Project Management

Front 1

project

Back 1

atemporary endeavor undertaken to create a unique product, service, or result”

Front 2

project sponsor

Back 2

providesthe direction and funding for the project

Front 3

Project managers

Back 3

workwith project sponsors, project team, and other people involved in a project tomeet project goals

Front 4

Program

Back 4

groupof related projects managed in a coordinated way to obtain benefits and controlnot available from managing them individually

Front 5

Triple constraint

Back 5

Time, Cost, Scope

Front 6

Project management

Back 6

“theapplication of knowledge, skills, tools and techniques to project activities tomeet project requirements”

Front 7

Stakeholders

Back 7

are the people involved in or affected by project activities

Front 8

Stakeholders include

Back 8

the project sponsorthe project managerthe project teamsupport staffcustomersuserssuppliersopponents to the project

Front 9

Knowledge areas

Back 9

describe the key competencies that project managers must develop

Front 10

Project Management Office (PMO)

Back 10

is an organizational group responsible for coordinating the project management function throughout an organization

Front 11

systems thinking

Back 11

◦takinga holistic view of carrying out projects within the context of the organization

Front 12

Functional

Back 12

◦functionalmanagers report to the CEO

Front 13

Project structure

Back 13

◦programmanagers report to the CEO

Front 14

Matrix

Back 14

◦middleground between functional and project structures; personnel often report to twoor more bosses; structure can be weak, balanced, or strong matrix

Front 15

Organizational culture

Back 15

is a set of shared assumptions, values, and behaviors that characterize the functioning of an organization

Front 16

IT governance

Back 16

addresses the authority and control for key IT activities in organizations, including IT infrastructure, IT use, and project management

Front 17

project life cycle

Back 17

is a collection of project phases that defineswhat work will be performed in each phasewhat deliverables will be produced and whenwho is involved in each phase, and how management will control and approve work produced in each phase

Front 18

Predictive life cycle

Back 18

the scope of the project can be clearly articulated and the schedule and cost can be predicted

Front 19

Adaptive Software Development (ASD) life cycle

Back 19

requirements cannot be clearly expressed, projects are mission driven and component based, using time-based cycles to meet target dates

Front 20

phase exits or kill points

Back 20

should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals

Front 21

process

Back 21

s a series of actions directed toward a particular result

Front 22

methodology

Back 22

describes how things should be done

Front 23

standard

Back 23

describes what should be done

Front 24

Scrum Roles

Product owner

Back 24

The person responsible for the business value of the project and for deciding what work to do and in what order, as documented in the product backlog.

Front 25

ScrumMaster

Back 25

: The person who ensures that the team is productive, facilitates the daily Scrum, enables close cooperation across all roles and functions, and removes barriers that prevent the team from being effective.

Front 26

Scrum team or development team

Back 26

A cross-functional team of five to nine people who organize themselves and the work to produce the desired results for each sprint

Front 27

sprint

Back 27

, which normally lasts 2-4 weeks

Front 28

Product backlog

Back 28

: A list of features prioritized by business value

Front 29

project charter

Back 29

a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management

Front 30

Organizational process assets

Back 30

which include formal and informal plans, policies, procedures, guidelines, information systems, financial systems, management systems, lessons learned, and historical information

Front 31

Inputs for Developing a Project Charter

Back 31

A project statement of workA business caseAgreementsEnterprise environmental factorsOrganizational process assets

Front 32

project management plan

Back 32

is a document used to coordinate all project planning documents and help guide a project’s execution and control

Front 33

baseline

Back 33

is the approved project management plan plus approved changes

Front 34

change control system

Back 34

a formal, documented process that describes when and how official project documents and work may be changed

Front 35

Configuration management

Back 35

ensures that the descriptions of the project’s products are correct and complete

Front 36

Scope

Back 36

refers to all the work involved in creating the products of the project and the processes used to create them

Front 37

Planning scope

Back 37

determining how the project’s scopeand requirements will be managed

Front 38

Collecting requirements

Back 38

defining and documenting the features and functions of the products produced during the project as well as the processes used for creating them

Front 39

Defining scope

Back 39

reviewing the project charter, requirements documents, and organizational process assets to create a scope statement

Front 40

Creating the WBS

Back 40

subdividing the major project deliverables into smaller, more manageable components

Front 41

Validating scope

Back 41

: formalizing acceptance of the project deliverables

Front 42

Controlling scope

Back 42

: controlling changes to project scope throughout the life of the project

Front 43

requirements management plan

Back 43

documents how project requirements will be analyzed, documented, and managed

Front 44

Benchmarking

Back 44

or generating ideas by comparing specific project practices or product characteristics to those of other projects or products inside or outside the performing organization, can also be used to collect requirements

Front 45

requirements traceability matrix (RTM)

Back 45

a table that lists requirements, various attributes of each requirement, and the status of the requirements to ensure that all requirements are addressed

Front 46

Project scope statements

Back 46

should include at least a product scope description, product user acceptance criteria, and detailed information on all project deliverables. It is also helpful to document other scope-related information, such as the project boundaries, constraints, and assumptions.

Front 47

WBS

Back 47

a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project

Front 48

Decomposition

Back 48

is subdividing project deliverables into smaller pieces

Front 49

work package

Back 49

is a task at the lowest level of the WBS

Front 50

scope baseline

Back 50

includes the approved project scope statement and its associated WBS and WBS dictionary

Front 51

WBS dictionary

Back 51

is a document that describes detailed information about each WBS item

Front 52

Scope validation

Back 52

involves formal acceptance of the completed project deliverables

Front 53

Variance

Back 53

is the difference between planned and actual performance

Front 54

Project scope management

Back 54

Define scope managementCollect requirementsDefine scopeCreate WBSValidate scopeControl scope

Front 55

Planning schedule management

Back 55

determining the policies, procedures, and documentation that will be used for planning, executing, and controlling the project schedule

Front 56

Defining activities

Back 56

identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables

Front 57

Sequencing activities

Back 57

identifying and documenting the relationships between project activities

Front 58

Estimating activity resources

Back 58

estimating how many resources a project team should use to perform project activities

Front 59

Estimating activity durations

Back 59

estimating the number of work periods that are needed to complete individual activities

Front 60

Developing the schedule

Back 60

analyzing activity sequences, activity resource estimates, and activity duration estimates to create the project schedule

Front 61

Controlling the schedule

Back 61

controlling and managing changes to the project schedule

Front 62

activity or task

Back 62

an element of work normally found on the work breakdown structure (WBS) that has an expected duration, a cost, and resource requirements

Front 63

activity list

Back 63

a tabulation of activities to be included on a project schedule that includesthe activity namean activity identifier or numbera brief description of the activity

Front 64

Activity attributes

Back 64

provide more information such as predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions related to the activity

Front 65

milestone

Back 65

a significant event that normally has no duration

Front 66

milestone

Back 66

a significant event that normally has no duration

Front 67

A dependency or relationship

Back 67

is the sequencing of project activities or tasks

Front 68

network diagram

Back 68

is a schematic display of the logical relationships among, or sequencing of, project activities

Front 69

Bursts

Back 69

occur when a single node is followed by two or more activities.

Front 70

merge

Back 70

occurs when two or more nodes precede a single node

Front 71

A resource breakdown structure

Back 71

is a hierarchical structure that identifies the project’s resources by category and type

Front 72

Duration

Back 72

includes the actual amount of time worked on an activity plus elapsed time

Front 73

Effort

Back 73

is the number of workdays or work hours required to complete a task

Front 74

three-point estimate

Back 74

an estimate that includes an optimistic, most likely, and pessimistic estimate, such as three weeks for the optimistic, four weeks for the most likely, and five weeks for the pessimistic estimate

Front 75

Gantt charts

Back 75

provide a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format

Front 76

critical path

Back 76

for a project is the series of activities that determines the earliest time by which the project can be completed

Front 77

Slack or float

Back 77

is the amount of time an activity may be delayed without delaying a succeeding activity or the project finish date

Front 78

Free slack

Back 78

the amount of time an activity can be delayed without delaying the early start of any immediately following activities

Front 79

Total slack

Back 79

the amount of time an activity may be delayed from its early start without delaying the planned project finish date

Front 80

forward pass

Back 80

through the network diagram determines the early start and finish dates

Front 81

backward pass

Back 81

determines the late start and finish dates

Front 82

Crashing

Back 82

activities by obtaining the greatest amount of schedule compression for the least incremental cost

Front 83

Fast tracking

Back 83

activities by doing them in parallel or overlapping them

Front 84

Critical chain scheduling

Back 84

a method of scheduling that considers limited resources when creating a project schedule and includes buffers to protect the project completion date

Front 85

Cost

Back 85

is a resource sacrificed or foregone to achieve a specific objective or something given up in exchange

Front 86

Project cost management

Back 86

includes the processes required to ensure that the project is completed within an approved budget

Front 87

Planning cost management

Back 87

determining the policies, procedures, and documentation that will be used for planning, executing, and controlling project cost.

Front 88

Estimating costs

Back 88

developing an approximation or estimate of the costs of the resources needed to complete a project

Front 89

Determining the budget

Back 89

allocating the overall cost estimate to individual work items to establish a baseline for measuring performance

Front 90

Controlling costs

Back 90

controlling changes to the project budget

Front 91

Analogous or top-down estimates

Back 91

se the actual cost of a previous, similar project as the basis for estimating the cost of the current project

Front 92

Bottom-up estimates

Back 92

: involve estimating individual work items or activities and summing them to get a project total

Front 93

cost baseline

Back 93

a time-phased budget that project managers use to measure and monitor cost performance

Front 94

EVM

Back 94

a project performance measurement technique that integrates scope, time, and cost data

Front 95

baseline

Back 95

you can determine how well the project is meeting its goals

Front 96

planned value (PV)

Back 96

formerly called the budgeted cost of work scheduled (BCWS), also called the budget, is that portion of the approved total cost estimate planned to be spent on an activity during a given period

Front 97

Actual cost (AC),

Back 97

formerly called actual cost of work performed (ACWP), is the total of direct and indirect costs incurred in accomplishing work on an activity during a given period

Front 98

earned value (EV),

Back 98

formerly called the budgeted cost of work performed (BCWP), is an estimate of the value of the physical work actually completed

Front 99

Rate of performance (RP)

Back 99

is the ratio of actual work completed to the percentage of work planned to have been completed at any given time during the life of the project or activity

Front 100

estimate at completion (EAC

Back 100

an estimate of what it will cost to complete the project based on performance to date.

Front 101

budget at completion (BAC)

Back 101

the original total budget for the project