Pmp Examcram Cram Sheet

Front 1

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

Back 1

Project

Front 2

Developing in steps &continuing by increments; characteristic of projects.

Back 2

Progressive Elaboration

Front 3

A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.

Back 3

Program

Front 4

A collection of projects & programs grouped together to facilitate effective mgmt of work to meet business objectives.

Back 4

Portfolio

Front 5

Phases that connect beginning to end of proj. Not the same as processes

Back 5

Project Life Cycle

Front 6

When is a projects level of uncertainty and failure risk highest?

Back 6

At the beginning

Front 7

The ability of stakeholders to influence a project is _____ at the start & gets progressively _____ as a project continues.

Back 7

Highest
Lower

Front 8

The cost of changes & correcting errors ______ as a project continues

Back 8

Increases

Front 9

A measurable, verifiable work product.

Back 9

Deliverable

Front 10

Set of interrelated actions/activities performed to achieve a prespecified set of products, services, or results.

Back 10

Process

Front 11

Specifying & creating project's product; typically defined by a project's life cycle & can vary by application area.

Back 11

Product-oriented Process

Front 12

A narrative desc. of products or services to be supplied by project.

Back 12

Project Statement Of Work(SOW)

Front 13

Formally initiates a proj, issued by sponsor, names PM, & confers authority to him.

Back 13

Project Charter

Front 14

The Project Charter outlines/includes...

Back 14

Project Purpose
Objectives, Success Criteria & Requirements
Assumptions, Constraints, & Risks
Summary Schedule & Budget
Stakeholder List & Approval Requirements
Project Manager & Sponsor

Front 15

What are the 2 Project Selection Methods

Back 15

Benefit Measurement (comparative approaches, scoring models, benefit contribution, economic models)
Mathematical Models (Linear, NonLinear, Dynamic, Integer, Mulit-objective programming algorithms)

Front 16

A set of process groups, their processes, and control functions.

Back 16

Project Management Methodology

Front 17

Automated tools to support information creation & dissemination.

Back 17

Project Management Information System (PMIS)

Front 18

Subsystem of PMIS; provides way to proposed changes, track systems for reviewing & approving changes, define approval levels for changes, & validate approved changes

Back 18

Configuration Management System

Front 19

Subsystem of config mgmt sys; documented procedures defining how project deliverables & documentation are controlled, changed & approved.

Back 19

Change Control System

Front 20

2 Types of Closure Procedures...

Back 20

Administrative- Documents all activities for executing administrative closure for project, including lessons learned.
Contract- Documents all activities for executing closure of any project contracts.

Front 21

Measures project performance moving through the project life cycle; forecasting tool that uses past performance to predict future performance.

Back 21

Earned Value Technique (EVT)

Front 22

Subdivision of project deliverables into small, more manageable components until work & deliverables are defined to the work package level.

Back 22

Decomposition

Front 23

Lowest level of the WBS; cost & schedule can be reliably estimated.

Back 23

Work Package

Front 24

A hierarchical breakdown of project org to depict work package by performing organizational unit.

Back 24

Organizational Breakdown Structure (OBS)

Front 25

A hierarchical, organized depiction of identified risk by risk category.

Back 25

Risk Breakdown Structure (RBS)

Front 26

A hierarchical, organized depiction of resources by type to be used.

Back 26

Resource Breakdown Structure (RBS)

Front 27

A grid that records product requirements & links each one to the deliverables that satisfy the requirements.

Back 27

Requirements Traceability Matrix

Front 28

Describes the project scope, major deliverables, assumptions, & constraints

Back 28

Scope Statement

Front 29

Approved version of the scope statement, WBS, & the WBS dictionary that can only be changed through the formal change control process

Back 29

Scope Baseline

Front 30

2 planning components when insufficient definition in WBS...

Back 30

Control Account- Bassi for planning when associated work packages have not been developed.
Planning Package- Below control account but above work package level in WBS; for planning known work contect without detailed schedule activites.

Front 31

All schedule activities planned to be performed on a project; not part of the WBS.

Back 31

Activity List

Front 32

Project Schedule Network Diagramming
Method 1 - Precedence Diagramming Method (PDM)

Back 32

AON(activity on node) connecting activity nodes with arrows. 4 dependency types:
Finish to Start(FS)
Finish to Finish(FF)
Start to Start(SS)
Start to Finish(SF) *rarely used

Front 33

Project Schedule Network Diagramming
Method 2 - Dependency Determination

Back 33

4 attributes
Mandatory(inherent in work done, hard logic)
Discretionary(best practice,create arbitrary float values, preferred, soft logic)
External (non project activities)
Internal(project activities)

Front 34

What are the 4 types of estimation?

Back 34

Bottom-Up
Analogous
Parametric
Three-Point

Front 35

Type of Time Estimation. When a schedule activity cannot be estimated to reasonable degree; work within schedule activity is decomposed, & an estimate is developed from a more detailed level.

Back 35

Bottom-Up Estimate

Front 36

Type of Time Estimation. Use actual duration of previous similar schedule activity as the basis for future schedule activity estimate.

Back 36

Analogous Estimate

Front 37

Type of Time Estimation. Multiplying quantity of work to be performed by productivity rate to estimate activity duration.

Back 37

Parametric Estimate

Front 38

Type of Time Estimation. Using an average of a most likely, optimistic (best-case), and pessimistic (worst case)

Back 38

Three-Point Estimate

Front 39

5 Schedule Network Analysis Techniques

Back 39

Critical Path Method
Resource Leveling
Critical Chain Method
Schedule Compression
Crashing

Front 40

Schedule Network Analysis Technique. Calculating early start & finish dates & late start & finish dates for all schedule activities without resource limiations by performing forward-pass & backward-pass analysis through project schedule network path.

Back 40

Critical Path Method

Front 41

Schedule Network Analysis Technique. Addressing schedule activities that need to be performed to meet specified dates, to address situations where shared or critical required resources are only available at certain times or are limited in quantity, or to keep resource usage at constant levels.

Back 41

Resource Leveling

Front 42

Schedule Network Analysis Technique. Modifying the project schedule to include buffers to account for limited resources.

Back 42

Critical Chain Method

Front 43

Schedule Network Analysis Technique. Shortening the project schedule without changing project scope; used on the critical path

Back 43

Schedule Compression

Front 44

Schedule Network Analysis Technique. Cost & Schedule trade-offs are analyzed to obtain the greatest amount of compression for least cost. More resources are added to the critical path. Does not always produce viable alternative or least cost.

Back 44

Crashing

Front 45

Sequential Phases or activities are performed in parallel; can increase risk & require rework.

Back 45

Fast Tracking

Front 46

The amount of time a successor activity can start before a predecessor activity completes. Leads allow some work to occur in parallel.

Back 46

Lead

Front 47

The amount of "forced wait" time after a predecessor activity completes before a successor activity can start. For example, pouring concrete requires drying time before it's possible to move to next step.

Back 47

Lag