has changed; and the project manager manages the actual change in the schedule.

Question 275

Sapir-Whorf hypothesis

Answer 275

A theory that suggest there’s a linkage between the language a person (or culture) speaks and how that person or culture behaves in the world.

Question 276

Historical information

Answer 276

Any information created in the past that can help the current project succeed.

Question 277

Avoidance

Answer 277

This is one response to a risk event. The risk is avoided by planning a different technique to remove the risk from the project.

Question 278

Cultural norm

Answer 278

The accepted practices, culture, ideas, vision, and nature of an organization.

Question 279

Quality control

Answer 279

A process in which the work results are monitored to see if they meet relevant quality standards.

Question 280

Value analysis

Answer 280

Similar to value engineering, this focuses on the cost/quality ratio of the product. Value analysis focuses on the expected quality against the acceptable cost.

Question 281

Work performance measurements

Answer 281

These are predefined metrics for measuring project performance, such as cost variances, schedule variances, and estimate to complete.

Question 282

Triggers

Answer 282

Warning signs or symptoms that a risk has occurred or is about to occur (for example, a vendor failing to complete its portion of the project as scheduled).

Question 283

Scope baseline

Answer 283

Comprised of the project scope statement, the work breakdown structure, and the WBS dictionary.

Question 284

Project time management

Answer 284

A project management knowledge area that defines the project activities, sequences project work, estimates resources and activity durations, and develops the project schedule. This knowledge area is also responsible for control the project schedule.

Question 285

Project sponsor

Answer 285

Authorizes the project. This person or group ensures that the project manager has the necessary resources, including monies, to get the work done. The project sponsor is someone within the performing organization that has the power to authorize and sanction the project work, and is ultimately accountable for the project’s success.

Question 286

Constraints

Answer 286

Anything that limits the project manager’s options; for example, time, cost, and scope are always project constraints.

Question 287

Decision tree analysis

Answer 287

A type of analysis that determines which of two decisions is the best. The decision tree assists in calculating the value of the decision and determining which decision costs the least.

Question 288

Cost of nonconformance

Answer 288

The cost of not completing the project with quality; includes wasted time for corrective actions, rework, wasted materials. This could mean loss of business, loss of sales, lawsuits. Also known as the cost of poor quality.

Question 289

Referent power

Answer 289

Power that is present when the project team is attracted to, or wants to work on the project or with, the project manager. Referent power also exists when the project manager references another, more powerful person, such as the CEO.

Question 290

Monte Carlo analysis

Answer 290

A what-if scenario to determine how scenarios may work out given any number of variables. The process doesn’t actually create out a specific answer, but a range of possible answers. When Monte Carlo is applied to a schedule, it can present, for example, the optimistic completion date, the pessimistic completion date, and the most likely completion date for each activity in the project.

Question 291

Resource leveling heuristics

Answer 291

A method to flatten the schedule when resources are over-allocated or allocated unevenly. Resource leveling can be applied in different methods to accomplish different goals. One of the most common methods is to ensure that workers are not overextended on activities.

Question 292

Net present value

Answer 292

A benefit measurement formula used for projects that span multiple years or quarters. NPV calculates the present value for each year or quarter of the project.

Question 293

Oligopoly

Answer 293

A market condition where the actions of one competitor affects the actions of all the other competitors.

Question 294

Project cost management

Answer 294

One of the ten project management knowledge areas; it is the estimating, budgeting, and controlling of the project expenses.

Question 295

Payback period

Answer 295

The duration of time it takes a project to earn back the original investment.

Question 296

Analogous estimating

Answer 296

This relies on historical information to predict estimates for current projects. Analogous estimating is also known as top-down estimating and is a form of expert judgment.

Question 297

Requirements documentation

Answer 297

A clearly-defined explanation of the project requirements. The requirements must be measurable, complete, accurate, and signed-off by the project stakeholders.

Question 298

Assumption log

Answer 298

A document that clearly identifies and tracks assumptions that are made in the project. All assumptions need to be tested for their validity and the outcome of the test should be recorded.

Question 299

Transference

Answer 299

A response to risks in which the responsibility and ownership of the risk is transferred to another party (for example, through insurance).

Question 300

Lag

Answer 300

Time added to a project activity to delay its start time; lag time is considered positive time and it is sometimes called waiting time.

Question 301

Scope management plan

Answer 301

Explains how the project scope will be managed and how scope changes will be factored into the project plan. Based on the conditions of the project, the project work, and the confidence of the project scope, the scope management plan should also define the likelihood of changes to the scope, how often the scope may change, and how much the scope can change.

Question 302

Change Control Board

Answer 302

A group of decision makers that review proposed project changes.

Question 303

Executing

Answer 303

The project management process group that carries out the project management plan to create the project deliverables.

Question 304

Fast tracking

Answer 304

A schedule compression technique that allows phases to overlap in order to compress the schedule and finish the job faster. Fast tracking does increase project risk.

Question 305

Cause-and-effect diagrams

Answer 305

Used for root cause analysis of what factors are creating the risks within the project. The goal is to identify and treat the root of the problem, not the symptom.

Question 306

Three-point estimate

Answer 306

An estimate that uses optimistic, most likely, and pessimistic values to determine the cost or duration of a project component.

Question 307

Project baselines

Answer 307

There are three baselines in a project which are used to measure project performance: cost, schedule and scope.

Question 308

Contract

Answer 308

A legal, binding agreement, preferably written, between a buyer and seller detailing the requirements and obligations of both parties. Must include an offer, an acceptance, and a consideration.

Question 309

Benefit/cost ratios

Answer 309

Shows the proportion of benefits to costs; for example 4:1 would equate to four benefits and just one cost.

Question 310

Parkinson’s Law

Answer 310

Work expands to fill the amount of time allotted to it.

Question 311

Responsibility

Answer 311

The person that decides what will happen in a project about a particular area of the project.

Question 312

Contract closeout

Answer 312

A process for confirming that the obligations of the contract were met as expected. The project manager, the customer, key stakeholder, and, in some instances, the seller complete the product verification together to confirm the contract has been completed.

Question 313

Qualified seller list

Answer 313

The performing organization may have lists of qualified sellers, preferred sellers, or approved sellers. The qualified sellers list generally has contact information, history of past experience with the seller, and other pertinent information.

Question 314

Duration estimates

Answer 314

The prediction of how long the project work will take to complete.

Question 315

Cost management plan

Answer 315

Explains how variances to the costs of the project will be managed. The plan may be based on a range of acceptable variances and the expected response to variances over a given threshold.

Question 316

Portfolio management review board

Answer 316

A collection of organizational decision makers, usually executives, that review proposed projects and programs for their value and return on investment for the organization.

Question 317

Compromising

Answer 317

A conflict resolution method; this approach requires both parties to give up something. The decision ultimately made is a blend of both sides of the argument. Because neither party completely wins, it is considered a lose-lose solution.

Question 318

Expectancy theory

Answer 318

People will behave on the basis of what they expect as a result of their behavior. In other words, people will work in relation to the expected reward of the work.

Question 319

Cost of conformance

Answer 319

The cost of completing the project work to satisfy the project scope and the expected level of quality. Examples include training, safety measures, and quality management activities. Also known as the cost of quality.

Question 320

Contingency reserve

Answer 320

A time or dollar amount allotted as a response to risk events that may occur within a project.

Question 321

Risk

Answer 321

An uncertain event that can have a positive or negative influence on the project success. It can affect the project costs, project schedule, and often both. All risks and their status should be recorded in the risk register.

Question 322

Single source

Answer 322

A specific seller that the performing organization prefers to contract with.

Question 323

Project plan

Answer 323

A comprehensive document comprised of several subsidiary plans that communicates the intent and direction of the project.

Question 324

Storming

Answer 324

The second stage of team development; the project team struggles for project positions, leadership, and project direction.

Question 325

Crashing

Answer 325

A duration compression technique that adds project resources to the project in an effort to reduce the amount of time allotted for effort-driven activities.

Question 326

Voice of the customer

Answer 326

The initial collection of customer requirements that serve as part of the quality function deployment in a facilitated workshop.

Question 327

Norming

Answer 327

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

Question 328

Letter of intent

Answer 328

Expresses the intention of the buyer to procure products or services from the seller. This is not a contract, but express intent to purchase so the seller can prepare for the work.