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119 Cards in this Set
- Front
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A person who focuses on long-term goals and big-picture objectives, while inspiring people to reach those goals |
Leader |
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A person who deals with the day-to-day details of meeting specific goals |
Manager |
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Ten Knowledge Areas |
Project Integration Management Project Scope Management Time Management Cost Management Quality Management Human Resources Management Communication ManagementRisk Management Procurement ManagementStakeholder Management |
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An overarching function that coordinates the work of all other knowledge areas . It affects and is affected by all the other knowledge areas. |
Project Integration Management |
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Working with all appropriate stakeholders to define, gain written agreement for, and manage all the work required to complete the project successfully. |
Project Scope management |
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Estimating how long it will take to complete the work, developing an acceptable project schedule given cost-effective use of available resources, and ensuring timely completion of the project |
Project Time Management |
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Consists of preparing and managing the budget for the project |
Project Cost Management |
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Ensuring that the project will satisfy the stated and implied needs for which it was undertaken |
Project Quality Management |
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Making effective use of the people involved with the project |
Project Human Resource Management |
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Generating, collecting, disseminating and storing information |
Project Communication Management |
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Identifying, analyzing and responding to risks related to the project |
Project Risk Management |
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Acquiring or procuring goods and services for a project from outside the performing organization |
Project Procurement Management |
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Focuses on identifying project stakeholders , understanding their needs ,expectations and engaging them |
Project Stakeholder Management |
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A temporary endeavour undertake to create a unique product, service, or result. |
Project |
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The person responsible for working with the project sponsor, the project team, and the other people involved in a project to meet project goals. |
Project Manager |
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The application of knowledge, skills, tools, and techniques to project activities’ to meet project requirements. |
Project Management |
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The person who provides the direction and funding for a project |
Project Sponsor |
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Includes scope, time, cost and quality |
Quadruple Constraint |
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The people involved in or affected by project activities. |
Stakeholders |
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Tools that have high use and high potential for improving project success, such as: software ; scope statements, requirements analyses and Lessons-learned reports |
Super tools |
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The balancing of scope, time, and cost goals. |
Triple Constraint |
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A document that provides financial justification for investing in a project |
Business Case |
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A senior manager who acts as a key proponent for a project |
Project Champion |
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A product or service produced as part of a project |
Deliverable |
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The actions that involve coordinating people and other resources to carry out the project plans and produce the deliverable of the project |
Executing Processes |
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Five Major Project ManagementProcess Groups |
Initiating Processes Planning Processes Executing Processes Monitoring and Controlling Processes Closing Processes |
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The actions to begin projects and project phases |
Initiating Processes |
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The actions that involve devising and maintaining a workable scheme to ensure that the project meets its scope, time and cost goals as well as organizational needs |
Planning Processes |
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The actions taken to measure progress toward achieving project goals, monitor deviation from plans, and take corrective action |
Monitoring and Controlling Processes |
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The actions that involve formalizing acceptance of the project or phase and bringing it to an orderly end |
Closing Processes |
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A meeting held at the beginning of a project so that stakeholders can meet each other, review the goals of the project, and discuss future plans |
Kick-off Meeting |
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A document that formally recognizes the existence of a project and provides a summary of the projects objectives and management |
Project Charter |
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A document, used to coordinate all project planning documents and to help guide a project’s execution and control. |
Project Management Plan |
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Are individuals , groups ,or organizations who may affect, be affected by, or perceive themselves to be affected by a decision , activity ,or outcome of a project |
Project Stakeholders |
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Include project sponsor , project team, support staff, and internal customers for the project |
Internal Project stakeholders |
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Include the projects customers (if external to the project), competitors, suppliers, and other external group such as government and concerned citzens |
External Project Stakeholders |
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A document that includes details related to the identified project stakeholders |
Stakeholder Register |
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A technique for analyzing information to determine which stakeholder’s interest to focus on and how to increase the support of stakeholders throughout the project |
Stakeholder Analysis |
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Information that provides schedule-related informationabout each activity, such as predecessors, successors,logical relationships, leads and lags, resourcerequirements, constraints, imposed dates, andassumptions related to the activity. |
Activity Attributes |
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A tabulation of activities to be included on a projectschedule |
Activity List |
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A starting point, a measurement, or an observation thatis documented so that it can be used for futurecomparison; also defined as the original project plansplus approved changes |
Baseline |
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Is required to determine the slack orfloat |
Backward Pass |
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An occurrence when two or more activities follow asingle node on a network diagram |
Burst |
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A technique for making cost and schedule trade-offs toobtain the greatest amount of schedule compression forthe least incremental cost |
Crashing |
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The series of activities that determine the earliest time by which the project can be completed; it is the longest path through the network diagram and has the least amount of slack or float. |
Critical Path |
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A network for diagramming technique used to predict total project duration |
Critical Path Method |
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Creep (Four Types) |
Scope Creep Hope Creep Effort Creep Feature Creep |
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The actual amount of time spent working on an activity plus elapsed time |
Duration |
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The number of workdays or work hours required to complete a task |
Effort |
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A schedule compression technique where you do activities in parallel that you would normally do insequence |
Fast Tracking |
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Determines the early start (ES) and early finish (EF)foreach task . A forward pass calculates the overallduration and must be done for each pathway through thenetwork. |
Forward Pass |
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A standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format |
Gantt Charts |
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A situation when two ore more nodes precede a singlenode on a network diagram |
Merge |
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A significant event on a project |
Milestone |
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A network diagramming technique in which boxesrepresent activities |
Precedence Diagramming Method |
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Always precedes or comes before the given task |
Predecessor Task |
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Always follows a given task |
Successor Task |
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is the most difficult and unappreciatedprocess in project management .The main purpose ofproject planning is to guide project executioner |
Project Planning |
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A network analysis technique used to estimate projectduration when there is a high degree of uncertaintyabout the individual activity duration estimates |
Program Evaluation and ReviewTechnique (PERT) |
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Program Evaluation and ReviewTechnique |
(1 x Optimistic + (4 x Most Likely) + 1xpessimistic)/6 |
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A document, which is a deliverable for the projectintegration management knowledge area, used tocoordinate all project planning documents and to helpguide a projects execution and control |
Project Management Plan |
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A document that describes how project requirementswill be analyzed , documented and managed |
Requirements Management Plan |
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A table that lists requirements, various attributes of each requirement and the status of the requirements to ensure that all of them are addressed |
Requirements Traceability Matrix(RTM) |
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A document that includes descriptions of how the team will prepare the project scope statement, create theWBS, verify completion of the project deliverables, andcontrol requests for changes to the project scope |
Scope Management Plan |
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Planning process to determine the policies, procedures,and documentation, for planning, developing,managing, executing, and controlling the projectschedule |
Schedule Management Plan |
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The amount of time an activity may be delayed withoutdelaying a succeeding activity or the project finish date |
Slack or Float |
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The amount of time a task may bedelayed (slip) before it delays another task |
Free Slack |
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the amount of time a task can be delayed (slip) before it delays the project finish date |
Total Slack |
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SMART Project Objectives |
Specific Measurable Agreed Realistic Time Bound |
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A document created to help promote teamwork andclarify team communication |
Team Contract |
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A deliverable-oriented grouping of the work involved ina project that defines the total scope of the project |
Work breakdown Structure (WBS) |
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Start with largest item ofproject and break them into their subordinate items |
Top Down Approach |
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Identify as many specifictasks and organize them into summary or higherlevels in the WBS activity |
Bottom Up Approach |
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A document that describes detailed information about WBS tasks |
Work breakdown Structure dictionary |
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A task at the lowest level of the WBS |
Work Package |
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Processes required to ensure that a project team completes a project within an approved budget |
Project Cost Management |
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Involves developing an approximation or estimate ofthe costs of the resources |
Cost Estimating |
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Involves allocating the overall cost estimate toindividual tasks over time to establish a baseline formeasuring and monitoring cost performance |
Cost Budgeting |
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Planning process to determine the policies, procedures,and documentation, for planning, developing,managing, executing, and controlling project costs |
Cost Management Plan |
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The estimates that use the actual cost of a previous,similar project as the basis for estimating the cost of thecurrent project |
Analagous Estimates(also called top down estimates) |
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Cost estimates created by estimating individual activities and summing them to get a project total |
Bottom-Up Estimates |
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A technique that uses project characteristics(parameters) in a mathematical model to estimateproject costs |
Parametric Modeling |
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A time phased budget that project managers use to measure and monitor cost performance |
Cost Baseline |
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A list of items to be noted or consulted as part ofmeeting quality requirements |
Checklist |
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A document that guides and manages project communications. |
Communications Management plan |
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The mutually binding agreements that obligatethe seller to provide the specified products orservices, and obligate the buyer to pay for them |
Contracts |
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Predefined actions that the project team will take if an identified risk event occurs |
Contingency Plan |
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The plans that are developed for risks that have a high impact on meeting project objectives, and are put into effect if attempts to reduce the riskare not effective . Contingency Plan of last resort |
Fallback Plans |
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The process of estimating the internal costs ofproviding a product or service and comparing that estimate to the cost of outsourcing |
Make-or-Buy Analysis |
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Ensures the project will satisfy the stated or implied needs for which it was undertaken |
Project Quality Management |
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Involves determining strategies to effectively engage stakeholders in project decisions and activities based on their needs , interests and potential impacts |
Project Stakeholder Management |
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Involves generating collecting, disseminating and storing project information |
Project Communication Management |
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Concerned with making effective use of peopleinvolved with a project |
Project Human Resource Management |
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Includes acquiring or procuring goods andservices for a project from outside theorganization |
Project Procurement Management |
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A graphic representation of how authority and responsibility is distributed within the project |
Project Organization Chart |
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The degree to which a set of inherentc haracteristics fulfill requirements |
Quality |
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RACI Charts |
R – Responsibility A- Acountability C- Consultation I - Informed |
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A type of Responsibly Assigned Matrix (RAM) that shows responsibility accountability,consultation, and informed roles for project stakeholders |
RACI Charts |
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A document used to solicit proposals fromprospective suppliers |
Request for Proposal |
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A document used to solicit quotes or bids fromprospective suppliers for standard items |
Request for Quote |
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A column chart that shows the number of resources required or assigned to a project overtime |
Resource Histogram |
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A matrix that maps the work of the project as described in the WBS to the people responsiblefor performing the work |
Responsibility Assignment Matrix (RAM) |
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An uncertainty that can have a negative orpositive effect on meeting project objectives |
Risk |
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The specific, uncertain events that may occur tothe detriment or enhancement of the project |
Risk Events |
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includes performance failures, delays, increase in cots, strikes etc.. |
Negative Risk Event |
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Includes completing work sooner and unexpected reduced costs |
Positive Risk Event |
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Documents the procedures for managing riskthroughout the life of the project |
Risk Management Plan |
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A document that contains results of various riskmanagement processes, often displayed in atable or spreadsheet format |
Risk Register |
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The real or underlying reason a problem occurs |
Root Cause |
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A plan that describes when and how people will be added to and taken off of a project |
Staffing Management Plan |
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The indicators or symptoms of actual risk events |
Triggers |
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Document which describes how the procurementprocess will be managed from making outside purchases to contract closure |
Procurement Management Plan |
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A description of the work that is to be purchased |
Contract Statement of Work |
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A group related projects managed in a coordinated way to obtain benefits and control not available from managing them individually |
Program |
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Involves reviewing the activity list and attributes, project scope management, and milestone |
Activity Sequencing |
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Is a schematic display of logical relationships among, sequencing of project activities |
Network Diagram |
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The main planning task include |
Collecting requirements defining scope creating work breakdown structure |
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A condition or capabilities that must be met by project |
Requirements |
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Measures quality performance, standard of measurements |
Metrics |
