PMP REviwe.pdf

What are the five (5) project management groups

Closing Processes

Controlling Processes

Executing Processes

Planning Processes

Initiating Processes

Name the six (6) processes within Project Procurement Management

Name the three (3) processes with Project Human Resource Management

Name the six (6) processes within Project Risk Management

Name the three (3) processes with Project Quality Management

Formalizing acceptance of the project or phase and bringing it to an orderly end.

Initiating processes, Planning processes, Executing processes, Controlling processes, Closing processes

Coordinating people and other resources to carry out the plan.

Ensuring that project objectives are met by monitoring and measuring progress regularly to identify variances from plan so that corrective action can be taken when necessary.

Authorizing the project or phase.

Defining and refining objectives and selecting the best of the alternative courses of action to attain the objectives that the project was undertaken to address.

Organizational Planning, Staff Acquisition, Team Development

Procurement Planning, Solicitation Planning, Solicitation, Source Selection, Contract Administration, Contract Closeout

Quality Planning, Quality Assurance, Quality Control

Risk Management Planning, Risk Identification, Qualitative Risk Analysis, Quantitative Risk Analysis, Risk Response Planning, Risk Monitoring and Control

Name the four (4) processes within Project Communications Management

Name the four (4) processes within Project Cost Management

Name the five (5) processes with Project Time Management

Name the five (5) processes with Project Scope Management

Name the three (3) processes within Project Integration Management

Work Package

Work Breakdown Structure, (WBS)

Workaround

Value Engineering, (VE)

Triggers

Resource Planning, Cost Estimating, Cost Budgeting, Cost Control

Communications Planning, Information Distribution, Performance Reporting, Administrative Closure

Initiation, Scope Planning, Scope Definition, Scope Verification, Scope Change Control

Activity Definition, Activity Sequencing, Activity Duration Estimating, Schedule Development, Schedule Control

A deliverable at the lowest level of the work breakdown structure, when that deliverable may be assigned to another project manager to plan and execute. This may be accomplished through the use of a subproject where the work package may be further decomposed into activities.

Project Plan Development, Project Plan Execution, Integrated Change Control

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.

A deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Each descending level represents an increasingly detailed definition of the project work.

Triggers, sometimes called risk symptoms or warning signs, are indications that a risk has occurred or is about to occur. Triggers may be discovered in the risk identification process and watched in the risk monitoring and control process.

Value engineering is a creative approach used to optimize life-cycle costs, save time, increase profits, improve quality, expand market share, solve problems, and/or use resources more effectively.

Total Quality Management, (TQM)

Time-Scaled Network Diagram

Technical Performance Measurement

Team Development

Task

Target Start Date, (TS)

Target Finish Date, (TF)

Target Completion Date, (TC)

Successor Activity

Subproject

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

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

Developing individual and group competencies to enhance project performance.

Technical performance measurement compares technical accomplishments during project execution to the project plan’s schedule of technical achievement.

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

A generic term for work that is not included in the work breakdown structure, but potentially could be a further decomposition of work by the individuals responsible for that work. Also, lowest level of effort on a project.

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

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

A smaller portion of the overall project.

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

Subnet

Statement of Work, (SOW)

Start Date

Stakeholder

Staff Acquisition

Source Selection

Solicitation Planning

Solicitation

Slack

Simulation

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 that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion. They may also exert influence over the project and its results.

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 sellers.

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

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

Documenting product requirements and identifying potential sources.

A simulation uses a project model that translates the uncertainties specified at a detailed level into their potential impact on objectives that are expressed at the level of the total project. Project simulations use computer models and estimates of risk at a detailed level, and are typically performed using the Monte Carlo technique.

Term used in arrow diagramming method for float.

Seller

Secondary Risk

Scope Verification

Scope Statement

Scope Planning

Scope Definition

Scope Change Control

Scope Change

Scope

Scheduled Start Date, (SS)

A risk that arises as a direct result of implementing a risk response.

The provider of goods or services to an organization.

The scope statement provides a documented basis for making future project decisions and for confirming or developing common understanding of project scope among the stakeholders. As the project progresses, the scope statement may need to be revised or refined to reflect approved changes to the scope of the project.

Formalizing acceptance of the project scope.

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

The process of progressively elaborating the work of the project, which includes developing a written scope statement that includes the project justification, the major deliverables, and the project objectives.

Any change to the project scope. A scope change almost always requires an adjustment to the project cost or schedule.

Controlling changes to project scope.

The point in time that work was scheduled to start on an activity. The scheduled start date is normally within the range of dates delimited by the early start date and the late start date. It may reflect leveling of scarce resources.

The sum of the products and services to be provided as a project.

Scheduled Finish Date, (SF)

Schedule Variance, (SV)

Schedule Performance Index, (SPI)

Schedule Development

Schedule Control

S-Curve

Risk Response Planning

Risk Response Plan

Risk Monitoring and Control

Risk Mitigation

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

The point in time that work was scheduled to finish on an activity. The scheduled finish date is normally within the range of dates delimited by the early finish date and the late finish date. It may reflect leveling or scarce resources.

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

The schedule efficiency ratio of earned value accomplished against the planned value. The SPI describes what portion of the planned schedule was actually accomplished. The SPI = EV divided by PV.

Graphic display of cumulative costs, labor hours, percentage of work, 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. Also a term for the cumulative likelihood distribution that is a result of a simulation, a tool of quantitative risk analysis.

Controlling changes to the project schedule.

A document detailing all identified risks, including description, cause, probability of occurring, impact(s) on objectives, proposed responses, owners, and current status. Also known as risk register.

Developing procedures and techniques to enhance opportunities and reduce threats to the project’s objectives. The tools include avoidance, mitigation, transference, and acceptance.

Risk mitigation seeks to reduce the probability and/or impact of a risk to below an acceptable threshold.

Monitoring residual risks, identifying new risks, executing risk reduction plans, and evaluating their effectiveness throughout the project life cycle.

Risk Management Planning

Risk Management Plan

Risk Identification

Risk Event

Risk Database

Risk Category

Risk Avoidance

Risk Acceptance

Risk

Rework

Documents how the risk processes will be carried out during the project. This is the output of risk management planning.

Deciding how to approach and plan risk management activities for a project.

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

Determining which risks might affect the project and documenting their characteristics. Tools used include brainstorming and checklists.

A source of potential risk reflecting technical, project management, organizational, or external sources.

A repository that provides for collection, maintenance, and analysis of data gathered and used in the risk management processes. A lessons-learned program uses a risk database. This is an output of the risk monitoring and control process.

This technique of the risk response planning process indicates that the project team has decided not to change the project plan to deal with a risk, or is unable to identify any other suitable response strategy.

Risk avoidance is changing the project plan to eliminate the risk or to protect the project objectives from its impact. It is a tool of the risk response planning process.

Action taken to bring a defective or nonconforming item into compliance with requirements or specifications.

An uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives.

Retainage

Responsibility Assignment Matrix, (RAM)

Resource Planning

Resource-Limited Schedule

Resource Leveling

Residual Risk

Reserve

Request for Quotation, (RFQ)

Request for Proposal, (RFP)

Remaining Duration, (RDU)

A structure that 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.

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

A project schedule whose start and finish dates reflect expected resource availability. The final project schedule should always be resource limited.

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

A risk that remains after risk responses have been implemented.

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).

Generally, this term is equivalent to request for proposal.

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.

The time needed to complete an activity.

A type of bid document used to solicit proposals from prospective sellers of products or services.

Quality Planning

Quality Control, (QC)

Quality Assurance, (QA)

Quantitative Risk Analysis

Qualitative Risk Analysis

Projectized Organization

Project Time Management includes what processes?

Project Time Management

Project Team Members

Project Scope Management includes what processes?

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.

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

Measuring the probability and consequences of risks and estimating their implications for project objectives. Risks are characterized by probability distributions of possible outcomes. This process uses quantitative techniques such as simulation and decision tree analysis.

The process of evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.

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.

Performing a qualitative analysis of risks and conditions to prioritize their effects on project objectives. It involves assessing the probability and impact of project risk(s) and using methods such as the probability and impact matrix to classify risks into categories of high, moderate, and low for prioritized risk response planning.

A subset of project management that includes the processes required to ensure timely completion of the project.

t consists of activity definition, activity sequencing, activity duration estimating, schedule development, and schedule control.

It consists of initiation, scope planning, scope definition, scope verification, and scope change control.

The people who report either directly or indirectly to the project manager.

Project Scope Management

Project Scope

Project Schedule

Project Risk Management includes what processes?

Project Risk Management

Project Quality Management

Project Procurement Management

Project Planning

Project Plan Execution

Project Plan Development

The work that must be done to deliver a product with the specified features and functions.

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 includes the processes of risk management planning, risk identification, qualitative risk analysis, quantitative risk analysis, risk response planning, and risk monitoring and 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 ensure that the project will satisfy the needs for which it was undertaken. It consists of quality planning, quality assurance, and quality control.

Risk management is the systematic process of identifying, analyzing, and responding to project risk. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of events adverse to project objectives.

The development and maintenance of the project plan.

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

Integrating and coordinating all project plans to create a consistent, coherent document.

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

Project Plan

Project Phase

Project Network Diagram

Project Manager (PM)

Project Management Team

Project Management Software

Project Management Professional, (PMP®)

Project Management Body of Knowledge, (PMBOK®)

Project Management, (PM)

Project Life Cycle

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

A formal, approved document used to guide both project execution and project control. The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and document approved scope, cost, and schedule baselines. A project plan may be summary or detailed.

The individual responsible for managing a project.

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

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

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.

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 that apply and advance it. The PMBOK® includes proven, traditional practices that are widely applied, as well as innovative and advanced ones that have seen more limited use.

An individual certified as such by the Project Management Institute (PMI®).

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.

The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

Project Integration Management

Project Human Resource Management

Project Cost Management

Project Communications Management

Project Charter

Project

Program Evaluation and Review Technique, (PERT)

Program

Product Scope

Procurement Planning

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

A subset of project management that includes the processes required to ensure timely and appropriate generation, collection and dissemination, storage and ultimate disposition of project information. It consists of communications planning, information distribution, performance reporting, and administrative closure.

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 temporary endeavor undertaken to create a unique product, service, or result.

A document issued by senior management that formally authorizes the existence of a project. And it provides the project manager with the authority to apply organizational resources to project activities.

A group of related projects managed in a coordinated way. Programs usually include an element of ongoing work.

An event-oriented network analysis technique used to estimate program duration when there is uncertainty in the individual activity duration estimates. PERT applies the critical path method using durations that are computed by a weighted average of optimistic, pessimistic, and most likely duration estimates. PERT computes the standard deviation of the completion date from those of the path’s activity durations.

Determining what to procure and when.

The features and functions that characterize a product or service.

Probability and Impact Matrix

Predecessor Activity

Precedence Relationship

Precedence Diagramming Method, (PDM)

Planned Value, (PV)

PERT Chart

Performing Organization

Performance Reporting

Performance Measurement Baseline

Percent Complete, (PC)

1) In the arrow determine diagramming method, the activity that enters a node. 2) In the precedence diagramming method, the “from” activity.

whether a risk is considered low, moderate, or high by combining the two dimensions of a risk, its probability of occurrence, and its impact on objectives if it occurs.

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.

The term used in the precedence diagramming method for a logical relationship. In current usage, however, precedence relationship, logical relationship, and dependency are widely used interchangeably, regardless of the diagramming method in use.

The term is commonly used to refer to a project network diagram.

The physical work scheduled, plus the authorized budget to accomplish the scheduled work.

Collecting and disseminating performance information. This includes status reporting, progress measurement, and forecasting.

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

An estimate, expressed as a percent, of the amount of work that has been completed on an activity or a group of activities.

An approved plan against which deviations are compared for management control.

Path Convergence

Path

Pareto Diagram

Parametric Estimating

Organizational Planning

Organizational Breakdown Structure, (OBS)

Node

Network Path

Network Logic

Network Analysis

A set of sequentially connected activities in a project network diagram.

The node in the schedule where parallel paths merge or join. At that node, delays or elongation or any converging path can delay the project. In quantitative risk analysis of a schedule, significant risk may occur at this point.

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.

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

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.

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

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

Near-Critical Activity

Monte Carlo Analysis

Monitoring

Milestone Schedule

Milestone

Matrix Organization

Master Schedule

Loop

Start-to-finish relationship

Start-to-start relationship

A technique that performs a project simulation many times to calculate a distribution of likely results.

An activity that has low total float.

A summary-level schedule that identifies the major milestones.

The capture, analysis, and reporting of project performance, usually as compared to plan.

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. A completion of a major deliverable.

A network path that passes the same node twice. Loops cannot be analyzed using traditional network analysis techniques such as critical path method and program evaluation and review technique.

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

The initiation of work of the successor depends upon the initiation of the work of the predecessor.

The completion of the successor is dependent upon the initiation of the predecessor.

Finish-to-finish relationship

Finish-to-start relationship

Name the four types of logical relationships

Logical Relationship

Line Manager

Life-Cycle Costing

Level of Effort, (LOE)

Lessons Learned

Lead

Late Start Date, (LS)

The initiation of work of the successor depends upon the completion of work of the predecessor.

The completion of the work of the successor cannot finish until the completion of work of the predecessor.

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

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

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

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

The learning gained from the process of performing the project. Lessons learned may be identified at any point. Also considered a project record.

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 period of time determined by the activities it supports.

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).

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

Late Finish Date, (LF)

Lag

Invitation for Bid, (IFB)

Integrated Change Control

Initiation

Information Distribution

Hanger

Hammock

Graphical Evaluation and Review Technique, (GERT)

Grade

A modification of a logical relationship that directs a delay in the successor task. For example, in a finish-to-start dependency with a ten-day lag, the successor activity cannot start until ten days after the predecessor has finished.

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).

Coordinating changes across the entire project.

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

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

Authorizing the project or phase.

An aggregate or summary activity (a group of related activities is shown as one and reported at a summary level). A hammock may or may not have an internal sequence.

An unintended break in a network path. Hangers are usually caused by missing activities or missing logical relationships.

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).

Functional Organization

Functional Manager

Free Float, (FF)

Forward Pass

Float

Firm Fixed-Price Contract, (FFP)

Finish Date

Fast Tracking

Exception Report

Event-on-Node

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).

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

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

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

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.

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

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 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.

Estimate at Completion, (EAC)

Estimate

Element

Effort

Earned Value Management, (EVM)

Earned Value, (EV)

Early Start Date, (ES)

Early Finish Date, (EF)

Duration Compression

Duration, (DU)

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).

The expected total cost of an activity, a group of activities, or 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 actual project performance to date.

The number of labor units required to complete an activity or other project element. Usually expressed as staff hours, staff days, or staff weeks. Should not be confused with duration.

One of the parts, substances, or principles that make up a compound or complex whole.

The physical work accomplished plus the authorized budget for this work. The sum of the approved cost estimates (may include overhead allocation) foractivities (or portions of activities) completed during a given period (usually projectto-date).

A method for integrating scope, schedule, and resources, and for measuring project performance. It compares the amount of work that was planned with what was actually earned with what was actually spent to determine if cost and schedule performance are as planned.

In the critical path method, the earliest possible point in time on which the uncompleted portions of an activity 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.

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

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

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

Dummy Activity

Deliverable

Decision Tree Analysis

Data Date, (DD)

Current Start Date

Current Finish Date

Critical Path Method, (CPM)

Critical Path

Critical Activity

Crashing

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.

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 date at which, or up to which, the project’s reporting system has provided actual status and accomplishments. Also called as-of date.

The decision tree is a diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives. It incorporates probabilities or risks and the costs or rewards of each logical path of events and future decisions.

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

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

The series of activities that determines the duration of the project. In a deterministic model, the critical path is usually defined as those activities with float less than or equal to a specified value, often zero. It is the longest path through the project.

A network analysis technique used to predict project duration by analyzing which sequence of activities (which path) has the least amount of scheduling 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’ calculated project early finish date).

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.

Cost Variance, (CV)

Cost-Plus-Incentive-Fee Contract, (CPIF)

Cost-Plus-Fixed-Fee Contract, (CPFF)

What is the forumla for figuring the Cost Performance Index (CPI)?

Cost Performance Index, (CPI)

Cost of Quality

Cost Estimating

Cost Control

Cost Budgeting

Corrective Action

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 budgeted cost of an activity and the actual cost of that activity. 2) In earned value, EV less ACWP = CV.

CPI = EV divided by AC

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

The cost efficiency ratio of earned value to actual costs.

Controlling changes to the project budget.

Developing an approximation (estimate) of the cost of the resources needed to complete project activities.

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

Allocating the cost estimates to individual work activities.

Control Charts

Control Account Plan, (CAP)

Control

Contract Closeout

Contract Administration

Time and material contracts

Do cost-reimbursable contracts use incentives?

Cost-reimbursable contracts

Do fixed-price contracts use incentives?

Fixed-price / Lump-sum contracts

The CAP is a management control point where the integration of scope and budget and schedule takes place, and where the measurement of performance will happen. CAPs are placed at selected management points of the work breakdown structure.

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.

Completion and settlement of the contract, including resolution of any open items.

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

These contracts are a hybrid type of contractual arrangement that contain aspects of both cost-reimbursable and fixedprice arrangements. Time and material contracts resemble cost-type arrangements in that they are open ended, because the full value of the arrangement is not defined at the time of the award. Thus, time and material contracts can grow in contract value as if they were cost-reimbursable-type arrangements. Conversely, time and material arrangements can also resemble fixed-unit arrangements when, for example, the unit rates are preset by the buyer and seller, as when both parties agree on the rates for the category of “senior engineers.”

Managing the relationship with the seller.

Tthis category of contract involves payment to the contractor for its actual costs. Costs are classified as direct costs and indirect costs. Indirect costs are usually calculated as a percentage of direct costs.

Cost-reimbursable contracts include incentives for meeting or exceeding selected project objectives, such as schedule targets or total cost.

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

Yes, fixed-price contracts may include incentives for meeting or exceeding selected project objectives, such as schedule targets.

Name 3 types of contracts.

Contract

Contingency Reserve

Constraint

Component

Communications Planning

Code of Accounts

Checklist

Chart of Accounts

Change Control Board, (CCB)

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

1. Fixed-price or lump-sum contracts, 2. Cost-reimbursable contracts, 3. Time and material contracts

Applicable restriction that will affect the performance of the project. Any factor that affects when an activity can be scheduled.

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

Determining the information and communications needs of the project stakeholders: who needs what information, when they will need it, and how it will be given to them.

A constituent part, an element.

A listing of many possible risks that might occur on a project. It is used as a tool in the risk identification process. Checklists are comprehensive, listing several types of risk that have been encountered on prior projects.

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

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

Any numbering system used to monitor project costs by category. The project chart of accounts is usually based upon the corporate chart of accounts of the primary performing organization.

Calendar Unit

Budget at Completion, (BAC)

Brainstorming

Baseline

Describe a the make-up of a bar chart.

Bar Chart

Backward Pass

Assumptions analysis

Assumptions

Arrow Diagramming Method, (ADM)

The sum of the total budgets for a project.

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.

The original approved plan (for a project, a work package, or an activity), plus or minus approved scope changes.

A general creativity technique that can be used to identify risks using a group of team members or subject-matter experts. Typically, a brainstorming session is structured so that each participant’s ideas are recorded for later analysis. A tool of the risk identification process.

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.

A technique that explores the assumptions’ accuracy and identifies risks to the project from inaccuracy, inconsistency, or incompleteness of assumptions.

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.

A network diagramming technique in which activities are represented by arrows. The tail of. Activities are connected at points called nodes (usually drawn as small circles) to illustrate the sequence in which the activities are expected to be performed.

Assumptions are factors that, for planning purposes, are considered to be true, real, or certain. Assumptions affect all aspects of project planning, and are part of the progressive elaboration of the project. Project teams frequently identify, document, and validate assumptions as part of their planning process. Assumptions generally involve a degree of risk.

Arrow

Application Area

Administrative Closure

Actual Start Date, (AS)

Actual Finish Date, (AF)

Actual Cost, (AC)

Activity Sequencing

Activity Description

Activity Definition

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 graphic presentation of an activity.

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

Generating, gathering, and disseminating information to formalize phase or project completion.

Total costs incurred that must relate to whatever cost was budgeted within the planned value and earned value (which can sometimes be direct labor hours alone, direct costs alone, or all costs including indirect costs) in accomplishing work during a given time period.

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

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

Identifying and documenting interactivity logical relationships.

An element of work performed during the course of a project. An activity normally has an expected duration, an expected cost, and expected resource requirements. Activities can be subdivided into tasks.

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

The project charter is created during which life cycle phase?

Sigma level: +- 1 sigma, +- 2 sigma. +- 3 sigma, +- 6 sigma

Estimate types:1. Order of Magnitude, 2. Budget, 3. Definitive

Communication Paths, (formula)

Communication Paths

PERT, (formula)

PERT Probability Analysis

Interest

Standard Deviation, (formula)

Present Value, (formula)

Correctness: 68.26%, 95.46%, 99.73%, 99.99%

Initiation

N * (N-1) / 2

Accuracy: 1. -25% to +75%, 2. -10% to +25%, 3. -5% to +10%

P + 4M + O / 6

Number of communication paths, (N = number of people on project)

I = P * R * T, Interest = Principal * Rate * Time

Average of Pessimistic, Optimistic and 4 times the Most likely estimates

FV / (1+r)n, FV = future value; r = interest rate; n = number of time periods

P- O / 6

Schedule Performance Index

Schedule Performance Index, (formula)

Cost Performance Index, (formula)

Cost Performance Index, (formula)

Schedule Variance

Schedule Variance, (formula)

Cost Variance

Cost Variance, (formula)

Variance At Completion

Variance At Completion, (formula)

EV / PB or, BCWP / BCWS

I'm progressing at ___% of the rate originally planned.

EV / AC or BCWP / ACWP

I'm getting ___ cents out of every dollar.

EV-PV or, BCWP-BCWS

Negative: Behind schedule (bad)… Positive: Ahead of schedule (good)

EC-AC or BCWP-ACWP

Negative: Over budget (bad)… Positive: Under budget (good)

BAC-EAC

How much over/under budget do we expect to be?

Estimate To Complete

Estimate To Complete, (formula)

Estimate At Completion

Estimate At Completion,(formula)

Budget At Completion

Actual Cost or Actual Cost of Work Performed

Earned Value, or Budgeted Cost of Work Performed

Planned Value or Budgeted Cost of Work Scheduled

General Management Skills include:

Risk Response Control involve:

EAC-ACWP or BAC-BCWP / CPI

From this point on, how much MORE will it cost to finish?

BAC / CPI

As of now, we EXPECT the total project to cost $___.

What is the ACTUAL cost INCURRED? What have we spent to date?

How much did you BUDGET for the total job? TOTAL BUDGET

How much work SHOULD be done? (Estimated value of PLANNED work)

How much work is ACTUALLY done, per the budget?

Involves executing the risk management plan in order to respond to risk events over the course of the project.

Leading, Negotiating, Negotiating

Contingency planning involves:

Risk response to threats fall into the following categories:

Simulation uses a representation or model of a system to:

Decision Trees are:

Risk quantification involves:

Risk systems are:

Risk Identification consists of:

Some of the processes of Project Risk management:

Some of the inputs to administrative closure include:

Administrative closure consists:

Avoidance, mitigation, acceptance

Defining action steps to be taken if an identified risk event should occur.

Are diagrams that depict key interactions among decisions and associated chance events as they are understood by the decision maker.

Analyze the behavior or performance of a system

Also called triggers, are indirect manifestations of actual risk events.

Involves evaluating risks and risk interactions to assess the range of project outcomes.

Risk identification, risk quantification, risk response control

Determining which risks are likely to affect the project and documenting the characteristics of each.

Of verifying and documenting project results to formalize acceptance of the product of the project by the sponsor, client, or customer.

Performance measurement documentation, Documentation of the product of the project, Other project records

Earned value analysis is:

Trend analysis involves:

Variance analysis involves:

Performance review meetings are:

Forecasting involves:

Progress reporting describes:

Status reporting describes:

Performance reporting involves:

Information distribution:

Assumptions are:

Involves examining project results over time to determine if performance is improving or deteriorating.

The most commonly used method of performance measurement.

Held to assess project status or progress.

Involves comparing actual results to planned or expected results.

What the project team has accomplished.

Predicting future project status and progress.

Collecting and disseminating performance information in order to provide stakeholders with information about how resources are being used to achieve project objectives.

Where the project now stands.

Factors that, for planning purposes, will be considered to be true, real or certain.

Involves making needed information available to project stakeholders in a timely manner.

Information typically required to determine project communications requirements includes:

Communications planning involves:

Some of the processes in project communications management include:

Some of the tools and techniques for team development include:

Team development on a project is:

A Responsibility Assignment Matrix:

Staffing requirements:

Are Human resource administrative activities part of the responsibility of the project management team?

Project Human Resource Management consists of the following processes?

Trend Analysis involves?

Determining the information and communications needs of the stakeholders: who needs what information, when they will need it, and how will it be given to them.

Project organization and stakeholder responsibility relationships, external information needs.

Team-building activities, Reward and recognition systems, and Training

Information distribution, Performance reporting, Administrative closure

Is used to link project roles/responsibilities to project scope definition.

Often complicated when individual team members are accountable to both a functional manager and to the project manager.

No, seldom are the direct responsibility of the project management team.

Define what kinds of skills are required from what kinds of individuals or groups and in what time frames.

Using mathematical techniques to forecast future outcomes based on historical results?

Organizational planning, Staff acquisition, Team development

Flowcharting is used in quality control to?

Statistical sampling:

A Pareto diagram is:

Control charts are:

To help evaluate quality control outputs:

Quality assurance:

The inputs to Quality Planning include:

Some of the tools and techniques for quality planning include:

The major processes in project integration management are:

Integrated Change Control changes control requires?

Involves choosing part of a population of interest for inspection.

Help analyze how problems occur.

A graphical display of the results over time of a process.

A histogram, ordered by frequency of occurrence, that shows how many results were generated by type or category of identified cause.

Includes taking action to increase the effectiveness and efficiency of the project to provide added benefits to the project stakeholders.

The project management team should have a working knowledge of statistical quality control, especially probability.

Benefits/cost analysis, Benchmarking, Design of experiments

Quality policy, Scope statement, Product description

Maintaining the integrity of the performance measurement baselines - all approved changes should be reflected in the project plan, but only project scope changes will affect the performance measurement baselines. Ensuring that changes to the product scope are reflected in the definition of the project scope. Coordinating changes across knowledge areas.

Project plan development, Project plan execution, Integrated change control

Integrated Change Control is concerned with?

Project Plan Execution

Project Plan Development

Project Integration Management

5 Phases of Project Management

Initiation Phase Activities

Planning Phase Core Processes

Planning Phase Facilitating Processes

Activity

Activity aspects

Carrying out the project plan by performing the activities included therein. The vast majority of the project's budget will be expended in performing this process.

1) Influencing the factors which creates changes to ensure that changes are beneficial. 2) Determining that that a change has occurred. 3) Managing the actual changes when and as they occur.

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

Taking the results of other planning processes and putting them into a consistent, coherent document that can be used to guide both project execution and project control.

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

Activity definition

Activity description

Activity Duration Estimating

Activity-On-Arrow

Activity-On-Node

Actual Cost of Work Performed

Actual Finish Date

Actual Start Date

Administrative Closure

Application Area

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

Identifying specific activities that 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.

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.

Arrow

Arrow Diagramming Method

As-Of Date

Backward Pass

Bar Chart

Baseline

Baseline Finish Date

Baseline Start Date

Budget at Completion

Budget Estimate

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

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.

Budget Cost of Work Performed

Budgeted Cost of Work Scheduled

Calendar Unit

Change Control Board

Change in Scope

Chart of Accounts

Charter

Code of Accounts

Communications Planning

Concurrent Engineering

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 baseline.

Smaller unit (Hours Days - Weeks - Shifts Minutes)

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.

Contingency Planning

Contingency Reserve

Contract - 3 Categories

Contract Definition

Contract - 2 Parts

Contract - Fixed price/Lump Sum

Contract - Cost reimbursable

Contract - Unit Price

Contract Administration

Contract Close-out

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

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.

Control

Control Chart

Corrective Action

Cost Budgeting

Cost control.

Cost Estimating

Cost of Quality

Cost Performance Index = Formula

Cost Performance Index

Project Cost at Compellation

Graphical display of results.

Comparing planned vs. actual performance.

Allocating cost estimates to the actual project.

Used to get a project back on track.

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.

Cost Plus Fixed Fee Contract

Cost Plus Inventive Fee Contract

Cost Variance

Crashing

Critical Activity

Critical Path Method

Current Finish Date

Current Start Date

Data Date

Deliverable

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.

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.

Dependency

Dummy Activity

Duration

Duration Compressing

Early Finish Date

Early Start Date

Earned Value

Effort

Estimate

Estimate at Completion

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.

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.

Estimate to Complete

Event-on-Node

Exception Report

Expected Monetary Value

Fast Tracking

Finish Date

Firm Fixed Price Contract

Fixed Price Incentive Fee Contract

Float

Forecast Final Cost

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.

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.

Forward Pass

Fragnet

Free Float

Functional Manager

Functional Organization

Gantt Chart

Grade

Graphical Evaluation and Review Technique

Hammock

Hanger

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.

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

Information Distribution

Initiation

Integrated Cost/Schedule Reporting

Invitation for Bid

Key Event Schedule

Lag

Late Finish Date

Late Start Date

Lead

Level of Effort

Committing the organization to begin a project phase.

Distributing necessary information to project stakeholders

Request for Proposal

Earned Value

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.

Life-Cycle Costing

Line Manager

Link

Logic Diagram

Logical Relationships (4 Types)

Finish-to-Start Activity

Finish-to-Finish Activity

Finish-to-Start Activity

Finish-to-Start Activity

Loop

A manager who is also working directly on the project.

Acquisition Operating - Disposal costs. Considered when evaluating alternatives.

Project Network Diagram

Connection of steps

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.

Management Reserve

Master Schedule

Matrix Organization

Milestone

Mitigation

Modern Project Management

Monitoring

Monte Carlo Analysis

Near-Critical Activity

Network Analysis

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.

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.

Network Logic

Network Path

Node

Organizational Breakdown Structure

Organizational Planning

Integrated Change Control

Parametric Estimating

Pareto Diagram

Path

Path Convergence

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 "packages".

A junction point in a project network diagram.

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.

Percent Complete

Performance Reporting

Performing Organization

Precedence Diagramming Method

Precedence Relationship

Predecessor Activity

Procurement Planning

Program

Program Evaluation and Review Technique

Project

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

Percent of work already performed.

Activities are represented by boxes and linked sequentially. A diagramming method.

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

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.

Project Charter

Project Communications Management

Project Cost Management

Project Human Resource Management

Project Integration Management

Project Life Cycle

Project Management

Project Management Body of Knowledge

Project Management Software

Project Management Professional

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 personnel in the project.

Subset project for ensuring a project is completed within budget.

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.

Project Management Team

Project Manager

Project Network Diagram

Project Phase

Project Plan

Project Plan - Elements

Is a Project Plan Summary or Detailed?

Project Plan Development

Project Plan Execution

Project Planning

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.

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.

Project Procurement Management

Project Quality Management

Project Risk Management

Project Schedule

Project Scope Management

Project Team Members

Project Time Management

Projectized Organization

Quality Assurance

Quality Control

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 order.

Subset of the project for identifying and mitigating risks.

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.

Quality Planning

Remaining Duration

Request for Proposal

Request for Quotation

Reserve

Resource Leveling

Resource-Limited Schedule

Resource Planning

Responsibility Assignment Matrix

Retainage

Time needed to complete an activity.

Identifying which quality standards are relevant to the project.

Bid document from a company to a vendor for pricing information.

Bid document from company to vendor.

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.

Risk Event

Risk Identification

Risk Quantification

Risk Response Control

Risk Response Development

S-Curve

Schedule Control

Schedule Development

Schedule Performance Index

Schedule Variance

Identifying which risks will affect the project.

An occurrence that affects the projects outcome.

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

Identifying probability of the risk.

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)

Scheduled Finished Date

Scheduled Start Date

Scope

Scope Change

Scope Change Control

Scope Definition

Scope Planning

Scope Verification

Should-Cost Estimate

Slack

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.

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.

Solicitation

Solicitation Planning

Source Selection

Staff Acquisition

Stakeholder

Start Date

Statement of Work

Subnet

Successor Activity

Target Completion Date

Document stating requirements and potential sources to meet those requirements.

Obtaining quotes, bids and offers.

Getting human resources to work on the project.

Choosing a vendor or product.

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.

Team Development

Time-Scaled Network Diagram

Target Finish Date

Target Start Date

Total Float

Total Quality Management

Workaround

Work Breakdown Structure

Work Item

Work Breakdown Structure

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 started by.

The date the work for the activity is planned to be completed by.

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

Project Plan Execution - Inputs

Project Plan Development - Tools

Project Plan Execution - Tools

Integrated Change Control - Inputs

Integrated Change Control - Tools

Initiation - Inputs

Initiation - Tools

Scope Planning - Tools

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 judgement

WBS templates and decomposition

Product description, 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 additional planning

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

Decomposition and 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, organizational policies, constraints, assumptions

Precedence Diagram Method (PDM), Arrow Diagram Method (ADM), conditional diagram 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 information, chart of accounts, and risks

Analogous estimating, parametric modeling, bottom-up estimating, computerized tools, and other cost estimating methods

Cost Budgeting - Tools

Cost Budgeting - Tools

Cost Control - Tools

Activity Duration Estimating - Inputs

Quality Planning Tools

Quality Assurance Tools

Quality Assurance Inputs

Quality Control - Tools

Quality Control Inputs

Quality Planning 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, product description, standards and regulations, and other process inputs

Work results, quality management plan, 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 Distribution - Inputs

Performance 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

Communication skills, information retrieval systems, and information distribution systems

Communications requirements, communications technology, constraints, and assumptions

Performance reviews, variance analysis, trend analysis, earned value analysis, and information distribution tools

Work results, communications 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 Analysis - Input

Organizational 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

Risk management plan, project planning outputs, risk categories, and historical information

Templates, human resource practices, organizational theory, and stakeholder analysis

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

Procurement documents, and 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 Development - Outputs

Quantitative Risk Analysis - Tools

Quality 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, decision tree analysis, and simulation

Project plan, and 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 - Outputs

Administrative Closure - 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 archives, project closure, lessons learned

Scope changes, corrective action, 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 Control - Output

Staff Acquisition 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 directory

Project plan updates, corrective action, and 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 Outputs

Contract Administration 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 payment requests

Contract file, and formal acceptance and closure

You are ready to enter a negotiating session with a group from Germany. The Germans have been known to be aggressive and assertive. What should you do?

During project implementation the client interprets a clause in the contact to mean one and you believe it means something else. What should you do?

Name 3 types of audits?

As a project manager, before reporting a perceived violation of an established rule or policy you should?

As a project manager, what is the most important activity to ensure stakeholder satisfaction ?

As a project manager you responsible for maintaining and ensuring what types of integrity?

According to PMI what is the most critical factor to the success of a project working internationally?

As a PMI member what happens when any party other than a member cited for noncompliance refuses to cooperate with PMI concerning matters under review?

What is one of the two conditions in which you as a PMI member must refrain from offering or accepting monetary payments or other forms of compensation?

What is meant by the term aggressive insight?

Document the dispute and refer the provisions of the contract that will address the dispute.

Maintain active listening

Ensure there is a reasonable clear and factual basis for reporting the violation.

Internal, system, and baseline

Personal integrity, project integrity, and product integrity

Documentating the requirements

Accordingly, PMI may terminate the ethics complaint.

According to PMI, it is leadership.

It is a constant self-reexamination to better understand one's own strengths and shortcomings.

Accordingly, when such payments or gifts do not conform with applicable laws and when they may provide an unfair advantage for themselves or the business they represent.

What is one condition under which a PMI member does not have to honor and maintain confidentiality and privacy of the customer?

What is one condition under which a PMI member does not have to honor and maintain confidentiality and privacy of the customer?

You co-worker is under investigation by PMI, do you need to cooperater in investigation if asked by PMI?

As a project manager what is the best way to demonstrate a professional manner with your fellow team members and stakeholders?

How can you as a project manager ensure individual integrity and professionalism?

Going of off your own experience in the field of project management, provide an example of how you can contribute to the project management professional knowledge base?

Why should you as a PMI member contribute to the project management knowledge base?

According to PMI, define transnational?

When dealing with an ethics case who decides the matter?

According to PMI, what materials are considered confidential in an ethics matter?

If granted permission by the customer, client, or employer.

If maintaining the confidentiality is otherwise unethical or unlawful.

By respecting personal, ethnic, and all cultural differences that may be present on the team or with the stakeholders.

Yes, you must cooperate with PMI concerning matters of possible ethics violations and other PMI matters. Failure to cooperate may result in your PMP designation being revoked.

By sharing lessons learned, best practices and research with other colleagues.

By adhering to all the legal requirements and ethical standards to protect the community and all stakeholders.

Working in an environment that is both global and local at the same time. It also involves creating a need for greater attention to and awareness of diversity of cultures.

To improve the quality of project management services, build on the capabilities of other colleagues and help advance the project management profession.

All material prepared by or submitted to the Project Management Institute

The PMI Ethics Review Committee, or the PMI Ethics Appeal Committee depending on the matter.