Pmp Prep 3Rd Edition

Front 1

Scope
Schedule
Cost

Back 1

What are the 3 project constraints?

Front 2

1-Initiating
2-Planning
3-Executing
4-Controlling
5-Closing

Back 2

5 Project Management Processes

Front 3

Project Management Professionals

Back 3

PMP

Front 4

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

Back 4

Definition of a "project"

Front 5

EV – AC (BCWP – ACWP)

Back 5

Cost Variance (CV) Formula

Front 6

EV – PV (BCWP – BCWS)

Back 6

Schedule Variance (SV) Formula

Front 7

EV/AC (BCWP/ACWP)

Back 7

Cost Performance Index (CPI) Formula

Front 8

EV/PV (BCWP/BCWS)

Back 8

Schedule Performance Index (SPI) Formula

Front 9

Tells how much is budgeted for the total project. BAC is the budget at completion, the total project. BAC is the budget at completion, the total budgeted cost.

Back 9

Budget at Completion (BAC)Definition

Front 10

n(n-1)/2

Back 10

Calculation to determine the number of communication paths.

Front 11

TS = LF-EF =LS-ES LF = Late Finish EF = Early Finish LS = Late Start ES = Early Start TS=0 is the critical path

Back 11

Total Slack (TS)

Front 12

FS of x = EX (of x+1) - EF (of x) -1 ES (of x+1) = Early Start of the earlies succeeding activity to x EF = Early Finish

Back 12

Free Slack (FS)

Front 13

σ=(P-O)/6 P = Pessimistic O = Optimistic

Back 13

Standard Deviation (σ) of a single activity

Front 14

σ^2 = ((P-O)/6)^2 P = Pessimistic O = Optimistic

Back 14

Standard Deviation Variance for a Single Activity (σ)^2

Front 15

√∑σ^2 = √sum((P-O)/6)^2 O=optimistic P=pessimistic

Back 15

Standard Deviation for series of activities

Front 16

VAC = BAC - EAC BAC = Budget at completion EAC = Estimate at completion

Back 16

Variance At Completion (VAC)

Front 17

COQ = EFTW + COPQ = POC +PONC EFTW = Essential 1st Time Work COPQ = Cost of Poor Quality POC = Price of Conformance PONC = Price of Non-conformance

Back 17

Cost of Quality (COQ)

Front 18

PV = FA / (1+ i^n) FA = Future Amount i = interest rate n = number of years

Back 18

Present Value (PV)

Front 19

= Asset Cost / Useful Life

Back 19

Straight-line Depreciation

Front 20

= 2 x ((Asset Cost - Accumulated Depreciation)/useful life)

Back 20

Double Declining Balance

Front 21

An estimating technique that uses the values of parameters, such as scope, cost, budget, and duration from a previous, similar activity for estimating for future activity.

Back 21

Analogous Estimating [Technique] (Activity Duration Estimation)

Front 22

Effort applied to project work that is not readily divisible into discrete efforts for that work, but which is related in direct proportion to measurable discrete work efforts.

Back 22

Apportioned Effort (AE)

Front 23

A schedule network diagramming technique in which schedule activities are represented by arrows and nodes represent sequence in which the schedule activities are expected to be performed.

Back 23

Arrow Diagramming Method (ADM) [Technique] (Activity Sequencing)

Front 24

A technique that explores the accuracy of assumptions and identifies risks to the project from inaccuracy of the assumption.

Back 24

Assumptions Analysis [Technique] (Risk Identification)

Front 25

The calculation of the late finish and start dates for uncompleted work by working backwards through the schedule logic from the end date.

Back 25

Backward Pass

Front 26

Method of estimating a component of work from the lowest, more detailed pieces of work and then aggregating the resource/cost needs upwards into a total quantity for that component.

Back 26

Bottom-Up Estimating [Technique] (Activity Resource Estimating) (Cost Estimating)

Front 27

A general data gathering and creativity technique that can be used to identify risks, ideas, or solutions to issues by using a group of team members or experts and recording their ideas.

Back 27

Brainstorming [Techinique] (Risk Identification)

Front 28

The sum of all the budgets established for the work to be performed on a project. The total PLANNED VALUE for a project.

Back 28

Budget at Completion

Front 29

Any numbering system used to monitor project costs by category (e.g. labor, supplies). Based upon the corporate chart of accounts of the perfoming organization.

Back 29

Chart of Accounts [Tool]

Front 30

Any numbering system used to uniquely identify each component of the WBS.

Back 30

Code of Accounts [Tool]

Front 31

A source of variation on a control chart that would be considered normal and within limits and is predictable.

Back 31

Common Cause Definition

Front 32

A graphic display of process data over time and against established control limits. Has a centerline that assists in detecting trends of plotted values towards the limits.

Back 32

Control Chart [Tool] (Perform Quality Control)

Front 33

The area composed of 3 standard deviations on either side of the centerline or mean of a control chart that reflects the expected variation in the data.

Back 33

Control Limits (on a control chart in the Perform Quality Control process)

Front 34

Determining the costs incurred to ensure quality, whether it is Cost of Conformance (Prevention, appraisal costs) or Cost of Non-Conformance (Failure, rework, waste, reputation)

Back 34

Cost of Quality (COQ) [Technique] (Quality Planning)

Front 35

A type of reimbursable contract where the buyer reimburses the seller for the allowable costs for the contract work and the seller also receives a fee calculated as an agreed upon percentage of Actual Cost.

Back 35

Cost-Plus-Fee (CPF) Cost-Plus-Percent-Cost (CPPC)

Front 36

A type of reimbursable contract where the buyer reimburses the seller for the allowable costs for the contract work and the seller also receives a fixed amount of profit (Fee).

Back 36

Cost-Plus-Fixed-Fee (CPFF)

Front 37

A type of reimbursable contract where the buyer reimburses the seller for the allowable costs for the contract work and the seller earns its profit if it meets defined performance criteria.

Back 37

Cost-Plus-Incentive-Fee (CPIF)

Front 38

A type of contract where the buyer reimburses the seller for the allowable costs for the contract work and the seller also receives a fee representing the seller's profit.

Back 38

Cost-Reimbursable Contract

Front 39

A measure of cost performance on a project represented by the Earned Value (EV) - Actual Cost (AC)

Back 39

Cost Variance CV = EV - AC CV = BCWP - ACWP

Front 40

A specific type of project schedule compression technique performed by taking action to compress the total schedule duration for the least incremental cost by analyzing cost and schedule tradeoffs.

Back 40

Crashing [Technique] (Schedule Development)

Front 41

A schedule network analysis technique that modifies the project schedule to account for limited resources. (mixes deterministic and probablilistic approaches)

Back 41

Critical Chain Method [Technique] (Schedule Development)

Front 42

A schedule network analysis method used to determine the amount of scheduling flexibility(amount of float) on various logical network paths to determine the minimum project duration. Forward pass to get early start and finish dates/Backward pass to get late start and finish dates.

Back 42

Critical Path Method (CPM) (Schedule Development)

Front 43

A diagram that describes a decision under consideration and the implications of choosing one or another alternative. Used when future outcomes are uncertain. (Expected monetary value analysis)

Back 43

Decision Tree Analysis [Technique] (Quantitative Risk Analysis)

Front 44

An information gathering technique used as a way to reach a consensus of experts on a subject while reducing bias. (Anonymous participation)

Back 44

Delphi Technique [Technique] (Risk Identification)

Front 45

A management technique used for evaluationg a proposed design to ensure that the design meets customer requirements.

Back 45

Design Review [Technique] (Quality)

Front 46

A statistical technique that calculates the average outcome when the future is uncertain commonly used in decision tree analysis.

Back 46

Expected Monetary Value (EMV) [Technique] (Quantitative Risk Analysis)

Front 47

Type of Fixed price contract where the buyer pays the seller a set amount regardless of the seller's costs.

Back 47

Firm-Fixed-Price (FFP)

Front 48

A type of contract where the buyer pays the seller a set amount and the seller can earn an additional amount if the seller meets defined criteria.

Back 48

Fixed-Price-Incentive-Fee (FPIF)

Front 49

Type of contract involving a fixed total price for a well defined product.

Back 49

Fixed-Price or Lump-Sum Contract

Front 50

The depiction in a diagram format of the inputs, process actions and outputs of one or more processes within a system

Back 50

Flowcharting [Technique] (Perform Quality Control)

Front 51

Estimates or predictions of conditions and events in the projects future based on projects past and expected performance. Updated and reissued based on Work performance info as the project is executed. Yields EAC and ETC

Back 51

Forecasting [Technique] (Cost Control)

Front 52

Amount of time that a schedule activity can be delayed without delaying the early start of any immediately following schedule activities.

Back 52

Free Float (FF)

Front 53

A category or rank used to distinguish items that have the same functional use, but do not share the same requirements for quality.

Back 53

Grade

Front 54

Examining or measuring to verify whether an activity, component, product, result or service conforms to specified requirements.

Back 54

Inspection (reviews, audits, walkthroughs) [Technique] (Scope Verification) (Perform Quality Control) (Contract Admin)

Front 55

A mod of a logical relationship that allows an acceleration of the succesor activity.

Back 55

Lead (Schedule Development)

Front 56

68.26

Back 56

1 Sigma equals

Front 57

95.46

Back 57

2 Sigma equals

Front 58

99.73

Back 58

3 Sigma equals

Front 59

99.9997

Back 59

6 Sigma equals

Front 60

PERT Pessimistic + (4 x Realistic) + Optimistic / 6

Back 60

The Three Point Estimate formula

Front 61

Pessimistic – Optimistic / 6

Back 61

The Standard Deviation Formula

Front 62

Enterprise Environmental Factors, Organizational Process assets, Project Scope statement, Project Management Plan

Back 62

What are the inputs for Communications planning?

Front 63

Communications requirements analysis, Communications technology

Back 63

What are the tools and techniques for Communications Planning?

Front 64

Communications Management plan

Back 64

What are the outputs for Communications Planning?

Front 65

Communications management plan

Back 65

What are the inputs for Information Distribution?

Front 66

Communications skills, Information gathering and retrieval systems, Information Distribution methods, Lessons learned process

Back 66

What are the tools and techniques for Information Distribution?

Front 67

Organizational process assets (updates), Requested changes

Back 67

What are the outputs for Information distribution?

Front 68

1. Work Performance Information 2. Performance Measurements 3. Forecasted Completion 4. Quality control measurements 5. Project Management Plan 6. Approved Change requests 7. Deliverables

Back 68

What are the inputs for Perormance Reporting?

Front 69

1. Information presentation tools 2. Performance information gathering and compilation 3. Status review meetings 4. Time reporting systems 5. Cost reporting systems

Back 69

What are the tools and techniques for Performance Reporting?

Front 70

1. Performance Reports 2. Forecasts 3. Requested Changes 4. Recommended corrective actions 5. Organizational process assets

Back 70

What are the outputs for Performance Reporting?

Front 71

1. Communications Management Plan 2. Organizational process assets

Back 71

What are the inputs for Manage Stakeholders?

Front 72

1. Communication methods 2. Issue logs

Back 72

What are the tools and techniques for Manage Stakeholders?

Front 73

1. Resolved issues 2. Approved change requests 3. Approved Corrective actions 4. Organizational Process Assets 5. Project Management Plan

Back 73

What are the outputs for Manage Stakeholders?

Front 74

Memos and emails

Back 74

Examples of non-formal communication

Front 75

The company goals and how to adhere to them.

Back 75

Quality Policy defines

Front 76

A process of Plan-Do-Check-Act to improve quality. According to Deming, each process should go through these steps to improve the quality.

Back 76

Deming suggested

Front 77

Apply continuous small improvements to reduce costs and ensure consistency.

Back 77

Kaizen Theory

Front 78

You compare the cost of incremental improvements against the increase in revenue made from quality improvements. Optimal quality is reached when cost of improvements equals the costs to achieve quality.

Back 78

Marginal Analysis

Front 79

In control charts, if there are seven points on one side of mean, then an assignable cause must be found.

Back 79

Rule of seven

Front 80

category or rank given to entities having same functional use but different technical characteristics. As an example, for different grades of hotels, the customers expectations are different. Poor grade may be acceptable, but poor quality is not.

Back 80

Grade refers to

Front 81

Gold-plating

PMI does not recommend gold-plating.

Back 81

Giving extras i.e. doing more than the project scope is called:

Front 82

Benefit/Cost Analysis
Benchmarking
Additional quality planning tools
Design of experiments
Cost of quality

Back 82

The following are tools and techniques for Quality Planning process

Front 83

Cause and effect diagram
Control charts
Flowcharting
Histogram
Pareto chart
Run chart
Scatter diagram
Statistical Sampling
Inspection
Defect repair review

Back 83

Perform Quality Control focuses on correctness of work. It includes inspections.
The tools and techniques used for Quality Control are -

Front 84

Formally authorizes the project.
Gives the objectives and business case
Identifies the Project Manager.
Generic enough not to change often.
Written by a Manager higher in authority than Project Manager.
Includes name, description, deliverables
A project does not start unless it has a Project charter.

Back 84

A project charter

Front 85

involves the process of taking a project from concept to detailed design.

Back 85

Describe Progressive Elaboration

Front 86

Formed to review change requests. It is used to approve or reject change requests. After the project scope has been baselined, each requested change must go through a change control review process.

Back 86

Desribe the Change Control Board

Front 87

Evaluate (assess) the impact of change to the project
Create alternatives including cutting other tasks, crashing, fast-tracking etc.
Meet with management, sponsors etc.
Meet with the customer if necessary

Back 87

When a change request is received, the following steps must be taken (in this order)

Front 88

A system that keeps track of status of all the project tasks. It is used to track the status of the project. The exam does not focus on any specific system (for example Microsoft Project ).

Back 88

Describe Project Management Information System (PMIS)

Front 89

the processes required to ensure that the project includes all the work, and only all the work required to complete the project successfully. It is primarily concerned with controlling what is and what is not in the scope.

Back 89

The knowledge area of Scope Management includes:

Front 90

is the process of project selection. It involves making a decision about which project an organization should execute.

Back 90

Describe Project Portfolio Management

Front 91

These are
Benefits Measurement
Constrained Optimization

Back 91

There are two types of project selection methods.

Front 92

Establish unambiguous and realistic objectives
Periodically Evaluate if objectives are being met
Take corrective actions

Back 92

Management by Objective (MBO) is a management philosophy with three objectives -

Front 93

No task should be less than 8 hours or more than 80 hours.

Back 93

8/80 rule for WBS

Front 94

find more affordable, less costly methods for accomplishing the same task.

Back 94

Value Analysis approach is used to:

Front 95

Straight line depreciation The same amount is deprecated (reduced) from the cost each year.
Double-declining balance - In the first year there is a higher deduction in the value - twice the amount of straight line. Each year after that the deduction is 40% less than the previous year.
Sum of year depreciation - Lets say the life of an object is five years. The total of one to five is fifteen. In first year we deduce 5/15 from the cost, in second year we deduce 4/15, and so on.

Back 95

Depreciation is technique used to compute the estimated value of any object after few years. There are three type of depreciation techniques. These are:

Front 96

Estimates are based on past projects (historical information)
It is less accurate when compared to bottom-up estimation
It is a top-down approach
It takes less time when compared to bottom-up estimation
It is a form of an expert judgment

Back 96

Analogous Estimating is an estimating technique with the following characteristics -

Front 97

Regression Analysis is a mathematical model based upon historical information.
Learning Curve model is based upon the principal that the cost per unit decreases as more work gets completed.

Back 97

In Parametric Modeling Estimation, you use a mathematical model to make an estimate. It is of two types.

Front 98

Reducing the probability of risk
Developing contingency plans
Passively accepting consequences.
Transferring risk

Back 98

Responses to threat include --

Front 99

Some characteristics of the Delphi technique are -
The experts identities are anonymous. They are not in the same room.
The PM tries to build a consensus among the experts.

Back 99

Delphi technique is most commonly used to obtain expert opinions on technical issues. It can be used to get inputs on Scope, Estimates or Risks.

Front 100

who does what.

Back 100

Responsibility Assignment Matrix (RAM) defines

Front 101

Referent - project team knows the PM
Formal Power - Power due to Project Managers position
Technical Power - Project Manager has strong technical skills in the projects domain.
Coercive Power - The project team is afraid of the power the Project Manager holds.

Back 101

A Project Manager may yield authority over the project team in one of the following ways:

Front 102

those in the team.

Back 102

Conflicts are best resolved by:

Front 103

Problem Solving or Confrontation (look at the facts, analyze them and find a solution). This is an example of win-win situation.
Compromising (Find the middle route). This is an example of loose-loose situation.
Withdrawal or Avoidance
Smoothing (Emphasize the agreements)
Forcing (Do it my way). This is an example of win-loose situation.

Back 103

There are standard conflict resolution techniques available to resolve conflicts. These are (from best to worst) -

Front 104

Define the cause of the problem
Analyze the problem
Identify solution
Implement a decision
Review the decision, and confirm that the problem is solved.

Back 104

The process of problem solving has these steps -

Front 105

People accept to be rewarded for their efforts. This is a motivation factor. People put in more efforts because they accept to be rewarded for their efforts.

Back 105

Define Expectancy Theory

Front 106

There are two type of employees. Employees of type X need to be always watched. They cannot be trusted and need to be micro managed. Employees of type Y, on the other hand, are self-motivated. They can work independently.

Back 106

Describe McGregory Theory of X and Y

Front 107

Hygiene factors (salary, cleanliness etc.) if not present can destroy motivation. However good hygiene alone does not improve motivation. What motivates people is the work itself. The motivation factors for employees include responsibility, self-actualization, growth, recognition etc.

Back 107

Describe the Herzberg Theory

Front 108

Self-fulfillment
Esteem
Social
Safety
Physiology

Back 108

Identify Maslow's Hierarchy of needs from the highest to lowest are -

Front 109

in which only one qualified seller exists in the market.

Back 109

Sole Source refers to a market condition:

Front 110

in which the company prefers to contract with only one seller.

Back 110

Single Source refers to a market condition:

Front 111

where very few sellers exist, and the action of one seller will have impact on other seller prizes.

Back 111

Oligopoly refers to a market condition:

Front 112

is a powerful and unexpected event, such as hurricane or other disaster.

Back 112

Define Force majeure

Front 113

is a typical belief that one's culture is superior to the foreigner's culture.

Back 113

Define Ethnocentrism

Front 114

The Project Sponsor

Back 114

Who Creates the Project Charter?

Front 115

The Initiation Process Group

Back 115

Which process group is the Project Charter created in?

Front 116

The Customer/Project Sponsor. It describes their needs, product scope and how the project fits into their strategic plan.

Back 116

The Project Statement of Work is created by?

Front 117

Enterprise Environmental Factors - They are inputs to Develop Project Charter and many other processes

Back 117

Company culture and existing systems are known as:

Front 118

Organizational Process Assets

Back 118

Existing processes procedures and historical information is known as:

Front 119

Constrained Optimization Methods

Back 119

What type of project selection method is Linear Programming?

Front 120

Benefit Measurement Methods

Back 120

What type of project selection method is Economic Models?

Front 121

Planning

Back 121

The Configuration Management System is designed in which process group?

Front 122

Assumptions are beliefs held to be true, but not proven to be true. Assumptions should be documented in the project plan

Back 122

Define for integration - Assumptions

Front 123

Constraints are restrictions the project must operate within.

Back 123

Define for integration -Constraints

Front 124

Historical information is a key area of the exam. Historical information is proof from other project managers of successes and failures. Historical information allows the project manager to rely on what has been proven, what has been accomplished, and what has been archived for reference.

Back 124

Define for integration - Historical Information

Front 125

Integrated Change Control requires evaluation of change requests to determine their worthiness for approval-or lack thereof for denial. Change requests can be written or verbal, internal or external. Change requests can stem from stakeholders or external sources such as government agencies, laws, or industry mandates.

Back 125

Define for integration - Integrated Change Control

Front 126

A change control system consists of a formal, documented procedure for handling change, nothing more. On the exam you remember that a change control board is responsible for authorizing or denying the requested change.

Back 126

What is a change control system?

Front 127

procedure details all the activities, interactions, and related roles and responsibilities of the project team members and other stakeholders involved in executing the administrative closure procedure for the project.

Back 127

What is Administrative Closure?

Front 128

the subdivision of project deliverables into smaller (and more manageable) pieces until you have adequately identified in the work breakdown structure all the work on the project.

Back 128

Scope definition is:

Front 129

Decomposition is the process of subdividing the project work packages into smaller, more manageable components called schedule activities.

Back 129

What is Decomposition?

Front 130

Fast tracking involves analyzing the critical path to see which activities could be done in parallel (as opposed to sequential execution). It also involves more aggressive use of such PDM activity relationships as start to start so that subsequent activities can begin before the prior activity has been completed. This “overlapping” also reduces the project schedule.

Back 130

Define Fast-tracking

Front 131

What's scope management?

Back 131

Process of defining what work is required and then making sure that all that work and only that work is done.

Front 132

Does scope management allows extra work or gold plating?

Back 132

No

Front 133

What is the difference between product and project scope?

Back 133

Product is in terms of requirements the product must meet, Project is in terms of the work needed to deliver the product.

Front 134

5 scope management processes

Back 134

Scope planning, Scope Definition, Create WBS, Scope Verification and Scope Control

Front 135

Process where detailed project scope statement is prepared.

Back 135

Scope Definition

Front 136

Smaller pieces of WBS or its lowest level.

Back 136

Work Packages

Front 137

Define WBS

Back 137

"Deliverable oriented
Hierarchical decomposition of work.
Includes only work needed to create deliverables."

Front 138

Process to create WBS

Back 138

Decomposition

Front 139

When Scope Verification is performed?

Back 139

At the end of each phase in the project life cycle and during Monitoring and controlling process group

Front 140

Process Group where Scope Planning takes place?

Back 140

Planning

Front 141

Process Group where Scope Definition takes place?

Back 141

Planning

Front 142

Process Group where Create WBS takes place?

Back 142

Planning

Front 143

Process Group where Scope Verification takes place?

Back 143

Monitoring and Controlling

Front 144

Process Group where Scope Control takes place?

Back 144

Monitoring and Controlling

Front 145

Who Creates the Project Charter?

Back 145

The Project Sponsor

Front 146

Which process group is the Project Charter created in?

Back 146

The Initiation Process Group

Front 147

The Project Statement of Work is created by?

Back 147

"The Customer/Project Sponsor.

It describes their needs, product scope and how the project fit s into their strategic plan"

Front 148

Company culture and existing systems are known as:

Back 148

"Enterprise Environmental Factors

They are inputs to Develop Project Charter and many other processes"

Front 149

Existing processes procedures and historical information is known as:

Back 149

Organizational Process Assets

Front 150

What type of project selection method is Linear Programming?

Back 150

Constrained Optimization Methods

Front 151

What type of project selection method is Economic Models?

Back 151

Benefit Measurement Methods

Front 152

The Configuration Management System is designed in which process group?

Back 152

Planning

Front 153

Define the Risk Register.

Back 153

Identifies the project risks and associated risk response plans that are needed to support the Schedule Development Process.

Front 154

Crashing

Back 154

A schedule compression technique in which cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost.

Front 155

Fast Tracking

Back 155

A schedule compression technique in which phases or activities that normally would be done in sequence are done in parallel.

Front 156

Monte Carlo Analysis

Back 156

Technique in which a distribution of possible activity durations is defined for each schedule activity and used to calculate a distribution of possible outcomes for the total project.

Front 157

Resource Leveling

Back 157

A schedule network analysis technique used to address activities that need to meet special delivery dates, address a situation where shared or critical resources are only available for certain times, or to keep resource usage constant.

Front 158

Critical Chain Method

Back 158

A schedule network analysis technique that modifies the project schedule to account for limited resources.

Front 159

What is a resource-limited schedule?

Back 159

Also known as a resource-constrained schedule, it results from applying resource leveling to an existing schedule network.

Front 160

How do project calendars and resource calendars differ?

Back 160

Both identify when work is allowed. Project calendars affect all activites. Resource calendars a specific resource, or category of resources.

Front 161

Describe the three types of dependencies.

Back 161

"- Mandatory Dependency: those that are inherent in the work being done.
- Discretionary Dependency: also known as preferred logic or soft logic. Usually based on best practices.
- External Dependency: those that involve a relationship between project ac"

Front 162

A method of constructing a project schedule network diagram that uses boxes to represent activities and arrows to show dependencies.

Back 162

Precedence Diagramming Method

Front 163

A method of constructing a project schedule network diagram that uses arrows to represent activities and connects them at nodes to show dependenceies.

Back 163

Arrow Diagramming Method

Front 164

Identify the inputs to the Activity Definition process.

Back 164

"- Enterprise Enviornmental Factors
- Organizational Process Assets
- Project Scope Statement
- Project Management Plan
- Work Breakdown Structure
- WBS: Dictionary"

Front 165

Identify the tools and techniques used in the Activity Definition process.

Back 165

"- Decomposition
- Templates
- Rolling Wave Planning
- Expert Judgement
- Planning Component"

Front 166

Identify the outputs of the Activity Definition process.

Back 166

"- Activity List
- Activity Atrtibutes
- Milestone List
- Requested Changes"