Pmp Study Guide Second Edition Ch1

Front 1

Application areas

Back 1

Application areas These are the areas of business, industry, and trade about which the project manager may need special knowledge. Common application areas include legal issues, technical issues, engineering information, and manufacturing information.

Front 2

Deliverable

Back 2

Deliverable The outcome of a project or project phase; a deliverable of a project can be a product or service.

Front 3

Iron triangle

Back 3

The tripple constraints of project management: time / cost / scope

Front 4

Management by projects

Back 4

Management by Projects This approach characterizes organizations that manage their operations as projects. These project-centric entities could manage any level of their work as a project. Such organizations apply general business skills to each project to determine their value, efficiency, and, ultimately, their return on investment.

Front 5

Operations

Back 5

The day to day work that goes on in the organization.

Front 6

PMBOK guide

Back 6

PMBOK Guide Project Management Body of Knowledge (PMBOK), which includes all knowledge and practices within the endeavor of project management.

Front 7

PMP

Back 7

Project management professional

Front 8

Programs

Back 8

Programs A collection of related projects working in alignment towards a common cause.

Front 9

Progressive elaboration

Back 9

Progressive elaboration The process of providing or discovering greater levels of detail as the project moves toward completion.

Front 10

Project

Back 10

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

Front 11

Project communications management

Back 11

The knowledge are that focuses on how communication happends, outlines stakeholder management.

Front 12

Project cost management

Back 12

The knowledge area that is concerned in planning, estimating, budgeting, and control of cost.

Front 13

Project human resource management

Back 13

The knowledge area that focuses on organizational planning, staff acquisition, and team development.

Front 14

Project integration management

Back 14

Project integration management The day-to-day actions of the project manager to ensure that all parts of the project work together. Composed of project plan development, project plan execution, and integrated change control.

Front 15

Project management

Back 15

Project management is the suppervision and control of work required to complete the project vision.

Front 16

Project manager

Back 16

Project manager The individual accountable for all aspects of a project.

Front 17

Project office

Back 17

A project management office organizes and managjes control over all projects whithin an organization.

Front 18

Project portfolio management

Back 18

Project portfolio management A management process to select the projects that should be invested in. Specifically, it is the selection process based on the need, profitability, and affordability of the proposed projects.

Front 19

Project procurement management

Back 19

The knowledge area that focuses on project procurement. This encompasses selecting vendors and contract negotiations.

Front 20

Project quality Management

Back 20

The knowledge area focused on quality planning assurance and control.

Front 21

Project risk management

Back 21

The knowledge area focused on risk planning, analysis, mentoring, and control.

Front 22

Project scope management

Back 22

Project scope management Project scope management, according to the PMBOK, is “the processes to ensure that the project includes all of the work required, and only the work required, to complete the project successfully.”

Front 23

Project time management

Back 23

The knowledge area that focuses on defining the activites, plot out their sequence, and calculate how long the project duration will actually take.

Front 24

Subprojects

Back 24

Subproject A subproject exists under a parent project but follows its own schedule to completion. Subprojects may be outsourced, assigned to other project managers, or managed by the parent project manager but with a different project team.

Front 25

Triple constraints of project management

Back 25

Time / cost / scope
Quality is affected by the ballance of these three components. Also known as the iron triangle.

Front 26

Work breakdown structure

Back 26

Work breakdown structure (WBS) The WBS is a deliverable-orientated collection of project components. Work that isn’t in the WBS isn’t in the project. The point of the WBS is to organize and define the project scope.