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Vocabulary Words Flashcards

Understand and recollect specific terms and their meaning in relation to the PMBOK Guide

1
Q

Rolling Wave Planning

A

The Project Management team waits until the deliverable or subcomponent is agreed on, so the details of the WBS can be developed. (5.4.2.2 Pg 160)

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2
Q

Decomposition

A

A technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts. (5.4.2.2 pg 158)

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3
Q

100 Percent Rule

A

The total work at the lowest levels should roll up to the higher levels so that nothing is left out and no extra work is performed.

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4
Q

Scope Baseline

A

The approved version of a scope statement, WBS, and its associated WBS dictionary, which can be changed only through formal change control procedures and is used as a basis for comparison. (5.4.3.1 pg 161)

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5
Q

Work Package

A

The work defined at the lowest level of the work breakdown structure for which cost and duration are estimated and managed. (5.4.3.1 pg 161)

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6
Q

Unique Identifier (Work Package)

A

Provides a structure for hierarchical summation of costs, schedule, and resource information and form a code of accounts. (5.4.3.1 pg 161)

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7
Q

Code of Accounts (Work package)

A

A numbering system used to uniquely identify each component of the work breakdown structure (WBS) (5.4.3.1 pg 161)

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8
Q

Control Account (Work Package)

A

A management control point where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement. A control account has two or more work packages. (5.4.3.1 pg 161)

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9
Q

Planning Package

A

A work breakdown structure component below the control account and above the work package with known work content but without detailed schedule activities.
A control account may include one or more planning packages. (5.4.3.1 pg 161)

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10
Q

WBS Dictionary

A

A document that provides detailed deliverable, activity, and scheduling information about each component in the WBS. Most of the information included is created by other processes and added to this document at a later stage.

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11
Q

Verified Deliverables

A

Project deliverables that are completed and checked for correctness through the Control Quality Process. (5.5.1.3 pg 165)

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12
Q

Inspections

A

Examination of a work product to determine whether it conforms to documented standards. Sometimes called reviews, product reviews, and walkthroughs. They include activites such as measuring, examining, and validating to determine whether work and deliverables meet requirements and product acceptance criteria. (5.5.2.1 pg 166)

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13
Q

Accepted Deliverables

A

Deliverables that meets the acceptance criteria are formally signed off and approved by the customer or sponsor. Formal documentation received from the customer or sponsor acknowledging formal stakeholder acceptance of the project’s deliverables is forwarded to the Close Project or Phase process (section 4.7) (5.5.3.1 pg 166)

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14
Q

Iterative Scheduling with a Backlog

A

This is a form of rolling wave planning based on adaptive life cycles, such as the agile approve for product development. Requirements are documented in user stories that are then prioritized and refined just prior to construction, and the product features are developed using time-boxed periods of work known as Sprints.
(6.2 pg 177)

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15
Q

On-Demand Scheduling (Kanban System)

A

Based on the theory-of-constraints and pull-based scheduling concepts from lean manufacturing to limit a team’s work in progress in order to balance demand against the team’s delivery throughput.
(6.2 pg 177)

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16
Q

Release and Iteration Length

A

When using an adaptive life cycle, the time-boxed periods for releases, waves, and iterations are specified.
(6.1.3.1 pg 182)

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17
Q

Time-Boxed Periods

A

Durations during which the teams works steadily toward completion of a goal. Helps to minimize scope creep as it forces the teams to process essential features first, then other features when time permits.
(6.1.3.1 pg 182)

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18
Q

Rolling Wave Planning

A

An iterative planning technique in which the work to be accomplished in the near term is planned in detail, while work further in the future is planned at a higher level.
(6.2.2.3 pg 185)

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19
Q

Precedence Diagramming Method (PDM)

A

A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed.
(6.3.2.1 pg 189)

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20
Q

Mandatory Dependencies

A

Those that are legally or contractually required or inherent in the nature of the work. Often involve physical limitations, such as on a construction project where the foundation must be built before the structure. Sometimes referred to as hard logic or hard dependencies.
(6.3.2.2 pg 191)

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21
Q

Discretionary Dependencies

A

Established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired. Sometimes referred to as preferred logic, preferential logic, or soft logic.
(6.3.2.2 pg 191)

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22
Q

External Dependencies

A

Involve a relationship between project activities and non-project activities. Usually outside of the project teams control.
(6.3.2.2 pg 192)

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23
Q

Internal Dependencies

A

Involve a precedence relationship between project activities and are generally inside the project team’s control.

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24
Q

Lead

A

The amount of time a successor activity can be advanced with respect to a predecessor activity.
(6.3.2.3 pg 192)

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25
Q

Lag

A

The amount of time a successor activity will be delayed with respect to a predecessor activity.
(6.3.2.3 pg 193)

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26
Q

Law of Diminishing Returns

A

When one factor (e.g., resource) used to determine the effort required to produce a unit of work is increased while all other factors remain fixed, a point will eventually be reached at which additions of that one factor start to yield progressively smaller or diminishing increases in output.
(6.4 pg 197)

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27
Q

Student Syndrome

A

When people start to apply themselves only at the last possible moment before the deadline, and Parkinson’s law where work expands to fill the time available for its completion. AKA procrastination
(6.4 pg 197)

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28
Q

Analogous Estimating

A

A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project. Generally less costly and less time-consuming than other techniques, but it is also less accurate. (6.4.2.2 pg 200)

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29
Q

Parametric Estimating

A

An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters. It uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters, such as cost, budget, and duration. It can produce higher levels of accuracy depending on the sophistication and underlying data built into the model. (6.4.2.3 pg 200-201)

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30
Q

Three-Point Estimating

A

Helps define an approximate range for an activity’s duration (tE). Referred to as a Triangular Distribution. Common equation used is
tE = (tO + tM + tP)/3

tO = Optimistic - Best-case scenario for the activity.

tM = Most Likely - Based on duration of the activity, given the resources likely to be assigned, their productivity, realistic expectations of availability for the activity, ect.

tP = Pessimistic - Worst-case scenario

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31
Q

Bottom-up Estimating

A

Method of estimating project duration or cost by aggregating the estimates of the lower-level components of the WBS. Work within the activity is decomposed into more detail. These estimates are then aggregated into a total quantity for each of the activity’s durations. (6.4.2.5 pg 202)

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32
Q

Reserve Analysis

A

Used to determine the amount of contingency and management reserve needed for the project. May include contingency reserves, sometimes referred to as schedule reserves. Contingency should be clearly identified in the schedule documentation. (6.4.2.6 pg 202)

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33
Q

Contingency Reserves

A

The estimated duration wihthin the schedule baseline, which is allocated for identified risks that are accepted. They are associated with the known-unknowns, which may be estimated to account for this unknown amount of rework. Contingency should be clearly identified in the schedule documentation. (6.4.2.6 pg 202)

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34
Q

Management Reserves

A

A specified amount of the project budget withheld for management control purposes and are reserved for unforeseen work that is within scope of the project. Intended to address the unknown-unknowns that can affect a project. Use of management reserves may require a change to the schedule baseline.
(6.4.2.6 pg 202)

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35
Q

Range of Possible Results

A

Duration estimates of the likely number of time periods that are required to complete an activity or a project. Do not include any lags.
ie A range of 2 weeks +/- 2 days = 8-12 days
A 15% probability of exceeding 3 weeks = 85% chance of being less than or equal to 3 weeks
(6.4.3.1 pg 203)

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36
Q

Basis of Estimates

A

Regardless of the level of detail of the Duration Estimate, the supporting documentation should provide a clear and complete understanding of how the duration estimate was derived. ie how it was developed
(6.4.3.2 pg 204)

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37
Q

Schedule Network Analysis

A

An overarching technique used to generate the project schedule model. It employes other techniques such as critical path method, resource optimization techniques, and modeling techniques.

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38
Q

Critical Path Method (CPM)

A

Used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths within the schedule model. Calculates the early start, early finish, late start, and late finish dates for all activities without regard for any resource limitations. Critical path is normally characterized by zero total float. (6.5.2.2 pg 210)

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39
Q

Total Float

A

aka schedule flexibility. Measure by the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint. (6.5.2.2 pg 210)

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40
Q

Precedence Diagramming Method (PDM)

A

A Technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed. The Critical Path may have positive, zero, or negative total float depending on the constraints applied.(6.5.2.2 pg 210)

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41
Q

Free Float

A

The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.
(6.5.2.2 pg 210)

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42
Q

Resource Leveling

A

A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing the demand for resources with the available supply. Resource leveling can often cause the original critical path to change.
(6.5.2.3 pg 211)

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43
Q

Resource Smoothing

A

A technique that adjusts the activities of a schedule model such that the requirements for resources on the project do not exceed certain predefined resource limits. Resource smoothing may not be able to optimize all resources.
(6.5.2.3 pg 211)

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44
Q

What-If Scenario Analysis

A

The process of evaluating scenarios in order to predict their effect, positive or negative, on project objectives. Can be used to assess the feasibility of the project schedule under different conditions, and in preparing schedule reserves and response plans to address the impact of unexpected situations.
(6.5.2.4 pg 213)

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45
Q

Simulation

A

Simulation models the combined effects of individual project risks and other sources of uncertainty to evaluate their potential impact on achieving project objectives.
(6.5.2.4 pg 213)

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46
Q

Monte Carlo Analysis

A

Technique in which risks and other sources of uncertainty are used to calculate possible schedule outcomes for the total project. Most common simulation technique.
(6.5.2.4 pg 213)

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47
Q

Schedule Compression Techniques

A

Techniques used to shorten or accelerate the schedule duration without reducing the project scope in order to meet schedule constraints, imposed dates, or other schedule objectives.
(6.5.2.6 pg 215)

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48
Q

Crashing

A

Technique used to shorten the schedule duration for the least incremental cost by adding resources. Only works for activities on the critical path. Does not always produce a viable alternative and may result in increased risk and/or cost.
(6.5.2.6 pg 215)

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49
Q

Fast Tracking

A

Technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. Fast tracking may result in rework and increased risk. It only works when activities can be overlapped to shorten the project duration on the critical path.

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50
Q

Agile Release Planning

A

Provides a high-level summary timeline of the release schedule (typically 3 - 6 months) based on the product roadmap and the product vision for the product’s evolution.
(6.5.2.8 pg 216)

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51
Q

Agile Product Vision

A

Product vision is the overarching goal everyone must share. It describes why the project is being undertaken and what the desired end state is.
(6.5.2.8 pg 216)

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52
Q

Iterations (Sprints)

A

A timeboxed iteration of a continuous development cycle.

6.5.2.8 pg 216

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53
Q

Story Points

A

Abstract measure of effor required to implement a user story. It is a number that tells the team about the difficulty level of the Story. Difficulty can be related to complexities, risks, and efforts involved.
(6.5.2.8 pg 216 fig 6-20)

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54
Q

Bar Charts (Gantt Charts)

A

Charts that represent schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates.
(6.5.3.2 pg 217)

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55
Q

Precedence Diagramming Method (PDM)

A

A technique used for constructing a schedule model in which activites are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed.

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56
Q

Project Schedule Network Diagram

A

Show activities and relationships wtihout a time scale and are commonly presented in the activity-on-node (AON) diagram format. Sometimes referred to as a pure logic diagram.

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57
Q

Logic Bar Chart

A

Version fo a project schedule network diagram that is presented in a time-scaled schedule format.
(6.5.3.2 pg 218)

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58
Q

Data Date

A

Date at which chart data was taken. Also known as an as-of date or status date.
(6.5.3.2 pg 218-219 Fig 6-21)

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59
Q

Project Calendar

A

Identifies working days and shifts that are available for scheduled activities. It distinguishes time periods in days or parts of days that are available to complete scheduled activities from time periods that are not available for work.
(6.5.3.4 pg 220)

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60
Q

Velocity (agile term)

A

The rate at which the deliverables are produced, validated, and accepted in the given time per iteration.
(6.6 pg 224)

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61
Q

Iteration Burndown Chart (agile term)

A

A chart that tracks the work that remains to be completed in the iteration backlog. It is used to analyze the variance with respect to an ideal burndown based on the work committed from iteration planning. A forecast trend line can be used to predict the likely variance at iteration completion and take appropriate actions during the course of the iteration.
(6.6.2.1 pg 226)

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62
Q

Plan Cost Management

A

The Process of defining how the project costs will be estimated, budgeted, managed, monitored, and controlled. [Plan Process Group - Costs]
(7 pg 231)

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63
Q

Estimate Costs

A

The process of developing an approximation of the monetary resources needed to complete project work.
[Plan Process Group - Costs]
(7 pg 231)

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64
Q

Determine Budget

A

The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline. [Plan Process Group - Costs]
(7 pg 231)

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65
Q

Control Costs

A

The process of monitoring the status of the project to updated the project costs and manage changes to the cost baseline. [Monitor & Control Process Group - Costs]
(7 pg 231)

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66
Q

Earned Schedule

A

The Earned Schedule (ES) allows Earned Value Management metrics to be transformed to time or duration metrics to enhance the evaluation of project schedule performance and to forecast the duration needed to complete the project. If the amount of earned schedule is greater than 0, then the project is considered ahead of schedule.
(7.1 pg 233)

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67
Q

Lightweight Estimating Methods

A

Fast, high-level forecasts of project labor costs, which can then be easily adjusted as changes arise.

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68
Q

Level of Precision

A

This is the degree to which cost estimates will be rounded up or down (eg., US$995.59 to US$1,000), based on the scope of the activities and magnitude of the project.
(7.1.3.1 pg 238)

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69
Q

Level of Accuracy

A

The acceptable range (e.g., +/- 10%) used in determining realistic cost estimates is specified, and may include an amount for contingencies.
(7.1.3.1 pg 238)

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70
Q

Control Thresholds

A

Variance thresholds for monitoring cost performance may be specified to indicate an agreed-upon amount of variation to be allowed before some action needs to be taken. Thresholds are typically expressed as percentage deviations from the baseline plan.
(7.1.3.1 pg 239)

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71
Q

Rough Order of Magnitude

A

A cost estimate in the range of -25% to +75%

7.2 pg 241

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72
Q

Definitive Estimates

A

A cost estimate in the range of -5% to +10%

7.2 pg 241

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73
Q

Three-Point Estimating Beta Distribution

A 
cE = (cO + 4cM + cP)/6 
cO is best case
cP is worst case
cM is Most likely
(7.2.2.5 pg 245)
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74
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.
(7.3.2.5 pg 253)

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75
Q

Project Funding Requirements

A

The total funds required are those included in the cost baseline plus management reserves, if any. Funding requirements may include the source(s) of the funding.
(7.3.3.2 pg 256)

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76
Q

Earned Value Analysis (EVA)

A

Compares the performance measurement baseline to the actual schedule and cost performance.
(7.4.2.2 pg 261)

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77
Q

Earned Value Management (EVM)

A

Integrates the scope baseline with the cost baseline and schedule baseline to form the performance measurement baseline. EVM develops and monitors Planned Value (PV), Earned Value (EV), and Actual Cost (AC).
(74.2.2 pg 261)

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78
Q

Planned Value (PV)

A

The authorized budget assigned to scheduled work. It is the authorized budget planned for the work to be accomplished for an activity or work breakdown structure component, not including management reserve.
(7.4.2.2 pg 261)

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79
Q

Earned Value (EV)

A

The measure of work performed expressed in terms of the budget authorized for that work. It is the budget associated with the authorized work that has been completed.
(7.4.2.2 pg 261)

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80
Q

Actual Cost (AC)

A

The realized cost incurred for the work performed on an activity during a specific time period. It is the total cost incurred in accomplishing the work that the EV measured.
(7.4.2.2 pg 216)

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81
Q

Budget at Completion (BAC)

A

The Sum of all budgets established for the work to be performed. BAC = (# of units) x (Cost per unit)
(7.4.2.2 pg 264)

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82
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. EAC = AC + Bottom-up ETC
(7.4.2.2 pg 264)

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83
Q

Forecasting

A

Involves making projections of conditions and events in the project’s future based on current performance information and other knowledge available at the time of the forecast. Forecasts are generated, updated, and reissued based on work performance data that is provided as the project is executed.
(7.4.2.2 pg 264)

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84
Q

Estimate to Complete (ETC)

A

The amount of money required to complete the remainder of the project. ETC = BAC - EV
(7.4.2.2 pg 264)

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85
Q

Quality

A

The degree to which a set of inherent characteristics fulfills requirements.
(8.1 pg 274)

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86
Q

Grade

A

A category or rank used to distinguish items that have the same functional use but do not share the same requirements for quality. “The level of specification”
(8.1 pg 274)

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87
Q

Prevention

A

Keeping errors out of the process

8.1 pg 274

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88
Q

Inspection

A

Keeping errors out of the hands of the customer

8.1 pg 274

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89
Q

Attribute Sampling

A

The result either conforms or does not conform.

8.1 pg 274

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90
Q

Variable Sampling

A

The result is rated on a continuous scale that measures the degree of conformity.
(8.1 pg 274)

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91
Q

Tolerances

A

Specified range of acceptable results.

8.1 pg 274

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92
Q

Control Limits

A

Identify the boundaries of common variation in a statistically stable process or process performance.
(8.1 pg 274)

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93
Q

Cost of Quality (COQ)

A

The cost of quality associated with a project consists of one or more of the following 1) Prevention costs 2) Appraisal costs, 3) Failure costs (internal/external). An optimal COQ is one that reflects the appropriate balance for investing in the cost of prevention and appraisal to avoid failure costs.
(8.1.2.3 pg 282)

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94
Q

Prevention Costs

A

Costs related to the prevention of poor quality in the products, deliverable, or services of the specific project.
(8.1.2.3 pg 282)

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95
Q

Appraisal Costs

A

Costs related to evaluation, measuring, auditing, and testing the products, deliverable, or services of the specific project.
(8.1.2.3 pg 282)

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96
Q

Failure Costs (Internal/External)

A

Costs related to nonconformance of the products, deliverables, or services to the needs or expectations of the stakeholders.
(8.1.2.3 pg 282)

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97
Q

Cost of Conformance

A

Money spent during the project to avoid failures. Includes Prevention Costs and Appraisal Costs. (Good Quality)
(8.1.2.3 pg 283)

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98
Q

Cost of Nonconformance

A

Money spent during and after the project because of failures. Includes Internal failure costs and External Failure Costs. (Bad Quality)
(8.1.2.3 pg 283)

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99
Q

Flowchart

A

The depiction in a diagram format of the inputs, process actions, and outputs of one or more processes within a system. Also referred to as process maps, flowcharts may prove useful in understanding and estimating the cost of quality for a process.
(8.1.2.5 pg 284)

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100
Q

SIPOC Model

A

Suppliers, inputs, process, outputs, and customers model. A version of a horizontal value chain flowchart.
(8.1.2.5 pg 284)

101
Q

Logical Data Model

A

Visual representation of an organization’s data, described in business language and independent of any specific technology. The logical data model can be used to identify where data and integrity or other quality issues can arise.
(8.1.2.5 pg 284)

102
Q

Matrix Diagrams

A

Help find the strength of relationships among different factors, causes, and objectives that exist between the rows and columns that form the matrix.
(8.1.2.5 pg 284)

103
Q

Mind Mapping

A

A diagrammatic method used to visually organize information. A mind map in quality is often created around a single quality concept, drawn as an image in the center of a blank landscape page. May help in the rapid gathering of project quality requirements, constraints, dependencies, and relationships.
(8.1.2.5 pg 284)

104
Q

Process Analysis

A

Process analysis identifies opportunities for process improvements. This analysis also examines problems, constraints, and non-value- added activities that occur during a process.
(8.2.2.2 pg 292)

105
Q

Root Cause Analysis (RCA)

A

Analytical technique used to determine the basic underlying reason that causes a variance, defect, or risk. A root cause may underlie more than one variance, defect or risk. May also be used as a technique for identifying root causes of a problem and solving them.
(8.2.2.2 pg 292)

106
Q

Cause-and-Effect Diagrams

A

Also known as Fishbone diagrams, why-why diagrams, or Ishikawa diagrams, they break down the causes of the problem statement identified into discrete branches, helping to identify the main or root cause of the problem.
(8.2.2.4 pg 293)

107
Q

Histograms

A

Show a graphical representation of numerical data. Used for describing the central tendency and dispersion for a set of values.
(8.2.2.4 pg 293)

108
Q

Scatter Diagrams

A

Shows the relationship between two variables. They can demonstrate a relationship between any element of a process, environment, or activity on one axis and a quality defect on the other axis.
(8.2.2.4 pg 293)

109
Q

Pareto Chart

A

A special type of historgram, it is used to identify the vital sources most responsible for a problem. The frequency, occurrence, or count of a category is displayed on a rank ordered bar chart, with the most frequent count on the left. On a second axis, the total cumulative precent of the categories is displayed. Used to determinethe vital sources most responsible for the problem.
(8.2.2.4 pg 293)

110
Q

Audits

A

A structured, independent process used to determine if project activities comply with organizational and project policies, processes, and procedures.
(8.2.2.5 pg 294)

111
Q

Design for X (DfX)

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. Using the DfX may result in cost reduction, quality improvement, better performance, and customer satisfaction.
(8.2.2.6 pg 295)

112
Q

Check Sheets

A

Also known as tally sheets, are used to organize facts in a manner that will facilitate the effective collection of useful data about a potential quality problem.
(8.3.2.1 pg 302)

113
Q

Stastistical Sampling

A

Involves choosing part of a poulation of interest for inspection. The sample is taken to measure controls and verify quality.
(8.3.2.1 pg 303)

114
Q

Inspections

A

Examination of a work product to determine if it conforms to documented standards. The results of inspections generally include measurements and may be conducted at any level. May be called reviews, peer reviews, audits, or walkthroughs.
(8.3.2.3 pg 303)

115
Q

Control Charts

A

Used to determine whether or not a process is stable or has predictable performance. Upper and lower specification limits are based on the requirements and reflect the maximum and minimum values allowed. Upper and lower control limits are determined using statistical calculations and principles to ultimately establish the natural capability for a stable process.
(8.3.2.5 pg 304)

116
Q

Retrospectives / Lesson Learned

A

A meeting held by a project team to dicuss 1) successful elements in teh project/phase, 2) What could be improved, 3) What to incorporate in the ongoin project and what in future projects, and 4) What to add to the organization process assets.
(8.3.2.6 pg 305)

117
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.
(9.0 pg 310)

118
Q

Virtual Teams/Distributed Teams

A

Groups of teams with a shared goal who fulfill their roles with little or no time spent meeting face to face.
(9.0 pg 311)

119
Q

Hierarchical Charts

A

The traditional organizational chart structure can be used to show positions and relationships in a graphical, top-down format.
(9.1.2.2 pg 316)

120
Q

Organizational Breakdown Structure (OBS)

A

Arranged according to an organization’s existing departments, units, or teams, with the project activities or work packages listed under each department.
(9.1.2.2 pg 316)

121
Q

Resource Breakdown Structure

A

A hierarchical list of team and physical resources related by category and resource type that is used for planning, managing and controlling project work. Each descending (lower) level represents an increasingly detailed description for the resource until the information is small enough to be used in conjunction with the work breakdown structure to allow work to be planned, monitored, and controlled.
(9.1.2.2 pg 316)

122
Q

Responsibility Assignment Matrix (RAM)

A

used to show the project resources assigned to each work package. It is used to illustrate the connections between work packages, or activities, and project team members.
(9.1.2.2 pg 317)

123
Q

RACI Chart

A

responsible, accountable, consult, and inform. A common type of responsibility assignment matrix that uses responsible, accountable, consult, and inform statuses to define the involvement of stakeholders in project activities.
(9.1.2.2 pg 317)

124
Q

Organizational Theory

A

Provide information regarding the way in which people, teams, and organizational units behave.
(9.1.2.3 pg 318)

125
Q

Project Team Resource Management

A

Guidance on how project team resources should be defined, staffed, managed, and eventually released. (Staff release plan)
(9.1.3.1 pg 319)

126
Q

Recognition Plan

A

Which recognition and rewards will be given to team members, and why they will be given. Up to the Project Manager to determine this plan.
(9.1.3.1 pg 318)

127
Q

Resources Calendars

A

Identifies the working days, shifts, start and end of normal business hours, weekend, and public holidays when each specific resources is available. Specify when, and for how long, identifies team and physical resources will be available during the project. This includes consideration of attributes such as resource experiences and/or skill level, as well as various geographical locations.
(9.2.1.2 pg 323)

128
Q

Resource Breakdown Structure

A

A hierarchical representation of resources by category and type. Examples include labor, material, equipment, ect.)
(9.2.3.3 pg 326)

129
Q

Pre-Assignment

A

When physical or team resources for a project are determined in advance.
(9.3.2.3 Pg 333)

130
Q

Team Language

A

The working with a cultural norm that may be different from their native one. One unifying language that all team members can access.
(9.4 pg 338)

131
Q

Tuckman Ladder

A

A team development model that uses five stages of development the team may go through. Forming, storming, norming, performing, and adjourning.
(9.4 pg 338)

132
Q

Forming

A

First stage of Tuckman ladder: Phase where the team members meet and learn about the project and their formal roles and responsibilities. Team members tend to be independent and not as open in this phase.
(9.4 pg 338)

133
Q

Storming

A

Second stage of Tuckman Ladder: Phase where the team begins to address the project work, technical decisions, and the project management approach. If team members are not collaborative or open to differing ideas and perspective, the environment can become counterproductive.
(9.4 pg 338)

134
Q

Norming

A

Third stage of Tuckman Ladder: Phase where team members begin to work together and adjust their work habits and behaviors to support the team. The team members learn to trust each other.
(9.4 pg 338)

135
Q

Performing

A

Fourth stage of Tuckman Ladder: Phase where the team functions as a well-organized unit. they are interdependent and work through issues smoothly and effectively.
(9.4 pg 338)

136
Q

Adjourning

A

Fifth stage of Tuckman Ladder: Phase where the team completes the work and moves on from the project. This typically occurs when staff is released from the project as deliverables are completed or as part of the Close Project or Phase Process.
(9.4 pg 338)

137
Q

Colocation

A

Involves placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team. Can be temporary or can span the length of the project.
(9.4.2.1 pg 340)

138
Q

Motivation

A

Providing a reason for someone to act. Teams are motivated by empowering them to participate in decision making and encouraging them to work independently.
(9.4.2.4 pg 341)

139
Q

Team building

A

The act of conducting activities that enhance the team’s social relations and build a collaborative and cooperative working environment. The objective of team-building activities is to help individual team members work together effectively. Team building is essential during the initial stages of a project and should be a continuous process.
(9.4.2.4 pg 341)

140
Q

Training (Resource Development)

A

Includes all activities designed to enhance the competencies of the project team members. Can be formal or informal. Training costs could be included in the project budget or supported by the performing organization if the added skills may be useful for future projects.
(9.4.2.6 pg 342)

141
Q

Conflict Management

A

Conflict is inevitable in a project environment. Sources of conflict include scarce resources, scheduling priorities, and personal work styles. Team ground rules, group norms, and solid project management practices, like communication planning and role definition, reduce the amount of conflict.
(9.5.2.1 pg 348)

142
Q

Withdraw/avoid

A

Retreating from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others.
(9.5.2.1 pg 349)

143
Q

Smooth/accommodate

A

Emphasizing areas of agreement rather than areas of difference; conceding one’s position to the needs of others to maintain harmony and relationships.
(9.5.2.1 pg 349)

144
Q

Compromise/reconcile

A

Searching for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict. This approach often results in a lose-lose situation.
(9.5.2.1 pg 349)

145
Q

Force/direct

A

Pushing one’s viewpoint at the expense of others; offering only win-lose solutions, usually enforced through a power position to resolve an emergency. This approach often results in a win-lose situation.
(9.5.2.1 pg 349)

146
Q

Collaborate/problem solve

A

Incorporating multiple viewpoints and insights from differing perspectives; requires a cooperative attitude and open dialogue that typically leads to consensus and commitment. This approach can result in a win-win situation.
(9.5.2.1 pg 349)

147
Q

Influencing

A

Because project managers often have little or no dire t authority over team members in a matrix environment, their ability to influence stakeholders on a timely basis is critical to project success.
(9.5.2.1 pg 350)

148
Q

Internal Communication

A

Focus on stakeholders within the project and within the organization.
(10 pg 361)

149
Q

External Communication

A

Focus on external stakeholders such as customers, vendors, other projects, organizations, government, the public, and environmental advocates.
(10 pg 361)

150
Q

Formal Communication

A

Reports, formal meetings (both regular and ad hoc), meeting agendas and minutes, stakeholder briefings, and presentations.
(10 pg 361)

151
Q

Informal Communication

A

General communications activities using emails, social media, websites, and informal ad hoc discussions.
(10 pg 361)

152
Q

Hierarchical Focus Communication

A

The position of the stakeholder or group with respect to the project team will affect the format and content of the message in the following ways:
Upward - Senior management stakeholders
Downward - The team and others who will contribute to the work of the project.
Horizontal - Peers of the project manager or team
(10 pg 361)

153
Q

Official Communication

A

Annual reports; reports to regulators or government bodies.

10 pg 361

154
Q

Unofficial Communication

A

Communications that focus on establishing and maintaining the profile and recognition of the project and building strong relationships between the project team and its stakeholders using flexible and often informal means.
(10 pg 361)

155
Q

Written and Oral Communication

A

Verbal (words and voice inflections) and nonverbal (body language and actions), social media and website, media releases.
(10 pg 361)

156
Q

The 5 C’s

A

Misunderstandings can be reduced but not eliminated through:
1) Correct grammar and spelling
2) Concise expression and elimination of excess words
3) Clear purpose and expression directed to the needs of
the reader
4) Coherent logical flow of ideas
5) Controlling flow of words and ideas
(10 pg 362-363)

157
Q

Communication Requirements Analysis

A

Determines the information needs of the project stakeholders. These requirements are defined by combining the type and format of information needed with an analysis of the value of that information.
(10.1.2.2 pg 369)

158
Q

Communication Models

A

Can represent the communication process in its most basic linear form (sender/receiver), in a more interactive form that encompasses the additional element of feedback (sender/receiver/feedback), or in a more complex model that incorporates the human elements of the sender(s) or receiver(s) and attempts to show the complexity of any communication that involves people.
(10.1.2.4 pg 371)

159
Q

Sample Basic Sender/Reciever Communication Model

A

Describes communication as a process and consists of two parties, defined as the sender and receiver. The model is concerned with ensuring that the message is delivered, rather than understood. Sequence of steps are 1) Encode, 2) Transmit message, 3) Decode.
(10.1.2.4 pg 371)

160
Q

Encode

A

The message is coded into symbols, such as text, sound or some other medium for transmission (sending).
(10.1.2.4 pg 371)

161
Q

Transmit Message

A

The message is sent via a communication channel. The transmission of this message may be compromised by various physical factors such as unfamiliar technology or inadequate infrastructure. Noise and other factors may present and contribute to loss of information in transmission and/or reception of the message.
(10.1.2.4 pg 317)

162
Q

Noise

A

Anything that prevents a message from being delivered, verbal or otherwise.
(10.1.2.4 pg 371)

163
Q

Decode

A

The data received is translated by the receiver back into a form useful to the receiver.
(10.1.2.4 pg 371)

164
Q

Sample Interactive Communication Model

A

Describes communication as a process consisting of two parties, the sender and receiver, but recognizes the need to ensure that the message has been understood. In this model, noise includes any interference or barriers that might compromise the understanding of the message, such as the distraction of the receiver, variations in the perceptions of the receivers, or lack of appropriate knowledge of interest.
(10.1.2.4 pg 372)

165
Q

Acknowledge - Sample Interactive Comm Model

A

Upon receipt of a message, the receiver may signal (acknowledge) receipt of the message, but this does not necessarily mean agreement with or comprehension of the message - merely that is have been received.
(10.1.2.4 pg 371)

166
Q

Feedback/Response

A

When the received message has been decoded and understood, the receiver encodes thoughts and ideas into a message and then transmits this message to the original sender. If the sender perceives that the feedback matches the original message, the communication has been successful.
(10. 1.2.4 pg 372)

167
Q

Interactive Communication

A

Between two or more parties performing a multidirectional exchange of information in real time. It employs communications artifacts such as meetings, phone calls, instant messaging, some forms of social media, and video conferencing.
(10.1.2.5 pg 374)

168
Q

Push Communication

A

Sent or distributed directly to specific recipients who need to receive the information. This ensures that the information is distributed but does not ensure that is actually reached or was understood by the intended audience. Artifacts include letters, memos, reports, emails, faxes, voice mails, blogs, and press releases.
(10.1.2.5 pg 374)

169
Q

Pull Communication

A

Used for large complex information sets, or for large audiences, and requires the recipients to access content at their own discretion subject to security procedures. These methods include web portals, intranet sites, e-learning, lessons learned databases, or knowledge repositories.
(10.1.2.5 pg 374)

170
Q

Communication Styles Assessment

A

A technique used to assess communication styles and identify the preferred communication method, format, and content for planned communication activities. Often used with unsupportive stakeholders, this assessment may follow a stakeholder engagement assessment to identify gaps in stakeholder engagement that require additional tailored communication activities and artifacts.
(10.1.2.6 pg 375)

171
Q

Individual Project Risk

A

An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.
(11 pg 397)

172
Q

Overall Project Risk

A

The effect of uncertainty on the project as a whole, arising from all sources of uncertainty including individual risks, representing the exposure of stakeholders to the implications of variations in project outcome, both positive and negative.
(11 pg 397)

173
Q

Risk Thresholds

A

Express the degree of acceptable variation around a project objective. They are explicitly stated and communicated to the project team and reflected in the definitions of risk impact levels for the project.
(11 pg 398)

174
Q

Non-Event Risks

A

Risks that are not triggered by a single event. There are two main types: Variability Risk and Ambiguity Risk.
(11 pg 398)

175
Q

Variability Risk

A

Uncertainty exists about some key characteristics of a planned event or activity or decision. Ex: productivity may be above or below target, the number of errors found during testing may be higher or lower than expected.
(11 pg 398)

176
Q

Ambiguity Risk

A

Uncertainty exists about what might happen in the future. Areas of the project where imperfect knowledge might affect the project’s ability to achieve its objectives include: elements of the requirement or technical solution, future developments in regulatory frameworks, or inherent systemic complexity in the project.
(11 pg 398)

177
Q

Project Resilience

A

A way to handle emergent risk. It requires a project to have the right level of budget and schedule, flexible project processes, strong change management, an empowered project team that has clear objectives, frequent review of early warning signs, and clear input from stakeholders to clarify areas where the project scope or strategy can be adjusted to compensate for risk.
(11 pg 399)

178
Q

Risk Categories

A

A means for grouping individual project risks.

11.1.3.1 pg 405

179
Q

Risk Breakdown Structure (RBS)

A

A hierarchical representation of potential sources of risk.

11.1.3.1 pg 405

180
Q

Risk Appetite

A

Determine the acceptable level of overall risk exposure, and are also used to inform the definitions of probability and impacts to be used when assessing and prioritizing individual project risks.
(11.1.3.1 pg 407)

181
Q

Probability and Impact Matrix

A

A grid for mapping the probability of occurrence of each risk and its impact on project objectives if that risk occurs. Descriptive terms (such as very high, high, medium, low , and very low) or numeric values can be used for probability and impact. Where numeric values are used, these can be multiplied to give a probability-impact score for each risk, which allows the relative priority of individual risks to be evaluated within each priority level.
(11.1.3.1 pg 408)

182
Q

Checklists

A

A list of items, actions, or points to be considered. Rish checklists are developed based on historical information and knowledge that has been accumulated from similar projects and from other sources of information.
(11.2.2.2 pg 414)

183
Q

Assumption and Constraint Analysis

A

Explores the validity of assumptions and constraints to determine which pose a risk to the project. Threats may be identified from the inaccuracy, instability, inconsistency, or incompleteness of assumptions. Constraints may give rise to opportunities through removing or relaxing a limiting factor that affects the execution of a project or process.
(11.2.2.3 pg 415)

184
Q

SWOT Anaylsis

A

Examines a project from each of the strengths, weaknesses, opportunities, and threats (SWOT) perspectives. For risk identification, it is used to increase the bready of identifies risks by including internally generated risks.
(11.2.2.3 pg 415)

185
Q

Risk Register

A

Captures details of identified individual project risks. The results of Perform Qualitative Risk Analysis, Plan Risk Responses, Implement Risk Responses, and Monitor Risks are all recorded in the risk register as those processes are conducted through the project. The register may contain limited or extensive risk information depending on project variables such as size and complexity.
(11.2.3.1 pg 417)

186
Q

Risk Triggers

A

Events or conditions that indicate that a risk is about to occur.
(11.2.3.1 pg 417)

187
Q

Risk Data Quality Assessment

A

Evaluates the degree to which the data about indificual project risks is accurate and reliable as a basis for qualitative risk analysis.
(11.3.2.3 pg 423)

188
Q

Assessment of Other Risk Parameters

A

Project team may consider other characteristics of risk (in addition to probability and impact) when prioritizing individual project risks for further analysis and action.
(11.3.2.3 pg 423)

189
Q

Urgency

A

The period of time within which a response to the risk is to be implemented in order to be effective. A short period indicates high urgency.
(11.3.2.3 pg 424)

190
Q

Proximity

A

The period of time before the risk might have an impact on one or more project objectives. A short period indicates high proximity.
(11.3.2.3 pg 424)

191
Q

Dormancy

A

The period of time that may elapse after a risk has occurred before its impact is discovered. A short period indicates low dormancy.
(11.3.2.3 pg 424)

192
Q

Propinquity

A

The degree to which a risk is perceived to matter by one or more stakeholders. Where a risk is perceived as very significant, propinquity is high.
(11.3.2.3 pg 424)

193
Q

Hierarchical Charts

A

Where risks have been categorized using more than two parameters, the probability and impact matrix cannot be used and other graphical representations are required.
(11.3.2.6 pg 425)

194
Q

Bubble Chart

A

Displays three dimensions of data, where each risk is plotted as a disk (bubble), and the three parameters are represented by the x-axis value, the y-axis value, and the bubble size.
(11.3.2.6 pg 425)

195
Q

Representations of Uncertainty

A

Quantitative risk analysis requires inputs to a quantitative risk analysis model that reflect individual project risks and other sources of uncertainty.
(11.4.2.4 pg 432)

196
Q

Probability Distributions

A

Where the duration, cost, or resource requirement for a planned activity is uncertain, the range of possible values can be represented by a probability distribution. Most commonly used are triangular, normal, lognormal, beta, uniform, or discrete distributions.
(11.4.2.4 pg 432)

197
Q

Probabilistic Branches

A

Optional activities are added ot the quantitative risk analysis model to represent the time and/or cost impact of the risk should it occur, and the chance that these activities actually occur in a particular Simulation run matches the risk’s probability.
(11.4.2.4 pg 432)

198
Q

Sensitivity Analysis

A

Helps to determine which individual project risks or other sources of uncertainty have the most potential impact on project outcomes. It correlates variations in project outcomes with variations in elements of the quantitative risk analysis model.
(11.4.2.5 pg 434)

199
Q

Tornado Diagram

A

Typical display of sensitivity analysis which presents the calculated correlation coefficient for each element of the quantitative risk analysis model that can influence the project outcome
(11.4.2.5 pg 434)

200
Q

Decision Tree Analysis

A

Used to support selection of the best of several alternative courses of action. Alternative paths through the project are shown in the decision tree using branches representing different decisions or events, each which can have associated costs and related individual project risks.
(11.4.2.5 pg 435)

201
Q

Expected Monetary Value (EMV)

A

A way of evaluating a decision tree. Each branch is given an expected cost which are calculated at the end of the diagram to allow the optimal path to be selected.
(11.4.2.5 pg 435)

202
Q

Influence Diagrams

A

Graphical aids to decision making under uncertainty. They represent a project or situation within the project as a set of entities, outcomes, and influences, together with the relationships and effect between them.
(11.4.2.5 pg 436)

203
Q

Contingency Plan (Fallback Plan)

A

A “plan B” should the selected strategy turn out not to be fully effective or if an accepted risk occurs.
(11.5 pg 439)

204
Q

Secondary Risks

A

Risks that arise as a direct result of implementing a risk response. A contingency reserve is often allocated for time or cost. If developed, it may include identification of the conditions that trigger its use.
(11.5 pg 439)

205
Q

Strategies for Threats

A

For risks that have a negative effect on the project, five alternative strategies may be considered to deal with the threat. Escalate, Avoid, Transfer, Mitigate, and Accept.
(11.5.2.4 pg 442)

206
Q

Escalate

A

When the project team or the project sponsor agrees that a threat is outside of the scope of the project or that the proposed response would exceed the project manager’s authority. Escalated risks are managed at the program level, portfolio level, or other relevant part of the organization, and not the project level.
(11.5.2.4 pg 442)

207
Q

Avoid

A

When the project team acts to eliminate the threat or protect the project from its impact. It may be appropriate for high-priority threats with a high probability of occurrence and a large negative impact.
“Changing some aspect…to eliminate entirely”
11.5.2.4 pg 443)

208
Q

Transfer

A

Involves shifting ownership of a threat to a third party to manage the risk and to bear the impact if the threat occurs. Risk transfer often involves payment of a risk premium to the party taking on the threat.
“…shifting ownership to a third party”
(11.5.2.4 pg 443)

209
Q

Mitigate

A

Action is taken to reduce the probability of occurrence and/or impact of a threat. Early mitigation action is often more effective than trying to repair the damage after the threat has occurred.
“…reduce the probability of occurrence and/or impact”
(11.5.2.4 pg 443)

210
Q

Accept

A

Acceptance acknowledges the existence of a threat, but no proactive action is taken. This strategy may be appropriate for low-priroty threats, and it may also be adopted where it is not possible or cost-effective to address a threat in any other way.
“acknowledge…no proactive action..acceptance can be active or passive …contingency reserve”
(11.5.2.4 pg 443)

211
Q

Contingency Reserve

A

Setting aside money or time to take care of getting back on plan should that risk happen but not doing anything proactively beyond it.
(11.5.2.4 pg 443)

212
Q

Strategies for Opportunities

A

For risks that have a positive effect on the project, there are five strategies that may be considered for dealing with opportunities.
(11.5.2.5 pg 444)

213
Q

Escalate

A

Response strategy is appropriate when the project team or the project sponsor agrees that an opportunity is outside the scope of the project or the proposed response would exceed the project manager’s authority. Managed at the program level, portfolio level, or other relevant part of the organization, and not at the project level.
(11.5.2.5 pg 444)

214
Q

Exploit

A

May be selected for high-priority opportunities where the organization wants to ensure that the opportunity is realized. This strategy seeks to capture the benefit associated with a particular opportunity by ensuring that it definitely happens, increasing the probability of occurrence to 100%.
(11.5.2.5 pg 444)

215
Q

Share

A

Involves transferring ownership of an opportunity to a third party so that it shares some of the benefits if the opportunity occurs. It is important to select the new owners of a shared opportunity carefully so they are best able to capture the opportunity for the benefit of the project.
(11.5.2.5 pg 444)

216
Q

Enhance

A

Used to increase the probability and/or impact of an opportunity. Early enhancement action is often more effective than trying to improve the benefit after the opportunity has occurred. The probability of occurrence of an opportunity may be increased by focusing attention on its causes.
(11.5.2.5 pg 444)

217
Q

Accept

A

Acknowledges its existence but no proactive action is taken. This strategy may be appropriate for low-priority opportunities, and it may also be adopted where it is not possible or cost-effective to address an opportunity in any other way.
(11.5.2.5 pg 444)

218
Q

Residual Risks

A

Risks that are expected to remain after planned responses have been taken, as well as those that have been deliberately accepted.
(11.5.3.3 pg 448)

219
Q

Preapproved Seller Lists

A

Lists of sellers that have been properly vetted can streamline the steps needed to advertise the opportunity and shorten the timeline for the seller selection process.
(12.1.1.6 pg 471)

220
Q

Contract Types

A

All legal contractual relationships generally fall into one of two broad families: either fixed-price or cost-reimbursable. Also there is a third hybrid type commonly used called the time and material contract.
(12.1.1.6 pg 471)

221
Q

Fixed-Price Contracts

A

Involves setting a fixed total price for a defined product, service, or result to be provided. These contracts should be used when the requirements are well defined and no significant changes to the scope are expected.
(12.1.1.6 pg 471)

222
Q

Firm Fixed Price (FFP)

A

Most commonly used contract type. Favored by most buying organizations because the price for goods is set at the outset and not subject to change unless the scope of work changes.
(12.1.1.6 pg 471)

223
Q

Fixed Price Incentive Fee (FPIF)

A

Arrangement gives the buyer and seller some flexibility in that is allows for deviation from performance, with financial incentives tied to achieving agreed-upon metrics. Typically, such financial incentives are related to cost, schedule, or technical performance of the seller. A price ceiling is set, and all costs above the price ceiling are the responsibility of the seller.
(12.1.1.6 pg 471)

224
Q

Fixed Price with Economic Price Adjustments (FPEPA)

A

Used whenever the seller’s performance period spans a considerable period of years, or if the payments are made in a different currency. It is a fixed-price contract, but with a special provision allowing for predefined final adjustments to the contract price due to changed conditions, such as inflation changes or cost increases (or decreases) for specific commodities.
(12.1.1.6 pg 471)

225
Q

Cost-Reimbursable Contracts

A 
Involves payments (cost reimbursements) to the seller for all legitimate actual costs incurred for completed work, plus a fee representing seller profit. This type should be used if the scope of work is expected to change significantly during the execution of the contract. Can include: Cost plus fixed fee (CPFF), Cost plus incentive fee (CPIF), and Cost plus award fee (CPAF).
(12.1.1.6 pg 472)
226
Q

Cost Plus Award Fee

A

Seller is reimbursed for all legitimate costs, but the majority of the fee is earned based on the satisfaction of certain broad subjective performance criteria that are defined and incorporated into the contract.
(12.1.1.6 pg 472)

227
Q

Time & Material (T&M)

A

Also called Time and Means, is a hybrid type of contractual arrangement with aspects of both cost-reimbursable and fixed-price contracts. They are often used for staff augmentation, acquisition of experts, and any outside support when a precise statement of work cannot be quickly prescribed.
(12.1.1.6 pg 472)

228
Q

Make-or-Buy Analysis

A

Used to determine whether work or deliverables can best be accomplished by the project team or should be purchased from outside sources.
(12.1.2.3 pg 473)

229
Q

Benefit/Cost Analysis (BCA)

A

A simple technique for comparing the business value a project will produce with the cost of producing it.
(12.1.2.3 pg 473)

230
Q

Request for Information (RFI)

A

Used when more information on the goods and services to be acquired is needed from the sellers. It will typically be followed by an RFQ or RFP.
(12.1.3.3 pg 477)

231
Q

Request for Quotation (RFQ)

A

Commonly used when more information is needed on how vendors would satisfy the requirements and/or how much it will cost.
(12.1.3.3 pg 477)

232
Q

Request for Proposal (RFP)

A

Used when there is a problem in the project and the solution is not easy to determine. This is the most formal of the “request for” documents and has strict procurement rules for content, timeline, and seller responses.
(12.1.3.3 pg 477)

233
Q

Source Selection Criteria

A

In choosing evaluation criteria, the buyer seeks to ensure that the proposal selected will offer the best quality for services. Criteria may include: Capability and capacity, product cost and life-cycle cost, delivery dates, technical expertise and approach, specific relevant experience, adequacy of the proposed approach and work plan in responding to the SOW, key staff’s qualifications, availability, and competence, financial stability of the firm, ect.
(12.1.3.5 pg 478)

234
Q

Bidder Conferences

A

Also called contractor conferences, vendor conferences, and pre-bid conferences, are meetings between the buyer and prospective sellers prior to proposal submittal. They are used to ensure that all prospective bidders have a clear and common understanding of the procurement and no bidders receive preferential treatment.
(12.2.2.3 pg 487)

235
Q

Claims Administration

A

The process of processing, adjudicating, and communicating contract claims.
(12.3.2.2 pg 498)

236
Q

Claim

A

A request, demand, or assertion of rights by a seller against a buyer, or vice versa, for consideration, compensation, or payment under the terms of a legally binding contract, such as for a disputed change.
(12.3.2.2 pg 498)

237
Q

Disputes

A

Unresolved Claims.

12.3.2.2 pg 498

238
Q

Alternative Dispute Resolution (ADR)

A

The use of methods such as mediation and arbitration to resolve a dispute instead of litigation.
(12.3.2.2 pg 498)

239
Q

Stakeholder Analysis

A

Results in a list of stakeholders and relevant information such as their positions in the organization, roles on the project, “stakes,” expectations, attitudes (their levels of support for the project), and their interest in information about the project.
(13.1.2.3 pg 512)

240
Q

Stakes

A

Interest, rights (legal or moral rights), ownership, knowledge, or contribution. Stakeholders can include but are not limited to a combination of the above.
(13.1.2.3 pg 512)

241
Q

Power/Interest Grid

A

Also known as the Power/Interest Matrix, is a simple tool that helps you categorize project stakeholders with increasing power and interest in the project. This tool helps you focus on the key stakeholders who can make or break your project.
(13.1.2.4 pg 512)

242
Q

Power/Influence Grid

A

Also known as the Power/Influence Matrix, is a simple tool that helps you categorize project stakeholders by the power and influence they have on the project. y using this matrix, you can determine which stakeholders to manage closely and which stakeholders require minimum effort.
(13.1.2.4 pg 512)

243
Q

Impact/Influence Grid

A

Also known as the Influence/Impact matrix, is a tool that helps you understand which stakeholders have the most influence and the impact they can make on project success.
(13.1.2.4 pg 512)

244
Q

Stakeholder Cube

A

A refinement of the grid models, it combines the grid elements into a three-dimensional model that can be useful to project managers and teams in identifying and engaging their stakeholder community. It provides a model with multiple dimensions that improves the depiction of the stakeholder community as a multidimensional entity and assists with the development of communication strategies.
(13.1.2.4 pg 513)

245
Q

Salience Model

A

Describes classes of stakeholders based on assessments of their power (level of authority or ability to influence the outcomes of the project), urgency (need for immediate attention, either time-constrained or relating to the stakeholders’ high stake in the outcome), and legitimacy (their involvement is appropriate.
(13.1.2.4 pg 513)

246
Q

Directions of Influence

A

Classifies stakeholders according to their influence on the work of the project or the project team itself.
(13.1.2.4 pg 513)

247
Q

Stakeholder Register

A

The main output of the Identify Stakeholders process, this document contains information about identified stakeholders that includes but is not limited to: Identification Information, Assessment information, and stakeholder classification.
(13.1.3.1 pg 514)

248
Q

Stakeholder Engagement Assessment Matrix

A

Support comparison between the current engagement levels of stakeholders and the desired engagement levels required for successful project delivery. Classifications include: Unaware, resistant, neutral, supportive, and leading.
(13.2.2.5 pg 521)

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