Capm All In One - Chapter 3 Key Terms

Front 1

Assumption

Back 1

A belief that may or may not be true within a project. Weather is an example of an assumption in construction projects.

Front 2

Change Request

Back 2

A documented request to add to or remove from the project scope. A change request may be initiated to change an organizational process asset, such as a template or a form.

Front 3

Closing Process Group

Back 3

The project management process group that contains the activities to close out a project and project contracts.

Front 4

Constraint

Back 4

A condition, rule, or procedure that restricts a project manager's options. A project deadline is an example of a constraint.

Front 5

Corrective Action

Back 5

A corrective action brings project work back into alignment with the project plan. A corrective action may also address a process that is producing errors.

Front 6

Cost Baseline

Back 6

The aggregation of the project deliverables and their associated costs. The difference between the cost estimates and the actual cost of the project identifies the cost varience.

Front 7

Defect Repair

Back 7

The activity to repair a defect within the project.

Front 8

Deming's PDCA cycle

Back 8

Standard project managment is based on Deming's plan-to-check-act cycle, which describes the logical progression of project management duties.

Front 9

Enterprise Environmental Factors

Back 9

Any external or internal organizational factors that can affect project success. Enterprise environmental factors include the culture, organizational structure, resources, commercial databases the project will use, market conditions, and your project managment software.

Front 10

Executing Process Group

Back 10

The project management process group that provides the activities to carry out the project management plan to complete the project work.

Front 11

Initiating Process Group

Back 11

The project management process group that allows a project to be chartered and authorized.

Front 12

Manage Project Team

Back 12

The project manager must, according to enterprise environmental factors, manage the project team to ensure that they are completing their work assignments with quality and accordig to plan.

Front 13

Manage Stakeholder Expectations

Back 13

This process is based on what the stakeholders expect from the project and on project communications from the project manager.

Front 14

Monitoring and Controlling Process Group

Back 14

The project management process group oversees, measures, and tracks project performance.

Front 15

Organizational Process Assets

Back 15

The methodology an organization uses to perform its business, as well as the guidelines, procedures, and knowledge bases, such as the lessons learned documentation from past projects and any relevant historical information.

Front 16

Planning Process Group

Back 16

The project management process group that creates the project management plan to execute, monitor and control, and close the project.

Front 17

Preventive Action

Back 17

A risk-related action that avoids risk within the project. A work-around to a problem within your project is an example of a preventive action.

Front 18

Process

Back 18

A set of integrated activities to create a product, result, or service. Project management processes allow the project ot move toward completion.

Front 19

Project Calendar

Back 19

The calendar that documents when the project work can occur.

Front 20

Project Charter

Back 20

A document that comes from outside of the project boundaries and authorizes the existence of a project.

Front 21

Project Deliverable

Back 21

The output of the project.

Front 22

Project Scope Statement

Back 22

The project scope defines the project, the project deliverables, product requirement, project boundaries, acceptance procedures, and scope control.

Front 23

Resource Calendar

Back 23

The calendar that documents which project resources are available for the project work.

Front 24

Risk Register

Back 24

A central repository of the project risks and their attributes.

Front 25

Risk

Back 25

An uncertain event or condition that can have a negative or positive impact on the project.

Front 26

Rolling Wave Planning

Back 26

Iterations of planning throughout the project life cycle.

Front 27

Schedule Baseline

Back 27

The expected timeline of the project. The difference between the planned schedule and the experience schedule reveals schedule variances within the project.

Front 28

Scope Baseline

Back 28

The sum of the project deliverables. The WBS is often called the project scope baseline. The differences between the WBS and what is created is a scope varience.

Front 29

WBS Dictionary

Back 29

A document that defines every identified element of the WBS.

Front 30

Work Breakdown Structure (WBS)

Back 30

A breakdown of the project scope; often called the scope baseline.

Front 31

Work-Around

Back 31

An immediate response to a negative risk within the project. This is an example fo a corrective action.