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113 Cards in this Set
- Front
- Back
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Project
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temporary endeavor with beginning and end point to create a unique product, service, or result
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Project Management
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application of knowledge, skills, and techniques to project activities to meet project requirements; between a science & a craft
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Project Charter
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approved project proposal that formally authorizes existence of project and documents initial requirements that satisfy stakeholders’ needs and expectations; issued by sponsor or project initiator
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Stakeholder
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any person or organization whose interests may be positively or negatively impacted by the project or its product, as well as anyone who can exert positive or negative influence over the project. May include: sponsor, team members, senior management, etc.
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Brainstorming
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encourages participants to build on each other’s ideas
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Delphi Technique
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request for information is sent to experts who participate anonymously; responses are compiled & results are sent back to experts for further review until they reach an agreement
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Nominal Group Technique
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participants rank the most useful ideas generated from brainstorming
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Stakeholder Registry
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output of identify Stakeholders process & Includes all information about stakeholders
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Product Scope
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requirements that relate to the product of the project; product deliverables with their associated features & functions
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Project
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temporary endeavor with beginning and end point to create a unique product, service, or result
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Human Resource Plan
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process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, as well as creating a staff management plan
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Enterprise Environmental Factors
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organizational culture, existing human resources, & personnel policies
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Acquire Project Team
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process of confirming human resource availability and obtaining the team
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Responsibility Assignment Matrix
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chart for each team member signifies based on: participation, accountability, review, input required, & sign-off
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Manage Project Team
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process of tracking team member performance, providing feedback, resolving issues, and managing changes
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Performance Appraisals
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evaluations given during the course of the project clarify responsibilities, uncover issues, and provide feedback
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Identify Risks
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process of determining which risks may affect the project and documenting their characteristics; iterative process
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Impact
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the consequence of an event, either negative or positive; event means the set of all possible outcomes that might occur; can change cost, schedule, scope, or quality baselines
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Probability
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likelihood that a particular outcome (impact) will occur when conditions allow it; expressed in qualitative terms, such as high or low, or numerical terms for quantitative risk analysis, such as 1/6 or .167 or 16.7%
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Risk Score
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Probability x Impact
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Qualitative Risk Analysis
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process of prioritizing risks for further analysis or action by assessing and combining their impacts and probabilities of occurrence
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Quantitative Risk Analysis
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process of numerically analyzing the effects of identified risks on overall project objectives or deliverables
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Expected Value Analysis
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statistical concept that calculates the average outcome when the future includes scenarios that may or may not occur
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Sensitivity Analysis
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determines the extent to which uncertainty of each baseline impacts project objectives when other baselines are held constant
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Procurement Management
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processes necessary to purchase or acquire products, services, or results from outside the project team
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Conduct Procurement
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process of obtaining supplier or vendor responses, selecting a seller, and awarding a contract
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Administer Procurement
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process of managing procurement relationships, monitoring contract performance, and making changes and corrections as needed
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Agreement
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documents or communications that outline internal and external relationships; Memorandum of agreement between NGOs
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Human Resource Plan
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process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, as well as creating a staff management plan
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Enterprise Environmental Factors
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organizational culture, existing human resources, & personnel policies
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Acquire Project Team
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process of confirming human resource availability and obtaining the team
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Responsibility Assignment Matrix
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chart for each team member signifies based on: participation, accountability, review, input required, & sign-off
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Manage Project Team
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process of tracking team member performance, providing feedback, resolving issues, and managing changes
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Performance Appraisals
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evaluations given during the course of the project clarify responsibilities, uncover issues, and provide feedback
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Identify Risks
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process of determining which risks may affect the project and documenting their characteristics; iterative process
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Impact
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the consequence of an event, either negative or positive; event means the set of all possible outcomes that might occur; can change cost, schedule, scope, or quality baselines
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Probability
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likelihood that a particular outcome (impact) will occur when conditions allow it; expressed in qualitative terms, such as high or low, or numerical terms for quantitative risk analysis, such as 1/6 or .167 or 16.7%
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Risk Score
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Probability x Impact
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Qualitative Risk Analysis
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process of prioritizing risks for further analysis or action by assessing and combining their impacts and probabilities of occurrence
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Quantitative Risk Analysis
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process of numerically analyzing the effects of identified risks on overall project objectives or deliverables
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Expected Value Analysis
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statistical concept that calculates the average outcome when the future includes scenarios that may or may not occur
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Sensitivity Analysis
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determines the extent to which uncertainty of each baseline impacts project objectives when other baselines are held constant
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Procurement Management
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processes necessary to purchase or acquire products, services, or results from outside the project team
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Conduct Procurement
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process of obtaining supplier or vendor responses, selecting a seller, and awarding a contract
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Administer Procurement
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process of managing procurement relationships, monitoring contract performance, and making changes and corrections as needed
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Agreement
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documents or communications that outline internal and external relationships; Memorandum of agreement between NGOs
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Quality
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degree to which the project fulfills its requirements- defined in project scope statement
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Grade
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level of required proficiency
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Quality Management
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the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities
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Quality Control (QC)
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process of ensuring a certain level of quality in the deliverables; uses tools & techniques such as cause & effect analysis
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Hard Data
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identifies the variance (left brain); schedule data, resource data, and any change orders
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Soft Data
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can signal causes of problems (right brain); changes in the work environment; Rumored reorganization; personnel problems among team members
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Quality Assurance (QA)
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practice of auditing and improving results based on requirements and results of the quality control process; often completed at milestone dates
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3 or 6 Sigma
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also known as standard deviation; +/-3 sigma (3 standard deviations) equals 99.73%; +/-6 sigma (6 standard deviations) equals 99.99%
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Communication Management
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includes the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and disposition of project information
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Lean Communication
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involves routine messaging that is conveyed through documents; Ex) electronic mail, newsletters (Panama Canal), storyboarding are useful documentation
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Rich Communication
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involves non-routine messaging that is conveyed face-to-face; in co-located teams (over 90% of information is received through tone of voice and facial expressions); important for language barriers and cultural differences—helps build trust
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Distorted Perceptions
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not telling the truth about situation; negative environment for communication (space, distance, time differences)
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Distrusted Sources
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lack of trust with stakeholders; past experiences, culture, different disciplines
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Transmission Error
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decreases trust; language, culture, different disciplines, significant time zone differences
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Variable costs
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costs change with among of production/work, e.g., materials, supplies
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Fixed costs
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costs do not change with production, e.g., rent, utilities
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Direct costs
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attributable to work on project, e.g., team travel, wages
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Indirect costs
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costs for overhead items, e.g., fringe benefits, taxes
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Bottoms Up Estimate
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aggregated cost estimates for each work package; most frequent method used for total project cost (TPC)
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Simple Variance
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shows the difference between what was budgeted and what was actually spent in budget table
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Life Cycle Costs
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costs over the entire life of the deliverable, e.g., adding maintenance costs
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PV: Planned Value
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previously known as Budgeted Cost of Work Schedule (BCWS)—is a cumulative plot of the work (time and cost) planned, based on the baselines
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EV: Earned value
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previously known as Budgeted Cost of Work Performed (BCWP)—is a cumulative plot of the actual work (time and cost) completed
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AC: Actual cost
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previously known as Actual Cost of Work Performed (ACWP)—is a cumulative plot of actual expenditures (time and cost) that have occurred
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Define Activities
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process to identify specific actions to produce the deliverable for each work package; made up of: resource needs (type and quantity), effort (use of resources), duration (how long it takes), risk (getting it done)
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Task
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denote other terms, including deliverables, objectives, work packages, and activities
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Project
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associated with any box on the WBS—a work package is a project made activities
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Project Management Software
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helps schedule, analyze what if scenarios, and perform status reports; does not manage the project
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Sequence Activities
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process of identifying and documenting relationships among the project activities; categorized into logical relationships
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Estimate Activity Resources
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process of estimating the type and quantities of resources, e.g., material, people, equipment, or supplies, required to perform each activity
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Estimate Activity Duration
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process of approximating the number of work periods needed to complete individual activities with the estimated resources
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Precedence Diagram
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used to show logical relationships between activities; requires a start & finish; doesn’t have loop to show when activities are accomplished more than once
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Network diagram
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schematic display of the project’s scheduled activities and the logical relationships among them; limit of 25 work packages
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Parkinson’s Law
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observation that the duration of work fills the amount of time provided for the work package; amount of time you have to do something is the amount of time it takes; used for estimating duration
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Resource Leveling
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when resources are overscheduled (overloaded) across project; primarily for people resources; usually resources are moved to available slack in schedule, but this can extend finish date
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PERT
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stands for Program Evaluation and Review Technique & estimates the expected value for time (or cost); sometimes referred to as weighted beta distribution
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Critical Path
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linked series of activities in a network diagram that determine the earliest completion time; longest duration path through a network diagram that determines the shortest time it could take to complete a project
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Float/Slack
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amount of time an activity can slip without delaying the next activity; similar to lag time between Finish-Start relationship
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Schedule Baseline
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documentation that estimates total time for a work package, which is part of the approved project management plan, along with the scope and cost baselines; shown in Activity list (WBS), Network Diagram, or Gantt Chart
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Gantt chart
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sometimes referred to as a bar chart; most common tool for scheduling
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Crashing
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obtains the greatest amount of duration compression (reduced time) for the least incremental cost; not always a viable alternative
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Fast Tracking
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form of crashing; works on activities in parallel or with some lead time that would normally be done in sequence; changes logical relationship
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Product Scope
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requirements that relate to the product of the project; product deliverables with their associated features & functions
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Project Scope
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work the project will do to deliver the product; includes planning, coordination, and management activities to ensure that the product scope is achieved which is determined by measuring the work accomplished against the scope baseline in the PMP
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Collect Requirements
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process of defining & documenting stakeholders’ expectations with respect to the objectives or deliverables
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Decision Criteria Approach
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begins with a set of guidelines for how it should be done; standard projects with known history, e.g., GAO budget scrub
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Strawman Approach
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starts with project manager putting forth requirements and then project team challenges and refines approach through brainstorming; some past experience, e.g., GAO study in known area
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Evolutionary Approach
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learning as you go; new project with little past experience, e.g., cost-plus contracting in the Department of Energy and IT projects
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Requirements Documentation
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categorizes and ranks stakeholder expectations
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Requirements Management Plan
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documents how the requirements will be analyzed, documented, and managed throughout project implementation
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Requirements Traceability Matrix
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is a table that links requirements to their origin and tracks them throughout project implementation
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Prototyping or Piloting
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process initiated before full implementation that can help gauge stakeholder needs and help expose problems before they become too big
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Define Scope
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the process of developing a detailed description of the project; provides more detail than the project charter as you learn more
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WBS (Work Breakdown Structure)
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subdivides project deliverables and project work into smaller, more manageable components
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Work Package
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deliverable or project work component at the lowest level of each branch of the WBS; point at which the activity cost and duration can be reasonably estimated & controlled by PM
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Activities
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smaller units of work broken down by team member that are not shown in the WBS
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Verify Scope Baseline
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the process of obtaining formal acceptance of the project deliverables under each of the project objectives agreed to by the stakeholders
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Control Scope
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the process of monitoring the status of the project and product scope, as well as managing any changes to the scope baseline
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Variance Analysis
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used to determine if there has been a change in the scope baseline
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Stakeholder
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any person or organization whose interests may be positively or negatively impacted by the project or its product, as well as anyone who can exert positive or negative influence over the project; may include: sponsor, team members, senior management, etc.
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Brainstorming
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encourages participants to build on each other’s ideas
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Delphi Technique
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request for information is sent to experts who participate anonymously; responses are compiled & results are sent back to experts for further review until they reach an agreement
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Nominal Group Technique
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participants rank the most useful ideas generated from brainstorming
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Stakeholder Registry
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output of identify Stakeholders process & Includes all information about stakeholders
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Project
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temporary endeavor with beginning and end point to create a unique product, service, or result
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Project Management
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application of knowledge, skills, and techniques to project activities to meet project requirements; between a science & a craft
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Project Charter
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approved project proposal that formally authorizes existence of project and documents initial requirements that satisfy stakeholders’ needs and expectations; issued by sponsor or project initiator
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