Complete Pmp Exam Review Cards

 

 

 

Project Integration Management

Project Plan Development

Integrated Change Control?

Why is historical information useful in developing the project plan?

Constraints

Project Planning Methodology?

Project Plan

Work Authorization System?

Work Results?

How is the project plan used to in integrated change control?

 

Taking results of other planning processes and putting them into a coherent, consistent document.

The processes required to ensure that various elements of the project are properly coordinated.

Because it helps verify assumptions and assess identified alternatives.

Coordinating changes across the entire project.

Any structured approach to guide the project team in the development of a project plan.

Factors that limit the project management team's options.

A formal procedure to

A formal, approved document used to manage and control project execution.

sanction project work so that it is done at the proper time and in the proper sequence.

The project plan provides the baseline against which all changes are controlled.

Outcomes of activities performed to accomplish the project.

 

What is required in the decision making process?

Llife-Cycle Costing

Line Manager 

Matrix Organization?

Network Logic?

Organization Planning

Parametric Estimating

Pareto Diagram

Work Package

Work Breakdown Structure

 

The concept of including acquisition, operating, and disposal costs when evaluating various alternatives.

Analyzing the problem to identify viable solutions and then making a choice from among them.

Any organization structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of individuals assigned to the project.

The manager of any group that actually makes a product or performs a service. Also called a functional manager.

Identifying, documenting, and assigning project roles, responsibilities, and reporting relationships.

Any continuous series of connected activities in a project network diagram.

A histogram, ordered by frequency of occurrence, that shows how many results were generate by each identified cause.

An estimating technique that uses a statistical relationship between historical data and other variables to calculate an estimate.

A task oriented structure that organizes and defines total work to be accomplished in a

A deliverable at the lowest level of the Work

project. Each level represents an increasingly detailed definition of a project component.

Breakdown Structure. A work package may be divided into activities.

 

Float / Slack

Critical Path Method(CPM)

Backward Pass

Corrective Action

Budgeted Cost of Work Scheduled (BCWS)

Baseline

Arrow Diagramming Method (ADM)

Administrative Closure

Backward Pass

Ac t iv i t y

 

A network analysis technique used to predict project duration by analyzing which sequence of tasks has the least amount of scheduling flexibility (i.e. the least amount of float).

The amount of time that an activity may be delayed from its early start date without delaying the project finish date. Float is a arithmetic calculation and can change as the project progresses and changes are made to the project plan. Also called slack.

Changes made to bring expected future performance performanc e of the project into line with the project plan.

The calculation of late finish dates and late start dates for the uncompleted portions of all network activities. Determined by working backwards through the network logic from the project's end date.

"The original planor(for project, a work package, an aactivity), plus or minus approved changes. Usually used with a modifier (e.g., cost baseline, schedule baseline, performance measurement baseline)."

Theestimates sum of the approved cost (including any overhead allocation) for activities (or portions of activities) scheduled to be performed during a given period (usually project-to-date). A network diagramming technique in which activities are represented by

"Generating, gathering, and disseminating information to formalize project completion."

arrows. The ofand the the arrow represents the tail start head represents the finish of the activity. Activities are connected at points called nodes to illustrate the sequence in which the activities are expected to be performed.

"An element of work performed during the course of a project. An activity normally has an

The calculation of late finish dates and late start dates for the uncompleted portions of all network activities. Determined by working backwards through the network logic from the project’s end date. The end date may be calculated in a forward pass or set by the customer or sponsor.

expected duration, an expected cost, and expected resource requirements. Activities are often subdivided into tasks."

 

Activity Definition

Activity Description

Activity Duration Estimating

Cost of Work Performed (ACWP)

A c t u a l F i n i s h D at e

Actual Start Date

Administractive Closure

Application Area

Bar Chart

Baseline

 

A short phrase or label used in a project network diagram. The activity description normally describes the scope of work of the activity.

Identifying the specific activities that must be performed in order to produce the various project deliverables.

Total costs incurred in accomplishing work during a given time period.

Estimating the number of work periods which will be needed to complete individual activities.

The point in time that work actually started on an activity.

The point in time that work actually ended on an activity.

A category of projects that have common elements not present in all projects. Application areas are usually defined in terms of either the product of the project. Application areas often overlap. "The original plan (for a project, a work package, or an activity), plus or minus approved changes. Usually used with a modifier (e.g., cost baseline, schedule baseline, performance measurement baseline)."

"Generating, gathering, and disseminating information to formalize project completion."

"A graphic display of schedule-related information. In the typical bar chart, activities or other project elements are listed down the left side of the chart, dates are shown across the top, and activity durations are shown as date-placed horizontal bars. Also called a Gantt chart."

 

Work Package

Word Breakdown Structure

Workaround

Total Quality Management (TQM)

Target Start Date (TS)

Target Finish Date (TF)

Time-Scaled Network Diagram

Team Development

Target Completion Date (TC)

Successor Activity

 

A deliverable-oriented grouping of project elements which organizes and defines the total scope of the project.

A deliverable at the lowest level of the work breakdown structure. A work package may be divided into activities.

A common approach to implementing a quality improvement program within an organization.

A response to a negative risk event. Distinguished from contingency plan in that a workaround is not planned in advance of the occurrence of the risk event.

The date work is planned (targeted) to finish on an activity.

The date work is planned (targeted) to start on an activity.

Developing individual and group skills to enhance project performance.

Any project network diagram drawn in such a way that the positioning and length of the activity represents its duration. Essentially, it is a bar chart that includes network logic.

(1) In the arrow diagramming method, the activity which departs a node. (2) In the precedence diagramming method, the “to” activity.

An imposed date which constrains or otherwise modifies the network analysis.

 

Subnet

Start Date

Statement of Work (SOW)

Stakeholder  

St af f A cq u i si t i o n

Source Selection

Solicitation Planning

What is Project Risk Management?

How is Monte Carlo analysis used in schedule simulations?

What is the difference between a risk and a problem?

 

A narrative description of products or services to be supplied under contract.

A subdivision of a project network diagram usually representing some form of subproject.

Individuals and organizations who are involved in or may be affected by project activities.

A point in time associated with an activity’s start, usually qualified by one of the following: actual, planned, estimated, scheduled, early, late, target, baseline, or current.

Choosing from among potential contractors.

Getting theneeded human resources assigned to and working on the project.

The process concerned with identifying, analyzing, and

Documenting

responding to project risk. It also includes maximizing the results of positive events as well as minimizing the consequences of adverse events to project objectives.

product requirements and identifying potential sources.

A risk is a future event; it has not yet

To perform the project many times in order to

occurred. A problem, on the other hand, currently exists.

provide a statistical distribution of the calculated results.

 

Solicitation

Should-Cost Estimates

Scope Verification

Scope Planning

Scope Definition

Scope Change Control

Scope Change

Scope

Scheduled Start Date (SS)

Scheduled Finish Date (SF)

 

An estimate of the cost of a product or service used to provide an assessment of the reasonableness of a prospective contractor’s proposed cost.

Obtaining quotations, bids, offers, or proposals as appropriate.

Developing a written scope statement that includes the project  justification  justifi cation,, the major deliverables, and the project objectives.

Ensuring that all identified project deliverables have been completed satisfactorily.

Controlling changes to project scope.

Decomposing the major deliverables into smaller, more manageable components to provide better control.

The sum of the

Any change to the

products and services to be provided as a project.

project scope changescope. almostAalways requires an adjustment to the project cost or schedule.

The point in time work was scheduled to finish on an activity. The scheduled finish

The point in time work was scheduled to start on an activity. The scheduled start

date is normally within the range of dates delimited by the early finish date and the late finish date.

date is normally within the range of dates delimited by the early start date and the late start date.

 

Schedule Variance (SV)

Schedule Performance Index (SPI)

Schedule Development

Schedule Control

S-Curve

Risk Response Development

Risk Response Control

What type of change constitutes one of the major areas of cost growth?

What are the What is privity of contract?

characteristics of a well-written SOW?

 

The ratio of work performed to work scheduled (BCWP/BCWS).

(1) Any difference between the scheduled completion of an activity and the actual completion of that activity. (2) In earned value, BCWP less BCWS.

Controlling changes to the project schedule.

Analyzing activity sequences, activity durations, and resource requirements to create the project schedule.

Defining enhancement steps for opportunities and mitigation steps for threats.

Graphic display of cumulative costs, labor hours, or other quantities, plotted against time. The name derives from the S-like shape of the curve (flatter at the beginning and end, steeper in the middle) produced on a project that starts slowly, accelerates, and then tails off.

Change to project scope.

Responding to changes in risk over the course of the project.

The SOW shoulbe be clear, complete, and concise and include a description of any collateral services required.

A doctrine of law that recognizes the contractual relationship existing between a buyer and its prime contractor.

 

Risk Quantification

Risk Identification

Risk Event

Retainage

Responsibility Assignmentt Matrix Assignmen (RAM)

Resource Planning

Resource-Limited Schedule

Resource Leveling

Reserve

Request (RFQ) for Quotation

 

Determining which risk events are likely to affect the project.

Evaluating the probability of risk event occurrence and effect.

A portion of a contract payment that is held until contract completion in order to ensure full performance of the contract terms.

A discrete occurrence that may affect the project for better or worse.

Determining what resources (people, equipment, materials) are needed in what quantities to perform project activities.

A structure which relates the project organization structure to the work breakdown structure to help ensure that each element of the project’s scope of work is assigned to a responsible individual.

Any form of network analysis in which scheduling decisions (start and finish dates) are driven by resource management concerns (e.g., limited resource availability or difficult-to-manage changes in resource levels).

A project schedule whose

Generally, this term is equivalent to request for proposal. However, in some application areas it may have a narrower or more specific meaning.

start expected and finishresource dates reflect availability. The final project schedule should always be resource-limited. A provision in the project plan to mitigate cost and/or schedule risk. Often used with a modifier (e.g., management reserve, contingency reserve) to provide further detail on what types of risk are meant to be mitigated. The specific meaning of the modified term varies by application area.

 

Request for Proposal (RFP)

Remaining Duration (RDU)

Quality Planning

Quality Control (QC)

Quality Assurance (QA)

Projectized Organization

As a PMP, what laws,

Project Time Management

regulations, and ethical standards govern your professional practice?

What is meant

What are the two

when someone said to be is ethnocentric?

ways project resources are obtained?

 

The time needed to complete an activity.

A type of bid document used to solicit proposals from prospective sellers of products or services. In some application areas it may have a narrower or more specific meaning.

(1) The process of monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance. (2) The organizational unit that is assigned responsibility for quality control.

Identifying which quality standards are relevant to the project and determining how to satisfy them.

Any organizational structure in which the project manager has full authority to assign priorities and to direct the work of individuals assigned to the project.

(1) The process of evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards. (2) The organizational unit that is assigned responsibility for quality assurance.

Those of the state or

A subset of project management that

province and/or country where you provide project management services.

includes the processes required ensure timely completion of theto project. It consists of activity definition, activity sequencing, activity duration estimating, schedule development, and schedule control.

A belief in the Staffprocurement. acquisition and

inherent superiority of one's own culture.

 

What are the two ways project resources are obtained?

Project Team Members

Project Schedule

Project Risk Management

Project Quality Management

Project Procurement Management

Project Planning

Project Plan Execution

Project Plan Development

Project Plan

 

A subset of project management that includes the processes required to ensure that the project includes all of the work required, and only the work required, to complete the project successfully. It consists of initiation, scope planning, scope definition, scope verification, and scope change control.

Staff acquisition and procurement.

A subset of project management that includes the processes concerned with identifying, analyzing, and responding to project risk. It consists of risk identification, risk quantification, risk response development, and risk response control.

The planned dates for performing activities and the planned dates for meeting milestones.

A subset of project management that includes the processes required to acquire goods and services from outside the performing organization. It consists of procurement planning, solicitation planning, solicitation, source selection, contract administration, and contract close-out.

A subset of project management that includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It consists of quality planning, quality assurance, and quality control.

Carrying out the project plan by performing the activities included therein.

The development and maintenance of the project plan.

A formal, approved document used to guide both project execution and project control. The primary uses of the project plan are to document planning

Taking the results of other planning

assumptions and decisions, to facilitate communication among stakeholders, and to document approved scope, cost, and schedule baselines. A project plan may be summary or detailed.

processes and putting them into a consistent, coherent document.

 

Project Phase

Project Network Diagram

Project Manager (PM)

Project Management Team

Project Management Software

Project Management Professionall (PMP) Professiona

Project Management Body of Knowledge (PMBOK)

Project Management (PM)

Project Life Cycle

Project Integration Management

 

Any schematic display of the logical relationships of project activities. Always drawn from left to right to reflect project chronology. Often incorrectly referred to as a “PERT chart.”

A collection of logically related project activities, usually culminating in the completion of a major deliverable.

The members of the project team who are directly involved in project management activities. On some smaller projects, the project management team may include virtually all of the project team members.

The individual responsible for managing a project.

An individual certified as such by the Project Management Institute.

A class of computer applications specifically designed to aid with planning and controlling project costs and schedules.

The application of knowledge, skills, tools, and techniques toproject activities activities in order to meet or exceed stakeholder needs and expectations from a project.

A subset of project management that includes the processesrequired to ensure that the various elements of the project are properly coordinated. coordinated. It consists of project plan development, project plan execution, and overall change control.

An inclusive term that describes the sum of knowledge within the profession of project management. As with other professions such as law, medicine, and accounting, the body of knowledge rests with the practitioners and academics who apply and advance it. The PMBOK includes proven, traditional practices which are widely applied as well as innovative and advanced ones which have seen more limited use.

A collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project.

 

Project Human Resource Management

Project Cost Management

Project Communications Management

Project Charter 

Project

Program Evaluation and Review Technique (PERT)

Program

Procurement Planning

Predecessor Activity

Precedence Relationship

 

A subset of project management that includes the processes required to ensure that the project is completed within the approved budget. It consists of resource planning, cost estimating, cost budgeting, and cost control.

A subset of project management that includes the processes required to make the most effective use of the people involved with the project. It consists of organizational planning, staff acquisition, and team development.

A document issued by senior management that provides the project manager with the authority to apply organizational resources to project activities.

A subset of project management that includes the processes required to ensure proper collection and dissemination of project information. It consists of communications planning, information distribution, performance reporting, and administrative closure.

An event-oriented network analysis technique used to estimate project duration when there is a high degree of uncertainty with the individual activity duration estimates. PERT applies the critical path method to a weighted average duration estimate. Also given as Program Evaluation and Review Technique.

A temporary endeavor undertaken to create a unique product or service. A group of related

Determining what to procure and when.

projects managed in a coordinated way. Programs usually include an element of ongoing activity.

The term used in the precedence diagramming method for a logical relationship. In current

(1) In the arrow diagramming method, the

usage, however, relationship, logicalprecedence relationship, and dependency are widely used interchangeably interchangea bly regardless of the diagramming method in use.

activity enters a node. (2) Inwhich the precedence diagramming method, the “from” activity.

 

Precedence Diagramming Method (PDM)

PERT Chart

Performing Organization

Performance Reporting

Percent Complete (PC)

Path Convergence

Path

Pareto Diagram

Parametric Estimating

Overall Change Control

 

A specific type of project network diagram.

A network diagramming technique in which activities are represented by boxes (or nodes). Activities are linked by precedence relationships to show the sequence in which the activities are to be performed.

Collecting and disseminating information about project performance to help ensure project progress.

The enterprise whose employees are most directly involved in doing the work of the project.

In mathematical analysis, the tendency of parallel paths of approximate approximately ly equal duration to delay the completion of the milestone where they meet.

Anas estimate, expressed a percent, of the amount of work which has been completed on an activity or group of activities.

A histogram, ordered by frequency occurrence, thatof shows how many results were generated by each identified cause.

Coordinating changes across the entire project.

A set of sequentially connected activities in a project network diagram. An estimating technique that uses a statistical relationship between historical data and other variables (e.g., square footage in construction, lines of code in software development) to calculate an estimate.

 

Organizational Planning

Organizational Breakdown Structure (OBS)

Node

Network Path

Network Logic

Network Analysis

Near-Critical Activity

Monte Carlo Analysis

Monitoring

Modern Project Management (MPM)

 

A depiction of the project organization arranged so as to relate work packages to organizational units.

Identifying, documenting, and assigning project roles, responsibilities,and reporting relationships.

Any continuous series of connected activities in a project network diagram.

One of the defining points of a network; a junction point  joined to some or all of the other dependency lines. See also arrow diagramming method and precedence diagramming method.

The process identifying earlyofand late start and finish dates for the uncompleted portions of project activities.

The collection of activity dependencies that make up a project network diagram.

A schedule risk assessment technique that performs a project simulation many times in order to calculate a distribution of likely results.

An activity that has low total float.

A term used to distinguish the current broad range of project

The capture, analysis, and

management (scope, time, quality, risk, etc.)cost, from narrower, traditional use that focused on cost and time.

reporting of project performance, usually as compared to plan.

 

Mi ti g a ti o n

M i l es t o n e Sch e d u l e

Milestone

Matrix Organization

Master Schedule

Management Reserve

Loop

S t a r t - t o - f i n i sh

St a r t - t o - st ar t

Fi n i s h - t o- f i ni s h

 

A summary-level schedule which identifies the major milestones. See also master schedule.

Taking steps to lessen risk by lowering the probability of a risk event’s occurrence or reducing its effect should it occur.

Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of individuals assigned to the project.

A significant event in the project, usually completion of a major deliverable.

A separately planned quantity used to allow for future situations which are impossible to predict. Management reserves may involve cost or schedule. Management reserves are intended to reduce the risk of missing cost or schedule objectives. Use of management reserve requires a change to the project’s cost baseline.

A summary-level schedule which identifies the major activities and key milestones.

the “from” activity must start before the “to” activity can finish

A network path that passes the same node twice. Loops cannot be analyzed using traditional network analysis techniques such as CPM and PERT. Loops are allowed in GERT.

the “from” activity

the “from” activity

must finish before the “to” activity can finish

must before the “to”start activity can start

 

Finish-to-start

The four possible types of logical relationships

Logical Relationship

Line Manager 

Why is the type of organizational structure important in project management?

When is the project team directory developed?

Which type of power should a project manager avoid?

Which type of power should a project manager use?

What are the five methods of dealing with conflict?

What is the highest level of need's in Maslow's hierarchy of needs?

 

Finish-to-start, Finish-to-finish, Start-to-start, Start-to-finish

the “from” activity must finish before the “to” activity can start

(1) The manager of any group that actually makes a product or performs a service. (2) A functional manager.

A dependency between two project activities, or between a project activity and a milestone.

As part of the staff acquisition phase of the project.

The structure of the organization organizatio n often constrains the availability under which resources become available to the project.

Should try to use reward and expert powers.

Avoid using coercive power.

Self-fulfillment through the development of

Smoothing, Withdrawl, Compromise, Forcing and Problem Solving

powers and skills, and a chance to use creativity.

 

Smoothing

What use does a Gantt Chart provide?

What is life-cycle costing?

What is a variable cost?

How is the cost performance index (CPI) figured?

Define what a payback period is?

What is internal rate of return (IRR)?

What is BCWS or PV? PV ?

How is schedule variance (SV) figured?

Whatcosts? are direct

 

To identify when a particular resource is (or will be) working on a particular task.

Deemphasizing the opponents' differences and emphasizing their commonalities over the issues in question.

Costs that rise directly with the size of the project.

The concept of including acquisition, operating, and disposal costs when evaluating various alternatives.

The number of times periods up to the point at which cumulative revenues exceed cumulative costs and, therefore, the project has turned a profit.

CPI = BCWP /ACWP or EV / AC

The percentage rate

Budgeted cost of work scheduled or planned value.

Costs incurred directly by a specific project.

that makes the present value of costs equal to the present value of benefits.

SV = or BCWP BCWS EV - -PV

 

Level of Effort (LOE)

Lead

Late Start Date (LS)

Late Finish Date (LF)

Lag

Invitation for Bid (IFB)

Initiation

Information Distribution

Hanger

Hammer  

 

A modification of a logical relationship which allows an acceleration of the successor task. For example, in a finish-to-start dependency with a 10-day lead, the successor activity can start 10 days before the predecessor has finished.

Support-type activity (e.g., vendor or customer liaison) that does not readily lend itself to measurement of discrete accomplishment. It is generally characterized by a uniform rate of activity over a specific period of time.

In the critical path method, the latest possible point in time that an activity may be completed without delaying a specified milestone (usually the project finish date).

In the critical path method, the latest possible point in time that an activity may begin without delaying a specified milestone (usually the project finish date).

Generally, this term is equivalent to request for proposal. However, in some application areas it may have a narrower or more specific meaning.

A modification of adirects logicala relationship which delay in the successor task. For example, in a finish-to-start dependency with a 10-day lag, the successor activity cannot start until 10 days after the predecessor has finished.

Making needed information available to project stakeholders in a timely manner.

Committing the organization to begin a project phase.

An aggregate or summary activity (a group of related

An unintended break in a network path. Hangers

activities as one and reported is at shown a summary level). A hammock may or may not have an internal sequence.

are usually caused or by missing activities missing logical relationships.

 

Graphical Evaluation and Review Technique (GERT)

Grade

Functional Organization

Functional Manager 

Fr ee Float ( FF)

Forward Pass

Float

Fixed Price Incentive Fee (FPIF) Contract

Firm Fixed Price (FFP) Contract

Finish Date

 

A category or rank used to distinguish items that have the same functional use (e.g., “hammer”) but do not share the same requirements for quality (e.g., different hammers may need to withstand different amounts of force).

A network analysis technique that allows for conditional and probabilistic treatment of logical relationships (i.e., some activities may not be performed).

A manager responsible for activities in a specialized department or function (e.g., engineering, manufacturing, marketing).

An organization structure in which staff are grouped hierarchically by specialty (e.g., production, marketing, engineering, and accounting at the top level; with engineering, further divided into mechanical, electrical, and others).

The calculation of the early start and early finish dates for the uncompleted portions of all network activities.

The amount of delayed time an activity can be without delaying the early start of any immediately following activities.

A type of contract where the

The amount of time that an activity may be delayed from its early start without delaying the project finish date. Float is a mathematical calculation and can change as the project progresses and changes are made to the project plan. Also called slack, total float, and path float.

buyer pays sellerby a the set amount (as the defined contract), and the seller can earn an additional amount if it meets defined performance criteria. A point in time associated with an activity’s completion. Usually qualified by one of the following: actual, planned, estimated, scheduled, early, late, baseline, target or current.

A type of contract where the buyer pays the seller a setby amount (as defined the contract) regardless of the seller’s costs.

 

Fast Tracking

Expected Monetary Value

Exception Report

Event-on-Node

Estimate To Complete (ETC)

Estimate At Completion (EAC)

Estimate

Effort

Earned Value (EV)

Early Start (ES) Date

 

The product of an event’s probability of occurrence and the gain or loss that will result. For example, if there is a 50 percent probability that it will rain, and rain will result in a $100 loss, the expected monetary value of the rain event is $50 (.5 x $100).

Compressing the project schedule by overlapping activities that would normally be done in sequence, such as design and construction. Sometimes confused with concurrent engineering.

A network diagramming technique in which events are represented by boxes (or nodes) connected by arrows to show the sequence in which the events are to occur. Used in the original Program Evaluation and Review Technique.

Document that includes only major variations from plan (rather than all variations).

The expected total cost of an activity, a group of activities, or of the project when the defined scope of work has been completed. Most techniques for forecasting EAC include some adjustment of the original cost estimate based on project performance to date. Also shown as “estimated at completion.” Often shown as EAC = Actuals-to-date + ETC.

The expected additional cost needed to complete an activity, a group of activities, or the project. Most techniques for forecasting ETC include some adjustment to the original estimate based on project performance to date.

The number of labor units

An assessment of the likely quantitative result. Usually applied to project costs and durations and should always include some indication of accuracy (e.g., ± x percent). Usually used with a modifier (e.g., preliminary, conceptual, feasibility). Some application areas have specific modifiers that imply particular accuracy ranges (e.g., order-of-magnitude estimate, budget estimate, and definitive estimate in engineering and construction projects).

required toother complete an activity or project element. Usually expressed as staffhours, staffdays, or staffweeks. Should not be confused with duration. In the critical path method, the earliest possible point in time on which the uncompleted portions of an activity (or the project) canand start, based on the network logic any schedule constraints. Early start dates can change as the project progresses and changes are made to the project plan.

(1) A method for measuring project performance. It compares the amount of work that was planned with what was actually accomplished to determine if cost and schedule performance is as planned. See also actual cost of work performed, budgeted cost of work scheduled, budgeted cost of work performed, cost variance, cost performance index, schedule variance, and schedule performance index. (2) The budgeted cost of work performed for an activity or group of activities.

 

Early Finish Date (EF)

Duration Compression

Duration

Dummy Activity

D e liv er a ble

Data Date

Current Start Date

Current Finish Date

Critical (CPM) Path Method

Critical Path

 

Shortening the project schedule without reducing the project scope. Duration compression is not always possible and often requires an increase in project cost.

In the critical path method, the earliest possible point in time on which the uncompleted portions of an activity (or the project) can finish based on the network logic and any schedule constraints. Early finish dates can change as the project progresses and changes are made to the project plan.

An activity of zero duration used to show a logical relationship in the arrow diagramming method. Dummy activities are used when logical relationships cannot be completely or correctly described with regular activity arrows. Dummies are shown graphically as a dashed line headed by an arrow.

The number of work periods (not including holidays or other non-working periods) required to complete an activity or other project element. Usually expressed as workdays or workweeks. Sometimes incorrectly equated with elapsed time.

The point in time that separates actual (historical) data from future (scheduled) data. Also called as-of date.

Any measurable, tangible, verifiable outcome, result, or item that must be produced to complete a project or part of a project. Often used more narrowly in reference to an external deliverable, which is a deliverable that is subject to approval by the project sponsor or customer.

The current of the pointestimate in time when an activity will be completed.

The current of the pointestimate in time when an activity will begin.

In a project network diagram, the series of activities which determines the earliest completion of the project. The critical path will generally change from time to time as activities are completed ahead of or behind schedule. Although normally calculated for the entire project, the critical path can also be determined for a milestone or subproject. The critical path is usually defined as those activities with float less than or equal to a specified value, often zero.

A network analysis technique used to predict project duration by analyzing which sequence of activities (which path) has the least amount of scheduling flexibility flexibility (the least amount of float). Early dates are calculated by means of a forward pass using a specified start date. Late dates are calculated by means of a backward pass starting from a specified completion date (usually the forward pass’s calculated

project early finish date).  

C r it ic a l A c t i vi t y

Crashing

Cost Variance (CV)

Cost Plus Incentive Fee (CPIF) Contract

Cost Plus Fixed Fee (CPFF) Contract

Cost Performance Index (CPI)

Cost of Quality

Cost Estimating

Cost Control

Cost Budgeting

 

Taking action to decrease the total project duration after analyzing a number of alternatives to determine how to get the maximum duration compression for the least cost.

Any activity on a critical path. Most commonly determined by using the critical path method. Although some activities are “critical” in the dictionary sense without being on the critical path, this meaning is seldom used in the project context.

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

(1) Any difference between the estimated cost of an activity and the actual cost of that activity. (2) In earned value, BCWP less ACWP.

The ratio of (BCWP/ACWP). budgeted costsCPI to actual costs is often used to predict the magnitude of a possible cost overrun using the following formula: original cost estimate/CPI = projected cost at completion.

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

The costs incurred to

Estimating the cost of the resources needed to complete project activities. Allocating the cost estimates to individual project components.

ensure quality. The cost of quality includes quality planning, quality control, quality assurance, and rework.

Controlling changes to the project budget.

 

Corrective Action

Control Charts

Control

Contract Close-out

Contract

What are the 3 general types of contracts?

Fixed price or lump sum contracts

Cost reimbursable contracts

Unit price contracts

Contingency Reserve

 

Control charts are a graphic display of the results, over time and against established control limits, of a process. They are used to determine if the process is “in control” or in need of adjustment.

Changes made to bring expected future performance of the project into line with the plan.

Completion and settlement of the contract, including resolution of all outstanding items.

The process of comparing actual performance with planned performance, analyzing variances, evaluating possible alternatives, and taking appropriate corrective action as needed.

Fixed price or lump sum contracts, Cost reimbursable contracts, Unit price contracts

A contract is a mutually binding agreement which obligates the seller to provide the specified product and obligates the buyer to pay for it.

This type of contract involves payment (reimbursement) to the contractor for its actual costs. cost s. Costs are usually classified as direct costs (costs

This type of contract involves a

incurred directly by the project, such as wages for members of the project team) and indirect costs (costs allocated to the project by the performing organization as a cost of doing business, such as salaries for corporate executives). Indirect costs are usually calculated as a percentage of direct costs. Cost reimbursable contracts often include incentives for meeting or exceeding selected project objectives such as schedule targets or total cost.

A separately planned quantity used to allow for future which may besituations planned for only in part (sometimes called

fixed total Fixed price for a well-defined product. price contracts may also include incentives for meeting or exceeding selected project objectives such as schedule targets.

With this type of contract the contractor is paid a preset amount per unit of service (e.g., $70 per hour for professional services or $1.08 cubic yard of earth removed) andper the total value of the contract is a function of the quantities needed to complete the work.

known unknowns ).  

Do you include contingency reservers in the schedule baseline?

Why would you use contingency reserves?

Are contingency reservers only used when dealing with costs?

Contingency Planning

Concurrent Engineering

Communications Planning

Code of Accounts

Chart of Accounts

Change Board Control (CCB)

Calendar Unit

 

Contingency reserves are intended to reduce the impact of missing cost or schedule objectives.

 Yes, contingency contingen cy reserves are normally included in the project’s cost and schedule baselines.

The development of a management plan that identifies alternative strategies to be used to ensure project success if specified risk events occur.

No, contingency reserves may involve cost, schedule, or both.

Determining the information and communications needs of the project stakeholders.

An approach to project staffing that, in its most general form, calls for implementors to be involved in the design phase. Sometimes confused with fast tracking.

Any numbering system used to monitor project costs by category (e.g., labor, supplies, materials). The project chart of accounts is usually based upon the corporate chart of accounts of the primary performing organization.

Any numbering system used to uniquely identify each element of the work breakdown structure.

The smallest unit of time used in scheduling the project. Calendar units are generally in hours, days, or weeks, but can also be in shifts or even in minutes. Used primarily in relation to project management software.

A formally constituted group of stakeholders responsible for approving or rejecting changes to the project

baselines.  

Budgeted Cost of Work Scheduled (BCWS)

Budgeted Cost of Work Performed (BCWP)

Budget At Completion (BAC)

Baseline

Bar Chart

Gantt chart

Backward Pass

Arrow Diagramming Method (ADM)

Arrow

Application Area

 

The sum of the approved cost estimates (including any overhead allocation) for activities (or portions of activities) completed during a given period (usually project-to-date).

The sum of the approved cost estimates (including any overhead allocation) for activities (or portions of activities) scheduled to be performed during a given period (usually project-to-date).

The original plan (for a project, a work package, or an activity), plus or minus approved changes. Usually used with a modifier (e.g., cost baseline, schedule baseline, performance measurement baseline).

The estimated total cost of the project when done.

A graphic display of schedule-related information. In the typical bar chart, activities or other project elements are listed down the left side of the chart, dates are shown across the top, and activity durations are shown as date-placed horizontal bars. Also called a Bar chart.

A graphic display of schedule-related information. In the typical bar chart, activities or other project elements are listed down the left side of the chart, dates are shown across the top, and activity durations are shown as date-placed horizontal bars. Also called a Gantt chart.

A diagramming technique in which activities are represented by arrows.

The calculation of late finish dates and

The tail of the arrow represents the start and the head represents the finish of the activity. Activities are connected at points called nodes to illustrate the sequence in which the activities are expected to be performed.

late start dates the uncompleted portions of allfor network activities. Determined by working backwards through the network logic from the project’s end date. The end date may be calculated in a forward pass or set by the customer or sponsor.

A category of projects that have common elements not present in all projects. Application areas are usually defined in terms of either the product of the project or the

The graphic presentation of an activity.

type of customer.  

Is stakeholder managerment a proactive task?

What is the triple constraint and what is it used for?

What is meant by the word internationalization?

What is Social-Econominc Environmental Sustainability?

Should you incorporate stakeholders' requirements into a project?

What does the initiating process do? do ?

What is the meant by the planning process?

What is down in the executing process?

What is done in the controlling process?

What is done in the closing process?

 

The triple constraint is time, cost, quality. It is used to identify the three most important factors that a project manager needs to consider in a project.

 Yes, stakeholder management is a proactive task.

Being accountable for impacts resulting from a project both social and economic.

Consideration of time-zone differences, national and regional holidays. travel requirements, and other logistical issues.

It authorizes the project of phase.

 Yes, always always incorporate the stakeholder's requirements into the project.

During this phase people are coordinating with other resources to carry out the project phase or plan.

This process is used for defining and refining objectives and selecting the best of the alternatives.

This process is when formailizing acceptance

This process is for ensuring that project objectives are met by monitoring and measuring progress in order to indetify variances from the plan so that corrective action can be

ofisthe project orinphase completed the hopes of bringing it to

an orderly end.

taken if and when necessary.

What is a tight matrix?

In a strong matrix what type of power/authority does the project manager have?

In a weak matrix does the project manager have much authority?

Project Coordinator 

Project Expeditor 

What are some advantages/benefits of a functional organization?

What are some disadvantages of a functional organization?

Isnecessary scope verification when a project is terminated?

 

Will manageme management nt byifobjectives work management doesn't support it.

Dephi Technique

 

In this type of matrix the power rests with the project manager.

This refers to locating the offices for the project team in the same room/location.

An individual who reports to a higher-level manager in the organization, has the authority to assign work to individuals in various functional organizations, and shares authoity and resources with the functional manager.

No, the power/authority rests with the functional manager.

1) Easier management o specialist's, 2) Team memebers only report to 1 boss, 3) Clearly defined careeer paths, 4) resources are centralized.

An individual who is a staff assistant to an executive who has the ultimate responsibility for the project. Has authority only in his managers department but not over resources from other departments departments..

 Yes, scope verifcation verif cation is

1) The project manager

necessary when a project is terminated, it althoughs the organization to determine the level of completion.

has NO authority, 2) People place more emphasis on their speciality than to the project.

A mthod to obtain opinions on issues. Information sent to experts, responses are compiled and the results are sent back for further review. Using the delphi technique helps reduce bias and undue influence.

No, in orer to work properly, it must supported by be management.

 

What type of diagram uses dummy activities?

What are the three uses for dummy activites?

What is the expectancy theory?

What is problem solving/confrontation?

Give three examples of hygiene factors in Herzberg's theory of motivation. How do they affect motivation.

What is McGregor's Theory X?

What is McGregor's theory Y?

What is the purpose of a resource Gantt chart?

What is an organizational breakdown structure (OBS)? Does the matrix form of project organization facilitate or complicate project

team development?  

1) logic, 2) time delay and, 3) uniqueness.

Activity-On-Arrow Network.

Addressing conflict directly by getting the parties to work together to define the problem, collect information, develop and analyze alternatives, and select the most appropriate alternative.

It holds that people tend to be highly productive and motivated if they believe their efforts will lead to successful results and they will be rewarded for their success.

Traditional approach: workers y motivation, are self-centered, lazy, lacking ambition. Managers organize the elements of the productive enterprise in the interest of economic ends.

Pay, attitude of supervisor, and working conditions. but improving hygiene factors in not likely to increase motivation. Motivators are an opportunity to achieve and experience self-actualization.

A specific type of organizational chart that shows which units are responsible for which work items

resistant to organizational needs; they are willing and eager to accept responsibilities and are concerned with self-growth self-growth and fulfillment.

It complicates team development because

It identifies when a

team members are a accountable to both functional manager and

particular is or will beresource working on a particular task.

Workers are not by nature

a project manager.  

Name three major forms of project organizational structure.

What is a projectized organization?

Describe the difference between a weak matrix and a strong matrix.

What is a project "war room" and what is its benefit?

What is variance analysis?

What is active listening?

What of is conflict major cause with functional managers?

What is most difficult conflict to deal with?

What is earned value analysis and how is it used in performance

What is the tool for used for communication planning?

reporting?  

One in which a separate, functional organization is established for each project. Personnel are assigned on a full-time basis.

Functional, Matrix, and Projectized

A single location for the team to get together for any purpose. It provides a repository for project artifacts, records, and up-to-date schedules and status reports. It gives an identity to the project team.

Weak matrices are similar to functional organizations. Strong matrices are similar to projectized organizations (with balance of power tipped toward the project manager)

Listening in which the recipient is attentive and asks for clarification of ambiguous messages

Comparing actual project results to planned or expected results in terms of cost, schedule, scope, quality, and risk.

Personality conflicts

Schedules

An analysis that integrates cost and

Stakeholder analysis

schedule measures. It is used to help the project management team assess

project performance.  

5 Phases of Project Management

Initiation Phase Activities

Planning Phase Core Processes

Planning Phase Facilitating Processes

Activity

Activity aspects

Activity definition

Activity description

Activity Duration Estimating

Activity-On-Arrow

 

Initiation

Initiation - Planning Execution - Control Closure

Quality Planning Communicaiton Planning - Risk ID - Risk Quantification - Risk Response Devlp Organizational Planning - Staff  Acquisition - Procurement Planning - Solicitation Planning

Scope Planning - Scope Definition - Activity Definition Activity Sequencing - Activity Duration Estimating - Resource Planning - Cost Estimating Schedule Development - Cost Budgeting - Project Plan Development

Duration - Expected cost - Expected resources required

Element of work on a project

The scope of work of the activity. - Used in project diagrams.

Identifying activities thatspecific must be performed in order to produce a project's deliverables.

Part of the Arrow Diagramming Method

Estimating the number of  work periods that will be needed to complete

individual activities.  

Activity-On-Node

Actual Cost of Work Performed

Actual Finish Date

Actual Start Date

Administrative Closure

Application Area

Arrow

Arrow Diagramming Method

As-Of Date

Backward Pass

 

Total costs incurred (direct and indirect) for a project.

Part of the Precedence Diagramming Method

When work starts.

When work ends.

Type of: product, project or customer. - There is often overlap

Formalized project end.

Graphical representation of a project where activities are represented by arrows.

Graphic presentation of  an activity.

Calculating a project length based on end-date

Same as Data Date

 

Bar Chart

Baseline

Baseline Finish Date

Baseline Start Date

Budget at Completion

Budget Estimate

Budget Cost of Work Performed

Budgeted Cost of Work Scheduled

Calendar Unit

Change Control Board

 

The original plan

Left side = Project elements Bottom = Date range (Also called = GANTT Chart)

Scheduled Start Date

Scheduled Finish Date

Estimate

The estimated total cost of the project when done.

Sum of approved cost estimates not yet completed. Part of  Earned Value

Sum of approved cost estimates completed. Part of Earned Value

Group of stakeholders responsible for  approving or rejecting changes in the project

Smaller unit (Hours Days - Weeks - Shifts Minutes)

baseline.  

Change in Scope

Chart of Accounts

Charter

Code of Accounts

Communications Planning

Concurrent Engineering

Contingency Planning

Contingency Reserve

Contract - 3 Categories

Contract Definition

 

Numbering system used to monitor project costs by category.

Scope Change

Numbering system used to identify each element of the work breakdown structure.

Same as project charter 

Not Fast Tracking - Calls for project implementations to be involved in the Design Phase.

Determining the communication needs and procedures for each stakeholder.

Known Unknowns. They are buffers (cost, schedules, resources) built into the project baseline.

Risk mitigation plan

Mutually binding agreement.

1 - Fixed price or lump sum. 2 - Cost reimbursable. 3 - Unit

price  

Contract - 2 Parts

Contract - Fixed price/Lump Sum

Contract - Cost reimbursable

Contract - Unit Price

Contract Administration

Contract Close-out

Control

Control Chart

Corrective Action

Cost Budgeting

 

Fixed price for a well-defined product or  service.

Seller - delivers product or service. Buyer obliged to pay for  product or service.

Seller is paid a pre-set price for unit of product or service (i.e. $70 per  hour)

Time and materials.

Completion of the contract.

Managing the relationship with the seller.

Graphical display of  results.

Comparing planned vs. actual performance.

Allocating cost estimates to the actual project.

Used to get a project back on track.

 

Cost control.

Cost Estimating

Cost of Quality

Cost Performance Index = Formula

Cost Performance Index

Project Cost at Compellation

Cost Plus Fixed Fee Contract

Cost Plus Inventive Fee Contract

Cost Variance

Crashing

 

Estimating project costs

Controlling changes in the project budget.

CPI = BCWP / ACWP

Cost incurred to ensure quality.

PCC = Original Cost Est. / CPI

Used to predict the magnitude of a project cost overrun.

Time and Materials + fixed profit level if all goals are met.

Time and Materials + a fixed profit level.

Taking action to decrease a project timeline.

BCWP < ACWP Difference between estimated and actual

cost.  

Critical Activity

Critical Path Method

Current Finish Date

Current Start Date

Data Date

Deliverable

Dependency

Dummy Activity

Duration

Duration Compressing

 

The path with the least amount of flexibility.

Critical Path Method

Current estimate of  project initiation.

Current estimate of  project completion

Tangible and verifiable outcome.

As-Of-Date. Point of time that is between historical and future date.

Zero length. Place holder  activities in a project schedule.

Requires another step to be accomplished.

Shorten duration without decreasing project scope.

Length of time to complete an activity.

 

Early Finish Date

Early Start Date

Earned Value

Effort

Estimate

Estimate at Completion

Estimate to Complete

Event-on-Node

Exception Report

Expected Monetary Value

 

Used in the Critical Path Method. Earliest date the project can be started by.

Used in the Critical Path Method. Earliest date the project can be completed by.

Not Duration. Resource units needed to complete an activity.

1 - Method for measuring project performance. 2 Budgeted cost. 3 Compares work planned vs. actually performed.

EAC = Actuals-to-date + ETC

Prediction of costs, resources needed and duration.

Project diagramming method that uses connected boxes.

Expected additional cost needed to complete an activity.

Monetary gain or lose due to an event.

Document which show only major variations to the project plan.

 

Fast Tracking

Finish Date

Firm Fixed Price Contract

Fixed Price Incentive Fee Contract

Float

Forecast Final Cost

Forward Pass

Fragnet

Free Float

Functional Manager  

 

Project activities completed date.

Compressing a project schedule by overlapping activities. Not = Concurrent Engineering

Fixed price with a bonus for performance.

Fixed price, regardless of  changes in Time and Material costs.

EST

Amount of time an activity can be delayed without affecting the project schedule.

Subnet

Calculating a project time-line based on a start-date.

Specialized department manager (i.e. Marketing Mgr.)

Amount of time an activity can be delayed without affecting an early

start of a project.  

Functional Organization

Gantt Chart

Grade

Graphical Evaluation and Review Technique

Hammock

Hanger  

Information Distribution

Initiation

Integrated Cost/Schedule Reporting

Invitation for Bid

 

Bar chart

Department (i.e. Marketing Dept) grouped staff.

Cartoon representation of a Conditional evaluation of a problem.

Items in the same category but require different quality controls.

Break in the project path - missed activities in the plan.

Summary/roll-up activity

Committing the organization to begin a project phase.

Distributing necessary information to project stakeholders

Request for Proposal

Earned Value

 

Key Event Schedule

Lag

Late Finish Date

Late Start Date

Lead

Level of Effort

Life-Cycle Costing

Line Manager  

Link

Logic Diagram

 

A step in the project path must wait X days after its predecessor is completed.

Master Schedule

Latest possible date a task can begin without delaying the schedule.

Latest possible date a task can be completed without delaying the schedule.

Estimate of resources needed to complete the task.

A step in the project path which can start X days before its predecessor is completed.

A manager who is also working directly on the project.

Acquisition - Operating Disposal costs. Considered when evaluating alternatives.

Project Network Diagram

Connection of steps

 

Logical Relationships (4   Types)

Finish-to-Start Activity

Fini nis sh-too-F Finish Activ tivity

Fin Finish-to to--Sta tarrt Activi vitty

Finish-to-Start Activity

Loop

Management Reserve

Master Schedule

Matrix Organization

Milestone

 

The FROM activity must FINISH before the TO activity can START.

Finish-to-start / Finish-to-finish / Start-to-start / Start-to-finish

The FROM activity must START before the TO activity can FINISH.

The FROM activity must FINISH before the TO activity can FINISH.

Cannot be in CPM or  PERT. Can be in GERT

The FROM activity must START before the TO activity can FINSH.

Summary-level schedule that identifies key milestones.

Cost and schedule buffers planned by management for unseen events that would impact the project.

Significant event.

Project and Functional managers share

responsibilities.  

 

Mitigation

Modern Project Management

Monitoring

Monte Carlo Analysis

Near-Critical Activity

Network Analysis

Network Logic

Network Path

Node

 

Organizational Breakdown Structure

 

Broad / Not focused on cost and time / Focused on: scope, cost, time quality, risk, etc.

Steps to lessen risk by lowering probability.

Simulation of Risk that occurs throughout the project.

Tracking and reporting project performance and status.

The process of  identifying early and late finish dates for the uncompleted portions of  project activities.

An activity that has low total float.

Connected activities in the project network diagram.

A collection of  dependencies that make up the project network diagram.

A depiction of the project into work breakdown

A junction point in a project network diagram.

packages .  

Organizational Planning

Overall Change Control

Parametric Estimating

Pareto Diagram

Path

Path Convergence

Percent Complete

Performance Reporting

Performing Organization

Precedence Diagramming Method

 

Coordinating changes across the entire project.

Identifying, documenting and assigning project roles, responsibilities and reporting relationships.

Histogram ordered by frequency of occurrence that shows multiple results relating to one cause.

Estimates based on statistics and history.

Parallel paths that lead to one milestone, but may singularly delay a project.

Sequential activities.

Collecting and disseminating information about project performance to help ensure project progress.

Percent of work already performed.

Activities represented byare boxes and linked sequentially.

The enterprise employees arewhose most directly involved in doing

A diagramming method.

the work of the project.

Precedence Relationship

Predecessor Activity

Procurement Planning

Program

Program Evaluation and Review Technique

Project

Project Charter 

Project Communications Management

Project Cost Management

Project Human Resource Management

 

 

1 - Arrow Diagramming Method - Activity which enters a NODE. / 2 Precedence Diagramming Method - Activity which goes "away from" the NODE.

Refers to the diagramming methods.

A group of related projects. Usually on-going.

Determining what to procure and when.

A temporary endeavor  undertaken to create a unique product or  service.

Event-oriented. Used to estimate project duration. Used for  projects with uncertainly in duration.

Subset project for  collecting and dispersing project info.

Sr. Management's written authority given to the PM for organization resources.

Subset project for  effectively using

Subset project for  ensuring a project is

personnel in the project.

completed within budget.

Project Integration Management

Project Life Cycle

Project Management

Project Management Body of Knowledge

Project Management Software

Project Management Professional

Project Management Team

Project Manager 

Project Network Diagram

Project Phase

 

 

A collection of sequential project phases.

Subset project for  integrating subset projects into the whole.

Book of proven project management practices.

The knowledge, skills, tools and techniques to meet and exceed a stakeholders expectations with a project.

Certified PM from PMI

Computer application designed to plan and control a project.

Individual responsible for  managing the project.

Members of the project team.

A subset collection of  project activities.

PERT or GANTT Schematic display of 

project activities.  

Project Plan

Project Plan - Elements

Is a Project Plan Summary or Detailed?

Project Plan Development

Project Plan Execution

Project Planning

Project Procurement Management

Project Quality Management

Project Risk Management

Project Schedule

 

Plan / Cost Assumptions  / Schedule / Decisions / Scope

Formal document used to guide the project.

Taking the results of  other planning processes and putting them into a new document.

Can be both

Development and maintenance of the project plan.

Carrying out the project plan details.

Subset of the project used to ensure the project is up to requirements at delivery.

Acquiring goods and services outside of the project team for use in the project.

Outlines dates for each activity in sequential

Subset of the project for  identifying and mitigating

order.

risks.

Project Scope Management

Project Team Members

Project Time Management

Projectized Organization

Quality Assurance

Quality Control

Quality Planning

Remaining Duration

Request for Proposal

Request for Quotation

 

 

They work for the Project Manager 

Subset of the project used to ensure only the pre-defined work required is done and no more.

Where PM has 100% over  project team. No shared authority.

Subset of the project that monitors and ensures a team meeting all milestone dates.

Process of evaluating specific project steps to verify they meet with the project quality standards.

Evaluating process to ensure the project will satisfy its quality standards.

Time needed to complete an activity.

Identifying which quality standards are relevant to the project.

Bid document from a company to a vendor for 

Bid document from company to vendor.

pricing information.  

Reserve

Resource-Limited Schedule

Responsibility Assignment Matrix

Resource Leveling

 

Resource Planning

 

Retainage

Risk Event

Risk Identification

Risk Quantification

Risk Response Control

 

Where scheduling concerns are addressed by resource management concerns.

Provision in the project plan to mitigate cost and/or schedule risks.

Resource identification process.

Project where start and end date are based on resource availability.

Down payment on a contracted product or  service.

Relates project organization structure to work breakdown structure.

Identifying which risks will affect the project.

An occurrence that affects the projects outcome.

Responding to changes in risk over the course of 

Identifying probability of 

the project.

the risk.

 

Risk Response Development

S-Curve

Schedule Control

Schedule Development

Schedule Performance Index

Schedule Variance

Scheduled Finished Date

Scheduled Start Date

Scope

Scope Change

 

Graph showing cumulative cost and labor over time.

Risk mitigation plan

Analyzing activity sequences, durations and resource requirements to create a project schedule.

Controlling changes to the project schedule

Difference between scheduled and actual timeframes.

Work performed / Work Schedule (BCWP / BCWS)

Planned activity start date

Planned activity end date

Any change to the scope.

The sum of the products and services to be

provided as a project.  

Scope Change Control

Scope Definition

Scope Planning

Scope Verification

Should-Cost Estimate

Slack

Solicitation

Solicitation Planning

Source Selection

Staff Acquisition

 

Decomposing the major  deliverables into small parts.

Controlling changes in the scope.

Auditing each scope element at the end of a project for completion.

Written scope statements.

Used in PERT for FLOAT

Used to judge the reasonableness of a vendors quote.

Document stating requirements and potential sources to meet those requirements.

Obtaining quotes, bids and offers.

Getting human resources

Choosing a vendor or 

to work on the project.

product.

Stakeholder

Start Date

Statement of Work

Subnet

Successor Activity

Target Completion Date

Team Development

Time-Scaled Network Diagram

Target Finish Date

Target Start Date

 

 

Qualified starting date

People directly or  indirectly involved in the project.

Subproject

A narrative description of  products or services to be supplied under  contract.

A constraining date in the project diagram.

Activity while "leaves" the node.

Diagram where the physical shape of each activity object is proportional to the duration of that activity.

Developing team members to enhance the project.

The date the work for the activity is planned to be

The date the work for the activity is planned to be

started by.

completed by.

How is contract closeout similar to administrative closeout?

How is performance reporting used as a tool for contract administration?

When are payment requests an output of  contract administration?

Describe the characteristics of a unilateral contract?

What is a unilateral contract?

Under what two conditions must PMI members refrain from offering or accepting monetary payments or other  forms of compensation or  tangible benefits?

What is the most critical culture for the success of  a project manager  working internationally?

Who can initiate an ethics complaint?

When is a PMP

What are the two

responsible for reporting to PMI possible

conditions under which PMI member's do not have

 

violations of the PMP Code of Professional Conduct?

to honor and maintain the privacy and confidentiality of client information?

it provides management with information about how effectively the seller  is achieving the contractual objectives.

Both contract closeout and administrative closure involve product verification. However, the contract terms and conditions may prescribe specific procedures for  contract closeout.

It usually takes the form of a purchase order -- a standard form listing routine items at standard prices.

When the project is using an external payment system.

When payments do not conform with applicable laws and when they may provide an unfair  advantage for themselves or their business.

A contract that has only one signature (the issuer).

Any person, group, or  organization, including PMI.

Leadership

 

1) if granted permission by theemployer, customer, client, and 2) If or 

When reasonable and clear facts exist to verify

maintaining the confidentiality is otherwise unethical or unlawful.

the violation.

 

What is the best way to demonstrate a professional and cooperative manner with team members or other  stakeholders?

What is the purpose of  the procurement management plan?

What are two outputs from contract closeout?

What is a procurement audit? How is it used?

During which process are the impact and likelihood of  identified risks assessed so that they may be prioritized according to their potential effect on project objectives?

How is expected monetary value computed?

What is a SWOT analysis and how is it used?

What action should the project manager take to ensure that each risk response plan is implemented and monitored?

What type of contract documentation should be

What are five success factors for doing

reviewed in contract closeout?

business internationally?

To describe how solicitation planning, solicitation, source selection, contract administration, and contract closeout will be managed.

By respecting cultural, ethnic and personal differences.

A comprehensive analysis and review of the process from procurement planning through contract administration. It is used to identify successes and failures, which can be applied as lessons learned to other projects.

The contract file, and formal acceptance and closure.

Expected monetary value is the product of two numbers: risk event probability (probability risk will occur) and risk event value (estimate if it does happen, the loss that will be incurred).

Qualitative risk analysis

Identify to and assign individual own eachan risk who will take personal responsibility for protecting the project objectives from the risk's impact.

A strengths, weakness, opportunities, and threats analysis. Used in risk identification, it tends to increase the number of  project risks considered.

1) Cultural

The contract itself and all associated schedules, requested

understanding, 2) Cross-cultural journeys,

and approved contract changes, seller developed technical

 

3) Good communication, 4) Negotiation, and 5) Global management

documentation, seller  performance reports, financial documents, and contract-related inspection reports

What is the difference between attribute sampling and variable sampling?

In which project phase is quality control performed?

What is the difference between a tolerance and a control limit?

What are the three (3) key outputs from administrative closure?

Name five barriers to effective project communications.

Name three communications channels in an organization?

Why is communications planning so tightly linked to project organizational planning?

What is active listening?

What is earned value analysis and how is it

List the four parts of the

 

used in performance reporting?

communication model.

 

Quality control is performed throughout all phases of the project life cycle.

Attribute sampling determines whether the result does or does not conform to the specifications. In variable sampling, the result is rated on a continuous scale that measures the degree of  conformance within a pre-established acceptable range.

1) Project archives, 2) Project closure, 3) Lessons learned.

A tolerance establishes the range of acceptable results. A control limit is computed based on the results themselves.

Personal, Organization, Grapevine

1) Lack of clear communication channels. 2) Physical distance between communicator and receiver, 3) Difficulties with technical language, 4) Distracting environmental factors, 5) Detrimental attitudes.

Listening in which the recipient is attentive and asks for clarification of  ambiguous messages.

Because the project's organizational structure will have a major effect on project communications. An analysis that integrates

Communicator, Message,

cost and schedule measures. It is used t help

Medium, Recipient

the project management team assess project performance.

What is the difference between a risk and a problem?

When should EAC be calculated by AC + BAC EV?

When should EAC be calculated by AC + (BAC - EV) / CPI?

What does the benefit-cost ratio not tell you?

if a project is experiencing quality problems, should the project manager  devote more resources to inspection of to prevention?

What are the seven (7) main quality control tools, often called the "basic seven" tools?

does the matrix form of  project organization facilitate or complicate project team development? Why?

Project Human Resource Management comprises which three processes?

How is simulation used in activity duration estimating and what is

At which phase(s) in the project life cycle is significant risk thought

 

the most common type of  simulation?

to have the greatest impact?

When current variances are seen as atypical, and the project management team's expectation is that similar variances will not occur in the future.

A risk is a future event; it has not yet occurred. A problem, on the other  hand, currently exists.

The absolute value of the benefit or cost.

When the current variances are seen as typical of future variances.

1) Flowcharts, 2) Diagrams, 3) Pareto Diagram, 4) Cause-and-Effect Diagram, 5) Graphs, 6) Control Charts, 7) Checklists

Prevention, because preventing a problem is far less costly, than fixing a problem.

1) Organizational planning, 2) Staff  acquisition, 3) Team development

It complicates project team development. Because team members are accountable to both a functional manager and the project manager.

 

To calculate multiple durations with

Project execution and

different sets of assumptions. Monte Carlo Analysis, in which a distribution of probable results is

closeout.

defined for each activity and used to calculate a distribution of probable results for the total project.

 

Project Plan Execution - Inputs

Project Plan Development - Tools

Project Plan Execution - Tools

Integrated Change Control - Inputs

Integrated Change Control - Tools

Initiation - Inputs

Initia tion - Tools

Sc o p e P l a n n i n g - T o o l s

Scope Planning Inputs

Scope Definition Tools

 

Project planning methodology, stakeholder  skills & knowledge, project management information system (PMIS), earned value management (EVM)

Project plan, supporting details, organizational policies, preventive action, corrective action

Project plan, performance reports, change requests

General management skills, product skills & knowledge, work authorization system, project management information system (PMIS), and organization procedures

Product description, strategic plan, project selection criteria, and historical information

Change control system, configuration management, performance measurements, additional planning, and project management information system (PMIS)

Product analysis, benefit/cost analysis. alternative identification and expert judgement

Project selection methods, expert  judg  ju dgem ement ent

Product description, WBS templates and decomposition

project charter, constraints, and

assumptions  

Scope Definition Inputs

Scope Verification Tools

Scope Verification Input

Scope Change Control - Tools

Scope Change Control - Inputs

Activity Definition Tools

Activity Definition Inputs

Activity Sequencing Inputs

Activity Sequencing Tools

Project Plan Development - Input

 

Inspection

Scope statement, constraints, assumptions, other  planning outputs, and historical information

Scope change control system, performance measurement,, and measurement additional planning

Work results, product documentation, WBS, scope statement and project plan

Decomposition and Decomposition templates

WBS, performance reports, change requests, and scope management plan

Activity list, product description, mandatory dependencies, discretionary dependencies, external dependencies and milestones

WBS, scope statement, historical information, constraints, assumptions, and expert judgement

Other planning outputs, historical information, organization organizational al policies,

Precedence Diagram Method (PDM), Arrow Diagram Method (ADM), conditional diagram

constraints, assumptions

techniques and network templates

 

Schedule Development - Inputs

Cost Control - Input

Activity Duration Estimating - Inputs

Schedule Development - Tools

Schedule Control Tools

Schedule Control Inputs

Resource Planning Tools

Resource Planning Inputs

Cost Estimating Tools

Cost Estimating Inputs

 

Cost baseline, performance reports, change requests, and cost management plan

Project network diagrams, activity duration estimates, resource requirements, resource pool descriptions, calendars, constraints, assumptions, leads and lags, risk management plan, and activity attributes

Mathematical analysis, duration compression, simulation, resource leveling heuristics, project management software, and coding structure

Activity list, constraints, assumptions, resource requirements, resource capabilities, historical information and identified risks

Project schedule, performance reports, change requests, and schedule management plan

Schedule change control software, performance measurements, additional planning, project management software, and variance analysis

WBS, historical information, scope statement, resource pool description, organizational policies, and activity duration estimates

Expert judgment, alternatives identification, and project management software

WBS, resource requirements, resource rates, activity duration estimates, estimating publications, historical

Analogous estimating, parametric modeling, bottom-up estimating, computerized tools, and

information, chart of  accounts, and risks

other cost estimating methods

Co s t Bu dg e ti ng - To o l s

Co st Bu dg et i ng - T o ol s

Cost Control - Tools

Activity Duration Estimating - Inputs

Quality Planning Tools

Quality Assurance Tools

Quality Assurance Inputs

Quality Control - Tools

Quality Control -

Quality Planning -

 

Inputs

Input

Cost estimating tools & techniques

Cost estimates, WBS, project schedule, and risk management plan

Expert judgment, analogous estimating, quantitative based durations, and reserve time (contingency)

Cost change control system, performance measurements, earned value management, additional planning, and computerized tools

Quality planning tools and techniques, and quality audits

Benefit/cost analysis, benchmarking, flow charting, design of  experiments, cost of  quality

Inspection, control charts, Pareto diagrams, statistical sampling, flow charting, and trend analysis

Quality management plan, quality control measurements, and operational definitions

 

Quality policy, scope statement, standards product description,

Work results, quality management plan,

and regulations, and other process inputs

operational definitions, and checklists

 

Organization Planning - Inputs

Staff Acquisition Tools

Staff Acquisition Inputs

Team Development Tools

Team Development Inputs

Communication Planning - Tools

Communications Planning - Inputs

Information Distribution - Tools

Information

Performance

Distribution Inputs

Reporting Tools

Negotiations, pre-assignment, and procurement

Project interfaces, staffing requirements, and constraints

Team building activities, general management skills, reward and recognition systems, collocation, and training

Staffing management plan, staffing pool descriptions, and recruitment practices

Stakeholder analysis

Project staff, project plan, staffing management plan, performance reports, and external feedback

Communicatio Communication n skills, information retrieval systems, and information distribution systems

Communications requirements, communications technology, constraints, and assumptions

Performance reviews, variance analysis, trend analysis, earned value

Work results,

 

communications

analysis, and information distribution tools

management plan, and project plan

Administrative Closure - Inputs

Administrative Closure - Tools

Performance Reporting - Inputs

Risk Management Planning - Inputs

Risk Management Planning - Tools

Risk Identification Tools

Risk Identification Inputs

Qualitative Risk Analysis - Tools

Qualitative Risk

Organizational

 

Analysis Input

Planning Tools

Performance reporting tools, project reports, and project presentations

Performance measurement documents, product documentation, and other project records

Project charter, organizational risk management policies, defined roles and responsibilities, stakeholder  risk tolerance, organization's risk management templates, and the WBS

Project plan, work results, and other  project records

Documentation review, information gathering techniques, checklists, assumptions analysis, and diagramming techniques

Planning Meetings

Risk probability and impact, probability/impact risk rating matrix, project assumptions testing, and data precision ranking

Riskproject management plan, planning outputs, risk categories, and historical information

Templates, human

Risk management plan, identified risks, project status, project type, data

 

resource practices, organizational theory,

and stakeholder  analysis

precision, scales of  probability and impact, and assumptions

Risk Monitoring & Control Tools

Quantitative Risk Analysis - Inputs

Procurement Planning - Tools

Risk Monitoring and Control - Inputs

Solicitation - Tools

Solicitation Planning Inputs

Solicitation Planning Tools

Procurement Planning - Inputs

Solicitation - Inputs

Source Selection -

 

Inputs

 

Risk management plan, identified risks, list of  prioritized risks, list of risks for additional analysis, historical information, expert  judgment, and other planning outputs

Project risk response audits, periodic project risk reviews, earned value analysis, technical performance measurements, and additional risk response planning

Risk management plan, risk response plan, project communication, additional risk identification and analysis, and scope changes

Make of buy analysis, expert judgment, and contract type selection

Procurement management plan, statement of work, and other planning outputs

Bidders conferences, and advertising

Procurement Planning - Inputs

Standard forms and expert judgment

Proposals, evaluation criteria, and

Procurement documents, and

organizational policies

qualified seller lists

Source Selection Tools

Quality Control Outputs

Contract Close-out Inputs

Contract Close-out Tools

Contract Administration - Inputs

Contract Administration - Tools

Project Plan Execution - Outputs

Organizational Planning - Outputs

Project Plan

Quantitative Risk

 

Development - Outputs

Analysis - Tools

Quality improvement, improvement, acceptance decisions, rework, completed checklists, and process adjustments

Contract negotiation, weighting system, screening system, and independent estimates

Procurement Audits

Contract Documentation

Contract change control systems, performance reporting, and payment systems

Contract, work results, change requests, and seller invoices

Role and responsibility assignments, staffing management plan, oganization charts, and supporting details

Work results, and change requests

 

Interviewing, sensitivity analysis,

Project plan, and

decision tree analysis, and simulation

supporting details

Schedule Development - Outputs

Quantitative Risk Analysis - Outputs

Activity Duration Estimating - Outputs

Qualitative Risk Analysis - Outputs

Activity Sequencing Outputs

Risk Identification Outputs

Activity Definition Outputs

Risk Management Planning - Output

Scope Change Control

Administrative Closure

 

- Outputs

- Outputs

Prioritized list of quantified risks, probabilistic analysis of  the project, probability of  achieving the cost and time objectives, and trends in quantitative risk analysis results

Project schedule, supporting detail, schedule management plan, an resource requirement updates

Overall risk ranking for the project, list of prioritized risk, list of risks for additional analysis and management, trends in qualitative risk analysis results

Activity duration estimates, basis of  estimates, and activity list updates

Risks, triggers, and inputs to other  processes

Project network diagrams, and activity list updates

Risk Management Plan

Activity list, supporting details, and work breakdown structure updates

 

Project project archives, closure,

Scope changes, corrective action,

lessons learned

lessons learned, and adjusted baselines

Scope Verification Outputs

Performance Reporting - Outputs

Scope Definition Outputs

Information Distribution - Outputs

Scope Planning Output

Communication Planning - Output

Initiation - Outputs

Team Development Output

Integrated Change

Staff Acquisition -

 

Control - Output

Outputs

Performance reports, and change requests

Formal Acceptance

Project records, project reports, and project presentations

Work breakdown structure, and scope statement updates

Communications management plan

Scope statement, supporting details, scope management plan

Performance improvements, and inputs to performance appraisals

Project charter, project manager identified and assigned, constraints, and assumptions

Project staff assigned, and project team

Project plan updates, corrective action, and

 

directory

lessons learned

Resource Planning Output

Risk Monitoring and Control - Outputs

Schedule Control Outputs

Risk Response Planning - Outputs

Schedule Development - Outputs

Risk Response Planning - Outputs

Risk Response Planning - Inputs

Risk Response Planning - Tools

Contract Close-out -

Contract Administration -

 

Outputs

Output

 

Workaround plans, corrective action, project change requests, updates to risk response plan, risk database, and updates to risk identification checklists

Resource requirements

Risk response plan, residual risks, secondary risks, contractual agreements, contingency reserve amount needed, inputs to other  processes, and inputs to a revised project plan

Schedule updates, corrective action, and lessons learned

Risk response plan, residual risks, secondary risks, contractual agreements, contingency reserve amounts needed, Inputs to other  processes, and inputs to a revised project plan

Project schedule, supporting detail, schedule management plan, and resource requirements updates

Avoidance, transference, mitigation, and acceptance

Risk management plan, list of  prioritized risks, risk ranking of the project, prioritized list of quantified risks, probabilistic analysis of the project, list of potential responses, risk thresholds, risk owners, common risk causes, trends in quality and quantitative analysis results

Correspondence, contract changes, and

Contract file, andand formal acceptance

payment requests

closure

Quality Planning Output

Source Selection Output

C os t C o n t ro l - O u t p ut s

S ol i c i t at i o n - O ut p u t

Cost Budgeting Outputs

Solicitation Planning Outputs

Cost Estimating Outputs

Procurement Planning - Outputs

 

Quantitative Risk

Analysis - Outputs

 

Contract

Quality management plan, operational definitions, checklists, and inputs to other  processes

Proposals

Revised cost estimates, budget updates, corrective action, estimate at completion, project closeout, and lessons learned

Procurement documents, evaluation criteria, and statement of work updates

Cost baseline

Procurement management plan, and statements of work

Cost estimates, supporting detail, and cost management plan

Prioritized list of quantified risks, Probabilistic analysis of the project, Probability of 

achieving the cost & time objectives, trends in quantitative risk  

Total Float

Total Quality Management

Workaround

Work Breakdown Structure

Work Item

Work Breakdown Structure

 

Quality improvement program.

Float

Deliverable oriented approach. / Project elements are rolled up into larger project deliverables.

An alternative risk mitigation plan. Leaves Risk in place.

Lowest level deliverable.  / May be divided into activities.

Activity