Capm All In One - Chapter 5 Key Terms

Front 1

8/80 Rule

Back 1

A planning heuristic for creating the WBS. This rule states the work packae is a WBS must take no more than 80 hours of labor to create and no fewer than 8 hours of labor to create.

Front 2

Active Observation

Back 2

The observer interacts iwth the worker to ask questions and understand each step of the owrk being completed; in some instances the observer could serve as an assistnat in doing the work.

Front 3

Affinity Diagrams

Back 3

When stakeholders create a large number of ideas, you can use an affinity diagram to cluster similar ideas for further analysis.

Front 4

Alternative Identification

Back 4

A scope definition process of finding alternative solutions for the project customer while considering the customer's satisfaction, the cost of the solution, and how the customer may use the product in operations.

Front 5

Brainstorming

Back 5

This approach encourages participants to generate as many ideas as possible about the project requirements. No idea is judged or dismissed during the brainstorming session.

Front 6

Change Control System (CCS)

Back 6

Documented in the scope management plan, this system difines how changes to the project scope may be allowed.

Front 7

Change Management Plan

Back 7

This subsidiary plan defines how changes will be allowed and managed within the project.

Front 8

Code of Accounts

Back 8

A hierarchical numbering system for each item in the WBS. The PMBOK is a good example of a code of accounts, as each chapter and its subheadings follow a logical numbering scheme. For example, PMBOK 5.3.3.2 identifies an exact paragraph in the PMBOK.

Front 9

Configuration Management Plan

Back 9

This subsidiary plan defines how changes to the features and functions of the project deliverables will be monitored and controlled within the project.

Front 10

Delphi Technique

Back 10

This approach uses rounds of anoymous surveys to build consensus. Because the surveys are anonymous, participations are more likely to be honest with their requirements, opinions, and statements. This project manager organizes these comments and inputs and then sends them back to the participant for another round of anonymous input.

Front 11

Dictatorship

Back 11

A decision method where only one individual makes the decision for the group.

Front 12

Focus Groups

Back 12

A moderator-0led requirements collection method to elicit requirements from stakeholders.

Front 13

Functional Analysis

Back 13

This is the study of the functions within a system, project, or what's more likely in the project scope statment, the product the project will be creating. Functional analysis studies the goals of the product, how the product will be used, and the expectaions the customer has of the product once it leaves the project and moves into operations. Functional analysis may also consider the cost of the product in operations, wihch is known as life cycle costing.

Front 14

Funding Limit

Back 14

Most projects have a determined budget in relation to the project scope. There may be a qualifier on this budget, such as plus or minus 10 percent based on the type of cost estimate created.

Front 15

Initial Project Organization

Back 15

The project scope statement identifies the project team and the key stakeholders. In some organizations, especially on larger projects, the team organization and structure are also documented.

Front 16

Interviews

Back 16

A requirements collection method used to elicit requirements from takeholders in a one-on-one conversation.

Front 17

Majority

Back 17

A group decision method where more than 50 percent of the group must be in agreement.

Front 18

Mind Mapping

Back 18

This approach maps ideas to show the relationship among requirements and the differences between requirements. The map can be reviewed to identify new solutions or to rank the identified requirements.

Front 19

Nominal Group Technique

Back 19

As with brainstorming, participants are encouraged to generate as many ideas as possible, but the suggested ideas are ranked by a voting process.

Front 20

Passive Observation

Back 20

The observer records information about the work being completed without interrupting the process; sometimes called the invisible observer.

Front 21

Plurality

Back 21

A group-decision method where the largest part of the group makes the decision even if it's not more than 50 percent of the total. (Consider three or four factions within the stakeholders.)

Front 22

Product Acceptance Criteria

Back 22

This project scope statement component works iwth the project requirements, but focuses specifically on the product and what the conditions and processes are for formal acceptance of the product.

Front 23

Product Breakdown

Back 23

A scope definition technique that breaks down a product into a hierarchical structure, much like a WBS breaks down a project scope.

Front 24

Product Scope Description

Back 24

This is a narrative on what the project is creating as a deliverable for th project customer.

Front 25

Product Scope

Back 25

Defines the product or service that will come about as a result of completing the project.

Front 26

Project Assumptions

Back 26

A project assumption is anythihng that is held to be true but not proven to be true.

Front 27

Project Boundaries

Back 27

A project boundary clearly states what is included with the project ans what's excluded from the project. This helps to eliminate assumptions between the project management team and the project customer.

Front 28

Project Constraints

Back 28

A constraint is anything that limits the project manager's options. Consider a predetermined budget, deadline, resources, or materials and project manager maust use within the project--these are all examples of project constraints.

Front 29

Project Objectives

Back 29

These are the measurable goals that determine a project's acceptabilty to the project customer and the overall success of the project. Objectives often include the cost, schedule, technical requirements, and quality demands.

Front 30

Project Requirements

Back 30

These are the demands set by the customer, regulations, or the performing organization that must exist for the project deliveralbes to be acceptable. Requirements are often prioritized in a number of ways, from "must have" to "should have" to "would like to have."

Front 31

Project Scope

Back 31

This defines all the work, and only the required work, to complete the project objectives.

Front 32

Project Scope Managment Plan

Back 32

This project management subsidiary plan controls how the scope will be defined, how the project scope statement will be created, how the WBS will be created, how scope verification will proceed, and how the project scope will be controlled thorughout the project.

Front 33

Prototype

Back 33

A model of the finished deliverable that allows the stakeholder to see how the final project deliverable may operate.

Front 34

Requirements Documentation

Back 34

This documentation of what the stakeholders expected in the project defines all of the requirements that must be present for the work to be accepted by the stakeholders.

Front 35

Requirements Management Plan

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This subsidiary plan defines how changes to the project requirements will be permitted, how requirements will be tracked, and how changes to the requirements will be approved.

Front 36

Requirements Traceability Matrix (RTM)

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This is a table that maps the requirements throughout the project all the way to their completion.

Front 37

Schedule Milestones

Back 37

The project customer may have specific dates when phases of the project should be completed. These milestones are often treated as project constraints.

Front 38

Scope Creep

Back 38

Undocumented, unapproved changes to the project scope.

Front 39

Stakeholder Analysis

Back 39

A scope definition process where the project management team interviews the stakeholders and categorizes, prioritizes, anddocuemts what the project customer whats and needs. Stakeholder analysis demands quantificaiton of stakeholder objectives; goals such as "good." "satisfaction," and "speedy" aren't quantifiable.

Front 40

Systems Analysis

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A scope definition approach that studies and analyzes a system, its components, and the relationship of the components within the system.

Front 41

Systems Engineering

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This project scope statement - creation process studies how a system should work, designs and creates a system model, and then enacts the working system based on the project's goals and the customer's expectations. Systems engineerin aims to balance the time and cost of the project in relation to the scope of the project.

Front 42

Unanimity

Back 42

A group decision method where everyone must be in agreement.

Front 43

Value Analysis

Back 43

As with value engineering, this approach examines the functions of the project's product in relation to the cost of the features and functions. This is where, to some extent, the grade fo the product is in relationship to the cost of the product.

Front 44

Value Engineering

Back 44

This approach to project scope statment creation attempts to find the correct leel of quality in relation to a reasonable budget for the project deliverables while still achieving an acceptable level of performance of the product.

Front 45

WBS Dictionary

Back 45

A WBS companion document that defines all of the characteristics of each element within the WBS.

Front 46

WBS Template

Back 46

A prepopulated WBS for repetitive projects. Previous projects' WBSs are often used as templates for current similar projects.

Front 47

Work Breakdown Structure (WBS)

Back 47

A deliverables-oreinted breakdown of the project scope.

Front 48

Work Package

Back 48

The smallest item in the WBS.

Front 49

Work Performance Information

Back 49

Status of the deliverables: the work that's been started, finished, or has yet to begin.