Section 1

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Baseline

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Cards (395)

Section 1

(50 cards)

Baseline

Front

Represents the original approved plan for schedules costs, etc. and is used to monitor and control ongoing project performance.

Back

Contract

Front

A legal mutually-binding document between buyer and seller covering the terms and conditions by which the work must be completed.

Back

Contract administration

Front

Managing the relationship with the seller and overseeing that all elements of the contract are met.

Back

Budget

Front

The amount of money allocated for a project.

Back

Acceptance test

Front

A group of end-users work with the final product to test it for unidentified issues that may appear during routine use. Also known as User Acceptance Testing (UAT).

Back

Cost of quality

Front

The costs incurred to ensure the quality of the project.

Back

Critical path

Front

The longest path through all project activities (as represented in a network diagram) that determines the duration of the project. The activities on the critical path usually have zero float.

Back

Early start date

Front

The earliest date that an activity can be started in the activity sequence.

Back

Duration

Front

The length of time needed to complete an activity.

Back

Budgeted cost of work performed (BCWP)

Front

The total budgeted cost of all work completed on a project to date. Also known as earned value (EV).

Back

Consensus

Front

A decision that a group agrees to support. It is usually achieved by discussing the relevant issues and options

Back

Business requirements

Front

The conditions that the product must meet to support the high-level processes and needs of the business.

Back

Contingency reserve

Front

Allocation of resources to address possible adverse events.

Back

Bar chart

Front

A schedule that shows project activities with associated start and completion dates. Also known as a Gantt chart.

Back

Configuration management

Front

The process to ensure the project meets the desired outcome.

Back

Actual cost (AC)

Front

The actual cost expanded to complete a project activity or work package.

Back

Effort estimate

Front

Calculation of the number of person hours or days needed to complete an activity.

Back

Activity list

Front

A list of the defined activities that need to be completed for a project.

Back

Change control board

Front

A group of stakeholders responsible for reviewing and accepting or rejecting changes to the project.

Back

Cost-benefit analysis

Front

A benefit measurement method that weighs expected project costs against expected project benefits.

Back

Business value

Front

The positive impact for the business that will be achieved with completion of the project (e.g. generate revenue customer satisfaction, etc.).

Back

Deliverable

Front

Outcome or product that is produced to complete a work package or project.

Back

Best practices

Front

A generally accepted set of standards for performing work

Back

Decomposition

Front

Breaking the project deliverable into smaller more manageable components.

Back

Customer

Front

The recipient of service or product that the project created. Also known as client in some organizations.

Back

Constraint

Front

A financial schedule, risk or resource-based limitation on a project.

Back

Budget at completion (BAC)

Front

The budget estimate determined in the planning phase for a work package or entire project to be completed.

Back

Cost estimating

Front

Estimating the cost of resources that will be required to complete each project activity.

Back

Communications

Front

Relaying information so that all concerned parties have an equal understanding.

Back

Contract closeout

Front

The process of determining whether the work as outlined in the contract was completed accurately and settling the terms of the contract.

Back

Communications management plan

Front

A plan that documents who will receive information about the project what information they will receive, when they will receive it and how the information will be communicated. It also identifies the person who is responsible for providing the information.

Back

Dependency

Front

The relationship between project activities.

Back

Cost variance (CV)

Front

The difference between the budgeted cost and actual cost. CV = EV - AC

Back

End user

Front

The person or group who will use the product produced by the project.

Back

Change control process

Front

A process that ensures changes to the project are identified evaluated, approved, documented and managed.

Back

Actual effort

Front

The actual number of person hours or days expended to complete an activity.

Back

Effort

Front

The number or person hours or person days needed to complete an activity.

Back

Earned value (EV)

Front

A measurement used to determine a project's progress and represents the value of the work completed to date.

Back

Early finish date

Front

The earliest date that an activity may be completed in the activity sequence.

Back

Corrective action

Front

Actions taken to bring expected performance in line with the project plan.

Back

Dedicated project time

Front

The amount of time that a resource is available to the project taking into account the resource's non-project activities.

Back

Activity/Task

Front

A specified piece of work that needs to be completed. An activity typically has an expected duration cost and requires certain resources. Also known as task.

Back

Assignment

Front

The activities team members are responsible to complete.

Back

Assumptions

Front

Factors that are believed to be true and affect project planning. Assumptions may impact risk and should always be documented and validated.

Back

Activity sequencing

Front

Identifying activity dependency relationships (how activities affect each other) and determining the best order to perform the activities to complete the project.

Back

Communications planning

Front

The planning process to determine the communication requirements. Identifying who will need what information when they will need it and how the information should be formatted and disseminated.

Back

Cost control

Front

Managing and controlling changes to the cost baseline.

Back

Critical path method (CPM)

Front

A technique used to determine the duration of a project by looking at the sequence of activities and their flexibility in scheduling.

Back

Change management plan

Front

A plan that documents the process for managing changes to the project.

Back

Actual duration

Front

The number of hours or days expanded to complete a project activity.

Back

Section 2

(50 cards)

Flowchart

Front

A diagram showing the steps in a process or system from beginning to end.

Back

Matrix organization

Front

An organization where project team members answer to both a functional manager and a project manager.

Back

Integration planning

Front

The planning process to establish how all elements of the project will be coordinated and how changes will be managed throughout the project.

Back

Functional manager

Front

The person responsible for the activities of a specific functional department.

Back

Phase

Front

A distinct stage of the project or life-cycle. There are typically four phases in a project management life-cycle: Initiation and scope definition; planning; execution control and coordination; and closure acceptance and support.

Back

Float

Front

The amount of time that the early start of an activity can be delayed without affecting the completion date of the project. Also known as slack time.

Back

Estimate at completion (EAC)

Front

The estimated total cost of the completed project at a particular time using current project performance and work that still needs to be completed. EAC = AC + ETC

Back

Initiation

Front

Formal definition and authorization of a new project or continuation of an ongoing project.

Back

Forecast

Front

A prediction of future project status.

Back

Issue log

Front

A document that outlines each project issue along with the person responsible for resolving it, status and expected resolution date.

Back

Late start date

Front

The latest date an activity can begin without affecting the completion of the entire project.

Back

Performance reporting

Front

Reporting to the stakeholders to provide information about the project's status progress, accomplishments and future project performance predictions.

Back

Integration management plan

Front

A plan that documents how elements of the project will be integrated and outlines how changes will be managed across the project.

Back

Fixed resources

Front

An amount of a resource (human equipment, material) that cannot be changed.

Back

Integrated change control

Front

Coordinating and managing change across the entire project scope schedule and budget.

Back

Functional organization

Front

An organizational structure that groups staff hierarchically by area of specialty.

Back

Governance

Front

The overall structure of the roles responsibilities and relationships between the project decision makers and the organization's long-term operational decision makers.

Back

Term 73

Front

Back

Predecessor

Front

An activity that is on the same network diagram path and occurs before another activity.

Back

Late finish date

Front

The latest date an activity can be completed without delaying the completion of the entire project.

Back

Historical information

Front

Records of past projects that are used to assist in planning future projects.

Back

Inspection

Front

A quality control method to examine and measure work results against baseline specifications and requirements.

Back

Product life cycle

Front

The required phases to develop the product. For example creation of a software product may follow a software development life-cycle that consists of requirements-gathering, design, development, testing and roll-out phases.

Back

Output

Front

The outcome or end result of a process.

Back

External dependency

Front

A relationship between a project activity and a factor outside the scope of the project that influences the completion of that activity.

Back

Procurement planning

Front

The process of determining which goods and services should be purchased or performed outside of the organization and outlines the details of what how and when the goods should be acquired.

Back

Gantt chart/Also known as bar chart.

Front

A schedule that shows project activities with associated start and completion dates.

Back

Functional requirements

Front

Conditions that the product must meet to support how the end users will interact with the product.

Back

Finish-to-finish dependency

Front

When the completion of an activity is dependent on the completion of the preceding activity.

Back

Lag

Front

A mandatory delay between activities.

Back

Estimate to complete (ETC)

Front

The estimated amount of the work that still needs to be completed.

Back

Operations and maintenance

Front

The turnover of a project to the operational staff of an organization for ongoing support and maintenance.

Back

Lessons learned

Front

The learning that takes place during the project and is documented to provide information on what went well and which aspects could have been improved. Lessons learned serve as references for future projects.

Back

Formal acceptance/Acceptance

Front

When the authorized stakeholder provides sign-off indicating the product has been received and is acceptable.

Back

Fixed cost

Front

A cost that remains constant regardless of a change in production.

Back

Probability impact matrix

Front

A method of determining the severity of risk by looking at the probability of occurrence and impact on project objectives.

Back

Opportunity

Front

A chance to increase project benefits.

Back

Expert judgment

Front

Using subject matter experts to assist in decision making

Back

Negative variance

Front

The negative number that results from comparing planned project results with actual project results. A negative variance in the project schedule indicates the project is behind schedule. A negative variance in the budget indicates the project is over budget.

Back

Milestone

Front

The completion of a significant event or major deliverable used to measure project progress.

Back

Positive variance

Front

The positive number that results from comparing planned project results with actual project results. A positive variance in the project schedule indicates the project is ahead of schedule. A positive variance in the budget schedule indicates the project is under budget.

Back

Opportunity cost

Front

The opportunity given up by choosing to do one project over another one.

Back

Finish-to-start dependency

Front

When the start of an activity is dependent on the completion of the previous activity.

Back

Issue

Front

An identified element or event that may have a negative impact on the project and needs to be avoided or resolved.

Back

Order of magnitude estimate

Front

A high-level estimate usually made during the initiation phase that assigns a cost estimate range to the project based on a completed similar project. This estimate typically falls between - 25% and +75% of the actual budget.

Back

Inputs

Front

Information that is required for a process to begin.

Back

Information distribution

Front

Enacting the communications plan and providing stakeholders with needed information in a timely manner.

Back

Network diagram

Front

A method of determining the sequence of activities including dependencies for a project. Types include the activity-on-node (AON), arrow diagramming method (ADM) and precedence diagramming method (PDM).

Back

Product description

Front

An explanation of the major characteristics of the product including an explanation of why the product meets the business needs. Also known as high-level requirements.

Back

Kickoff meeting

Front

A meeting held at the end of major planning activities for all stakeholders to provide an overview of the project and outline expectations ensure a common understanding of the project and to build consensus and excitement about the project.

Back

Section 3

(50 cards)

Schedule development

Front

The process of determining activity start and finish dates and finalizing the activity sequence and durations to create the schedule baseline

Back

Project

Front

A temporary endeavor with defined start and end dates that creates a unique product or service.

Back

Resource planning

Front

The process of defining the type and amount of resources needed to complete the project.

Back

Risk register

Front

A formal document that outlines identified project risks.

Back

Schedule management plan

Front

A plan that documents the process to manage project schedules and any changes made to the schedules.

Back

Request for proposal (RFP)/Invitation for bid (IFB)

Front

A document provided to a prospective vendor requesting a proposal for work and or products to be provided. Also known as Invitation for Bid (IFB)

Back

Project management

Front

The process of initiating planning, executing, monitoring, controlling and closing out a project by applying skills, knowledge, tools and techniques to fulfill requirements.

Back

Risk trigger

Front

An event that tells a risk is about to occur or has occurred.

Back

Resource leveling

Front

Scheduling resource usage to be the same for each time period (e.g. monthly).

Back

Risk response

Front

The procedures that are implemented if an identified risk occurs.

Back

Project management plan

Front

An overall project plan that contains all of the project management-related documents created during the phases of initiation and scope definition and planning.

Back

Rework

Front

An action to correct a deficiency that was identified by a quality activity.

Back

Project charter/Project initiation document

Front

A document that is created in the initiation phase that provides direction about the project's objectives and management and authorizes the project to begin. Also known as a project initiation document.

Back

Risk

Front

A potential event occurrence or result that can have positive or negative consequences.

Back

Remote team

Front

Individuals in different locations working on the same project and collaborating electronically or by telephone.

Back

Quality assurance

Front

The evaluation of overall project performance on a regular basis to ensure quality management processes are followed.

Back

Quantitative risk analysis

Front

Uses a mathematical approach to analyze the probability that risks will occur and the impact that risks have on the project. This information enables the risks to be prioritized. Techniques used for computing quantitative risk analysis include sensitivity analysis decision tree analysis and Monte Carlo.

Back

Return on investment (ROI)

Front

Determining whether the project outcomes will benefit the organization based on the resources used to complete the project.

Back

Risk management plan

Front

A plan that documents the process for identifying and quantifying project risks and outlines how risks will be addressed or controlled.

Back

Requirements

Front

A set of measurable customer wants and desires. See functional requirements business requirements and technical requirements.

Back

Product verification

Front

Ensuring the stakeholders find the key deliverables to be satisfactorily completed.

Back

Project scope

Front

The work required to produce the product of the project.

Back

Project champion

Front

An individual who believes in, understands and supports the project.

Back

Root cause

Front

The main reason a particular situation occurs.

Back

Schedule/Work plan

Front

The timeline for the project including start and end dates for project activities.

Back

Schedule control

Front

Managing and controlling changes to the schedule.

Back

Quality control

Front

The process of measuring specific results to determine compliance with quality standards and taking corrective action if necessary.

Back

Project team members

Front

The people who perform the work associated with the project.

Back

Project performance indicators

Front

Measures to determine whether the project is on track.

Back

Program evaluation and review techniques (PERT)

Front

A weighted average time estimate of project duration using optimistic (O) pessimistic (P) and most likely (ML) estimates of project duration. Also known as three-point estimating. PERT = O + (4)ML + P[/6]

Back

Risk mitigation

Front

A risk response that decreases the identified risk to an acceptable level.

Back

Quality audit

Front

Review and evaluation of the project performance to ensure quality management processes are followed.

Back

Quality planning

Front

The planning process to identify quality standards for the project and determine how these standards will be met.

Back

Risk identification

Front

Identifying potential risks and their associated characteristics along with the positive or negative impact they may have on the project.

Back

Proof of concept

Front

A project that attempts to prove whether an activity or an idea can be accomplished.

Back

Scope change control

Front

Controlling changes to the project scope.

Back

Risk monitoring and control

Front

Uses the risk management plan to identify risks respond to risks and monitor the effectiveness of the risk response.

Back

Project life cycle

Front

The management phases of a project which includes: initiation and scope definition; planning; execution control and coordination; closure, acceptance and support.

Back

Program

Front

A group of related projects that are managed together.

Back

Schedule variance (SV)

Front

The difference between scheduled activity completion and actual activity completion. SV = EV - PV; SV = Planned Date - Actual Date

Back

Quality management plan

Front

A plan that documents the quality activities and outlines the processes procedures, responsibilities and resources required for maintaining project quality.

Back

Quality

Front

The degree to which the product of the project meets requirements.

Back

Risk planning

Front

The planning process to determine how to manage uncertainty within the project. It includes identifying potential risks their impact and an appropriate response.

Back

Term 126

Front

Back

Resource

Front

Anything needed to complete the project. May be people equipment, facilities or money.

Back

Qualitative risk analysis

Front

Uses a subjective approach to determine the likelihood that risks will occur and the impact that risks will have on the project. This information enables the risk to be prioritized.

Back

Projectized organization

Front

An organizational structure that is focused on projects. The project manager has authority over the resources assigned to the project.

Back

Risk assessment

Front

identifying risks to the project and determining the affect the risks will have on the project.

Back

Project manager

Front

The person responsible for providing leadership to the team and managing the project and its associated work to ensure that expected results are obtained.

Back

Scope change request

Front

A form submitted to request a change to the project scope.

Back

Section 4

(50 cards)

Statement of work (SOW)

Front

A document that outlines the details and requirements of the product or service being procured.

Back

War room

Front

A room where team members can work on project activities with a minimum of external interference which helps create a project identity in matrix organizations.

Back

Virtual team

Front

Individuals in different reporting structures departments, locations or organizations working together on the same project.

Back

Staffing management plan

Front

A plan that documents when and how people will be added to or released from the project team and outlines the responsibilities of each team member.

Back

Control chart

Front

Diagram of process results over time and against specified limits to determine whether processes are acceptable or need adjustment.

Back

Work package

Front

The lowest level of the WBS. Includes activities required to fulfill a project deliverable or other project work.

Back

Variance

Front

The difference between actual and planned values.

Back

Definition 162

Front

Back

Triple constraint

Front

The link between the project constraints of time cost, scope and their impact on quality.

Back

Work breakdown structure (WBS)

Front

A deliverable-oriented hierarchy that depicts the entire project work.

Back

Earned value analysis

Front

The measurement of actual project status versus expected project status as of the measurement date.

Back

Backward pass

Front

Calculation of the late start and the late finish dates for uncompleted activities by working backwards through the network diagram from the project's end date. Part of critical path method (CPM).

Back

Scope creep

Front

The addition of new features or requirements while the project is in process.

Back

Analogous estimating/Top-down estimating

Front

An estimating technique that uses historical project information to estimate the project duration of a similar project. Also known as top-down estimating.

Back

Crashing

Front

Adding resources to activities on the critical path to reduce project duration.

Back

Workaround

Front

A response to deal with an unforeseen risk. A workaround is not planned in advance of the risk occurrence.

Back

Cost performance index (CPI)

Front

A performance tracking method that compares budgeted cost to the actual cost. CPI = EV / AC

Back

Scope/Scope of work

Front

The amount of work involved to complete the project. Includes identifying the problem to be addressed by the project including the goals and objectives measures of success and risks, and obstacles and assumptions that may affect the project outcome. Also known as project scope.

Back

Variance analysis

Front

The process of comparing planned project results against actual project results determining the impact of the variance and implementing corrective actions if needed.

Back

WBS dictionary

Front

A document describing each work package in the WBS.

Back

Definitive estimate

Front

An estimating technique usually made during the planning phase that assigns a cost estimate range to each work package in the WBS. This estimate typically falls between -5% and +10% of the actual budget. Also known as bottom-up estimating.

Back

Work effort

Front

The number of hours that it would take a person to complete an activity if they worked only on that activity.

Back

Start-to-finish dependency

Front

The completion of an activity is dependent on the start of the previous activity.

Back

Activity duration estimating

Front

Estimating the number of work periods in days or hours, needed to complete the project's activities.

Back

Stakeholder

Front

An individual or organization that affects or is affected by the project.

Back

Activity-on-Arrow (AOA)/Arrow diagramming method (ADM)

Front

A method of diagramming the sequence of activities in a project using arrows to represent activities and small circles (nodes) connecting the activities to represent relationships. Dummy activities may be included to show activities that are dependent on one another. This method has only finish-to-start relationships. Also known as Arrow Diagramming Method (ADM).

Back

Start-to-start dependency

Front

The beginning of an activity is dependent on the start of the previous activity.

Back

Discretionary dependency

Front

A preferred order of sequencing project activities.

Back

Scope management plan

Front

A plan that documents the process to manage project scope and any changes to project scope.

Back

Activity-on-Node (AON)/Precedence diagramming method (PDM)

Front

A method of diagramming the sequence of activities in a project where rectangles (nodes) represent the activities and arrows represent the relationship between the activities. This method uses four types of dependency relationships: finish to start start to start, finish to finish and start to finish. Also known as precedence diagramming method (PDM).

Back

Cost reimbursable contract

Front

A contract that provides for payment to the seller for actual costs incurred.

Back

Staff acquisition

Front

The process of getting people assigned to and working on the project.

Back

Administrative closure

Front

The gathering and disseminating of information needed to formalize the completion or termination of a project or phase. Consists of obtaining formal acceptance and completing the related activities to formally end the project work.

Back

Fast tracking

Front

A method of schedule compression where activities that would typically be performed sequentially are performed in parallel to decrease schedule duration.

Back

Technical requirements

Front

The product characteristics that are required for the product to perform the functional requirements.

Back

Bottom-up estimating

Front

An estimating technique where every activity is individually estimated and then added together to determine the total project estimate.

Back

Scope document

Front

A document that contains the project requirements and overall project direction. It should contain the goals deliverables, budget, success criteria and important milestones.

Back

Activity definition

Front

Identification of the activities that must be performed to complete the product deliverables.

Back

Sponsor

Front

An executive in the organization who can assign resources and can make final decisions on the project.

Back

Scope statement

Front

Documents the project objectives business justification and goals. It outlines the deliverables that are to be included in the project along with the functional, business and technical requirements.

Back

Cost budgeting

Front

Assigning specific cost estimates to specific activities and creating the cost baseline.

Back

Time and material contract

Front

A contract based on a unit rate such as an hourly wage plus reimbursement for materials or other expenses incurred.

Back

Cost plus percentage of cost contract (CPPC)

Front

A cost-reimbursable contract where the buyer pays for the costs defined in the contract plus an additional percentage of the costs if the seller meets performance criteria as outlined in the contract.

Back

Dummy

Front

An arrow in an AOA diagram that does not represent any actual work but is used to show the relationship between two activities.

Back

Duration compression

Front

Shortening the project completion time without changing the scope of the project.

Back

Cost plus incentive fee contract (CPIF)

Front

A cost-reimbursable contract where the buyer pays for costs defined in the contract plus an additional amount if the seller meets performance criteria as outlined in the contract

Back

Cost plus fixed fee contract (CPFC)

Front

A cost-reimbursable contract where the buyer pays for costs defined in the contract plus an additional defined amount (fixed fee).

Back

Successor

Front

An activity that is on the same network diagram path and occurs after another activity.

Back

Scope planning

Front

The planning process to develop the scope statement and determine the work of the project.

Back

Budgeted cost of work scheduled (BCWS)

Front

The total budgeted cost expected to be spent for specific work. Also called planned value (PV).

Back

Section 5

(50 cards)

Planned value (PV)

Front

The budgeted cost of work during a specified time period. Also known as budgeted cost of work scheduled (BCWS).

Back

Work authorization system

Front

A formal process to ensure work is done in the right sequence and at the right time.

Back

What describes a critical path task?

Front

Tasks with zero float : If delayed, they'll cause the delay of the Project completion date

Back

Team development

Front

Creating an encouraging environment for stakeholders to contribute and developing the project team into a functional group that enhances project outcomes.

Back

Mandatory dependency

Front

An activity that is dependent upon another activity. For example a telephone pole must be put up before telephone wire can be strung.

Back

You are performing the Close Procurement process and have just verified that the work completed on contract is not accurate and does not meet with your satisfaction. What procedure did you use to determine this?

Front

Product verification

Back

Term 210

Front

Back

Feasibility study

Front

A study undertaken to determine whether a project is viable.

Back

Threat

Front

A negative risk that may or may not occur (as opposed to an opportunity which is a positive risk).

Back

Risk response owner

Front

The person owning responsibility for monitoring a given risk and implementing the risk response plan if necessary.

Back

Schedule performance index (SPI)

Front

Ratio of work completed to work planned. SPI = EV - PV

Back

Monte Carlo technique

Front

A technique that uses computer simulations to assess potential risks.

Back

Source selection

Front

Choosing a vendor for a needed product service or resource.

Back

Progressive elaboration

Front

The steps associated with developing and refining a product as needed during the course of the project.

Back

What are the 5 project Management groups

Front

Initiating, Planning, Executing, Monitoring and Controlling, and Closing

Back

Organizational planning

Front

Consists of defining team member responsibilities roles, and reporting structure, and preparing the staffing management plan.

Back

Risk avoidance

Front

A risk response that eliminates the identified risk or protects the project from the risk.

Back

Procurement management plan

Front

A plan that documents what goods and services needed for the project will be acquired outside of the organization and outlines the process for acquiring the goods and services.

Back

Iterating

Front

Updating project plans to reflect changes that occur during the planning phase and throughout the project.

Back

Fishbone diagram/Ishikawa diagram

Front

A graphical diagram that shows how causes or potential causes relate to create potential problems. Also known as Ishikawa diagram.

Back

Human resource management plan

Front

A plan that documents the project team members along with their roles responsibilities and reporting structure and defines team development.

Back

Risk acceptance

Front

A risk response that chooses to accept the consequences of the identified risk or the inability to identify another response strategy.

Back

Request for quote (RFQ)

Front

A document that solicits quotes or bids from prospective sellers.

Back

Project selection

Front

Determining which proposed projects should move forward.

Back

Scope definition

Front

The process of breaking down deliverables into smaller components in order to provide better control.

Back

Schedule compression

Front

Methods to expedite the completion time of an activity or project (e.g. fast tracking and crashing).

Back

Fixed price incentive (FPI) fee contract

Front

A fixed price contract (see above) that contains incentives for meeting or exceeding predetermined specifications.

Back

Risk response planning

Front

The process of reviewing items on the prioritized risk list from the qualitative and quantitative risk analysis to determine which if any, action should be taken if the risk occurs. Risk response strategies include risk avoidance, risk mitigation, risk transference and risk acceptance.

Back

Scope verification

Front

Formal acceptance by the stakeholders that deliverable s and work results are completed to their satisfaction.

Back

What is the best way to prevent scope creep?

Front

Make sure the requirements are thoroughly defined and documented.

Back

To-complete performance index (TCPI)

Front

The performance that must be achieved during the remaining project to meet stated goals.

Back

Project management office (PMO)

Front

A group established by an organization to maintain standards processes and procedures for managing projects throughout the organization.

Back

What are the types of project endings

Front

Integration Starvation Addition Extinction

Back

Parametric estimating

Front

A mathematical model of estimating costs (e.g. cost per square foot).

Back

Free float/Slack time/Float time

Front

The amount of time that an activity can be delayed without affecting the early start of the next activity.

Back

Residual risk

Front

Risk that is still present after risk responses have been planned.

Back

Time estimate

Front

Calculation of the time required to complete an activity or the project. It may be obtained by analogous estimating expert judgment or by using an equation to calculate the duration of the activity.

Back

What key meeting is held at the beginning of the Executing processes?

Front

Project kickoff

Back

Responsibility assignment matrix (RAM)

Front

Ensures that all activities in the work breakdown structure (WBS) are assigned to a team member and that each member understands the roles and responsibilities that have been assigned to him or her.

Back

What are the two types of charts that you might utilize to display the project schedule?

Front

Gantt charts and milestone charts

Back

This EVM figure represents the value of the work completed to date compared to the budget.

Front

EV is the earned value and represents the value of the work completed to date compared to the budget.

Back

Solicitation

Front

Obtaining bids and proposals from vendors.

Back

This tool is often used in the vendor selection process to pick a winning bidder.

Front

A weighted scoring model

Back

Solicitation planning

Front

The process of identifying product requirements and potential sources.

Back

Pareto chart

Front

A graph that is used to rank the importance of a problem by the frequency with which it occurs.

Back

Human resource planning

Front

The process of planning and hiring the project team outlining roles, responsibilities and reporting structure and defining team development.

Back

Forward pass

Front

Calculation of the early start and early finish times for project activities by working forward through the network diagram. Part of the Critical Path Method (CPM).

Back

Management reserve

Front

An amount of money set aside by senior management to cover future unforeseen costs. It is typically a percentage of the total project cost.

Back

Fixed price contract (FPC)

Front

A contract where work is performed or a product is provided for a predetermined price.

Back

Risk transference

Front

A risk response that shifts the liability of the identified risk to a third party.

Back

Section 6

(50 cards)

What development occur in the Planning process of the project?

Front

Risk identification Risk quantification Risk response

Back

When taking over an incomplete project, what item should be of most interest to the new project manager?

Front

The project 's scope document

Back

Extinction occurs

Front

when the project work is completed and is accepted by the stakeholders.

Back

The steps in pre-project approval are

Front

identifying the project validating the project, writing the project charter obtaining approval of the project charter.

Back

This element of the Executing process group encompasses standards compliance, internal process compliance, decision oversight, and phase gate approvals.

Front

Organizational governance

Back

The best way to avoid scope creep

Front

to make sure the project's requirements have been thoroughly defined and documented.

Back

The steps in pre - project setup

Front

identifying the project validating the project preparing a project charter obtaining approval of the charter.

Back

This type of analysis is performed during procurement planning to determine cost effectiveness.

Front

Make - or - buy analysis

Back

The WBS is a

Front

deliverables - oriented hierarchy that defines all the project work and is completed after the scope management plan and scope statement are completed.

Back

What is the definition of a project?

Front

A project creates a unique product, service, or result and has defined start and finish dates.

Back

Assumptions are

Front

those things we believe to be true.

Back

A well - written change control process should include

Front

A description of the type of change requested How to update the affected project planning documents The stages at which changes are accepted

Back

Who is responsible for assembling the project's team members?

Front

Project manager

Back

What are the common causes of conflict

Front

varying work styles Competing resource demands Expert judgment

Back

Addition occurs

Front

when projects evolve into ongoing operations.

Back

This EVM figure represents the money that's been expended during a given time period for the completed work.

Front

AC represents the actual costs expended during a given time period for the completed work.

Back

This type of estimate is predicated on historical data and expert judgment.

Front

A top - down estimate It's also known as Analogous estimating.

Back

A project sponsor is responsible

Front

For obtaining financial resources for the project,Monitoring the progress of the project, and handling escalations from the project manager.

Back

The three categories of contracts most often used to procure goods and services are

Front

time - and - materials cost - reimbursable fixed - price

Back

What are the 5 project management process groups

Front

Initiating Planning Executing Monitoring and Controlling Closing

Back

Which cost - estimating technique relies on estimating work packages and then rolling up these estimates to come up with a total cost estimate?

Front

bottom - up cost - estimating method

Back

Your project has expected cash inflows of $7.8 million in today ' s dollars. Which cash flow technique was used to determine this?

Front

The discounted cash flow technique compares the total value of each year ' s expected cash inflow to today ' s dollar.

Back

Starvation is a project ending caused by

Front

resources being cut off from the project.

Back

This general management skill concerns obtaining mutually acceptable agreements with individuals or groups.

Front

. Negotiating

Back

This document authorizes the project to begin.

Front

The project charter

Back

Organizational governance

Front

Iincludes standards compliance, internal process compliance, decision oversight, and phase gate approval.

Back

This is the final, approved version of the project schedule

Front

The schedule baseline

Back

What can convey that you've achieved the completion of an interim key deliverables on the project

Front

Milestone

Back

What signals the end of the Planning phase?

Front

After the sponsor has formally signed the project management plan

Back

What are the steps required to validate a project?

Front

revalidating the business case (which encompasses a feasibility analysis, justification for the project, and alignment to the strategic plan) identifying and analyzing stakeholders.

Back

What is one important step that new project managers might overlook when faced with a possible scope change?

Front

Determine whether there are alternatives that would lessen the impact of the proposed change.

Back

What are the project selection techniques

Front

Cost - benefit analysis Expert judgment Scoring model

Back

Integration

Front

occurs when resources are distributed to other areas of the organization, and

Back

If CPI is greater than one, you've

Front

you've spent more money than anticipated at the measurement date.

Back

The two types of charts that you might utilize to display the project schedule?

Front

Gantt charts Milestone charts

Back

The network communication model is a visual depiction of what?

Front

Lines of communication

Back

In a matrix organization.

Front

Employees are assigned to projects by their functional managers, project tasks are assigned to them by the project manager.

Back

Project managers may spend up to 90 percent of their time

Front

Communicating

Back

Lessons learned describe

Front

project documents created in the project closing process group describes what went well and what didn't ' t go well on the project

Back

The project kick - off meeting should ideally occur when?

Front

after the project charter is signed and ideally before the project scope statement is written

Back

The last document you'll prepare during scope definition is

Front

Work breakdown structure (WBS)

Back

A project manager has the most authority under which organizational structure

Front

A project - based organization.

Back

What is the term for a group of related projects managed in a coordinated fashion?

Front

A program is a group of related projects that can benefit from coordinated management.

Back

This describes how you will know the completed deliverables are satisfactory.

Front

Acceptance criteria

Back

Any time theirs a significant expansion or modification to the project

Front

Modify the project scope statement. Obtain a new sign - off on the project scope statement

Back

Ishikawa diagrams, Pareto diagrams, trend analysis, flowcharts, statistical sampling, and run charts are tools and techniques used in which process?

Front

Quality Control

Back

In project management, the process of taking high - level project requirements and breaking them down into the tasks that will generate the deliverables is called what?

Front

Decomposing

Back

What organization is recognized worldwide for setting project management standards?

Front

The Project Management Institute (PMI)

Back

Risk analysis includes

Front

Avoid transfer mitigate accept

Back

What process defines what people or groups need information regarding the project, when the information should be distributed, how often it should be distributed, and the format it should be delivered in.

Front

Communications planning

Back

Section 7

(50 cards)

Beginning one phase of a project before another has finished is an example of what?

Front

Fast tracking

Back

The scope statement provides What

Front

a basis for understanding the work of the project and for future decision making.

Back

What is analogous estimating also referred to as?

Front

top-down estimating.

Back

What are the crashing and fast track techniques used for?

Front

Duration compression involves either crashing the schedule by adding more resources or by creating a fast track by working activities in parallel that would normally be done in sequence.

Back

Your project is to be performed outdoors. You are only four days from the big event, and there is a hurricane headed for shore. This is an example of?

Front

Risks are potential future events that pose either opportunities or threats to the project.

Back

What elements are component or function of the scope management plan?

Front

.Describes how scope changes will be handled .Describes the procedures for preparing the scope statement Describes the procedures for preparing the WBS

Back

cost - benefit analysis determines

Front

he cost of the project versus the benefits received.

Back

This process is where the work of the project is performed.

Front

The Executing process

Back

You're developing the scope document and project plan for a new project. What process group are you in?

Front

The Planning process group

Back

What are the levels of a WSB

Front

The first level is the project name The second level represents major project deliverables, project phases, or ubprojects. If the project has phases or subprojects, these are listed at the second level, deliverables listed at the third level.

Back

This person is responsible for authorizing the project to begin and signing the project charter.

Front

The project sponsor

Back

What is true for the critical path?

Front

The critical path is the longest activity sequence in the network. It has zero float or slack time, and it controls the project end date. Using critical path, you can determine which tasks can start late or go longer than planned without impacting the project end date.

Back

This component of the project charter describes the characteristics of the product of the project.

Front

The project description

Back

What are the reasons for bringing about a project?

Front

market demand strategic opportunity/business need customer request technological advances, legal requirements ecological impacts social needs.

Back

What does the project charter do?

Front

formally approves the project and authorizes work to begin.

Back

The purpose of a WBS is

Front

to identify all the work required to complete a project.

Back

What is one disadvantage of a project - based organization?

Front

there may not be a new project in place at the conclusion of the one team members were released from.

Back

The five process groups are?

Front

Initiating, Planning, Executing, Monitoring and Controlling, and Closing.

Back

technological advances are

Front

because of improvements in expertise or equipment

Back

Market demands

Front

are driven by the needs of the market,

Back

There are three primary constraints on most all projects.

Front

budget quality, time according to CompTIA.

Back

Which stakeholder assigns employees to the project?

Front

The functional manager

Back

Which two elements should always be included in a business case analysis?

Front

the justification for the project the alignment to the strategic plan. It ' s a good idea to also include high - level timelines and estimated budgets.

Back

The Life cycles stages a project goes through, a

Front

Initiating Planning Executing Monitoring and Controlling Closing.

Back

What is the most commonly used form of network diagramming?

Front

Precedence diagramming

Back

What is a constraint.

Front

It restrict or dictate the actions of the project team and may take the form of budget, resources, schedules, or other limitations.

Back

Deliverable are

Front

measurable outcomes or results or are specific items that must be produced in order to consider the project complete. tangible and are easily measured and verified

Back

Which element of the project scope statement describes the features, functions, and characteristics of the product of the project?

Front

The product description

Back

What is true for critical path activities?

Front

Float is always zero for the critical path activities, so early start and late start are the same date.

Back

What is the characteristic of a WBS?

Front

a deliverables-oriented hierarchy that defines the work of the project and can be used on projects of any size or complexity

Back

IRR calculates

Front

the internal rate of return

Back

This element of the project scope statement helps you incrementally monitor project performance:

Front

KPIs are key performance indicators that help you incrementally monitor project performance

Back

Portions of the project will be performed by resources outside the organization. This requires a written document from an outside vendor indicating the type of work that needs to be done and the steps necessary to do them, along with the cost. What is this document called?

Front

The statement of work (SOW) is a document that indicates the requirements of the project and outlines the type of work that needs to be completed.

Back

A WBS is created using a technique called decomposition . What is decomposition?

Front

breaks the major deliverables down into smaller, more manageable units of work that can be used estimate cost and time and perform resource planning.

Back

The key components of scope planning

Front

the scope management plan, scope statement work breakdown structure.

Back

legal requirements

Front

because of rules or regulations that must be complied with

Back

Elements of the project that are not listed on the WBS are considered what?

Front

not part of the project. Exclusions from scope are work components that are not included in the project a

Back

This person is responsible for understanding the information correctly and making certain they've received all the information.

Front

the receive

Back

NPV determines

Front

the net present value

Back

Which is the most commonly used logical relationship?

Front

Finish-to-start

Back

What are the components of a scope statement?

Front

product description key deliverables, success and acceptance criteria, key performance indicators, exclusions, time and cost estimates assumptions, and constraints

Back

What is the lowest level of the WBS?

Front

the work package.

Back

Code of accounts identifiers are?

Front

These are unique numbers for each component on the WBS. They are documented in the WBS dictionary. They are tied to the organization ' s chart of accounts.

Back

The project manager has the majority of power in

Front

a project - based organization.

Back

The Initiating process includes which task?

Front

Approving a project and authorizing work to begin

Back

What are the benefit of a WBS?

Front

A WBS is an excellent tool for team building. A WBS helps prevents critical work from being overlooked. A WBS can become a template for future projects.

Back

What is float or slack time?

Front

the length of time a task may be started late or the additional duration a task may take without impacting project completion.

Back

The tools used to calculate critical path are

Front

forward pass backward pass float calculation.

Back

A high - level requirements document contains

Front

the problem statement objectives strategic value functional and technical requirements

Back

Project managers have the least amount of authority

Front

In a functional organization,

Back

Section 8

(50 cards)

Changes to project scope require changes to these as well.

Front

the product scope and the project schedule.

Back

What are the Human Resources Planning constraint?

Front

labor-union agreements organizational structure economic conditions.

Back

type of change request implemented to help reduce the probability of a negative risk event.

Front

Preventive actions

Back

What are strategies for dealing with negative risks?

Front

avoid transfer, mitigate accept

Back

This type of contract is the riskiest for the buyer.

Front

Cost - reimbursable contract

Back

What is the best way to resolve conflict? Called a win - win conflict - resolution technique f

Front

Confronting, also known as problem solving

Back

Several actions occur during the Executing processes, such as?

Front

Sceduheduling meetings, Managing costs within the budget ,Following communications plan managing project quality, managing risks, preparing performance reports and information, and more.

Back

What is the technique of looking at the trade - offs between producing goods or services internally vs. procuring it from outside the organization?

Front

Make - or - buy analysis

Back

This document describes the goods or services you want to procure from outside the organization.

Front

The statement of work (SOW)

Back

Risk Identification is the process of

Front

determining and documenting the potential risk events that could occur on the project. Quantifying the impacts and assigning a probability both occur during the risk analysis process, and risk responses are developed during the risk response process

Back

The stages of team development

Front

forming, storming, norming , performing, and adjourning.

Back

The benefits of meeting quality requirements are

Front

Increased satisfaction Less rework Higher productivity Lower costs

Back

According to CompTIA, the organizational governance components include

Front

Standards, compliance, internal process compliance, decision oversight, and phase gate approval.

Back

What are parts of the Project Executing Task?

Front

Tracking issues Tracking risks Reporting project status

Back

This type of contract assigns a unit rate for work or goods, but the total cost is unknown.

Front

Time and materials contracts are a cross between fixed - price and cost - reimbursable contracts.

Back

These costs are also known as the cost of poor quality.

Front

Failure costs are also known as the cost of poor quality.

Back

Appraisal costs are

Front

the costs associated with examining the product for quality;

Back

This plan documents when and how human resources will be added to and released from the project.

Front

The staffing management plan

Back

The three types of cost of quality

Front

prevention costs appraisal cost failure costs. (Failure costs include internal cost and external costs.)

Back

The Scope Control process is responsible for

Front

Monitoring the status of the project scope Monitoring changes to project scope Ensuring work results match expected outcomes

Back

What is the most accurate estimate?

Front

Bottom - up estimates

Back

This type of chart depicts the WBS identifier, the type of resource required, and the number of resources required.

Front

A responsibility assignment matrix (RAM) chart

Back

This process involves obtaining responses from vendors to complete the work of the project as documented in the SOW.

Front

Solicitation

Back

You have just posted an RFP and have invited the vendors to participate in a meeting to ask questions about the work of the project. What is this meeting called?

Front

Bidders conferences

Back

You are developing a bottom - up estimate for the first phase of your project. What is the most important input to complete this task?

Front

work package level of the WBS.

Back

You are asked to present and explain your project cost baseline. Whatwould you use

Front

The chart of accounts is used in creating the cost baseline. The baseline is the total expected cost for the project, and each category of cost is tied to the chart of accounts

Back

What are the are elements of the project kickoff meeting?

Front

Introductions Overview of goals and objectives High - level budget overview Roles and responsibilities overview Stakeholder expectations

Back

Top - down estimating is another name for which type of estimating technique?

Front

analogous estimating.

Back

This vendor selection method weighs various criteria from the RFP and SOW, scores each vendor on each of the

Front

Weighted scoring models

Back

What describe components of a transition plan?

Front

ownership, transition dates, training, extended support warranties.

Back

analogous estimate,

Front

which is based on historical data from a similar project.

Back

The work effort multiplied by what will bring about the total estimate for each task?

Front

The rate that is established for a given resource times the work effort

Back

This risk analysis technique uses a complex mathematical approach to numerically analyze the probability and impact of risks.

Front

Quantitative Risk Analysis uses a complete mathematical approach to determine risk

Back

Who is responsible for approving the project budget?

Front

Project sponsor

Back

What are the conflict - resolution techniques?

Front

smoothing, forcing, compromise, avoiding, and negotiating.

Back

A quality technique that analyzes similar activities as a means of comparison is known as what?

Front

Benchmarking

Back

prevention costs are the costs associated with

Front

keeping defects out of the hands of customers.

Back

Communications Planning is the process of

Front

identifying who needs to receive information on the project, what information they need, and how they will get that information.

Back

On which situations would team-building efforts have the greatest impact?

Front

Personality clashes Staff changes Organizational changes

Back

This entity is responsible for reviewing change requests, reviewing the analysis of the impact of the change, and determining whether the change is approved, denied, or delayed.

Front

The change control board (CCB)

Back

A discretionary fund used by the project manager to cover the cost of possible adverse events during the project

Front

A contingency fund

Back

This meeting, held during the Executing process group, formally introduces the team members and stakeholders.

Front

The kickoff meeting

Back

The scope baseline documents consists of

Front

the scope statement, WBS, WBS dictionary.

Back

a project that will be completed in multiple phases and have set up formal reviews at the completion of each phase to determine whether the project should progress.

Front

Phase gate

Back

You are in the process of aggregating the cost baseline. What would you use

Front

Chart of accounts Human resource cost estimates Materials and equipment estimates

Back

This process involves determining the human, equipment, and material resources needed for the project.

Front

Resource Planning

Back

The total time it will take for one person to complete a task from beginning to end without taking into account holidays, time off, or other project work is known as this.

Front

Work effort estimate

Back

What should be established as part of the change control system in the event the change control board (CCB) cannot meet in a timely manner?

Front

Emergency change request procedures

Back

What are the processes that you use for Human Resources Planning?

Front

Organizational planning is the process used to define roles and responsibilities for project team members and the plan to manage the project team.

Back

What are the a type of change request?

Front

Corrective actions, defect repairs, and preventive actions

Back

Section 9

(48 cards)

show the relationship between cause and effect and are also known as cause - and - effect diagrams or fish bone diagrams.

Front

Ishikawa diagrams

Back

When substantial changes to the project schedule have occurred, which of the following might you perform to provide a new means of measuring performance?

Front

Rebaselining

Back

What is the " best " type of project ending?

Front

Extinction occurs when the project work is completed and is accepted by the stakeholders.

Back

The Closing process group should be performed

Front

When projects are canceled When a project phase is concluded When projects complete successfully

Back

You are comparing planned project results with actual project results. Which formula will you use?

Front

Variance at completion (VAC)

Back

What should a project manager do before releasing the team

Front

The project manager should perform a final performance appraisal for team members when they ' re released from the project. The project manager should inform the functional managers well in advance of the team members ' release date. The project manager should communicate with the team members about their upcoming release date.

Back

You ' re preparing some variance figures for your project, and you want to show the variance between a task ' s estimated progress vs. its actual progress. What variance formula should you use?

Front

The schedule variance (SV) is calculated by subtracting the planned value from the earned value. SV = EV - PV

Back

Risk triggers are

Front

Indicators that a risk is about to occur.

Back

Dashboards are a type of

Front

performance report and a type of status report that typically use indicators like red - yellow - green to display status for previous period results.

Back

Who is responsible for authorizing the closure of the project?

Front

The sponsor

Back

budget at completion

Front

BAC

Back

What are the EVM measurements for schedule variances?

Front

Schedule variance is (EV - PV), and schedule performance index is (EV / PV). SV = (EV - PV) SPI = (EV / PV)

Back

This type of risk occurs as a result of implementing a risk response or of another risk event occurring, and it ' s the responsibility of the risk owner to monitor for this.

Front

A secondary risk can occur after the originally identified risk event occurs or as a direct result of an implemented risk response.

Back

estimate to complete.

Front

ETC

Back

This change is the type of change made to the project schedule that's part of the ongoing work involved with managing the project.

Front

A schedule update

Back

What is the primary purpose of a formal sign - off at the conclusion of the project work?

Front

A sign - off is the formal acceptance of the project. Its primary purpose is the customer ' s acceptance of the product of the project.

Back

What types of corrective actions might you consider when trying to shorten the project schedule ?

Front

Fast-tracking (starts two tasks in parallel that were originally scheduled to start sequentially.) Crashing (adding resources to the critical path tasks in order to shorten duration)

Back

You know that EV = 230, PV = 230, AC = 250, BAC = 260, and ETC is 30. What is the CPI?

Front

The formula for CPI is EV / AC. 230 / 250 = .92

Back

BAC

Front

budget at completion

Back

Control charts

Front

display the variance of several samples of the same process over time

Back

Flowcharts depict

Front

the logical steps that must be performed to accomplish an objective,

Back

Formally accepting the completed deliverables is the primary purpose for

Front

The Scope Verification process.

Back

When performing Close Procurements, this procedure determines whether the work performed on contract was accurate and satisfactory.

Front

Product verification

Back

What is the focus of the lessons learned report resulting from the comprehensive project review session?

Front

Both the successes and failures of a project need to be documented in the lessons learned report.

Back

formula for SPI

Front

SV = EV / PV

Back

ETC

Front

estimate to complete,

Back

Centralizing documents, archiving project documents, performing post - project reviews, writing the final closeout report, and distributing the notice of project acceptance occur during which process?

Front

Administrative Closure

Back

This technique, used for monitoring and controlling the costs of the project, compares what was received or produced to what was spent.

Front

EVM, or earned value measurement, compares what was produced to what was spent.

Back

Ishikawa diagrams show

Front

the relationship between cause and effect.

Back

This is the cost of completing the work component in a given time period.

Front

AC is the actual cost of completing the work component in a given time period.

Back

Residual risks are

Front

leftover risks from a risk event or risk assessment.

Back

Which calculation will show you the ratio of remaining work compared to the remaining budget and is represented as a percentage?

Front

TCPI :The to - complete performance index

Back

The total cost of the project based on current project performance and the remaining work.

Front

This question is asking about the estimate at completion (EAC) formula, which is AC + ETC.

Back

What is considered the most critical EVM metric?

Front

CPI It measures the cost efficiency of the project work completed at the measuring date.

Back

This tool, used to help monitor and control quality results, ranks the importance of a problem based on its frequency of occurrence over time.

Front

Pareto diagrams

Back

When should Close Procurements be performed?

Front

It should be performed for projects that are carried out on contract.

Back

Your project evolved over time into an ongoing operation.

Front

The project ending is because of addition.

Back

Status reports, project meetings, and review meetings are examples of

Front

The Distribute Information process uses status reports, project meetings, review meetings, and more to communicate with the stakeholders. The Distribute Information process puts the communication management plan into action

Back

You are gathering documents to work on your comprehensive post - project review. What aspects of the project should you focus on?

Front

A post-project review is most beneficial to future projects if it covers all aspects of the project and includes both the negative and the positive of each phase.

Back

What are the three types of variances that make up common causes of variances?

Front

random variances, known or predictable variances variances that are always present in the process.

Back

EAC

Front

Estimate at completion

Back

This is the cost of work that has been authorized and budgeted for a schedule activity or WBS component during a given time period or phase.

Front

PV is the planned value

Back

This is an action taken as a result of quality activities to correct a defect.

Front

Rework

Back

The primary purpose of this activity is to collect and document lessons learned.

Front

Post - project review.

Back

This document is produced at the end of the project and reports the final project outcomes.

Front

Project close report

Back

The purpose of a corrective action is to

Front

bring the work of the project into alignment with the project plan.

Back

This is the value of the work completed to date as it compares to the budgeted amount assigned to the work component.

Front

EV is the earned value:

Back

What are the type of variances

Front

Random variances, known or predictable variances, variances that are always present in the process

Back