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Test Flashcards

Memorize Terms

1
Q

Activity

A

A distinct portion of work, scheduled with a beginning and an end, that must be performed to complete work on the project. Also known as a schedule activity. See also “Task”.

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2
Q

Activity Attributes

A

Multiple attributes associated with each activity that can be included within the activity list.

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3
Q

Activity Cost Estimates

A

Each task is assigned a budget, and the aggregate of these estimates results in the project budget. Activity cost estimates include labor, materials, equipment, and fixed cost items like contractors, services, facilities, financing costs, etc. This information can be presented in a detailed or summarized form.

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4
Q

Activity Dependency

A

A logical relationship that exists between two project activities. The relationship indicates whether the start of an activity is contingent upon an event or input from outside the activity.

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5
Q

Activity Duration Estimates

A

The quantitative assessments of the likely number of time periods that are required to complete an activity.

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6
Q

Activity List

A

A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope-of-work description so project team members understand what work is to be performed.

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7
Q

Activity on Arrow or Activity on Node

A

A graphical diagram on which schedule activities are represented by nodes (rectangle boxes) and their dependencies are depicted by arrows.

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8
Q

Activity Resource Estimates

A

Material and human resources that are needed to complete an activity; often expressed by a probability or range.

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9
Q

Activity Resource Requirements

A

The resources (physical, human, and organizational) required to complete the activities in the activity list.

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10
Q

Actual Cost (AC)

A

Earned Value Management term for the realized cost incurred for the work performed on an activity during a specific time.

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11
Q

Adaptive

A

A type of project life cycle or methodology that values responding to change over following a
set plan. Adaptive methodologies seek solutions that deliver maximum value to the customer.

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12
Q

Administrative Closure

A

Involves verifying and documenting project results to formalize project or phase completion.

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13
Q

Affinity Diagram

A

A technique that allows large numbers of ideas to be classified into groups for review and analysis.

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14
Q

Affinity Estimating

A

Technique designed to rapidly estimate large stories (epics or features) in the backlog. For example: T-Shirt sizing, coffee cup sizes, or Fibonacci sequence.

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15
Q

Agile

A

A term used to describe a mindset of values and principles as set forth in the Agile Manifesto.

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16
Q

Agile Coach

A

A process role on a project team that helps organizations achieve true agility by coaching teams
across the enterprise on how to apply agile practices and choose their best way of working. See
also “scrum master.”

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17
Q

Agile Estimating

A

An approach that assists with planning a project appropriately from the beginning to ensure the team can focus on the quality of each deliverable.

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18
Q

Agile Life Cycle

A

An approach that is both iterative and incremental to refine work items and deliver frequently.

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19
Q

Agile Manifesto

A

In 2001, a group of 17 software developers met in Snowbird, Utah to discuss lightweight software development. Based on their experience, they came up with the four core values of agile software development as stated by the Agile Manifesto are: individuals and interactions over processes and tools; working software over comprehensive documentation; customer collaboration over contract negotiation; and responding to change over following a plan.

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20
Q

Agile Modeling

A

A representation of the workflow of a process or system that the team can review before it is implemented in code.

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21
Q

Agile Practitioner

A

A person embracing the agile mindset who collaborates with like-minded colleagues in cross- functional teams. Also referred to as an agilist.

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22
Q

Agile Principles

A

A set of 12 guidelines that support the Agile Manifesto and which practitioners and teams should internalize and act upon.
1. Customer satisfaction by early and continuous delivery of valuable software
2. Welcome changing requirements, even in late development
3. Deliver working software frequently (weeks rather than months)
4. Close, daily cooperation between business and technical people
5. Projects are built around motivated individuals, who should be trusted
6. Face-to-face conversation is the best form of communication (colocation)
7. Working software is the primary measure of progress
8. Sustainable development, able to maintain a constant pace
9. Continuous attention to technical excellence and good design
10. Simplicity is essential
11. Best architectures, requirements, and designs emerge from self-organizing teams
12. Regularly, the team reflects on how to become more effective, and adjusts accordingly

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23
Q

Agile Release Planning

A

A process in which a team determines the number of iterations or Sprints that are needed to complete each release, the features that each iteration will contain, and the target dates of each release.

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24
Q

Agile Space

A

Team space that encourages colocation, collaboration, communication, transparency, and visibility.

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25
Q

Agreements

A

Any documents or communication that defines the initial intentions of a project. Examples include contracts, memorandums of understanding (MOUs), service-level agreements (SLAs), letters of agreement, letters of intent, verbal agreements, email, or other written agreements.

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26
Q

Allowable Costs

A

Costs that are allowed under the terms of the contract. Typically, allowable costs become relevant under certain types of cost-reimbursable contracts in which the buyer reimburses the seller’s allowable costs.

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27
Q

Analogous Estimating

A

A technique for estimating the duration or cost of an activity on a project using historical data from a similar activity or project. Also known as “Top-Down Estimating”.

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28
Q

Analytical Techniques

A

Logical approach that looks at the relationship between outcomes and the factors that can influence them.

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29
Q

Approved Change Requests

A

Change requests that have been reviewed and approved by the change control board (CCB) and are ready to be scheduled for implementation.

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30
Q

Artifact

A

Any project management processes, inputs, tools, techniques, outputs, EEFs, and OPAs that the project management team uses on their specific project. They are subject to configuration management and are maintained and archived by the team.

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31
Q

Assumption

A

Anything considered to be true while planning. Assumptions should be documented and validated and are often closely linked to constraints.

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32
Q

Assumption and Constraint Analysis

A

A process that explores the validity of the project assumptions within the constraints and identifies risks from any incompleteness or inaccuracy of these project assumptions.

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33
Q

Assumption Log

A

A list of all uncertainties that are treated as true for the purpose of planning.

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34
Q

Attribute Sampling Data

A

Data that is counted such as the number of product defects or customer complaints.

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35
Q

Audit

A

An examination of a project’s goals and achievements, including adequacy, accuracy, efficiency, effectiveness, and the project’s compliance with applicable methodologies and regulations. It tends to be a formal, one-sided process that can be extremely demoralizing to team members.

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36
Q

Autocratic

A

A group decision-making method in which one member of the group makes the decision. In most cases, this person will consider the larger group’s ideas and decisions and will then make a decision based on that input.

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37
Q

Avoid

A

A strategy for managing negative risks or threats that involves changing the project management plan to remove the risk entirely by extending the schedule, changing the strategy, increasing the funding, or reducing the scope.

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38
Q

Backlog

A

The prioritized list of all the work, presented in story form, for a project team. See also “Iteration Backlog”.

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39
Q

Backlog Refinement

A

The progressive elaboration of project requirements and/or the ongoing activity in which the team collaboratively reviews, updates, and writes requirements to satisfy the need of the customer request.

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40
Q

Backward Pass

A

Technique for calculating the late start and late finish dates of the schedule activities. This is part of the critical path method and is paired with forward pass to determine activity and schedule float along with the critical path.

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41
Q

Bar Chart

A

A graphic display of schedule-related information. In the typical bar chart, schedule activities or WBS components are listed down the left side of the chart, dates are shown across the top, and activity durations are shown as date-placed horizontal bars. See also “Gantt Chart”.

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42
Q

Baseline

A

Original objectives plus approved change requests for scope, schedule, cost, and resources required to finish the project. Baselines represent the approved plan, and they are useful for measuring how actual results deviate from the plan.

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43
Q

Benchmarking

A

The comparison of actual or planned products, processes, and practices to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance.

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44
Q

Benefit Cost Ratio (BCR)

A

The ratio of the expected benefits and the anticipated costs.

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45
Q

Benefits Management Plan

A

The documented explanation defining the processes for creating, maximizing, and sustaining the benefits provided by a project or program. It also describes how and when the benefits of a project will be derived and measured. Both the business case and the benefits management plan are developed with the benefits owner prior to the project being initiated. Additionally, both documents are referenced after the project has been completed. Therefore, they are considered business documents rather than project documents or components of the project management plan.

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46
Q

Bidder Conferences

A

The meetings with prospective sellers prior to the preparation of a bid or proposal to ensure all prospective vendors have a clear and common understanding of the procurement. Also called vendor conferences, pre-bid conferences, or contractor conferences.

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47
Q

Bottom-Up Estimating

A

A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the WBS.

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48
Q

Brainstorming

A

A simple technique used to generate a list of ideas. It should be led by a facilitator with a group consisting of stakeholders, team members, and subject matter experts. After quickly generating a list of alternatives, the group then performs analysis of the alternatives and generally chooses a particular option for action.

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49
Q

Breach of Contract

A

The failure to meet some or all the obligations of a contract.

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50
Q

Budget

A

A time-phased plan for when funds will be disbursed on a project. It helps the organization anticipate when money will be coming in and/or going out, for the duration of the project. Budget accuracy is dependent upon a well-defined project scope and schedule. The total project budget is the cost baseline plus management reserves. See also “Cost Baseline”.

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51
Q

Budget at Completion (BAC)

A

The sum of all budgets established to provide financial support for the work to be performed.

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52
Q

Buffer

A

A planning term related to contingency. See also “Reserve”.

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53
Q

Burn Chart

A

A tool that is used to track the progress of the project by plotting the number of days of sprint against the number of hours of work remaining. It is used to communicate progress during and at the end of an iteration/sprint/ increment, showing the number of stories that have been completed and the ones that remain. The concept is as the project progresses over time, the backlog of work will “burn down”/lessen.

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54
Q

Burndown Chart

A

A graphical representation of the work remaining versus the time left in a timebox.

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55
Q

Burn Rate

A

The rate at which the project consumes financial resources, representing negative cash flow. Burn rates are often used by agile projects to budget costs for planned iterations/sprints/increments.

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56
Q

Burnup Chart

A

A graphical representation of the work completed toward the release of a product.

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57
Q

Business Case

A

A documented economic feasibility study used to establish the validity of the benefits of a selected component lacking sufficient definition and that is used as a basis for the authorization of further project management activities.

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58
Q

Business Document

A

An artifact developed prior to the project, used as part of the business case, and which is reviewed periodically by a project professional to verify benefit delivery.

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59
Q

Business Requirement Documents (BRD)

A

Listing of all requirements for a specific project.

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60
Q

Business Risk

A

The inherent risk in any business endeavor that carries the potential for either profit or loss. Types of business risks are competitive, legislative, monetary, and operational.

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61
Q

Business Value

A

The net quantifiable benefit derived from a business endeavor. The benefit may be tangible, intangible, or both.

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62
Q

Capability Maturity Model Information (CMMI)

A

The CMMI provides a framework for the integration of process improvement for multiple process areas. Associated with quality management.

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63
Q

Cause and Effect Diagram

A

This diagram shows the relationship between causes and effects. Primarily used in root cause analysis (risk and quality) to uncover the causes of risks, problems, or issues. See also “Fishbone Diagram” and “Ishikawa Diagram”.

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64
Q

Cease and Desist Letter

A

A legal document sent to an individual or a business with the direct intention of stopping specific activities and preventing their occurrence or recurrence.

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65
Q

Change Control

A

Purposeful management of changes to the project (scope, schedule, cost, or quality). In change control, a change request goes through a formal process before a decision (approve/deny) is made.

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66
Q

Change Control Board (CCB)

A

A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project and for recording and communicating such decisions.

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67
Q

Change Control Form

A

A document used to request a project change. They can also be recommendations for taking corrective or preventive actions. See also “Change Request”.

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68
Q

Change Control System

A

A set of procedures that describes how modifications to the project deliverables and documentation are managed and controlled.

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69
Q

Change Log

A

A living list of all project change requests (CR). This log is used to track and provide accurate status of each CR (requester, owner, details, impact analysis, decision, etc.)

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70
Q

Change Management

A

A comprehensive, cyclic, and structured approach for transitioning individuals, groups, and organizations from a current state to a future state in which they realize desired benefits. It is different from project change control, which is a process whereby modifications to documents, deliverables, or baselines associated with the project are identified and documented, and then are approved or rejected.

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71
Q

Change Management Plan

A

A component of the project management plan that establishes the Change Control Board, documents the extent of its authority, and describes how the change control system will be implemented.

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72
Q

Change Request (CR)

A

Request for change sent to upper management or the Change Control Board (CCB) for its evaluation and approval. See also “Change Control Form”.

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73
Q

Charter

A

A shortened name for the project charter. A formal document that starts the project. Typically used by the project sponsor and the project manager, this document provides the reason for the project (based on business case) and may include high-level requirements, assumptions, constraints, milestone(s), and preliminary budget. See also “Project Charter”.

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74
Q

Checklist

A

A set of procedural instructions used to ensure that a product or component quality is achieved.

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75
Q

Checklist Analysis

A

A technique for systematically reviewing materials using a list for accuracy and completeness.

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76
Q

Claim

A

An issue with the contract brought by one party against another. Claims must be resolved before the contract can be properly closed out.

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77
Q

Close Project or Phase Process

A

The process of finalizing all activities for the project, phase, or contract.

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78
Q

Close-Out Meetings

A

Sessions held at the end of a project or phase during which teams discuss work and capture lessons learned.

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79
Q

Closing Process Group

A

One of the five Project Management Process Groups. It consists of those processes performed to formally complete or close the project, phase, or contract.

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80
Q

Coach

A

An agile servant leader role that exists to help the team and identify and remove any impediments (obstacles).

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81
Q

Coaching

A

The act of giving guidance and direction to another person to facilitate personal and/or professional growth and development.

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82
Q

Code of Accounts

A

A numbering system used to uniquely identify each component of the WBS.

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83
Q

Collaboration

A

The act of working together and sharing information to create deliverables, work products or results

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84
Q

Collect Requirements Process

A

The process in which requirements documentation is developed. Precedes the Define Scope process.

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85
Q

Colocation

A

An organizational placement strategy in which the project team members are physically located close to one another to improve communication, working relationships, and productivity.

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86
Q

Common Cause

A

A reason contributing to a quality problem that is usually considered acceptable. Common causes are considered unpreventable or if they are preventable, the cost of prevention would not justify the benefit. Opposite of “Special Cause”.

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87
Q

Communication Channels

A

The number of possible communication paths on a project. The formula for calculating communication channels is: [n(n-1)]/2; n=number of people on the project.

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88
Q

Communication Method

A

A systematic procedure, technique, or process used to transfer information among project stakeholders.

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89
Q

Communication Models

A

A description, analogy, or schematic used to represent how the communication process will be performed for the project.

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90
Q

Communication Requirements Analysis

A

An analytical technique to determine the information needs of the project stakeholders through interviews, workshops, or study of lessons learned from previous projects, etc.

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91
Q

Communication Styles Assessment

A

A technique to identify the preferred communication method, format, and content for stakeholders for planned communication activities.

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92
Q

Communication Technology

A

Specific tools, automated systems, computer programs, etc., used to transfer information among project stakeholders.

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93
Q

Communications Management Plan

A

A component of the project, program, or portfolio management plan that describes how, when, and by whom information about the project will be administered and disseminated.

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94
Q

Completion Contract

A

A type of contract that is completed when the vendor delivers the product to the buyer and the buyer accepts the product.

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95
Q

Complexity

A

A characteristic of a program, project, or its environment, which is difficult to manage due to human behavior, system behavior, or ambiguity.

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96
Q

Compliance

A

The state of meeting—or being in accord with—organizational, legal, certification or other relevant regulations.

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97
Q

Compromise

A

An option in conflict management in which both parties give up something to reach an agreement.

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98
Q

Conduct Procurement Process

A

The process of obtaining seller responses, selecting a seller, and awarding a contract.

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99
Q

Cone of Uncertainty

A

Agile term describing the difficulty of estimating early due to unknowns and how that should improve over time.

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100
Q

Configuration Item

A

Any component or project element that needs to be managed to ensure the successful delivery of the project, services, or result.

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101
Q

Configuration Management

A

A tool used to manage changes to a product or service being produced as well as changes to any of the project documents—for example, schedule updates.

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102
Q

Configuration Management Plan

A

A component of the project management plan that describes how to identify and account for project artifacts under configuration control and how to record and report changes to them.

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103
Q

Configuration Management System

A

A collection of procedures used to track project artifacts and monitor and control changes to these artifacts.

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104
Q

Conflict

A

Difference of opinion or agenda on a project amongst team members, stakeholders, or customers.

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105
Q

Conflict Management

A

The application of one or more strategies for dealing with disagreements that may be detrimental to team performance.

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106
Q

Conflict Resolution

A

The process of working to reach an agreement after a conflict situation arises.

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107
Q

Consensus

A

Group decision technique in which the group agrees to support an outcome even if the individuals do not agree with the decision.

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108
Q

Constraint

A

An external factor that limits the ability to plan. Constraints and assumptions are closely linked.

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109
Q

Context Diagram

A

A visual depiction of the product scope showing a business system (process, equipment, computer system, etc.), and how people and other systems (actors) interact with it.

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110
Q

Contingency Plan

A

A risk response strategy developed in advance, before risks occur; it is meant to be used if and when identified risks become reality.

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111
Q

Contingency Reserve

A

Time or money allocated in the schedule or cost baseline for known risks with active response strategies.

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112
Q

Contingency Theory

A

A theory credited to Fred. E. Fielder which states that the set of skills and attributes that helped a project manager in one environment may work against them in another environment.

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113
Q

Continuous Improvement (CI)

A

The ongoing effort to improve products, services, or processes.

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114
Q

Continuous Integration

A

The practice of regularly merging all software code into a shared environment, several times a day, to check code quality and functionality.

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115
Q

Continuous Process Improvement

A

The systematic, ongoing effort to improve products, services, or processes in an organization

116
Q

Contract

A

A mutually binding agreement that obligates the seller to provide the specified project or service or result and obligates the buyer to pay for it.

117
Q

Contract Change Control System

A

The system used to collect, track, adjudicate, and communicate changes to a contract.

118
Q

Control Account

A

A management control point at which scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement.

119
Q

Control Charts

A

A graphic display of process data over time and against established control limits, which has a centerline that assists in detecting a trend of plotted values toward either control limit. These charts are often associated with control limits, specification limits, means, and standard deviation. Control charts are used to analyze and communicate the variability of a process or project activity over time. See also “Variability Control Charts”.

120
Q

Control Costs Process

A

Monitor and control project costs to ensure they align with the cost baseline/budget.

121
Q

Control Procurements Process

A

The process of managing procurement relationships, monitoring contract performance, making changes and corrections as appropriate, and closing out contracts.

122
Q

Control Procurements Process

A

Part of the Monitoring and Controlling Process Group, this process is performed by the buyer to ensure compliance by the seller and the other party; it compares the terms in the agreement/contract.

123
Q

Control Quality Process

A

Part of the Monitoring and Controlling Process Group, this process focuses on the quality of deliverables.

124
Q

Control Resources Process

A

Part of the Monitoring and Controlling Process Group, this process ensures that the flow and usage of physical resources line up with the plan.

125
Q

Control Schedule Process

A

Part of the Monitoring and Controlling Process Group, this process compares the planned work to the actual work.

126
Q

Control Scope Process

A

Part of the Monitoring and Controlling Process Group, this process ensures that changes to scope are properly controlled.

127
Q

Controlling PMO

A

A type of PMO that provides support and requires compliance through various means. Compliance may involve adopting project management frameworks or methodologies; using specific templates, forms, and tools; or conformance to governance.

128
Q

Corrective Action

A

Steps (action) to bring future results in line with the plan; this can change the plan or the way the plan is being executed.

129
Q

Cost Aggregation

A

Summing the lower-level cost estimates associated with the various work packages for a given level within the project’s WBS or for a given cost control account.

130
Q

Cost Baseline

A

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. See also “Budget”.

131
Q

Cost-Benefit Analysis

A

A financial analysis method used to determine the benefits provided by a project against its costs.

132
Q

Cost Forecast

A

Cost estimates adjusted based on performance—i.e., Estimate at complete, budget at completion, estimate to complete, etc.

133
Q

Cost Management Plan

A

A component of a project or program management plan that describes how costs will be planned, structured, and controlled.

134
Q

Cost of Conformance

A

The money spent during a project to avoid failures. This includes prevention costs that build a quality product and appraisal costs that assess the quality.

135
Q

Cost of Non-Conformance

A

The money spent after a project is complete because of failures. This includes internal and external failure costs.

136
Q

Cost of Quality (CoQ)

A

All costs incurred over the life of the product by investment in preventing nonconformance to requirements, appraisal of the product or service for conformance to requirements, and failure to meet requirements.

137
Q

Cost Performance Index (CPI)

A

A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.

138
Q

Cost Plus Award Fee (CPAF) contract

A

A category of contract that involves payments to the seller for all legitimate actual costs incurred for completed work, plus an award fee representing seller profit.

139
Q

Cost Plus Fixed Fee (CPFF) contract

A

A type of cost-reimbursable contract in which the buyer reimburses the seller for the seller’s allowable costs (allowable costs are defined by the contract) plus a fixed amount of profit (fee).

140
Q

Cost Plus Incentive Fee (CPIF) contract

A

A type of cost-reimbursable contract in which the buyer reimburses the seller for the seller’s allowable costs (allowable costs are defined by the contract), and the seller earns its profit if it meets defined performance criteria.

141
Q

Cost Variance (CV)

A

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.

142
Q

Cost-Benefit Analysis

A

A cost-benefit analysis allows project managers to compare if the benefits of an action outweigh the costs or, conversely, if the costs outweigh the benefits. This can be an important criterion in decision making.

143
Q

Cost-Reimbursable Contract

A

A type of contract involving payment to the seller for the seller’s actual costs, plus a fee typically representing the seller’s profit.

144
Q

Crashing

A

Applying additional resources to one or more tasks/activities to complete the work more quickly. Crashing usually increases costs more than risks. In comparison, fast-tracking increases risks. See also “Fast Tracking”.

145
Q

Critical Path

A

The sequence of activities that represents the longest path through a project, which determines the shortest possible duration

145
Q

Create WBS Process

A

A planning processes that involves creating the work-break-down (WBS) structure, along with the WBS dictionary. This process produces the schedule baseline, which consists of the WBS, WBS dictionary and the scope statement. The scope statement is produced from the Define Scope process.

146
Q

Critical Path Activity

A

Any activity on the critical path in a project schedule.

147
Q

Critical Path Method (CPM)

A

A technique of schedule analysis in which the schedule activities are evaluated to determine the float or slack for each activity and the overall schedule. To calculate critical path, use the forward and backward pass along with float analysis to identify all network paths, including critical.

148
Q

Cross-Functional Team

A

Teams that have all the capabilities to deliver the work they’ve been assigned. Team members
can specialize in certain skills, but the team can deliver what they’ve been called on to build.
See also “self-organizing teams.”

149
Q

Crystal Family of Methodologies.

A

A collection of lightweight agile software development methods focused on adaptability to a particular circumstance.

150
Q

Cycle Time

A

Refers to the period from the time a team starts a task until the time it is completed. See also “lead time.”

151
Q

Daily Standup

A

A short, 15-minute meeting in which the complete team gets together for a quick status update while standing in a circle. Also referred to as a “daily scrum” or “standup”.

152
Q

Data Gathering

A

Techniques used to solicit and document ideas—i.e., brainstorming, interviews, focus groups, questionnaires, surveys, and so on.

153
Q

Data Representation

A

A way of depicting data visually to aid in its communication/comprehension to various audiences.

154
Q

De Facto Regulations

A

Regulations that are widely accepted and adopted through use.

155
Q

De Jure Regulations

A

Regulations that are mandated by law or have been approved by a recognized body of experts.

156
Q

Debriefing

A

An informal, collaborative means of discussing the positives and the negatives of a project, what worked, and what will be done differently next time. This discussion includes technology issues, people issues, vendor relationships, and organizational culture.

157
Q

Decision Making

A

The process of selecting a course of action from among multiple options.

158
Q

Decision Tree Analysis

A

A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.

159
Q

Decomposition

A

A technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts.

160
Q

DEEP

A

An acronym used in agile projects that describes desirable attributes of a product backlog. Stands for: Detailed, Estimable, Emergent and Prioritize.

161
Q

Define Activities Process

A

Part of the Planning Process Group, this process defines the activities (tasks) necessary to complete work packages/stories.

162
Q

Define Scope Process

A

Part of the Planning Process Group, this process produces the scope statement that depicts a detailed and complete understanding of the project’s vision.

163
Q

Definition of Done (DoD)

A

A team’s checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use.

164
Q

Definition of Ready (DoR)

A

A team’s checklist for a user-centric requirement that has all the information the team needs to be able to begin working on it.

165
Q

Deliverable

A

Any unique and verifiable product, result, or capability used to perform a service and that is required to be produced to complete a process, phase, or projects.

166
Q

Delphi Technique

A

A form of gathering expert opinions in which members of a group are asked or polled anonymously.

167
Q

Dependency

A

A relationship between one or more tasks/activities. A dependency may be mandatory or discretionary, internal or external. See also “start-to-start”; “start-to-finish”; “finish-to-start”; and “finish-to-finish”.

168
Q

Design for X (DfX)

A

A set of technical guidelines that may be applied during the design of a product for the optimization of a specific aspect of the design. DfX can control or even improve the product’s final characteristics.

169
Q

Design of Experiments (DoE)

A

A data analysis technique to determine the optimal condition; typically used with multiple variables.

170
Q

Determine Budget Process

A

Part of the Planning Process Group, this process produces the cost baseline/project budget.

171
Q

DevOps

A

A collection of practices for creating a smooth flow of delivery by improving collaboration between development and operations staff.

172
Q

Develop Project Charter

A

Part of the Initiating Process Group, this process produces the project charter, which officially starts the project.

173
Q

Develop Project Management Plan Process

A

A planning process which is a guide on how the project will be managed. It is composed of 19 components.

174
Q

Develop Schedule Process

A

Part of the Planning Process Group, this process arranges activities to create the schedule baseline.

175
Q

Develop Team Process

A

Part of the Executing Process Group, this process enhances and empowers the team to improve teamwork and individual skills.

176
Q

Diagramming Techniques

A

Various means of depicting a system or virtual concept such as a business or process flow that indicate entities, relationships, and interactions.

177
Q

Dictatorship

A

A group decision technique in which one person makes the decision for the entire group.

178
Q

Direct and Manage Project Work Process

A

A Monitoring and Controlling process that reviews the entire project and analyzes what is planned vs. actual (with schedule forecast and cost forecast as an input) to determine the overall project status.

179
Q

Direct Cost

A

Costs that are reported against the project, which may include salaries for resources, materials, and other expenses. It does not include shared expenses or overhead expenses.

180
Q

Directions of Influence

A

A classification model that groups stakeholders based on how they influence the project and/or the project team: upwards (senior management); downwards (team or specialists); outwards (external); sidewards (project manager’s peers).

181
Q

Directive PMO

A

A type of PMO that takes control of projects by directly managing the projects.

182
Q

Disaggregation

A

Breaking down epics or large stories into smaller stories. This is similar to decomposition on predictive projects.

183
Q

Discretionary Dependency

A

A relationship that is established based on knowledge of best practices within a particular application area or an aspect of the project in which a specific sequence is desired.

184
Q

Document Analysis

A

A technique used to gain project requirements from current document valuation.

185
Q

Duration

A

Amount of time needed to complete an activity/task or work package.

186
Q

Early Finish

A

Used in a networking diagram, this represents the earliest date that the activity can finish.

187
Q

Early Start

A

Used in a networking diagram, this represents the earliest date that the activity can start.

188
Q

Earned Value (EV)

A

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

189
Q

Earned Value Management (EVM)

A

A methodology that combines scope, schedule, and resource measurements to assess project performance and progress.

190
Q

EEF

A

Any or all environmental factors either internal or external to the project that can influence the project’s success. Enterprise Environmental Factors (EEFs) include culture, weather conditions, government regulations, political situation, market conditions, and so on.

191
Q

Effect-Based Risk Classification

A

A way of analyzing the major risks inherent to a project that could have an impact on its success. These major risks include time, cost, quality, and scope.

192
Q

Effort

A

The number of labor units required to complete a scheduled activity or WBS component, often expressed in hours, days, or weeks.

193
Q

Elapsed Time

A

The actual calendar time required for an activity from start to finish.

194
Q

Emotional Intelligence (EI)

A

The ability to identify, assess, and manage the personal emotions of oneself and other people, as well as the collective emotions of groups of people. EQ (emotional quotient) is also a commonly used abbreviation.

195
Q

Empathy

A

Part of emotional intelligence (EQ or EI). The ability to understand others’ viewpoints and
be a team player. It enables us to connect with others and understand what moves them.

196
Q

Engagement Roadmap

A

Another name for “stakeholder engagement roadmap” - a guideline based on the stakeholder analysis that sets forth processes for engaging with stakeholders at current and all future states of the project.

197
Q

Enhance

A

A strategy for managing positive risks or opportunities that involves increasing the probability that the opportunity will happen, or the impact it will have by identifying and maximizing enablers of these opportunities.

198
Q

Epic

A

A block of work with one common objective, such as a feature, customer request or business requirement. A helpful way to organize work and create a hierarchy, epic helps teams break their work down, while continuing to work towards a bigger goal.

199
Q

Escalate

A

The act of seeking helpful intervention in response to a threat that is outside the scope of the project or beyond the project manager’s authority.

200
Q

Estimate

A

A number, figure, or representation that denotes cost or time.

201
Q

Estimate Activity Durations Process

A

A planning process that determines the estimate time needed to complete a work package and/or activity.

202
Q

Estimate Activity Resources Process

A

Part of the Planning Process Group, this process estimates the materials and human resources needed to perform the project activities.

203
Q

Estimate at Completion (EAC)

A

The expected total cost of completing all work expressed as the sum of the actual cost to date and the estimate to complete.

204
Q

Estimate Costs Process

A

Part of the Planning Process Group, this process determines the financial estimate for each work package and/or activity.v

205
Q

Estimate to Complete (ETC)

A

The expected cost of finishing all the remaining project work.

206
Q

Executing Process Group

A

One of the five Project Management Process Groups. It consists of those processes performed to complete the work defined in the project management plan to satisfy the project requirements.

207
Q

Exit Gate

A

Logical point at the end of a project phase at which an independent party and/or relevant stakeholders reviews that phase’s deliverables to determine whether or not they were completed successfully, and the subsequent project phase should be initiated. Used in predictive or traditional projects. See also “Kill Point”.

208
Q

Expectancy Theory

A

Motivational theory which proposes that the team makes choices based on the expected outcome.

209
Q

Expected Monetary Value (EMV)

A

A quantitative method of calculating the average outcome when the future is uncertain. The calculation of EMV is a component of decision tree analysis. Opportunities will have positive values and threats will have negative values.

210
Q

Expert Judgment

A

Judgment provided based upon expertise in an application area, knowledge area, discipline, industry, etc., as appropriate for the activity being performed. Such expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training.

211
Q

Explicit Knowledge

A

Knowledge that can be codified using symbols such as words, numbers, and pictures. This type of knowledge can be easily documented and shared with others.

212
Q

Exploit

A

A strategy for managing positive risks or opportunities that involves attempting to make sure that the opportunity happens.

213
Q

External Dependency

A

Types of activity dependencies that exist between project activities and non-project activities and can be out of the project’s control.

214
Q

Extreme Programming (XP)

A

Agile methodology in which iterations last for one week and programmers work in pairs.

215
Q

Facilitated Workshops

A

Organized working sessions held by project managers to determine a project’s requirements and to get all stakeholders together to agree on the project’s outcomes.

216
Q

Facilitation

A

A skill used to lead or guide an assembled group toward a successful conclusion such as making a decision or finding a solution.

217
Q

Fast Tracking

A

A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. See also “Crashing”.

218
Q

Feature

A

A group of stories that delivers value to the customer.

219
Q

Fibonacci Sequence

A

A mathematical sequence in which the value of each number is derived from the sum of the two preceding numbers. Used in agile estimating or relative estimating techniques, such as planning poker. 0,1,1,2,3,5,8,13,21,34,55,89,144… Simplified sequence: 0,1,2,35,8,13,20,40,100.

220
Q

Final Report

A

A summary of the project’s information on performance, scope, schedule, quality, cost, and risks.

221
Q

Finish-to-Finish (FF)

A

A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.

222
Q

Finish-to-Start (FS)

A

A logical relationship in which a successor activity cannot start until a predecessor activity has finished.

223
Q

Firm Fixed Price Contract (FFP)

A

A type of fixed price contract in which the buyer pays the seller a set amount (as defined by the contract), regardless of the seller’s costs.

224
Q

Fixed Price Contract

A

An agreement that sets the fee that will be paid for a defined scope of work regardless of the cost or effort to deliver it.

225
Q

Fixed Price Incentive Fee (FPIF) contract

A

A type of contract in which the buyer pays the seller a set amount (as defined by the contract), and the seller can earn an additional amount if the seller meets defined performance criteria.

226
Q

Fixed Price with Economic Price Adjustment (FPEPA) contract

A

A fixed-price contract, but with a special provision allowing for pre-defined final adjustments to the contract price due to changed conditions, such as inflation changes, or cost increases (or decreases) for specific commodities.

227
Q

Focus Groups

A

An elicitation technique that brings together pre-qualified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product, service, or result.

228
Q

Forward Pass

A

Technique for calculating the early start and early finish dates of the schedule activities. This is part of the critical path method and is paired with backward pass to determine activity and schedule float along with the critical path. See also “Backward Pass”.

229
Q

Free Float

A

The amount of time that a scheduled activity can be delayed without impacting the early start date of any subsequent scheduled activity.

230
Q

Functional Manager

A

Supervisory organizational role in a specialized area or department.

231
Q

Functional Organization

A

An organizational structure in which staff is grouped by areas of specialization and the project manager has limited authority to assign work and apply resources.

232
Q

Functionality

A

In an agile context, an action that the system performs that adds value to the customer/user.

233
Q

Funding Limit Reconciliation

A

The process of comparing the planned expenditure of project funds against any limits on the commitment of funds for the project to identify any variances between the funding limits and the planned expenditures.

234
Q

Gantt Chart

A

A bar chart of schedule information on which activities are listed on the vertical axis, dates are shown on the horizontal axis, and the activity durations are shown as horizontal bars placed according to start and finish dates.

235
Q

Grooming

A

Cleaning up the backlog through various activities such as removing, reprioritizing, disaggregating, or estimating.

236
Q

Group Decision Techniques

A

Team working techniques to move a group towards consensus or decision. Examples are unanimity, majority, plurality, and dictatorship.

237
Q

Growth Mindset

A

A growth mindset, as conceived by Stanford psychologist Carol Dweck and colleagues, is the belief that a person’s capacities and talents can be improved over time.

238
Q

Ground Rules

A

Expectations regarding acceptable behavior by project team members.

239
Q

Hardening Iteration/Iteration H

A

Specialized increment/iteration/sprint dedicated to stabilizing the code base so that it is robust enough for release. No new functionality is added. Primarily used for refactoring and/or technical debt.

240
Q

Herzberg’s Motivation-Hygiene Theory

A

In 1959, behavioral scientist Frederick Herzberg proposed that ‘hygiene’ or environmental factors can cause workers to feel satisfied or unsatisfied with their job and this factor affects
experience in many other areas that may not be directly related to their core area. These team
member types are
who has a particular area of deep expertise but also has
their performance. The theory also proposes that a worker’s independent drive associated with motivation also affects performance and that workers respond to feelings of connection with their work. Therefore, leaders should encourage workers to accept more authority as well as promote feedback. Also known as Two Factor Theory, Herzberg’s Motivation Theory, and The Dual Structure Theory.

241
Q

Historical Information

A

Archived information from previous projects that can be used for a multitude of reasons, including estimating cost, schedule, resources, and lessons learned.

242
Q

Ideal Time

A

An estimation technique that refers to the time it would take to complete a given task assuming neither interruptions nor unplanned problems arise.

243
Q

Identify Risks

A

Performed throughout the project, this is the process of identifying individual project risks as well as sources of overall project risk and documenting their characteristics. The key benefit of this process is the documentation of existing individual project risks and the sources of overall project risk. It also brings together information so the project team can respond appropriately to identified risks.

244
Q

Identify Stakeholders

A

Performed periodically, throughout the project as needed, this is the process of identifying project stakeholders regularly and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success. The key benefit of this process is that it enables the project team to identify the appropriate focus for engagement of each stakeholder or group of stakeholders.

245
Q

Impediment

A

An obstacle that prevents the team from achieving its objectives.

246
Q

Implement Risk Response Process

A

A part of the Executing Process Group, this is the process of implementing agreed-upon risk response plans. The key benefit of this process is that it ensures that agreed-upon risk responses are executed as planned to address overall project risk exposure, minimize individual project threats, and maximize individual project opportunities. This process is performed throughout the project.

247
Q

Increment

A

A functional, tested, and accepted deliverable that is a subset of the overall project outcome.

248
Q

Incremental Delivery

A

Agile concept that the functionality should be delivered in small pieces or stages rather than as a complete solution.

249
Q

Incremental Life Cycle

A

An adaptive project life cycle in which the deliverable is produced through a series of iterations that successively add functionality within a predetermined time frame. The deliverable contains the necessary and sufficient capability to be considered complete only after the final iteration.

250
Q

Independent Estimates

A

Estimates generated by experts outside the project for the purposes of comparing them with those made by the team.

251
Q

Indirect Costs

A

A cost usually tracked as part of a contract, that is not expended directly for the project’s benefit.

252
Q

Influence Diagram

A

Used in quality management decisions. A graphical representation of situations showing causal influences, time ordering of events, and other relationships among variables and outcomes.

253
Q

Influence/Impact Grid

A

Used in stakeholder management. A classification model that groups stakeholders on the basis of their involvement in and impact on the project.

254
Q

Influencing

A

The act of presenting a good case to explain why an idea, decision, or problem should be handled a certain way, without resistance from other individuals.

255
Q

Information Management

A

A system to allow the team to collaborate, share, and capture project work.

256
Q

Information Management System

A

A way to collect, manage, and distribute project information.

257
Q

Information Radiator

A

The generic term for visual displays placed in a visible location so everyone can quickly see the latest information. Also known as “Big Visible Chart” in agile.

258
Q

Initiating Progress Group

A

One of the five Project Management Process Groups. It includes the process(es) performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.

259
Q

Input

A

Something needed or used by a process to create the process output.

260
Q

Inspection

A

Reviewing the functionality or suitability of a product, service, or result against the plan (requirements/story).

261
Q

Insurable Risk

A

A risk that has only the potential for loss and no potential for profit or gain. An insurable risk is one for which insurance may be purchased to reduce or offset the possible loss. Types of insurable risks are direct property, indirect property, liability, and personnel related.

262
Q

Interactions

A

In an agile context, this generally refers to face-to-face conversations between members, customers and stakeholders.

263
Q

Interactive Communication

A

An exchange of information between two or more individuals that ensures common understanding for everyone participating in that exchange.

264
Q

Internal Dependency

A

A type of activity dependency that exists between project activities and is usually under the project’s control.

265
Q

Internal Rate of Return (IRR)

A

The interest rate that makes the net present value of all cash flow equal to zero. This rate is a function of the cost of capital for project implementation.

266
Q

Interpersonal Skills

A

Skills used to establish and maintain relationships with other people or stakeholders.

267
Q

Interview

A

A formal or informal approach to elicit information from stakeholders by talking with them directly.

268
Q

INVEST

A

Acronym describing the desirable attributes of a good story. Stands for: Independent, Negotiable, Valuable, Estimable, Small and Testable.

269
Q

Invitation for Bid (IFB)

A

A type of procurement document most commonly used when deliverables are commodities for which there are clear specifications and when quantities are very large. The invitation is usually advertised, and any seller may submit a bid. Negotiation is typically not anticipated. These are sometimes used interchangeably with RFPs. Generally, this term is equivalent to RFP. However, in some application areas, it may be a narrower or more specific meaning.

270
Q

Issue

A

A current condition or situation that may have an impact on the project objectives.

271
Q

Issue Log

A

An issue is a current condition or situation that may have an impact on the project objectives. An issue log is used to record and monitor information on active issues. Issues are assigned to a responsible party for follow up and resolution.

272
Q

Iteration

A

A timeboxed cycle of development on a product or deliverable in which all the work needed to deliver value is performed.

273
Q

Iterative Life Cycle

A

A project life cycle in which the project scope is generally determined early in the project life cycle, but time and cost estimates are routinely modified as the project team’s understanding of the product/service increases. Iterations progressively develop the product/service through a series of repeated cycles, while increments successively add to the functionality of the product/service.

274
Q

Joint Application Design (JAD)

A

Specialized workshops that include both SMEs and the development team together to discuss and improve on the software development process.

275
Q

Kaizen

A

A management concept adapted by the project management community which refers to project activities that continuously improve all project processes. It usually involves all stakeholders. The concept originated in Japan and generally involves “change for the better” or “continuous improvement”.

276
Q

Kanban

A

Japanese management philosophy that means “signal”. This philosophy focuses on promoting visibility of the work in progress (WIP) and limiting the amount of WIP that the team allows.

277
Q

Kanban Board

A

A visualization tool that enables improvements to the flow of work by making bottlenecks and work quantities visible. It is a popular framework used to implement agile and DevOps software development. Also referred to as a signboard.

278
Q

Kano Model

A

A mechanism, derived from the customer marketing industry, to understand and classify all potential customer requirements or features into four categories

279
Q

Kill Point

A

The stage gate or phase review point. At this point, the progress of the project is evaluated, and a decision is made whether to continue or cancel the project. A set of criteria may be developed to assist with the decision to be made. See also “Exit Gate”.

280
Q

Knowledge Management

A

A business area dedicated to connecting individuals to shared knowledge and general collaboration on project work. The modality used for connection can be face-to-face and/or virtual.

281
Q

Lag

A

Refers to the amount of time whereby a successor activity will be delayed with respect to a preceding activity on the critical path.

282
Q

Late Finish

A

The latest date an activity can finish, without delaying the finish of the project.

283
Q

Late Start

A

The latest that a project activity can start without having to reschedule the calculated early finish of the project.

284
Q

Lead

A

The amount of time whereby a successor activity can be advanced with respect to predecessor activity.

285
Q
A

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