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Project+ (PK0-004) Key Terms List (227)
Intro to Project Management IT (Long Beach City College)
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Project+ (PK0-004)
Study online at quizlet.com/_52dtab
1.
3point
estimations
using beta
distribution
tE =(tO +4tM+tP)/6 expected duration =
(optimistic time +4 most likely
time+pessimistic time) /6
2.
8 constraints
of a project?
Budget, scope, deliverables, quality,
environment, resources, requirements,
scheduling
12.
Avoiding
A conflict-resolution technique that occurs
when one party refuses to talk anymore
about the issue and physically leaves. This
is an example of a lose-lose conflictresolution technique. This technique is also
known as withdrawal.
13.
Benefit
measurement
methods
Decision model that compares the benefits
obtained from new project requests by
evaluating them using the same criteria and
comparing the results.
3.
Acceptance
criteria
The process and the criteria that will be used
to determine whether the deliverables are
acceptable and satisfactory.
4.
Activity
duration
Assessing the number of work periods
needed to complete the project activities.
Work periods are usually expressed in hours
or days. Large projects might express
duration in weeks or months.
14.
best conflictresolution
technique for
project
managers.
Confronting is also known as problemsolving and is the technique project
managers should use.
5.
Activity list
A list of all the activities required to
complete the work of the project that also
includes an identifier code and the WBS
code it's associated with. Activities are
broken down from the work package level of
the WBS.
15.
Bidder
conference
A meeting held by the buyer with potential
vendors during the procurement process to
allow vendors to ask questions and get
clarification on the project.
16.
bottom-up
estimating
tarts at the lowest level of the WBS and
calculates the cost of each item within the
work packages to obtain a total cost for the
project or deliverable.
17.
Business
requirements
The requirements that describe how the
business objectives of the project will be
met.
18.
Change
control board
(CCB)
A board responsible for reviewing and
approving, denying, or delaying change
requests. The change control board is
usually made up of stakeholders,
managers, project team members, and
others who might have an interest in the
project.
19.
Closing
use expert judgment and historical data to
provide a high-level estimate for the entire
project, a phase of the project, or a
deliverable.
A process that documents the final delivery
and acceptance of the project and is where
hand-off occurs to the operational unit.
Lessons learned are performed during this
process, and project team members are
released.
20.
Closing Phase
An estimating technique that uses the actual
duration of a similar, completed activity to
determine the duration of the current activity.
This is also called top-down estimating.
The result of the project is accepted and
formal sign-off occurs. Lessons learned,
resources are related, contracts are closed
out.
21.
Common
communication
triggers on
any project.
Audits, project planning, project change,
risk register updates, milestones, schedule
changes, task initiation/completion,
stakeholder changes, gate reviews, business
continuity response, incident response, and
resource changes.
6.
Addition
A type of project ending that occurs when
projects evolve into ongoing operations.
7.
Administrative
Closure
A process that involves gathering and
disseminating information to formalize
project closure. The completion of each
project phase requires Administrative
Closure also. The primary purpose of this
process is to gather lessons learned and
distribute the notice of acceptance.
8.
9.
10.
11.
Agile
methodology.
analogous
Analogous
estimating
Assumption
is an iterative approach to managing projects
that readily adapts to new and changing
requirements. It provides for continuous
requirements gathering and continuous
feedback. Agile teams are self-organized
and self-directed.
An event or action believed to be true for
planning purposes. Project assumptions
should always be documented
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22.
communication
methods.
include meetings, email, fax, instant
messaging, video conferencing, voice
conferencing, face-to-face, text message,
distribution of printed media, and social
media.
23.
Communications
planning
Determines the communication needs of
the stakeholders, when and how the
information will be received, and who will
receive the information.
24.
components of
a scope
statement.
this includes a project description,
acceptance criteria, key deliverables,
exclusions from scope, assumptions, and
constraints. It could also contain a highlevel time and cost estimate to complete
the project.
Compromise
A conflict-resolution technique where each
party involved gives up something to
reach a resolution. This is not generally a
permanent solution.
25.
26.
Compromise or
reconciliation
Conflict resolution method. Strive for
solutions that please everyone
27.
conflictresolution
techniques
They are smoothing, forcing,
compromising, confronting, avoiding, and
negotiating.
28.
Confronting
A conflict-resolution technique that is also
known as problem solving. This is the best
way to resolve conflicts and involves fact
finding to bear out the solution. This is a
win-win conflict-resolution technique.
29.
Constrained
optimization
models
Decision models that use statistics and
other mathematical concepts to assess a
proposed project.
30.
Constraint
Anything that either restricts the actions of
the project team or dictates the actions of
the project team.
31.
Contingency
reserves
are monies set aside to cover the cost of
possible adverse events.
32.
Contract
A legally binding document that describes
the work that will be performed, how the
work will be compensated, and any
penalties for noncompliance.
33.
Corrective
actions
A type of change request that typically
occurs during the Monitoring and
Controlling processes. Corrective actions
bring the work of the project back into
alignment with the project plan.
34.
Cost baseline
Project component is equal to project cost
estimates plus contingency reserves
35.
Cost-benefit
analysis
benefit measurement. Calculates the cost of
producing the result of the project and
compares to the financial gain the project
will generate.
36.
Cost
Performance
Index
Represents the ratio of EV toAC (earned
value to actual cost) measure of efficiency
of expenses spent on project. CPI is equal
to EV divided by AC.
37.
Costreimbursable
contract
Provides the seller with payment for all
costs incurred to deliver or produce the
product or service requested.
38.
Crashing
This is a schedule compression technique
that adds resources to the project to reduce
the time it takes to complete the project.
39.
Critical path
(CP)
The longest path through the project.
Activities with zero float are considered
critical path tasks.
40.
Critical path
method (CPM)
A schedule development method that
determines a single early and late start
date, early and late finish date, and the
float for each activity on the project.
41.
Customer
The recipient of the product or service
created by the project. In some
organizations this stakeholder may also be
referred to as the client.
42.
Decision
model
Method of project selection that helps
managers make the best use of limited
budgets and human resources.
43.
Decomposition
The process of breaking project
deliverables down into smaller,
manageable components of work so that
work packages can be planned and
estimated.
44.
Defect repairs
A type of change request that typically
comes about during the Monitoring and
Controlling process group. Defect repairs
either correct or replace components that
are substandard or are malfunctioning.
45.
define and
create a work
breakdown
structure.
This is a deliverable-oriented hierarchy that
describes the work required to complete
the project. a multilevel diagram that starts
with the project, includes the major
deliverables, and decomposes the major
deliverables into smaller units of work to
the point where time and cost estimates can
be provided and resources assigned.
46.
Deliverable
An output or result that must be completed
in order to consider the project complete
or to move forward to the next phase of the
project. Deliverables are tangible and can
be measured and easily proved.
47.
Dependencies
The relationship between project activities.
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48.
Dependency
relationships
The type of dependency between two
activities and the specific relationship
between the activities.
61.
Faxing and
scanning
Communication method. Quick alternative
to sending US mail
49.
Describe
lessons
learned.
describe the successes and failures of the
project.
62.
Feasibility
study
determine whether the project is a viable
project, the probability of project success,
and the viability of the product of the
project.
50.
Discounted
cash flow
(DCF)
Compares the value of the future cash
flows of the project to today's dollars.
63.
Finish-to-finish
A project task relationship in which the
finish of the successor task is dependent
on the finish of the predecessor task.
51.
Duration
compression
The use of techniques such as fast-tracking
or crashing to shorten the planned duration
of a project or to resolve schedule
slippage.
64.
Finish-to-start
A project task relationship in which the
successor task cannot begin until the
predecessor task has completed.
52.
65.
Economic
model
benefit measurement method. Series of
financial calculations that provide data on
the overall financials of the project. used as
a project selection technique.
fishbone
diagram.
is a cause-and-effect diagram, also known
as an Ishikawa diagram.
66.
Five conflict
management
techniques
1) smooth/ accommodate 2) compromise /
reconcile 3) collaborate / problem solve
4) withdraw/avoid 5) force/ direct
elements of a
change
management
process.
include identifying and documenting the
change (using templates and a change log),
evaluating the impact, obtaining approval
from the CCB, implementing the change,
validating the change, updating the project
management plan documents, and
communicating as needed.
67.
Fixed-price
contracts
A contract that states a fixed fee for the
work that the vendor will perform.
68.
Float time
The amount of time the early start of a task
may be delayed without delaying the finish
date of the project. Also known as slack
time.
54.
Executing
This project process group is where the
work of the project is performed.
69.
Force/ direct
Conflict resolution method. Manager using
power to reach decision.
55.
Executing
Phase
The work of the project is preformed in the
executing phase - deliverables are
produced here.
70.
Forcing
56.
External
dependency
A type of dependency where a relationship
between a project task and a factor outside
the project, such as weather conditions,
drives the scheduling of that task.
This is a conflict-resolution technique
where one party forces their solution on
the others. This is an example of a winlose conflict resolution technique.
71.
Formal
communications
Extinction
this is a type of project ending that occurs
when the project is completed and
accepted by the stakeholders.
Planned communications such as project
kickoff meetings, team status meetings,
written status reports, or team-building
sessions.
72.
Functional
organization
organizational structure. Functional
organizations are traditional organizations
with hierarchical reporting structures.
73.
governance
gates
used as client sign-offs, management
approvals, and legislative approvals.
74.
High-level
requirements
These explain the major characteristics of
the product and describe the relationship
between the business need and the
product requested. This is also referred to
as a product description.
75.
histogram.
displays data distributed over time. It is a
type of bar chart.
76.
importance of
communications
planning.
is the key to project success. It involves
determining who needs information, what
type, when, in what format, and the
frequency of the communication.
53.
57.
58.
59.
60.
Facilitating
factors
influencing
communication
methods.
Fast-tracking
Leadership style of manager coordinating
input among team members
Language barriers, time zones/
geographical factors, technological factors,
cultural differences, interorganizational
differences, intraorganizational differences,
personal preferences, rapport
building/relationship building, content of
message, criticality factors, and specific
stakeholder communication requirements.
A schedule compression technique where
two activities that were previously
scheduled to start sequentially start at the
same time. Fast-tracking reduces schedule
duration.
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77.
Informal
communications
Unplanned or ad hoc communications,
including phone calls, emails,
conversations in the hallway, or
impromptu meetings.
78.
Initiating
The first process in a project life cycle and
the first of the five project process groups.
This is the formal acknowledgment that the
project should begin. The primary result of
this process is the project charter.
79.
Initiating phase
Authorizes the project to begin
80.
Integrated
change control
A process that influences the factors that
cause change, determines that a change is
needed or has happened, and manages
and monitors change. All other change
control processes are integrated with this
process.
81.
Integration
A type of project ending where the
resources of the project are reassigned or
redeployed to other projects or other
activities within the organization.
82.
Internal rate of
return (IRR)
The discount rate when the present value
of the cash inflows = the original
investment. higher IRR values are
considered better than projects with lower
IRR values.
83.
interproject
dependencies
occur when one project must complete its
deliverables before another project can
begin.
84.
interproject
resource
contention.
occurs when resources are assigned to
more than one project resulting in timing
and availability conflict.
85.
Key
performance
indicators (KPIs)
Help you determine whether the project is
on track and progressing as planned by
monitoring the project against
predetermined criteria.
86.
Lessons
learned
Information gathered throughout the
project (and again at the end of a project
phase or the end of the project) that
documents the successes and failures of
the project. This information is used to
benefit the current project and future
projects.
87.
88.
Levels in a
WBS.
Lines of
communication
The highest level is the project name. The
major deliverables, project phases, or
subprojects make up the next level.
A mathematical formula that determines
the number of lines of communication
between participants in a meeting. The
formula is n (n - 1) / 2, where n represents
the number of participants.
89.
Logical
relationships
The dependency relationships that may exist
between tasks. Finish-to-start is the most
common logical relationship.
90.
Make-or-buy
analysis
Determines the cost effectiveness of
producing goods or services in-house vs.
procuring them from outside the
organization.
91.
make-or-buy
analysis.
performed in order to determine the costeffectiveness of either making or buying the
goods and services you need for the project.
92.
Management
reserves
are set aside by upper management and are
used to cover future situations that can't be
predicted during project planning.
93.
management
tools used
for project
documents.
The tools include intranet sites, Internet sites,
wiki pages, vendor knowledge bases, and
collaboration tools.
94.
Mandatory
dependency
A type of dependency where the relationship
between two tasks is created by the type of
work the project requires.
95.
Matrix
organization
An organizational structure where employees
report to one functional manager and at
least one project manager. Functional
managers assign employees to projects and
carry out administrative duties, while project
managers assign tasks associated with the
project
96.
meeting
types.
include kickoffs, virtual, in person, scheduled,
impromptu, and closure meetings.
97.
Monitoring
and
Controlling
Phase
monitors the work to determine whether
there are variances from the project plan.
Corrective actions are taken during this
process to get the project back on course.
Risk, issues, quality assurance, changes and
budget are in this phase
98.
Monitoring
and
controlling
phase
Quality control happens in this phase
99.
Name the
basic aspects
of the Agile
methodology.
daily standups to assess progress.
Sprint planning to determine which backlog
items to work on.
A retrospective meeting held at the end of
the sprint to see what work was completed
and to perform a lessons-learned session on
the sprint.
Burn-down charts are used to visually
display work progress during the sprint.
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100.
Name the five
stages of
team
development.
They are forming, storming, norming,
performing, and adjourning.
101.
Name the four
reasons for
project
endings.
They are addition, starvation, integration,
and extinction.
Name the
three
performance
measurement
tools.
They are key performance indicators (KPIs),
key performance parameters (KPPs), and
balanced score cards.
name the
types of
contracts.
include fixed-price, cost reimbursable, and
time and materials.
104.
Name the
types of
project centric
documents.
They include issue log, status report,
dashboard information, action items,
meeting agenda, and meeting minutes.
105.
negative risk
response
strategies.
avoid, transfer, mitigate, and accept.
Negotiating
Negotiating is a leadership technique and a
conflict-resolution technique. Negotiating is
the act of two or more parties explaining
their needs and coming to a mutual
agreement on a resolution.
102.
103.
106.
107.
Net present
value (NPV)
Evaluation of the cash inflows using the
discounted cash flow technique, which is
applied to each period the inflows are
expected. NPV subtracts the initial project
investment from the total cash flow in
today's dollars.
108.
Network
diagram.
used to depict project activities and the
interrelationships and dependencies among
these activities.
109.
Operations
Operations typically involve ongoing
functions that support the production of
goods or services. They don't have a
beginning or an end.
110.
111.
Order of
magnitude
A high-level estimate of the time and cost
of a project based on the actual cost and
duration of a similar project.
Organizational
chart
Outline team member roles, responsibilities
and relationships to project.
112.
Organizational
chart types
3 types, 1) hierarchical chart. Top down
visual also called OBS organizational
breakdown structure 2) matrix chart -shows
relationships between different team
members and activities (think RACI) 3) text
based -about position, role, responsibilities,
authority, key skills.
113.
parametric
use a mathematical model to create the
estimates.
114.
Pareto chart.
is a histogram that rank-orders data by
frequency over time.
115.
Payback
period
The length of time it takes a company to
recover the initial cost of producing the
product or service of the project.
116.
PDM
Precedence diagramming method
117.
performance
measuring and
reporting are
what phase of
the project
lifecycle?
Monitoring & controlling
118.
Planning
The process group where the project plans
are developed that will be used throughout
the project to direct, monitor, and control
work results. The primary result of this
process is the project plan.
119.
Planning
Phase
Project documents and processes are
created. These are the foundation for
managing the project throughout the
remaining processes.
120.
PMO
provides guidance to project managers and
helps present a consistent, reliabel
approach to managing projects across the
organization.
121.
Portfolio
Portfolios are collections of programs,
subportfolios, and projects that support
strategic business goals or objectives.
Programs and projects within the portfolio
may not be related to one another.
122.
positive risk
response
strategies.
exploit, share, enhance, and accept.
123.
Precedence
diagramming
method (PDM)
A network diagramming method that places
activities on nodes, which connect to
dependent activities using arrows. Also
known as activity on node.
124.
Precedence
diagramming
methods
(PDM)
Finish-to-Start, Finish-to-Finish, Start-tostart, Start-to-Finish
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125.
Preventive
action
A type of change request that usually occur
during the Monitoring and Controlling
process group. Preventive actions are
implemented to help reduce the probability
of a negative risk event.
126.
Probability
impact (PI)
matrix
Used to track project risk
127.
Procurement
planning
The process of identifying what goods or
services will be purchased from outside the
organization. It uses make-or-buy analysis to
determine whether goods or services should
be purchased outside the organization or
produced internally.
128.
product
owner Agile
is the voice of the customer, and they
determine the backlog (also known as user
stories) and prioritize the backlog.
129.
Product
owner-agile
team
Establish and manage product back log and
prioritize items
130.
Program
A grouping of related projects that are
managed together to capitalize on benefits
that couldn't be achieved if the projects were
managed separately.
131.
Program
evaluation
and review
technique
(PERT)
Calculates the expected value, or weighted
average, of critical path tasks to determine
project duration by using three estimates:
most likely, pessimistic, and optimistic.
The PERT calculation is (optimistic +
pessimistic + (4 × most likely)) / 6.
Project
Temporary in nature, with a definite start and
end date; creates a unique result. completed
when the goals of the project have been met
and signed off on by the stakeholders.
132.
133.
Project
champion
The person who fully understands, believes
in, and espouses the benefits of the project to
the organization. This is the cheerleader for
the project.
134.
Project
Charter
provides formal approval for the project ot
begin and authorizes the project manager to
apply resources to the project
135.
Project
Charter
Broad objectives are defined. Rough
estimates of budget and timeline. Also
personnel.
136.
Project
coordinator
assist the project manager with crossfunctional coordination, documentation and
administrative support.
Project
description
Documents the key characteristics of the
product or service that will be created by the
project.
137.
138.
Project
justification
Documentation in the project charter that
includes the reason and the business need
the project will address.
139.
Project Life
Cycle
Initiation, planning, execution, monitoring &
controlling, closing. (5)
140.
Project
management
Applying skills, knowledge, and project
management tools and techniques to fulfill
the project requirements.
141.
Project
Management
Institute
(PMI)
The world's leading professional project
management association.
142.
Project
management
office (PMO)
create and maintain procedures and
standards for project management
methodologies to be used throughout the
organization.
143.
project
management
plan.
is the final, approved, documented plan that's
used in the Executing and Monitoring and
Controlling phases to measure project
progress.
144.
Project
manager
The person responsible for applying the
skills and knowledge to the project activities
to successfully complete the project
objectives.
145.
Project plan
A document that constitutes what the project
is, will deliver, and how all processes will be
managed. guideline throughout the project
146.
Project
Planning
Ramp up team size, project activities defined
and work breakdown structure created.
Create better resource time and cost
estimates which give us more detail.
147.
Project
program
A collection of sub programs, projects, and
other work that are managed in a
coordinated way
148.
Project
selection
Used to determine which proposed projects
are approved to move forward.
149.
Project
Sponsor
An executive in the organization who has the
authority to allocate dollars and resources to
the project. They approve funding, charter,
baseline and high-level requirements.
150.
Project Team
contributes expertise to the project, works on
deliverables according to the schedule,
estimates task durations, estimates costs and
estimates dependencies
151.
project team
- Agile
works on backlog items during the sprint and
participates in the daily standups.
152.
Project
Templates
Come from project management office
(PMO)
153.
purpose of a
CCB.
The change control board reviews, approves,
denies, or delays change requests.
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154.
155.
156.
purpose of a
cost baseline.
is the total approved, expected cost for the
project. It's used in the Executing and
Monitoring and Controlling processes to
monitor the performance of the project
budget throughout the project.
Purpose of a
project
kickoff
meeting.
is a way to formally introduce all project
team members, to review the goals and the
deliverables for the project, to discuss roles
and responsibilities, and to review
stakeholder expectations.
Purpose of
CPM.
Calculates the longest full path in the
project. This path controls the finish date of
the project. Any delay to a critical path task
will delay the completion date of the
project.
purpose of
obtaining
formal
customer or
stakeholder
sign-off.
The formal sign-off documents that the
customer accepts the project work and that
the project meets the defined requirements.
It also signals the official closure of the
project and the transfer of the final product
of the project to the organization.
Purpose of
risk analysis.
evaluates the severity of the impact to the
project and the probability that the risk will
actually occur.
purpose of
risk response
planning.
is the process of reviewing the list of
potential risks impacting the project to
determine what, if any, action should be
taken and then documenting it in a response
plan.
160.
Quality gates
are used to check the work
161.
RACI chart
This is a matrix-based chart that shows the
resource role and responsibility level for the
work product.
162.
Request for
proposal
(RFP)
A document that is sent out to potential
vendors requesting them to provide a
proposal on a product or service.
163.
requirements.
defines the specific conditions a deliverable
must meet to satisfy the objective of the
project.
164.
Resource
allocation.
identifying resource availability and skill
sets and assigning them to project tasks.
165.
resource
overallocation
occurs when resources are assigned too
many tasks within a given time frame.
166.
Resources.
can be human resources or physical
resources. used to complete the work of the
project.
157.
158.
159.
can be shared resources, dedicated
resources, low-quality resources, in-house
resources, benched resources, and remote
resources.
167.
resource
shortage
occurs when there are not enough resources
with the required skills or abilities to
complete the tasks.
168.
Responsibility
assignment
matrix (RAM)
A resource chart that defines the WBS
identifier, the resource type needed for the
WBS element, and the quantity of resources
needed for the task. A WBS is displayed in
chart form.
169.
Risk
identification
process.
the process of identifying and documenting
the potential risk events that may occur on
the project.
170.
run chart.
displays data as plots on a timeline.
171.
scatter
diagram.
displays the relationship between two
numerical variables and determines whether
they are related to each other. It can also be
used to prove or disprove cause-and-effect
relationships. Scatter diagrams are also
known as correlation charts.
172.
Schedule
baseline
The final, approved project schedule that is
used during project execution to monitor
project progress.
173.
Schedule
Performance
Index (SPI)
Defines how you are progressing compared
to the project schedule
174.
A Scheduler
is responsible for developing and
maintaining the project schedule,
communicating timeline and changes,
reporting on schedule preformance and
obtaining the status of work when
preformed from team members
175.
Scope
The description of the work involved to
complete the project. It defines both what is
included in the project and what is excluded
from the project.
176.
scope creep
Refers to progressive increase in project
scope, which occurs when additional
functionality not specified in initial
requirements is identified and added.
177.
Scope
management
plan
Defines the process for preparing the scope
statement and the WBS. This also
documents the process that manages
project scope and changes to project
scope.
178.
Scope
planning
The process of defining the scope
management plan, the scope statement, and
the WBS and WBS dictionary.
179.
Scope
statement
Documents the product description, key
deliverables, success and acceptance
criteria, key performance indicators,
exclusions, assumptions, and constraints.
The scope statement is used as a baseline
for future project decisions.
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180.
181.
182.
scope
statement.
Scoring
model
Scrum master
the basis of the agreement between the
project and the customer concerning what
comprises the work of the project. It defines
the deliverables and success criteria that
will meet those objectives.
benefit measurement methods for project
selection. a predefined list of criteria against
which each project is ranked. Each criterion
has a scoring range and a weighting factor.
also be used as a tool to select from among
vendors.
removes obstacles that stand in the way of
the team performing its role and provides
education on the Agile process.
183.
sequencing
process.
the process of identifying dependency
relationships between the project activities
and scheduling activities in the proper order.
184.
Smooth and
accommodate
Conflict resolution method. Agreement
between parties, provide concessions. Good
relationship over emerging victorious
185.
Solicitation
Obtaining bids and proposals from vendors
in response to RFPs and similar procurement
documents prepared during the solicitation
planning process.
186.
Sponsor
An executive in the organization with
authority to allocate funds, assign resources,
and enforce decisions regarding the project.
187.
188.
189.
Stakeholder
Stakeholders
Start-to-finish
A person or an organization that has
something to gain or lose as a result of the
project. Most stakeholders have a vested
interest in the outcomes of the project.
anyone who has a vested interest in the
project and has something to gain or lose
from the project. They can be a sponsor,
manager, team member, funcational
manager, customer, and others.
A task relationship where the finish of the
successor task is dependent on the start of
its predecessor.
190.
Start-to-start
A project task relationship where the start of
the successor task depends on the start of
the predecessor task.
191.
Starvation
A type of project ending where resources
are cut off from the project.
192.
Statement of
work (SOW)
Contains the details of a procurement item
in clear, concise terms and includes the
project objectives, a description of the work
of the project, and concise specifications of
the product or services required.
193.
status
report.
describes the progress of the project to date
and usually includes information on scope,
cost, and budget.
194.
Team
building
A way to get diverse groups of people to
work together efficiently and effectively. This
is the responsibility of the project manager. It
can involve activities performed together as
a group or individually designed to improve
team performance.3
195.
team
building
consists of activities that help diverse groups
of people work together in an efficient and
effective manner.
196.
three
techniques
to estimate
activity
duration.
Expert judgment relies on the knowledge of
someone familiar with the tasks.
Analogous or top-down estimating bases the
estimate on similar activities from a previous
project.
Parametric estimates are quantitatively based
estimates that typically calculate the rate
times the quantity.
197.
three ways
project
schedules
are
displayed.
milestone charts, PERT network diagrams, or
Gantt charts; a Gantt chart is a type of bar
chart.
198.
Time and
materials
contract
A type of contract where the buyer and the
seller agree on a unit rate, such as the hourly
rate for a programmer. The total cost is
unknown and will depend on the amount of
time spent to produce the product.
199.
Transferring
risk
Buying insurance is a type of risk response
strategy
200.
trust building
Involves building trust with the project
manager and among team members. This
takes time and is accomplished by being
true to your word and having the team's best
interests at heart.
201.
two
discretionary
funding
allocations a
project may
receive.
a contingency reserve and a management
reserve.
202.
Two major
relationships
between
dependent
tasks.
A predecessor is a task that exists on a path
with another task and occurs before the task
in question. A successor is a task that exists
on a common path with another task and
occurs after the task in question.
203.
types of
common
project
changes.
timeline, funding, risk events, requirements,
quality, resource, and scope changes.
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204.
types of
organizational
change.
include business merger, acquisition,
demerger, split, business process change,
internal reorganization, relocation, and
outsourcing.
216.
What is a
project vs
ongoing
operations
A project is temmporary to greate a
unique product or service. Operational is
ongoing and repetitive, typically after a
project
205.
types of
vendorcentric
documents.
nondisclosure agreements, cease-anddesist letter, letters of intent, statements of
work, memoranda of understanding, service
level agreements, purchase orders, and
warranties.
217.
What is the
most common
project
selection
method?
Benefit meaasurement methods such as
cost-benefit analysis, scoring models,
payback period, and economic models.
206.
Understand
the steps
involved in
closing a
project.
The steps include obtaining sign-off and
acceptance, transferring the product to the
organization, releasing project resources,
closing out contracts, documenting lessons
learned, and creating the project closeout
report.
218.
What is the
purpose of a
scope
management
plan.
This plan documents the procedures for
preparing the scope statement and WBS,
defines how the deliverables will be
verified, and describes the process for
controlling scope change requests.
219.
207.
WBS
dictionary.
describes each of the deliverables and their
components and includes a code of
accounts identifier, estimates, resources,
criteria for acceptance, and any other
information that helps clarify the
deliverables.
What is the role
of a project
manager?
Project Integration. Leads the project
team and oversees all the work required
to complete the project goals to the
satisfaction of the stake holders
220.
What should
occur
throughout the
change control
process as
needed?
Communication
221.
What skills are
needed to
manage a
project beyond
technical
project
knowledge
management, leadership, communication,
problem-solving, negotiation,
organization and time management
222.
Who attends
Scrum
meetings?
The entire team aligned with the project
208.
What are the
classifications
of a Matrix
Organixation?
Strong, weak or balanced matrix
209.
What are the
four types of
logical
relationships.
finish-to-start, start-to-start, start-to-finish,
and finish-to-finish.
210.
What are the
key
components
of a project
charter?
Purpose, goals, description, deliverables,
requierments, milestones, budget,
assumptions, constraints, risks, sponsor, PM,
and criteria for approval
211.
What are the
phases in a
project?
initiating, Planning, Executing, monitoring
and controlling, and closing
223.
Withdraw/avoid
Conflict resolution method. Avoid
entirely. Postponing or tabling issues for
future discussion
212.
What are the
three types
of
organizational
structures?
Functional, Matric, and projected structures
224.
Work
Breakdown
Structure
Document needed to understand
deliverables for which activities need to
be performed
225.
213.
What does
RACI Stand
for?
responsible, accountable, consulted, and
informed.
Work
breakdown
structure (WBS)
A deliverable-oriented hierarchy that
defines the total work of the project. Each
level has more detailed information than
the previous level.
226.
214.
What is a
Program?
A program is a group of related projects
managed to gain benefits that couldn't be
realized if they were managed
independently.
Work
breakdown
structure (WBS)
dictionary
215.
What is a
project?
A project brings about a unique product,
service, or result and has definite beginning
and ending dates.
A document that describes the
deliverables and their components, the
code of accounts identifier, estimates,
resources, criteria for acceptance, and
any other information that helps clarify
the deliverables.
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227.
Work
package
The lowest level in a WBS. Team assignments, time estimates, and cost estimates can be made at this level. On very large
projects, this level is handed off to subproject managers who develop their own WBS to fulfill the requirements of the
work package deliverable.
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