Project Management Basics

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"should cost" estimates

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aka independent estimates

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1FB

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Invitation for Bid

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9 Knowledge areas...

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Integration, scope, time, cost, quality, human resources, communications, risk, procurement.

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A balanced matrix structure has many of the same attributes as a weak matrix

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but the project manager has more time and power regarding the project.

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A feasibility study is conducted

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to prove a problem actually exists, document the opportunities at hand, and then determine if a project can be created to resolve the problem or take advantage of the opportunity cited. A feasibility study may also look at the cost of the solution in relation to the possible rewards gained by its implementation.

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A key part of communication

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is active listening

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A project is a

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temporary endeavor to create a unique product or service. Operations are ongoing activities

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A project life cycle is

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the duration of a project

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A project manager in a matrix environment

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can have low, balanced, or high authority over the project. A project manager in a projectized organization will have a high level of authority on the project

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A project manager must

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monitor, maintain, and control the work of the project to ensure timeliness, accountability, quality, and success

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A project phase

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allows a project manager to see the project as a whole and yet still focus on completing the project one phase at a time.

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A small change, delay, decision (or lack thereof)

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can amplify into serious problems further down the project timeline.

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A stage gate allows a project to

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continue after performance and deliverable review against a set of predefined metrics

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A work authorization system is a method that

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allows work to begin according to schedule and circumstance

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Accept

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The act of formally receiving or acknowledging something and regarding it as being true, sound, suitable, or complete.

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acceptable planning solution for long projects whose late activities in the project schedule are unknown or will be determined based on the results of early project phases

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describes the work, and only the required work, necessary to meet the project objectives. The scope statement establishes a common vision among the project stakeholders to establish the point and purpose of the project work. It is used as a baseline against which all future project decisions are made to determine if proposed changes or work results are aligned with expectations.

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Acceptance Criteria

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Those criteria, including performance requirements and essential conditions, which must be met before project deliverables are accepted.

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achievement theory

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3 motivators:
Achievement
Power
Affiliation

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Acquire final team

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1. Executing

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Acquire Project Team [Process]

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The process of obtaining the human resources needed to complete the project.

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active listening

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occurs when the receiver confirms the message is being received by feedback

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Activity

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A component of work performed during the course of a project. See also schedule activity.

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Activity Attributes [Output/Input]

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Multiple attributes associated with each schedule activity that can be included within the activity list. Activity attributes include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, unposed dates, constraints, and assumptions.

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Activity Code

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One or more numerical or text values that identify characteristics of the work or in some way categorize the schedule activity that allows filtering and ordering of activities within reports.

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Activity definition

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To define the required activities, and only the required activities, to complete the project scope

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Activity Definition [Process]

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The process of identifying the specific schedule activities that need to be performed to produce the various project deliverables.

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Activity Description (AD)

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A short phrase or label for each schedule activity used in conjunction with an activity identifier to differentiate that project schedule activity from other schedule activities. The activity description normally describes the scope of work of the schedule activity.

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Activity Duration

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The time in calendar units between the start and Finish of a schedule activity. See also actual durcrtiatt original duration, and remaining duration.

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Activity duration estimating

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To determine the estimated required work units to successfully complete the defined activities.

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Activity Duration Estimating [Process]

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The process of estimating the number of work periods that will be needed to complete individual schedule activities.

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Activity Identifier

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A short unique numeric or text identification assigned to each schedule activity to differentiate that project activity* from other activities. Typically unique within any one project schedule network diagram.

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activity list

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network diagramming method rarely used. activity lengths on arrows

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activity on nodes

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network diagramming method commonly used

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Activity Resource Estimating [Process]

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The process of estimating the types and quantities of resources required to perform each schedule activity.

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Activity sequencing

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To determine the best sequence of planned activities within the project work.

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activity sequencing

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a process of setting order of activities.

Inputs:
Activity List
product description
mandatory (hard logic) dependencies
discretionary (soft) dependencies
external dependencies
milestones

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Activity Sequencing [Process]

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The process of identifying and documenting dependencies among schedule activities.

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Activity, List [Output/Input]

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A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed.

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Activity-on-Arrovv (AOA)

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See arrow diagramming method. Activity-on-Node (AON). See precedence diagramming method.

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Actual Cost (AC)

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Total costs actually incurred and recorded in accomplishing work performed during a given time period for a schedule activity or work breakdown structure component. Actual cost can sometimes be direct labor hours alone, direct costs alone, or all costs including indirect costs. Also referred to as the actual cost of work performed (ACWP). See also earned value management and earned value technique.

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Actual Cost (Actual cost of work performed)

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Sum of all costs at a given time.

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Actual Cost of Work Performed (ACWP)

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See actual cost (AC).

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Actual Duration

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The time in calendar units between the actual start date of the schedule activity and either the data date of the project schedule if the schedule activity is in progress or the actual finish date if the schedule activity is complete.

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Actual Finish Date (AF)

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The point in time that work actually ended on a schedule activity. (Note: In some application areas, the schedule activity is considered "finished" when work is "substantially complete.")

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Actual Start Date (AS)

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The point in time that work actually started on a schedule activity.

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ACWP

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Actual Cost of Work Performed

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AD

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Activity Description

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ADM

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Arrow Diagramming Method

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Administer contracts

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16. Monitoring & Controlling

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Administering Contracts

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Procurement involves administering the contracts between the buyer and the seller. The contract must be fair and legal. The contract typically is a document that represents the offer and acceptance of both parties. Some organizations may utilize centralized contracting or a contracting office to manage all project contracts

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administrative closure

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documenting of the project results and the acceptance of the product by the customer or sponsor. Also needed when project is terminated.

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Administrative closure

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To gather, evaluate, and disseminate the required information on the project or phase, its performance, quality, and completeness. Administrative closure also includes completing the lessons learned document and filing for future reference

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AE

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Apportioned Effort

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AF

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Actual Finish date

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All of the different elements in project management are integrated

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The cost, time, scope, cultural achievability, technical achievability, and more are all related and interdependent

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All projects, large or small, have a triple constraint

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time, cost, and quality

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analogous estimating

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top-down estimating, relies on historical estimating.

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Analogous Estimating [Technique]

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An estimating technique that uses the values of parameters, such as scope, cost, budget, and duration or measures of scale such as size, weight, and complexity from a previous, similar activity as the basis for estimating the same parameter or measure for a future activity. It is frequently used to estimate a parameter when there is a limited amount of detailed information about the project (e.g., in the early phases). Analogous estimating is a form of expert judgment. Analogous estimating is most reliable when the previous activities are similar in fact and not just in appearance, and the project team members preparing the estimates have the needed expertise.

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AOA

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Activity-on-Arrow

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AON

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Activity-on-Node

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Application Area

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A category of projects that have common components significant in such projects, but are not needed or present in all projects. Application areas are usually defined in terms of either the product (i.e., by similar technologies or production methods) or the type of customer (i.e., internal versus external, government versus commercial) or industry sector (i.e., utilities, automotive, aerospace, information technologies). Application areas can overlap.

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Apportioned Effort (AE)

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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. Contrast with discrete effort.

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Approve

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The act of formally confirming, sanctioning, ratifying, or agreeing to something.

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Approve changes, defect repair, preventive and corrective actions

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8. Monitoring & Controlling

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Approved Change Request [Output/Input]

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A change request that has been processed through the integrated change control process and approved. Contrast with requested change.

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Arbitration is a form of negotiation

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Technically, it is a form of assisted negotiation

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archives should serve as a wealth of historical information

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for later reference, future project managers, and reference for versioning, updates, or potential changes to the current project deliverables

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are needed to alert management as to when monies must be available for the project to continue.

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Cash flow projections

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Armed with the appropriate information for each project phase, the project manager can plan for

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, schedules, resource availability, risk management, and other project management activities to ensure that the project progresses successfully

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Arrow

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The graphic presentation of a schedule activity in the arrow diagramming method or a logical relationship between schedule activities in the precedence diagramming method.

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Arrow Diagramming Method (ADM [Technique]

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A schedule network diagramming technique in which schedule activities are represented by arrows. The tail of the arrow represents the start, and the head represents the finish of the schedule activity. (The length of the amlow does not represent the expected duration of the schedule activity.) Schedule activities are connected at points called nodes (usually drawn as small circles) to illustrate the sequence in which the schedule activities are expected to be performed. See also precedence diagramming method.

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AS

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Actual Start date

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As a project manager, you should identify the requirements

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as close to the project launch as possible

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As the project moves closer to completion, the likelihood of

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risk diminishes

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assumptions

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beliefs considered to be true, real for the purposes of planning

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Assumptions [Output/Input]

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Assumptions are factors that, for planning purposes, are considered to be true, real, or certain without proof or demonstration. Assumptions affect all aspects of project planning, and are part of the progressive elaboration of the project. Project teams frequently identify, document, and validate assumptions as part of their planning process. Assumptions generally involve a degree of risk.

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Assumptions Analysis [Technique]

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A technique that explores the accuracy of assumptions and identifies risks to the project from inaccuracy, inconsistency, or incompleteness of assumptions.

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At the end of each of the listed phases

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there’d likely be an inspection and confirmation that the project is moving towards its completion. The completion of a phase allows a project to move into the next phase

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At the launch of a project, the project manager must

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have inherited the vision of the project

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Attributes of a project manager in a balanced matrix are

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Reasonable authority

Management of a part-time project team

Full-time role as a project manager

May have part-time administrative staff to help expedite the project

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Attributes of a project manager in a strong matrix include

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A reasonable to high level of power

Management of a part-time to nearly full-time project team

Full-time role as a project manager

Has a full-time administrative staff to help expedite the project

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Auditing Procurement Documents

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The project manager has spent the money, but on what? The procurement audit process requires accountability for the monies that have been invested in the project. In some instances, the financial audit is more formal, and an accountant or a finance professional reviews the project’s accounting. In other instances, the process is considered a debriefing and is completed with the project manager and management. In practically all instances, the intensity of the procurement audit is relevant to the autonomy of the project manager: the more power and responsibility the project manager has in an organization, the more accountable he is for the project budget.

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Authority

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The right to apply project resources*, expend fluids, make decisions, or give approvals.

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autocratic

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making decisions regardless of team input

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avoidance

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response to risk event. planning a different technique to remove risk from project

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BAC

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budget at completion -- predicted budget for project

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Backward Pass

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The calculation of late finish dates and late start dates for the uncompleted portions of all schedule activities. Determined by working backwards through the schedule network logic from the project's end date. The end date may be calculated in a forward pass or set by the customer or sponsor. See also schedule network analysis.

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Balanced matrix

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The project manager has balanced project authority with management. This model allows efficient use of functional resources.

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Bar Chart [Tool]

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A graphic display of schedule-related information. In the typical bar chart, schedule activities or work breakdown structure components are listed down the left side of the chart, dales are shown across the top, and activity durations are shown as date-placed horizontal bars. Also called a Gantt chart.

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Baseline

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The approved time phased plan (for a project, a work breakdown structure component, a work package, or a schedule activity), plus or minus approved project scope, cost, schedule, and technical changes. Generally refers to the current baseline, but may refer to the original or some other baseline. Usually used with a modifier (e.g., cost baseline, schedule baseline, performance measurement baseline, technical baseline). See also performance measurement baseline.

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Baseline Finish Date

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The finish date of a schedule activity in the approved schedule baseline. Sec also scheduled finish elate.

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Baseline Start Date

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The start date of a schedule activity in the approved schedule baseline. See also scheduled strut date.

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BCWP

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Budgeted Cost of Work Performed

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BCWS

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Budgeted Cost of Work Scheduled

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Before projects can move into the implementation

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Before projects can move into the implementation

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Beginning Vendor Solicitation

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In most projects, vendors are involved at some point. Part of the executing process is to solicit vendors should they need to be involved with the project. Adequate timing is required for the procurement process to allow the vendors to provide adequate, appropriate information for the project—and to allow the project manager to make an educated decision on which should be selected. Vendor solicitation includes obtaining quotations, bids, and proposals for the services or the goods to be purchased for the project completion.

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benchmarking

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using prior projects to set quality standards for processes and results

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benefit measurement methods

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used in comparing the value of one project to another

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Beware of exam questions that tell you the scope is completed but that the customer is not satisfied.

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Know first that if the scope is complete, the project is complete

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bid

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document from seller to buyer. Used when price is determining factor

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bidder conference

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hoster by buyer, ensures all bidders have equal opportunity to gain information

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Bill of Materials (BOM)

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A documented formal hierarchical tabulation of the physical assemblies, subassemblies, and components needed to fabricate a product.

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BOM

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Bill Of Materials

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bottom-up estimating

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budgeting technique where each component in the WBS is estimated then totaled. Longest but most accurate.

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Bottom-up Estimating [Technique]

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A method of estimating a component of work. The work is decomposed into more detail. An estimate is prepared of what is needed to meet the requirements of each of the lower, more detailed pieces of work, and these estimates are then aggregated into a total quantity for the component of work. The accuracy of bottom-up estimating is driven by the size and complexity of the work identified at the lower levels. Generally smaller work scopes increase the accuracy of the estimates.

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Brainstorming [Technique]

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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 subject-matter experts. Typically, a brainstorming session is structured so that each participant's ideas are recorded for later analysis.

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Budget

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The approved estimate for the project or any work breakdown structure component or any schedule activity. See also estimate.

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Budget at Completion (BAC)

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The sum of all the budgets established for the work to be performed on a project or a work breakdown structure component or a schedule activity. The total planned value for the project.

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budget estimate

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used in early Planning process and in top-down estimates. Variance -10 to +25

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Budgeted At Completion

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See earned value (Elf). Budgeted Cost of Work Scheduled (BCWS). See planned value (P V). Buffer. See reserve.

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Build

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Within this phase, there’d be logical activities and mini-phases necessary to reach the project completion, such as the foundation, the framing, the roofing, and so on

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bull's eye

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creates limits to acceptable earned value metrics. Outside 'eye' is automatic escalation to management

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By involving the stakeholders at different aspects of the project, their requirements are more likely to be met

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By involving the stakeholders at different aspects of the project, their requirements are more likely to be met

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CA

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Control Account

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Calendar Unit

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The smallest unit of time used in scheduling the project, Calendar units are generally in hours, days, or weeks, but can also be in quarter years, months, shifts, or even in minutes.

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CAP

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Control Account Plan

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Cardinal scales

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numerical value
e.g., .01 to 1.0

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cause-and-effect diagrams

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fisbone, Ishikawa

Goal: treat root cause

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CCB

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Change Control Board

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centralized contracting

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all contracts need to be approved by central unit in organization

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Change Control

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Identifying, documenting, approving or rejecting, and controlling changes to the project baselines *.

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Change Control Board

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A board that determines the validity of and approves project change requests.

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Change Control Board (CCB)

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A formally constituted group of stakeholders responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, with all decisions and recommendations being recorded.

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Change Control System

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A system to determine the validity of and act upon project change requests.

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Change Control System [Tool]

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A collection of formal documented procedures that define how project deliverables and documentation will be controlled, changed, and approved. In most application areas the change control system is a subset of the configuration management system.

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Change Request

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Requests to expand or reduce the project scope, modify policies, processes, plans, or procedures, modify costs or budgets, or revise schedules. Requests for a change can be direct or indirect, externally or internally initiated, and legally or contractually mandated or optional. Only formally documented requested changes are processed and only approved change requests are implemented.

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Chart of Accounts [Tool]

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Any numbering system used to monitor project costs* by category (e.g., labor, supplies, materials, and equipment). The project chart of accounts is usually based upon the corporate chart of accounts of the primary performing organization. Contrast with code of accounts.

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Checklist [Outputllnput]

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Items listed together for convenience of comparison, or to ensure the actions associated with them are managed appropriately and not forgotten. An example is a list of items to be inspected that is created during quality planning and applied during quality control.

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checklists

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lists of activities to check off to make sure work is done. QC

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Claim

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A request, demand, or assertion of rights by a seller against a buyer, or vice versa, for consideration, compensation, or payment under the terms of a legally binding contract, such as for a disputed change.

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Close Project [Process]

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The process of finalizing all activities across all of the project process groups to formally close the project or phase.

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Closing

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Ah, the best process of them all. The closing process, sometimes called the project postmortem, involves closing out the project accounts, completing final acceptance of the project deliverables, filing the necessary paperwork, and assigning the project team to new projects. Oh yeah, and celebrating!

Most projects have similar characteristics, such as the following:

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Closing Administrative Duties

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When the project is completed, the project manager must finalize all reports, document the project experience, and provide evidence of customer acceptance. The project manager will create a final report reflecting the project success, or failure. The project manager will also provide information reflective of the project product and how it met the project requirements, and then will complete the lessons learned documentation

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Closing Processes [Process Group]

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Those processes performed to formally terminate all activities of a project or phase, and transfer the completed product to others or close a cancelled project.

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Closing Vendor Contracts

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At the completion of a project or project phase the vendor contracts must be closed out. Confirmation that vendor invoices and purchase orders have been fulfilled, met, and paid is needed to complete the vendor closeout process. Closing out vendor contracts may also require proof or delivery of the goods or services purchased. The vendor contracts may be audited to confirm the vendor responsibilities have been met

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Co-location [Technique]

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An organizational placement strategy where the project team members are physically located close to one another in order to improve communication, working relationships, and productivity.

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Code of Accounts [Tool]

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Any numbering system used to uniquely identify each component of the work breakdown structure. Contrast with chart of accounts.

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coercive power

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a.k.a., penalty power. Team is afraid of PM

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Collect processes, procedures and historical information

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3. Initiating

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collection of projects with a common cause

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Programs are

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collective bargaining agreements

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contractual agreements that may be constraints

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Common Cause

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A source of variation that is inherent in the system and predictable. On a control chart, it appears as part of the random process variation (i.e., variation from a process that would be considered normal or not unusual), and is indicated by a random pattern of points within the control limits. Also referred to as random cause. Contrast with special cause.

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Common constraints you’ll encounter

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time constraints in the form of deadlines and the availability of resources

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Communication

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A process through which information is exchanged among persons using a common system of symbols, signs, or behaviors.

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Communication Management Plan [Output/Input]

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The document that describes: the communications needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communication. A communication management plan can be formal or informal, highly detailed or broadly framed, based on the requirements of the project stakeholders. The communication management plan is contained in, or is a subsidiary plan of, the project management plan.

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Communication skills are

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included as part of the Professional Responsibility portion of the PMP exam. We’ll cover the Professional Responsibility information in Chapter 13

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Communications is an activity that will consume

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much of the project manager’s time, but it is not one of the five process groups.

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communications management plan

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documents & organizes stakeholders communications needs

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Closing Processes [Process Group]

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Those processes performed to formally terminate all activities of a project or phase, and transfer the completed product to others or close a cancelled project.

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Closing Vendor Contracts

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At the completion of a project or project phase the vendor contracts must be closed out. Confirmation that vendor invoices and purchase orders have been fulfilled, met, and paid is needed to complete the vendor closeout process. Closing out vendor contracts may also require proof or delivery of the goods or services purchased. The vendor contracts may be audited to confirm the vendor responsibilities have been met

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Co-location [Technique]

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An organizational placement strategy where the project team members are physically located close to one another in order to improve communication, working relationships, and productivity.

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Code of Accounts [Tool]

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Any numbering system used to uniquely identify each component of the work breakdown structure. Contrast with chart of accounts.

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coercive power

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a.k.a., penalty power. Team is afraid of PM

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Collect processes, procedures and historical information

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3. Initiating

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collection of projects with a common cause

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Programs are

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collective bargaining agreements

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contractual agreements that may be constraints

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Common Cause

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A source of variation that is inherent in the system and predictable. On a control chart, it appears as part of the random process variation (i.e., variation from a process that would be considered normal or not unusual), and is indicated by a random pattern of points within the control limits. Also referred to as random cause. Contrast with special cause.

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Common constraints you’ll encounter

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time constraints in the form of deadlines and the availability of resources

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Communication

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A process through which information is exchanged among persons using a common system of symbols, signs, or behaviors.

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Communication Management Plan [Output/Input]

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The document that describes: the communications needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communication. A communication management plan can be formal or informal, highly detailed or broadly framed, based on the requirements of the project stakeholders. The communication management plan is contained in, or is a subsidiary plan of, the project management plan.

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Communication skills are

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included as part of the Professional Responsibility portion of the PMP exam. We’ll cover the Professional Responsibility information in Chapter 13

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Communications is an activity that will consume

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much of the project manager’s time, but it is not one of the five process groups.

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communications management plan

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documents & organizes stakeholders communications needs

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Communications planning

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To determine who needs what, when they need it, and in what modality (paper, electronic, and so on) it may be needed

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Communications Planning [Process]

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The process of determining the information and communications needs of the project stakeholders: who they are, what is their level of interest and influence on the project, who needs what information, when will they need it, and how it will be given to them.

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Compensation

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Something given or received, a payment or recompense, usually something monetary or in kind for products, services, or results provided or received.

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Complete contract closure`

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2. Closure

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Complete product scope

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3. Excectuing

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Completing projects as needed

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These non-project-centric entities can complete projects successfully, but may not have the project systems in place to efficiently support projects. The lack of a project support system can cause the project to succumb to additional risks, lack of organization, and reporting difficulties. Some organizations may have special internal business units to support the projects in motion that are separate from the accounting, time, and management systems used by the rest of the organization.

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Completing projects for others

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These entities swoop into other organizations and complete the project work based on specifications, details, and specification documents. Classical examples of these types of organizations include consultants, architectural firms, technology integration companies, and advertising agencies

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Completing projects internally through a system

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These entities have adopted management by projects (discussed in Chapter 1). Recall that organizations using management by projects have accounting, time, and management systems in place to account for the time, cost, and worth of each project.

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Completing Scope Verification

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Scope verification is a control process. However, at the end of the project the scope must be verified for final acceptance. This process is completed with the project manager and the key stakeholders. Scope verification is the process of inspecting, touring, and “taking a walk-through” of the project deliverables to confirm that the requirements of the project have been met. Scope verification may happen at different intervals throughout the project, such as at key milestones or phase completions. Scope verification at the end of a project may require a formal sign-off from the customer that the project is complete and to their satisfaction

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complex organization of decision-making, planning, implementation, control, and documentation of the experience from start to finish. In addition to traditional project management, there are related areas of project management that you may encounter, have encountered, or are actively participating in.

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Project management is a

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Component

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A constituent part, element, or piece of a complex whole.

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compromising

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requires both parties to give up something. Lose-lose situation

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configuration management

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activities focusing on controlling the characteristics of a product or service. AKA a rigorous change control system.

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Configuration management

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5. Monitoring & Controlling

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Configuration Management System [Tool]

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A subsystem of the overall project management system. It is a collection of formal documented procedures used to apply technical and administrative direction and surveillance to: identify and document the functional and physical characteristics of a product, result, service, or component; control any changes to such characteristics; record and report each change and its implementation status; and support the audit of the products, results, or components to verify conformance to requirements. It includes the documentation, tracking systems, and defined approval levels necessary for authorizing and controlling changes. In most application areas, the configuration management system includes the change control system.

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Confirm work is done to requirements

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3. Closure

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Conflict Resolution Techniques (5)

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From best to worst:
1. Confrontation
2. Compromise
3. Withdrawl
4. Smoothing
5. Forcing

Front 181

Consider the Expected Quality

Back 181

What good is a project if it is finished on time and on budget, but the quality of the deliverable is so poor it is unusable? Some projects have a set level of quality that allows the project team to aim for. Other projects follow the organization’s Quality Assurance Program such as ISO 9000. And, unfortunately, some projects have a general, vague idea of what an acceptable level of quality is. Without a specific target for quality, trouble can ensue. The project manager and project team may spend more time and monies to hit an extremely high level of quality when a lower, expected level of quality would suffice for the project. Quality is needed, but an exact target of expected quality is demanded.

Front 182

Consider the Project Risk

Back 182

Do you play golf? In golf, as in project management, there is a theory called The Risk-Reward Principle. You’re teeing off for the seventh hole. If you shoot straight, you can lay up in the fairway, shoot again, and then two-putt for par. Pretty safe and predictable. However, if you have confidence in your driver, you may choose to cut the waterway and get on the green in one. If you accept and beat that risk, you’ll have a nice reward. Choke and land in the water and you’re behind the game. In project management, the idea is the same. Some risks are worth taking, while others are worth the extra cost to avoid. You’ll learn all about risks in Chapter 11.

Front 183

constrained optimizaion methods

Back 183

complex mathematical formulas and algorithms used to predict the future success of projects. E.g., linear programming

Front 184

Constraint [Input]

Back 184

The state, quality, or sense of being restricted to a given course of action or inaction. An applicable restriction or limitation, either internal or external to the project, that will affect the performance of the project or a process. For example. a schedule constraint is any limitation or restraint placed on the project schedule that affects when a schedule activity can be scheduled and is usually in the form of fixed imposed dates. A cost constraint is any limitation or restraint placed on the project budget such as fiends available over time. A project resource constraint is any limitation or restraint placed on resource usage, such as what resource skills or disciplines are available and the amount of a given resource available during a specified time frame.

Front 185

constraints

Back 185

any influence on a project that may limit the options of the team

Front 186

Constraints Are Imposed

Back 186

Within every project there is a driving force for the project. You’ve probably experienced some force first-hand. For example, ever had a project that had to be done by an exact date or you’d face fines and fees? This is a schedule constraint. Or a project that could not go over it’s set budget? This is a financial constraint. Or what about a project that had to hit an exact level of quality regardless of how long the project took? This is scope constraint. All are forces that tend to be in competition with each other.

Specifically, there are three constraints that a project manager will encounter

Front 187

Contingency

Back 187

See reserve. Contingency Allowance. See reserve.

Front 188

contingency reserve

Back 188

a time or dollar amount allotted to risk response

Front 189

Contingency Reserve [Output/Input]

Back 189

The amount of,junds, budget, or time needed above the estimate to reduce the risk of overruns of project objectives to a level acceptable to the organization.

Front 190

Continuous improvement

Back 190

7. Executing

Front 191

contract

Back 191

legal, binding agreement, preferably written, between buyer and seller detailing requirements and obligations of both parties. Must have:
1. Offer
2. Acceptance
3. Legal capacity
4. Consideration
5. Legal purpose

Front 192

Contract [Output/Input]

Back 192

A contract is a mutually binding agreement that obligates the seller to provide the specified product or service or result and obligates the bui'er to pay for it.

Front 193

contract administation

Back 193

process of ensuring the buyer and seller perform to specs in contract

Front 194

Contract Administration [Process]

Back 194

The process of managing the contract and the relationship between the buyer and seller, reviewing and documenting how a seller is performing or has performed to establish required corrective actions and provide a basis for future relationships with the seller, managing contract related changes and, when appropriate, managing the contractual relationship with the outside buyer of the project.

Front 195

contract change control system

Back 195

defines how contracts may be changed

Front 196

contract closeout

Back 196

process for confirming the obligations of the contract went as expected. PM, customer, key stakeholders perform product verification

Front 197

Contract closeout

Back 197

To complete and finalize any procurement issues such as payment, inspection of procured services and goods, and any open project items.

Front 198

Contract Closure [Process]

Back 198

The process of completing and settling the contract, including resolution of any open items and closing each contract.

Front 199

contract file

Back 199

a complete indexed set of procurement records incorporated into admin closure. includes financial as well as scope verification

Front 200

Contract Management Plan [Output/Input]

Back 200

The document that describes how a specific contract will be administered and can include items such as required documentation delivery and performance requirements. A contract management plan can be formal or informal, highly detailed or broadly framed, based on the requirements in the contract, Each contract management plan is a subsidiary plan of the project management plan.

Front 201

Contract Statement of Work (SOW) [Output/Input]

Back 201

A narrative description of products, services, or results to be supplied under contract.

Front 202

Contract Work Breakdown Structure (CWBS) [Output/Input]

Back 202

A portion of the work breakdown structure for the project developed and maintained by a seller contracting to provide a subproject or project component.

Front 203

Control [Technique]

Back 203

Comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective action as needed.

Front 204

Control Account (CA) [Tool]

Back 204

A management control point where scope, budget (resource plans), actual cost, and schedule are integrated and compared to earned value for perfomiance measurement. Control accounts are placed at selected management points (specific components at selected levels) of the work breakdown structure. Each control account may include one or more work packages, but each work package may be associated with only one control account. Each control account is associated with a specific single organizational component in the organizational breakdown structure (Ol3S). Previously called a cost account. See also work package.

Front 205

Control Account Plan (CAP) [Tool]

Back 205

A plan for all the work and effort to be performed in a control account. Each CAP has a definitive statement of work, schedule, and time-phased budget. Previously called a Cost Account Plan.

Front 206

Control Chart [Tool]

Back 206

A graphic display of process data over time and against established control limits, and that has a centerline that assists in detecting a trend of plotted values toward either control limit.

Front 207

control charts

Back 207

illustrate performance of project over time. Upper and lower limits indicate whether project is out of control

Front 208

Control Limits

Back 208

The area composed of three standard deviations on either side of the centerline, or mean, of a normal distribution of data plotted on a control chart that reflects the expected variation in the data. See also specification limits.

Front 209

Controlling

Back 209

The project manager must control the work the project team and the vendors are completing. The project manager checks that the deliverables of the phases are in alignment with the project scope, defends the scope from changes, and confirms the expected level of quality of the work being performed. This process also requires the project manager to confirm that the cost and schedule are in sync with what was planned. Finally, the project team will inform the project manager of their progress, who will, in turn, report on the project’s progress to the project sponsor, to management, and perhaps even to key stakeholders in the organization

Front 210

Controlling

Back 210

Project performance is monitored and measured to ensure the project plan is being implemented to design specifications and requirements

Front 211

Controlling Processes

Back 211

Controlling processes are the activities that ensure the project goes according to plan and the actions to implement when evidence proves the project is not going according to plan. Specifically, the controlling processes verify project work and the response to that work. In addition, the project manager must work to control the predicted cost and schedule of the project. Variances to the cost and schedule will affect the project’s success

Front 212

COQ

Back 212

Cost of Quality

Front 213

core processes

Back 213

Common to all projects:
scope planning
scope definition
activity definition
activity duration estimating
activity sequencing
cost budgeting
cost estimating
resource planning
risk management planning
schedule development
project plan development

Front 214

Corrective Action

Back 214

Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.

Front 215

Cost

Back 215

The monetary value or price of a project activity* or component that includes the monetary worth of the resources required to perform and complete the activity or component, or to produce the component. A specific cost can be composed of a combination of cost components including direct labor hours, other direct costs, indirect labor hours, other indirect costs, and purchased price. (However, in the earned value management methodology, in some instances, the term cost can represent only labor hours without conversion to monetary worth.) See also actual cost and estimate.

Front 216

cost baseline

Back 216

what is expected to be spent in a project. Usually shown in an S-curve

Front 217

Cost budgeting

Back 217

To determine the estimated cost of the activities to complete the project work

the process of assigned a cost to an individual work package. Results in an S-curve that becomes the baseline

Front 218

Cost Budgeting [Process]

Back 218

The process of aggregating the estimated costs of individual activities or work packages to establish a cost baseline.

Front 219

Cost Budgets,

Back 219

Budgets, monies, greenbacks, dead presidents, whatever you want to call it—the cost of completing the project is always high on everyone’s list of questions. The project manager must find a method to accurately predict the cost of completing the project within a given timeline, and then control the project to stay within the given budget. We will learn more about this in Chapter 7. Sounds easy, right? The following diagram illustrates the Iron Triangle of scope, schedule, and cost constraints.

Front 220

cost change control

Back 220

documents the procedures to request, approve and incorporate changes to project costs. Part of Integrated Change Control

Front 221

Cost control

Back 221

To prevent unnecessary changes to the project budget.
an active process to control causes of cost change, document and monitor

Front 222

Cost Control [Process]

Back 222

The process of influencing the factors that create variances, and controlling changes to the project budget.

Front 223

Cost estimates can be calculated a number of different ways

Back 223

such as through top-down estimates, bottom-up estimates, or the dreaded informal “hallway estimates.” All estimates should identify a range of variance reflective of the degree of confidence of the estimate, the assumption the estimate is based on, and how long the estimate is valid

Front 224

cost estimating

Back 224

the process of calculating the costs by category of the resources to complete project work

Front 225

Cost estimating

Back 225

To determine an estimated amount of monies to complete the project work using the defined facilities, services, and goods

Front 226

Cost Estimating [Process]

Back 226

The process of developing an approximation of the cost of the resources needed to complete project activities*.

Front 227

cost management plan

Back 227

details how variances from the project costs will be managed. Output of cost estimating.

Front 228

Cost Management Plan [Output/Input]

Back 228

The document that sets out the format and establishes the activities and criteria for planning, structuring, and controlling the project costs. A cost management plan can be formal or informal, highly detailed or broadly framed, based on the requirements of the project stakeholders. The cost management plan is contained in, or is a subsidiary plan, of the project management plan.

Front 229

cost of nonconformance

Back 229

cost of completing project work without meeting quality standards. Biggest issue is money for rework.

Front 230

cost of quality

Back 230

expense of all activities within a project to meet quality objectives

Front 231

Cost of Quality (COQ) [Technique]

Back 231

Determining the costs incurred to ensure qualitt. Prevention and appraisal costs (cost of conformance) include costs for quality planning, quality control (QC), and quality assurance to ensure compliance to requirements (i.e., training, QC systems, etc.). Failure costs (cost of non-conformance) include costs to rework products, components, or processes that are non-compliant, costs of warranty work and waste, and loss of reputation.

Front 232

Cost Performance Index

Back 232

EV / AC

(Rate at which we are meeting cost expectations)

Front 233

Cost Performance Index (CPI)

Back 233

A measure of cost efficiency on a project. It is the ratio of earned value (EV) to actual costs (AC). CPI = EV divided by AC. A value equal to or greater than one indicates a favorable condition and a value less than one indicates an unfavorable condition.

Front 234

cost plus fixed fee

Back 234

profit margin for seller

Front 235

cost plus incentive fee

Back 235

seller determines price for product or service but includes reward for completing ahead of time

Front 236

cost plus percentage of cost

Back 236

cost overruns assigned to buyer. illegal in USA

Front 237

Cost Variance

Back 237

EV - AC

(Difference between what was expected to spend and actually spent)

Front 238

Cost Variance (CV)

Back 238

A measure of cost performance on a project. It is the algebraic difference between earned value (EV) and actual cost (AC). CV = EV minus AC. A positive value indicates a favorable condition and a negative value indicates an unfavorable condition.

Front 239

Cost-Plus-Fee (CPF)

Back 239

A type of cost reimbursable contract where the buyer reimburses the seller for seller's allowable costs for performing the contract work and seller also receives a fee calculated as an agreed upon percentage of the costs. The fee varies with the actual cost.

Front 240

Cost-Plus-Fixed-Fee (CPFF) Contract

Back 240

A type of cost-reimbursable contract where the buyer reimburses the seller for the seller's allowable costs (allowable costs are defined by the contract) plus a fixed amount of profit (fee).

Front 241

Cost-Plus-Incentive-Fee (CPIF) Contract

Back 241

A type of cost-reimbursable contract where the barer reimburses the seller for the seller's allowable costs (allowable costs are defined by the contract), and the seller earns its profit if it meets defined performance criteria.

Front 242

Cost-Plus-Percentage of Cost (CPPC)

Back 242

See cost-plus-fee.

Front 243

Cost-Reimbursable Contract

Back 243

A type of contract involving payment (reimbursement) by the buyer to the seller for the seller's actual costs, plus a fee typically representing seller's profit. Costs are usually classified as direct costs or indirect costs. Direct costs are costs incurred for the exclusive benefit of the project, such as salaries of firll-time project staff. Indirect costs, also called overhead and general and administrative cost, are costs allocated to the project by the performing organization as a cost of doing business, such as salaries of management indirectly involved in the project, and cost of electric utilities for the office. Indirect costs are usually calculated as a percentage of direct costs. Cost-reimbursable contracts often include incentive clauses where, if the seller meets or exceeds selected project objectives, such as schedule targets or total cost, then the seller receives from the buyer an incentive or bonus payment.

Front 244

cost-reimbursable contracts

Back 244

contract that pays seller for product

Front 245

CPF

Back 245

Cost-Plus-Fee

Front 246

CPFF

Back 246

Cost-Plus-Fixed-Fee

Front 247

CPI

Back 247

Cost Performance Index

How the project is doing financially

CPI = EV/AC

Front 248

CPIF

Back 248

Cost-Plus-Incentive-Fee

Front 249

CPM

Back 249

critical path method. used to determine float

Front 250

CPPC

Back 250

Cost-Plus-Percentage of Cost

Front 251

crashing

Back 251

practice of adding additional resources to critical path to end project early. results in increased costs.

Front 252

Crashing [Technique]

Back 252

A specific type of project schedule compression technique performed by taking action to decrease the total project schedule duration* after analyzing a number of alternatives to determine how to get the maximum schedule duration compression for the least additional cost. Typical approaches for crashing a schedule include reducing schedule activity durations and increasing the assignment of resources on schedule activities. See schedule compression and see also fast tracking.

Front 253

Create activity list

Back 253

5. Planning

Front 254

Create forecasts

Back 254

15. Monitoring & Controlling

Front 255

Create network diagram

Back 255

6. Planning

Front 256

Create process improvement plan

Back 256

20. Planning

Front 257

Create project scope statement

Back 257

2. Planning

Front 258

Create WBS (Work Breakdown Structure) [Process]

Back 258

The process of subdividing the major project deliverables and project work into smaller, more manageable components

Front 259

Create WBS and WBS dictionary

Back 259

4. Planning

Front 260

Criteria

Back 260

Standards, rules, or tests on which a judgment or decision can be based, or by which a product, service, result, or process can be evaluated.

Front 261

Critical Activity

Back 261

Any schedule activity on a critical path in a project schedule. Most commonly determined by using the critical path method. Although some activities are "critical," in the dictionary sense, without being on the critical path, this meaning is seldom used in the project context.

Front 262

Critical Chain Method [Technique]

Back 262

A schedule network analysis technique* that modifies the project schedule to account for limited resources. The critical chain method mixes deterministic and probabilistic approaches to schedule network analysis.

Front 263

Critical Path [Output/Input]

Back 263

Generally, but not always, the sequence of schedule activities that determines the duration of the project. Generally, it is the longest path through the project. I-lowever, a critical path can end, as an example, on a schedule milestone that is in the middle of the project schedule and that has a finish-no-later-than imposed date schedule constraint. See also critical path method.

Front 264

Critical Path Method (CPM) [Technique]

Back 264

A schedule network analysis technique* used to determine the amount of scheduling flexibility (the amount of float) on various logical network paths in the project schedule network, and to determine the minimum total project duration. Early start and finish dates* are calculated by means of a forward pass, using a specified start date. Late start and finish dates* are calculated by means of a backward pass, starting from a specified completion date, which sometimes is the project earl) finish date determined during the forward pass calculation.

Front 265

Current Finish Date

Back 265

The current estimate of the point in time when a schedule activity will be completed, where the estimate reflects any reported work progress. See also scheduled finish date and baseline finish elate.

Front 266

Current Start Date

Back 266

The current estimate of the point in time when a schedule activity will begin, where the estimate reflects any reported work progress. See also scheduled start date and baseline start date.

Front 267

Customer

Back 267

The person or organization that will use the project's product or service or result. (See also user).

Front 268

Customers, internal or external

Back 268

are the most important stakeholders in a project

Front 269

CV

Back 269

Cost Variance

Front 270

CWBS

Back 270

Contract Work Breakdown Structure

Front 271

Data Date (-DD)

Back 271

The date up to or through which the project's reporting system has provided actual status and accomplishments. In some reporting systems, the status information for the data date is included in the past and in some systems the status information is in the future. Also called as-of date and time-non' date.

Front 272

Date

Back 272

A term representing the day, month, and year of a calendar, and, in some instances, the time of day.

Front 273

DD

Back 273

Data Date

Front 274

Decision Tree Analysis [Technique]

Back 274

The decision tree is a diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives. It is used when some future scenarios or outcomes of actions are uncertain. It incorporates probabilities and the costs or rewards of each logical path of events and future decisions, and uses expected monetary value analysis to help the organization identify the relative values of alternate actions. See also expected monetary value anal ys i.s.

Front 275

decoder, encoder

Back 275

part of communications model

Front 276

Decomposition [Technique]

Back 276

A planning technique that subdivides the project scope and project deliverables into smaller, more manageable components, until the project work associated with accomplishing the project scope and providing the deliverables is defined in sufficient detail to support executing, monitoring, and controlling the work.

Front 277

Defect

Back 277

An imperfection or deficiency in a project component where that component does not meet its requirements or specifications and needs to be either repaired or replaced.

Front 278

Defect Repair

Back 278

Formally documented identification of a defect in a project component with a recommendation to either repair the defect or completely replace the component.

Front 279

Defining Project Management

Back 279

Is the supervision and control of the work required to complete the project vision

Front 280

Defining the Project Life Cycle

Back 280

One common attribute of all projects is that they eventually end. Think back to one of your favorite projects. The project started with a desire to change something within an organization. The idea to change this “something” was mulled around, kicked around, and researched until someone with power deemed it a good idea to move forward and implement the project. As the project progressed towards completion there were some very visible phases within the project life. Each phase within the life of the project created a deliverable.

For example, consider a project to build a new warehouse. The construction company has some pretty clear phases within this project: research, blueprints, approvals and permits, breaking ground, laying the foundation, and so on. Each phase, big or small, results in some accomplishment that everyone can look to and say, “Hey! We’re making progress!” Eventually the project is completed and the warehouse is put into production.

At the beginning of the project, through planning, research, experience, and expert judgment, the project manager and the project team will plot out when each phase should begin, when it should end, and the related deliverable that will come from each phase. Often, the deliverable of each phase is called a milestone. The milestone is a significant point in the schedule that allows the stakeholders to see how far the project has progressed—and how far the project has to go to reach completion.

Front 281

Defining the Project Management Process

Back 281

Will all projects have the same phases? Of course not! A project to create and manufacture a new pharmaceutical will not have the same phases as a project to build a skyscraper. Both projects, however, can map to the five project management processes. These processes are typical of projects, and are iterative in nature—that is, you don’t finish a process never to return. Let’s take a look at each process and its attributes.

Front 282

definitive estimate

Back 282

used in late Planning process and in bottom-up estimates. Variance -5 to +10

Front 283

deliverable

Back 283

The outcome of a project or phase.

Front 284

Deliverable [Outputllnput]

Back 284

Any unique and verifiable product, result, or capability to perform a service that must be produced to complete a process, phase, or project. Often used more narrowly in reference to an external deliverable, which is a deliverable that is subject to approval by the project sponsor or customer. See also product, service, and result.

Front 285

Delphi Technique [Technique]

Back 285

An information gathering technique used as a way to reach a consensus of experts on a subject. Experts on the subject participate in this technique anonymously. A facilitator uses a questionnaire to solicit ideas about the important project points related to the subject. The responses are summarized and are then re-circulated to the experts for further comment. Consensus may be reached in a few rounds of this process. The Delphi technique helps reduce bias in the data and keeps any one person from having undue influence on the outcome.

Front 286

Dependency

Back 286

See logical relationship.

Front 287

Design

Back 287

The architects and the designers would work with the requirements to create the specifications for the house in alignment with the requirements of the customer

Front 288

design of experiments

Back 288

relies on statistical 'what-if' scenarios to determin what variables in a project will give the best outcome. Most often used on the product.

Front 289

Design Review [Technique]

Back 289

A management technique used for evaluating a proposed design to ensure that the design of the system or product meets the customer requirements, or to assure that the design will perform successfully, can be produced, and can be maintained.

Front 290

Determine communications requirements

Back 290

14. Planning

Front 291

Determine company culture and existing systems

Back 291

2. Initiating

Front 292

Determine critical path

Back 292

9. Planning

Front 293

Determine how you will do plannning -- part of management plans

Back 293

1. Planning

Front 294

determine if it is feasible for a project to exist

Back 294

determine if it is feasible for a project to exist

Front 295

Determine project objectives

Back 295

7. Initiating

Front 296

Determine quality standards, processes and metrics

Back 296

12. Planning

Front 297

Determine roles and responsibilities

Back 297

13. Planning

Front 298

Determine team

Back 298

3. Planning

Front 299

Determine variances and if they warrant corrective action or a change

Back 299

3. Monitoring & Controlling

Front 300

Determine what to purchase

Back 300

17. Planning

Front 301

Determining Vendor Source

Back 301

In most projects, vendors are involved at some point. Part of the executing process is to solicit vendors should they need to be involved with the project. Adequate timing is required for the procurement process to allow the vendors to provide adequate, appropriate information for the project—and to allow the project manager to make an educated decision on which should be selected. Vendor solicitation includes obtaining quotations, bids, and proposals for the services or the goods to be

Front 302

Develop budget

Back 302

11. Planning

Front 303

Develop closure procedures

Back 303

1. Closure

Front 304

Develop final PM plan and performance measurement baselines

Back 304

21. Planning

Front 305

Develop preliminary project scope statement

Back 305

10. Initating

Front 306

Develop Preliminary Project Scope Statement [Process]

Back 306

The process of developing the preliminary project scope statement that provides a high level scope narrative.

Front 307

Develop project charter

Back 307

9. Initiating

Front 308

Develop Project Charter [Process]

Back 308

The process of developing the project charter that formally authorizes a project.

Front 309

Develop Project Management Plan [Process]

Back 309

The process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans into a project management plan.

Front 310

Develop Project Team [Process]

Back 310

The process of improving the competencies and interaction of team members to enhance project performance.

Front 311

Develop schedule

Back 311

10. Planning

Front 312

Direct and Manage Project Execution [Process]

Back 312

The process of executing the work defined in the project management plain to achieve the project's requirements defined in the project scope statement.

Front 313

direct costs

Back 313

costs incurred by the project in order for it to exist

Front 314

Discipline

Back 314

A field of work requiring specific knowledge and that has a set of rules governing work conduct (e.g., mechanical engineering, computer programming, cost estimating, etc.).

Front 315

Discrete Effort

Back 315

Work effort that is separate, distinct, and related to the completion of specific work breakdown structure components and deliverables, and that can be directly planned and measured. Contrast with apportioned effort.

Front 316

discretionary dependencies

Back 316

soft logic

Front 317

Dispersing Project Information

Back 317

Information must be disseminated according to the communications plan. Stakeholders will need to be kept abreast of the project status. Management may want milestone reports, variance reports, and status reports. Customers will have specific communications requirements. All of these demands, from any stakeholder, should be documented within the communications plan—and then followed through in the execution process.

Front 318

Divide large projects into phases

Back 318

4. Initiating

Front 319

Document

Back 319

A medium and the information recorded thereon, that generally has permanence and can be read by a person or a machine. Examples include project management plans, specifications, procedures, studies, and manuals.

Front 320

Document assumptions and contraints

Back 320

8. Initiating

Front 321

Document business need

Back 321

6. Initiating

Front 322

Documented Procedure

Back 322

A formalized written description of how to carry out an activity, process, technique, or methodology.

Front 323

EAC

Back 323

Estimate At Completion.

EAC = BAC/CPI = ETC + AC

Front 324

Dummy Activity

Back 324

A schedule activity of zero duration used to show a logical relationship in the arrow diagramming method. Dummy activities are used when logical relationships cannot be completely or correctly described with schedule activity arrows. Dummy activities are generally shown graphically as a clashed line headed by an arrow.

Front 325

Duration (DU or DUR)

Back 325

The total number of work periods (not including holidays or other nonworking periods) required to complete a schedule activity or work breakdown structure component. Usually expressed as workdays or workweeks. Sometimes incorrectly equated with elapsed time. Contrast with effort. See also original duration, remaining duration, and actual duration.

Front 326

EAC

Back 326

BAC/CPI = use if spending rate will continue
AC + BAC - EV = use if variances not typical

Front 327

Each phase within the preceding project has logical activities that dictate the point of the

Back 327

phase, the goal of each, and what the deliverables of each phase likely will be.

Front 328

Early Finish Date (EF)

Back 328

In the critical path method, the earliest possible point in time on which the uncompleted portions of a schedule activity (or the project) can finish, based on the schedule network logic, the data date, and any schedule constraints. Early finish dates can change as the project progresses and as changes are made to the project management plan.

Front 329

Early Start Date (ES)

Back 329

In the critical path method, the earliest possible point in time on which the uncompleted portions of a schedule activity (or the project) can start, based on the schedule network logic, the data date, and any schedule constraints. Early start dates can change as the project progresses and as changes are made to the project management plan.

Front 330

Earned Value (Budgeted Cost of Work Performed)

Back 330

Actual planned complete * BAC

Front 331

Earned Value (EV)

Back 331

The value of work performed expressed in terms of the approved budget assigned to that work for a schedule activity or work breakdown structure component. Also referred to as the budgeted cost of work performed (BCWP).

Front 332

Earned Value (EV)

Back 332

EV = %Complete * BAC

The work that has been accomplished withint the project plus the authorized budget for the work that has been accomplished.

Front 333

Earned Value Management

Back 333

EVM integrates scope, schedule and cost to give a scalable point-in-time assessment of the project.

Front 334

Earned Value Management (EVM)

Back 334

A management methodology for integrating scope, schedule, and resources, and for objectively measuring project performance and

Front 335

Earned Value Technique (EVT) [Technique]

Back 335

A specific technique for measuring the performance of work and used to establish the pelformcnlce measurement baseline (PMB). Also referred to as the earning rules and crediting method.

Front 336

EF

Back 336

Early Finish date

Front 337

effective listening

Back 337

listener is involved by paying attention

Front 338

Effort

Back 338

The number of labor units required to complete a schedule activity or work breakdown structure component. Usually expressed as staff hours. staff days, or staff weeks. Contrast with duration,

Front 339

EMV

Back 339

Expected Monetary Value

Front 340

Enforcing Schedule Control

Back 340

Schedule control requires constant monitoring of the project’s progress, approval of phase deliverables, and task completion. Slippage must be analyzed early in the project to determine the root cause of the problem. Activities that slip may indicate inaccurate estimates, hidden work, or a poor WBS. Quality issues can also throw the project schedule when the time to redo project activities is taken into consideration, as shown in the following illustration. Finally, the project manager must also consider outside influences and their affect on the project—for example, weather, market conditions, cultural issues, and so on.

Front 341

Ensuring Performance Reporting

Back 341

The project manager and the project team must work together to report and record accurate completions of work. Performance reporting stems from accurate measurement by the project team, proof of work completion, and factual estimates. The project manager then churns the reported projects through earned value management, schedule baselines, cost baselines, and milestone targets. The status reports to management are reflective of where the project has been, where it stands now, and where it’s heading

Front 342

Ensuring Quality Control

Back 342

Quality control (QC) measures work results to determine if they are in alignment with quality standards. If the work results are not of quality, QC uses methods to determine why the results are inadequate and how to eliminate the causes of the quality deficiencies.

Front 343

Ensuring Team Development

Back 343

The project manager must work with the project team members to ensure that their level of proficiency is in agreement with their obligations on the project. This may involve classroom learning, shadowing between project team members, or on-the-job training. The success of the project work is dependent on the project team’s ability. Should the team or team members be lagging in required knowledge to complete the project work, additional education and development is necessitated

Front 344

Enterprise

Back 344

A company, business, firm, partnership, corporation, or governmental agency.

Front 345

Enterprise Environmental Factors [Output/Input]

Back 345

Any or all external environmental factors and internal organizational environmental factors that surround or influence the project's success. These factors are from any or all of the enterprises involved in the project, and include organizational culture and structure, infrastructure, existing resources, commercial databases, market conditions, and project management software.

Front 346

ES

Back 346

Early Start date

Front 347

Estimate [Output/Input]

Back 347

A quantitative assessment of the likely amount or outcome. Usually applied to project costs, resources, effort, and durations and is usually preceded by a modifier (i.e., preliminary, conceptual, feasibility, order-of-magnitude, definitive). It should always include some indication of accuracy (e.g., ±x percent).

Front 348

Estimate at Completion

Back 348

BAC / CPI

(Projecting the total cost at completion based on project performance)

Front 349

Estimate at Completion (EAC) [OutputlInput]

Back 349

The expected total cost of a schedule activity, a work breakdown structure component, or the project when the defined scope of work will be completed. EAC is equal to the actual cost (AC) plus the estimate to complete (ETC) for all of the remaining work. EAC = AC plus ETC. The EAC may be calculated based on performance to date or estimated by the project team based on other factors, in which case it is often referred to as the latest revised estimate. See also earned value technique and estimate to complete.

Front 350

Estimate resource requirements

Back 350

7. Planning

Front 351

Estimate time and cost

Back 351

8. Planning

Front 352

Estimate to Complete (ETC) [Output/Input]

Back 352

The expected cost needed to complete all the remaining work for a schedule activity, }cork breakdown structure component, or the project. See also earned value technique and estimate at completion.

Front 353

Estimate to Completion

Back 353

EAC - AC

(Projecting total cost at completion based on project performance at a given point in time)

Front 354

estimating publications

Back 354

commerical reference to help the PM confirm and predict accuracy of estimates

Front 355

estimations start at zero, with each expense accounted for until a grand total is reached.

Back 355

traditional bottom-up estimations

Front 356

ETC

Back 356

Estimate To Completion

ETC = EAC-AC

Front 357

EV

Back 357

Earned Value

Front 358

evaluation criteria

Back 358

used to rate and score proposals from sellers

Front 359

Event

Back 359

Something that happens, an occurrence, an outcome.

Front 360

EVM

Back 360

Earned Value Management

Front 361

EVT

Back 361

Earned Value Technique

Front 362

Exception Report

Back 362

Document that includes only major variations from the plan (rather than all variations).

Front 363

Execute

Back 363

Directing. managing, performing, and accomplishing the project work, providing the deliverables, and providing work performance information.

Front 364

Execute the PM Plan

Back 364

2. Executing

Front 365

Executing

Back 365

This process allows the project team and vendors to move toward completing the work outlined in the Planning process. The project team moves forward with completing the project work.

Front 366

Executing Processes [Process Group]

Back 366

Those processes performed to complete the work defined in the project management plan to accomplish the project's objectives defined in the project scope statement.

Front 367

Exit criteria are typically

Back 367

inspection-specific and are scheduled events in the project schedule

Front 368

Exit criteria can include many different activities, such as:

Back 368

Sign-offs from the customer

Regulatory inspections and audits

Quality metrics

Performance metrics

Security audits

The end of a project phase

Front 369

Exit criterion are

Back 369

activities or evidence that allow a project to move forward. Stakeholder expectations are universal to the entire project, not just to one project phase.

Front 370

Expectancy theory

Back 370

theory that people will work in relation to the expected reward

Front 371

Expected Monetary Value (EMV) Analysis

Back 371

A statistical technique that calculates the average outcome when the future includes scenarios that may or may not happen. A common use of this technique is within decision tree analysis. Modeling and simulation are recommended for cost and schedule risk analysis because it is more powerful and less subject to misapplication than expected monetary value analysis.

Front 372

Expected Monetary Value (Ex$V)

Back 372

Ex$V = Probability * Value

Value - cost is neg, benefit is positive

Front 373

Expert Judgment [Technique]

Back 373

Judgment provided based upon expertise in an application area, knowledge area, discipline, industry, etc. as appropriate for the activity being performed. Such expertise may be provided by any group or person with specialized education. knowledge, skill, experience, or training, and is available from many sources, including: other units within the performing organization; consultants; stakeholders. including customers; professional and technical associations; and industry groups.

Front 374

expert power

Back 374

Authority of PM comes from experience

Front 375

External customers are not key stakeholders in this instance as they are not actively involved in

Back 375

an internal project

Front 376

Facilitate conflict resolution

Back 376

12. Monitoring & Controlling

Front 377

facillitating processes

Back 377

Done as needed throughout projects:
quality planning
communications planning
organizational planning
staff acquisition
risk identification
qualitative risk analysis
quantitative risk analysis
risk response planning
procurement planning
solicitation planning

Front 378

Failure Mode and Effect Analysis (FMEA) [Technique]

Back 378

An analytical procedure in which each potential failure mode in every component of a product is analyzed to determine its effect on the reliability of that component and, by itself or in combination with other possible failure modes, on the reliability of the product or system and on the required function of the component; or the examination of a product (at the system andlor- lower levels) for all ways that a failure may occur. For each potential failure, an estimate is made of its effect on the total system and of its impact. In addition, a review is undertaken of the action planned to minimize the probability of failure and to minimize its effects.

Front 379

Failure to adhere to the quality assurance program may result in

Back 379

rework, penalties, and project delays

Front 380

fast tracking

Back 380

doing activities in parallel that are normally done in sequence
A specific project schedule compression technique that changes network logic to overlap phases that would normally be done in sequence, such as the design phase and construction phase, or to perform schedule activities in parallel. See schedule compression and see also crashing.

Front 381

feedback

Back 381

a response, or question of clarification, confirmation of having received message

Front 382

FF

Back 382

Finish-to-Finish
or
Free Float

Front 383

FFP

Back 383

Firm-Fixed-Price

Front 384

Final build

Back 384

The prototype of the camera went fairly well. The project team has documented any flaws, and adjustments are being made. The project team is also working with the manufacturer to complete the requirements for materials and packaging. The project is nearing completion.

Front 385

Final performance reporting

Back 385

5. Closure

Front 386

Finalize the "how to execute and control" aspects of all management plans

Back 386

19. Planning

Front 387

Finish Date

Back 387

A point in time associated with a schedule activity's completion. Usually qualified by one of the following: actual, planned, estimated, scheduled, early, late, baseline, target, or current.

Front 388

Finish-to-Finish (FF)

Back 388

The logical relationship where completion of work of the successor activity cannot finish until the completion of work of the predecessor activity. See also logical relationship.

Front 389

Finish-to-Start (FS)

Back 389

The logical relationship where initiation of work of the successor activity depends upon the completion of work of the predecessor activity. See also logical relationship.

Front 390

Firm-Fixed-Price (FFP) Contract

Back 390

A type of fixed price contract where the hover pays the seller a set amount (as defined by the contract), regardless of the seller's costs.

Front 391

First build

Back 391

Management loves the positive information you’ve discovered in the proof-of-concept phase—they’ve set a budget for your project to continue into development. Now you’ll lead your project team through the process of designing and building a video camera according to the specifications from the stakeholders and management. Once the camera is built, your team will test, document, and adjust your camera for usability and feature-support.

Front 392

fishbone diagram

Back 392

Ishihawa chart. Cause and effect.

Front 393

five processes

Back 393

initiation, planning, execution, control, and closure, are not a series of events, but rather an integrated process, the activities within one process may coincide with an activity within another. For example, a project manager may be working through the execution process to administer the contracts of a vendor while simultaneously working with the vendor through scope verification.

Front 394

fixed-price contracts

Back 394

can include an incentive for the seller

Front 395

Fixed-Price or Lump-Sum Contract

Back 395

A type of contract involving a fixed total price for a well-defined product. Fixed-price contracts may also include incentives for meeting or exceeding selected project objectives, such as schedule targets. The simplest form of a fixed price contract is a purchase order.

Front 396

Fixed-Price-Incentive-Fee (FPIF) Contract

Back 396

A type of' contract where the buyer pays the seller a set amount (as defined by the contract), and the seller can earn an additional amount if the seller meets defined performance criteria.

Front 397

Float

Back 397

Also called slack. See total float and see also free float.
free: time activity can be delayed without affecting the next
total: time activity can be delayed without affecting the project
project: time activity can be delayed without affecting the customer's expected completion date

Front 398

flowcharting

Back 398

chart that illustrates how parts of a system occur in sequence

Front 399

Flowcharting [Technique]

Back 399

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

Front 400

FMEA

Back 400

Failure Mode and Effect Analysis

Front 401

FNET, SNET

Back 401

Finish No Earlier Than, Start No Earlier Than

Front 402

Follow processes

Back 402

8. Executing

Front 403

forcing

Back 403

conflict resolution method where one person forces their point of view or solution to a conflict

Front 404

Forecasts

Back 404

Estimates or predictions of conditions and events in the project s future based on information and knowledge available at the time of the forecast. Forecasts are updated and reissued based on work performance information provided as the project is executed. The information is based on the project's past performance and expected future performance, and includes information that could impact the project in the future, such as estimate at completion and estimate to complete.

Front 405

formal power

Back 405

PM has been assigned by senior management

Front 406

formally imposed documents

Back 406

Requirements include the quantified and documented needs, wants, and expectations of the sponsor, customer, and other stakeholders.

Front 407

Forward Pass

Back 407

The calculation of the early start and early finish dates for the uncompleted portions of all network activities. See also schedule network analysis and backward pass.

Front 408

FPIF

Back 408

Fixed-Price-Incentive-Fee

Front 409

fragnets (subnets)

Back 409

portions of a network diagram that branch off and are not part of the critical path

Front 410

Free Float (FF)

Back 410

The amount of time that a schedule activity can be delayed without delaying the early start of any immediately following schedule activities. See also total float.

Front 411

FS

Back 411

Finish-to-Start

Front 412

Functional

Back 412

Ideal for organizations with recurring projects, such as manufacturing. Everyone on the project knows who is in charge: the functional manager.

Front 413

functional environment

Back 413

A company that organizes itself by job activity, such as sales, accounting, information technology, and other departmental entities is a

Front 414

Functional Manager

Back 414

Someone with management authority over an organizational unit within a frntctional organization. The manager of any group that actually makes a product or performs a service. Sometimes called a line manager.

Front 415

Functional Organization

Back 415

A hierarchical organization where each employee has one clear superior, staff are grouped by areas of specialization, and managed by a person with expertise in that area.

Front 416

Functional organizations are entities

Back 416

that have a clear division regarding business units and their associated responsibility

Front 417

functional structure

Back 417

have a clear division regarding business units. Weakest project structure. (Hanley Wood)

Front 418

Funds

Back 418

A supply of money or pecuniary resources immediately available. Gantt Chart. See bar chart.

Front 419

Gain formal acceptance of the product

Back 419

4. Closure

Front 420

Gain formal approval

Back 420

22. Planning

Front 421

GERT

Back 421

Graphical Evaluation and Review Technique. Allows for looping.

Front 422

Give recognition and rewards

Back 422

10. Executing

Front 423

Grade

Back 423

A category or rank used to distinguish items that have the same functional use (e.g., "hammer"), but do not share the sane requirements for quality (e.g., different hammers may need to withstand different amounts of force).

Front 424

Ground Rules [Tool]

Back 424

A list of acceptable and unacceptable behaviors adopted by a project team to improve working relationships, effectiveness, and commwiication.

Front 425

halo effect

Back 425

assumption that if person is good at technology, they will be good at managing that technology

Front 426

Hammock Activity

Back 426

See sw marv activity.

Front 427

Hand off completed product

Back 427

8. Closure

Front 428

Here are some common application areas you may encounter

Back 428

Legal issues such as contracts, statements of work, regulatory permits, and lawsuits

Technical issues such as IT management, software development, electrical engineering

Engineering requirements such as experience with pharmaceutical companies, civic engineering, or chemical engineering

Manufacturing issues such as product development, automotive, plastics, and others

Front 429

Here are some general guidelines to know about customizing project processes:

Back 429

Facilitating processes may be shifted in sequence to meet the demands of the project (such as the timing of the procurement processes).

All processes may not be needed on all projects, but the absence of a project doesn’t mean it wasn’t needed. The project manager and the project team should identify all of the processes required to make the project a successful one.

Projects that are resource dependent may define roles and responsibilities prior to scope creation. This is because the scope of the project may be limited by the availability of the resources to complete the scope.

The processes may be governed by a project constraint. Consider a predetermined deadline, budget, or project scope. The project constraint, such as a deadline, will determine the activity sequencing, the need for resources, risk management, and other processes.

Larger projects require more detail. Remember that projects fail at the beginning, not the end.

Subprojects and smaller projects have more flexibility with the processes based on the process usefulness. For example, a project with a relatively small team may not benefit from an in-depth communications plan the same as a large project with 35 project team members would.

Front 430

Here are some other examples of management by projects:

Back 430

Training employees for a new application or business method

Marketing campaigns

The entire sales cycle from product or service introduction, proposal, and sales close

Work completed for a client outside of the organization

Work completed internally for an organization

Front 431

Hertzberg's Theory of Motivation

Back 431

Two catalysts: hygiene (lack of presence de-motivational)and motivating agents

Front 432

heuristic

Back 432

rule-of-thumb

Front 433

Historical Information

Back 433

Documents and data on prior projects including project files, records, correspondence, closed contracts, and closed projects.

Front 434

Hold kickoff meeting

Back 434

23. Planning

Front 435

Hold progress meetings

Back 435

11. Executing

Front 436

Identify stakeholders

Back 436

5. Initiating

Front 437

Identifying Closing Processes

Back 437

Closing a project is a wonderful feeling. Project closure has many requirements for it to be successful, however. Project closure requires a final, complete effort by the project manager, the project team, the project stakeholders, and management to officially close the project and move onto other opportunities. The activities in this process are typically associated with the end of a project, but most may also be completed within project phases, as shown in Figure 3-4.

Front 438

If the deliverables of the phase, or stage, met the predefined metrics

Back 438

The process of identifying and documenting project roles, responsibilities and reporting relationships, as well as creating the staffing m anagentent plan.

Front 439

Implement approved changes, defect repair, preventive and corrective actions

Back 439

6. Executing

Front 440

Implementing Scope Change Control

Back 440

The project manager must follow the change management plan to ensure unneeded changes to the project scope do not occur. This includes scope creep that the project team may be completing on its own accord. For example, the project team members may be making additional adjustments to the equipment they are installing in a project, even through the project scope does not call for the additional adjustments. Scope change control ensures that the documented procedures to permit changes to scope are followed

Front 441

Implementing Scope Change Control

Back 441

Implementing Scope Change Control

Front 442

Imposed Date

Back 442

A fixed elate imposed on a schedule activity or schedule milestone, usually in the form of a "start no earlier than" and "finish no later than" date.

Front 443

In a functional matrix environment

Back 443

the project team may fluctuate at phases or milestones as they complete their assignments and then move onto other activities within the organization

Front 444

In most organizations, however, projects may begin

Back 444

with a feasibility study

Front 445

In other words, the launch, series of phases, and project completion

Back 445

comprise the project life cycle

Front 446

In weak matrix organizations, the project manager has the following attributes:

Back 446

Limited authority

Management of a part-time project team

Project role is part-time

May be known as a project coordinator or team leader

May have part-time administrative staff to help expedite the project

Front 447

Index and archive records

Back 447

6. Closure

Front 448

indirect costs

Back 448

costs attributed to costs of doing business. e.g., electricity, overhead

Front 449

influence diagram

Back 449

charts out a decision problem

Front 450

Influence Diagram [Tool]

Back 450

Graphical representation of situations showing causal influences, time ordering of events, and other relationships among variables and outcomes.

Front 451

Influencer

Back 451

Persons or groups that are not directly related to the acquisition or use of the project's product, but, due to their position in the customer organization*, can influence, positively or negatively, the course of the project.

Front 452

Information distribution

Back 452

To follow the details of the communications management plan; specifically to disperse the required information to the correct parties according to their identified needs and modalities.

Front 453

Information Distribution [Process]

Back 453

The process of making needed information available to project stakeholders in a timely manner.

Front 454

initial risk assessment allows the project manager

Back 454

the project team to determine what high-level risks may influence the feasibility, resources, and requirements to complete the project

Front 455

Initiating

Back 455

This process launches the project, or phase. The needs of the organization are identified and alternative solutions are researched. The power to launch the project or phase is given through a project charter, and when initiating the project, the wonderful project manager is selected.

Front 456

Initiating Processes [Process Group]

Back 456

Those processes performed to authorize and define the scope of a new phase or project or that can result in the continuation of halted project work. A large number of the initiating processes are typically done outside the project's scope of control by the organization, program, or portfolio processes and those processes provide input to the project's initiating processes group.

Front 457

Initiating, planning, controlling, executing, and closing

Back 457

is the correct order of the processes presented

Front 458

Initiator

Back 458

A person or organization that has both the ability and authority to start a project.

Front 459

Input [Process Input]

Back 459

Any item, whether internal or external to the project that is required by a process before that process proceeds. May be an output from a predecessor process.

Front 460

Inspect

Back 460

Before the home owners moved into their new home, they’d want to inspect the house for the quality of the building and confirm its functionality

Front 461

Inspection [Technique]

Back 461

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

Front 462

Integral

Back 462

Essential to completeness: requisite; constituent with; formed as a unit with another component.

Front 463

Integrated

Back 463

Interrelated, interconnected, interlocked, or meshed components blended and unified into a functioning or unified whole.

Front 464

Integrated change control

Back 464

7. Monitoring & Controlling
To manage change across all facets of the project

Front 465

Integrated Change Control [Process]

Back 465

The process of reviewing all change requests, approving changes and controlling changes to deliverables and organizational process assets.

Front 466

Invitation for Bid (IFB)

Back 466

Generally, this term is equivalent to request jor proposal. However, in some application areas, it may have a narrower or more specific meaning.

Front 467

Involving the stakeholders in the planning processes

Back 467

Involving the stakeholders in the planning processes

Front 468

ISO 9000

Back 468

method of following procedures by an organization. NOT a quality system
Companies document what they do and do what they document.

Front 469

Issue

Back 469

A point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements.

Front 470

It has been said that 90 percent of a project manager’s time is

Back 470

is spent communicating

Front 471

Iterations - Go Back

Back 471

16. Planning

Front 472

JIT

Back 472

Just-In-Time decreases the inventory investment

Front 473

Kaizen technologies

Back 473

small process improvements carried out on a continuous basis

Front 474

Key Project Stakeholders

Back 474

Project manager
Project customer
Performing organization
Project team

Front 475

kill point

Back 475

like phase gates, are preset times placed in the project when it may, based on conditions and discovery within the phase, be “killed.”
A kill point does not mean the project is killed, just that the potential for termination exists.

Front 476

Know that each phase

Back 476

creates a deliverable of some sort and allows the project to move forward if the deliverables meet preset metrics.

Front 477

Knowledge

Back 477

Knowing something with the familiarity gained through experience, education, observation, or investigation, it is understanding a process, practice, or technique, or how to use a tool.

Front 478

Knowledge Area Process

Back 478

An identifiable project management process within a knowledge area.

Front 479

known as IPECC

Back 479

initiation, planning, execution, control, and closure

Front 480

lag

Back 480

positive time added to an activity to move it away from the project start date; adding time between activities
A modification of a logical relationship that directs a delay in the successor activity. For example, in a finish-to-start dependency with a ten-day lag, the successor activity cannot start until ten days alter the predecessor activity has finished. See also lead.

Front 481

Larger projects require more

Back 481

detail than smaller projects

Front 482

largest activity a project manager will undertake

Back 482

Communication, informal and formal, is

Front 483

Late Finish Date (LF)

Back 483

In the critical path method, the latest possible point in time that a schedule activity may be completed based upon the schedule network logic, the project completion date, and any constraints assigned to the schedule activities without violating a schedule constraint or delaying the project completion date. The late finish dates are determined (luring the backward pass calculation of the project schedule network.

Front 484

Late Start Date (LS)

Back 484

In the critical path method, the latest possible point in time that a schedule activity may begin based upon the schedule network logic, the project completion date, and any constraints assigned to the schedule activities without violating a schedule constraint or delaying the project completion date. The late start dates are determined during the backward pass calculation of the project schedule network.

Front 485

Latest Revised Estimate

Back 485

See estimate at completion.

Front 486

lead

Back 486

negative time added to an activity to move it closer to project start date; subtracting time between activities

Front 487

Lead ['technique]

Back 487

A modification of a logical relationship that allows an acceleration of the successor activity. For example, in a finish-to-start dependency with a ten-day lead, the successor activity can start ten days before the predecessor activity has finished. See also lag. A negative lead is equivalent to a positive lag.

Front 488

Leading Configuration Management

Back 488

This process ensures the description of the project’s product is precise, complete, and that it meets the demands of the stakeholder requirements. In addition, configuration management serves as a control agent for changes to the project deliverables. It monitors, guards, and documents changes to the scope. In some projects, configuration management may be the change control system. In other projects, it is part of the change control system.

Front 489

lessons learned

Back 489

An ongoing documentation of thing the PM and team have learned throughout the project.

Front 490

Lessons Learned [Output/Input]

Back 490

The learning gained from the process of performing the project. Lessons learned may be identified at any point. Also considered a project record, to be included in the lessons learned knowledge base.

Front 491

Lessons Learned Knowledge Base

Back 491

A store of historical information and lessons learned about both the outcomes of previous project selection decisions and previous project performance.

Front 492

Letter of Intent

Back 492

expresses intent of buyer to procure from seller. not a contract

Front 493

Level of Effort (LOE)

Back 493

Support-type activity (e.g., seller or customer liaison, project cost accounting, project management, etc.), which does not produce definitive end products. It is generally characterized by a uniform rate of work performance over a period of time determined by the activities supported.

Front 494

Leveling

Back 494

See resource leveling. Life Cycle. See project life cycle.

Front 495

LF

Back 495

Late Finish date

Front 496

lines of communications

Back 496

=n(n-1)
------
2
n = number of stakeholders

Front 497

LOE

Back 497

Level of Effort

Front 498

Log

Back 498

A document used to record and describe or denote selected items identified during execution of a process or activity. Usually used with a modifier, such as issue, quality control, action, or defect.

Front 499

Logical Relationship

Back 499

A dependency between two project schedule activities, or between a project schedule activity and a schedule milestone. See also precedence relationship. The four possible types of logical relationships are: Finish-to-Start: Finish-to-Finish; Start­to-Start; and Start-lo-Finish.

Front 500

look to your company’s quality assurance policy or quality program

Back 500

such as ISO 9000 or Six Sigma

Front 501

LS

Back 501

Late Start date

Front 502

main sources of conflict (7)

Back 502

1. Schedule
2. Project priority
3. Resources
4. Techinical opinions
5. Administrative processes
6. Cost
7. Personality

Front 503

Manage Project Team [Process]

Back 503

The process of tracking team member performance, providing feedback, resolving issues, and coordinating changes to enhance project performance.

Front 504

Manage reserves

Back 504

10. Monitoring & Controlling

Front 505

Manage Stakeholders [Process]

Back 505

The process of managing communications to satisfy the requirements of, and resolve issues with, project stakeholders.

Front 506

management by projects

Back 506

Organizations that manage operations as projects.
An organization that uses projects to move the company forward is

Front 507

Managing Cost Control

Back 507

Controlling the project’s cost requires accurate estimates and then a check and balance against those estimates. Procurement management, cash flow, and fundamental accounting practices are required. Though cost control is dependent on project expenses, it also hinges on hidden and fluctuating expenses such as shipping, exchange rates for international projects, travel, and incidentals. Thus, accurate and thorough record keeping is imperative.

Front 508

Managing has to do with consistently producing key results

Back 508

that are expected by stakeholders

Front 509

Managing project procurement includes

Back 509

Planning for project procurement

Planning for solicitation

Management Project solicitation

Selecting vendors

Managing and creating procurement documents

Administering and closing project contracts

Front 510

Mapping to Quality Assurance

Back 510

As the project work continues, the project team and the project manager will need to verify that the project work results are mapping to the organization’s quality assurance program as described in the quality management plan. Failure to adhere to the quality assurance program may result in rework, penalties, and project delays, as shown in the following illustration

Front 511

Maslow's Hierarchy of Needs

Back 511

1. Physiological
2. Safety
3. Social
4. Esteem
5. Self-actualization

Front 512

Master Schedule [Tool]

Back 512

A summary-level project schedule that identifies the major deliverables and work breakdown structure components and key schedule milestones. See also milestone schedule.

Front 513

Materiel

Back 513

The aggregate of things used by an organization in any undertaking, such as equipment, apparatus, tools, machinery, gear, material, and supplies.

Front 514

Matrix Organization

Back 514

Any organizational structure in which the project manager shares responsibility with the fimctional managers for assigning priorities and for directing the work of persons assigned to the project.

Front 515

Matrix structures are

Back 515

organizations that have a blend of departmental duties and employees together on a common project. Matrix structures allow for project team members to be from multiple departments working toward the project completion. In these instances, the project team members have more than one boss. Depending on the number of projects a team member is participating in, they may have to report to multiple project managers as well as their functional manager.

Front 516

McGregor's Theory of X & Y

Back 516

X = lazy, need to be micromanaged "Gen X"
Y = motivated, self-led

Front 517

Measure according to the management plans

Back 517

2. Monitoring & Controlling

Front 518

Measure against the performance measurement baselines

Back 518

1. Monitoring & Controlling

Front 519

Measure team member performance

Back 519

13. Monitoring & Controlling

Front 520

Media selection

Back 520

There are multiple choices when it comes to sending a message. Which one is appropriate? Based on the audience and the message being sent, the media should be in alignment. In other words, an ad-hoc hallway meeting is probably not the best communication avenue to explain a large variance in the project schedule

Front 521

Meeting management

Back 521

Meetings are forms of communication. How the meeting is led, managed, and controlled all influence the message being delivered. Agendas, minutes, and order are mandatory for effective communications within a meeting.

Front 522

Methodology

Back 522

A system of practices, techniques. procedures, and rules used by those who work in a discipline.

Front 523

milestone

Back 523

A significant point in the schedule that allows stakeholders to see progress. Deliverables are often called milestones.
A summary-level schedule that identifies the major schedule milestones. See also master schedule.

Front 524

Milestones are not completed by the project manager

Back 524

but by the project team. In addition, milestones are the results of activities, not activities themselves.

Front 525

mitigation

Back 525

reducing probability or impact of a risk

Front 526

Money already spent on a project is called

Back 526

sunk costs

Front 527

Monitor

Back 527

Collect project performance data with respect to a plan, produce performance measures, and report and disseminate performance information.

Front 528

Monitor and Control Project Work [Process]

Back 528

The process of monitoring and controlling the processes required to initiate, plan, execute, and close a project to meet the performance objectives defined in the project management plan and project scope statement.

Front 529

Monitoring Risk Response

Back 529

Risk management requires risk ownership and monitoring by the project team members. As activities in the PND are completed, the project manager and the risk owners must pay special attention to the possible risks and the mitigation plans that may come into play. Risk responses, should they be acted on, may cause secondary risks, cost increases, and schedule delays. Risk response must be rapid and thorough—and their outcomes well-documented for historical reference for downstream activities and other projects.

On the Job Risk response may also include risk impact statements that detail project risk, its possible impact on the project, and its probability. The project manager and management sign the risk impact statement for each identified risk beyond a predetermined score.

Front 530

Monte Carlo analysis

Back 530

predicts how scenarios may work out given any number of variables
A technique that computes, or iterates, the project cost or project schedule many times using input values selected at random from probability distributions of possible costs or durations, to calculate a distribution of possible total project cost or completion dates.

Front 531

Near-Critical Activity

Back 531

A schedule activity that has low total float. The concept of near-critical is equally applicable to a schedule activity or schedule network path. The limit below which total float is considered near critical is subject to expert judgment and varies from project to project.

Front 532

Negotiating Project Terms and Conditions

Back 532

Project managers must negotiate for the good of the project. In any project, the project manager, the project sponsor, and the project team will have to negotiate with stakeholders, vendors, and customers to reach a level of agreement acceptable to all parties involved in the negotiation process. In some instances, typically in less than pleasant circumstances, negotiations may have to proceed with assistance. Specifically, mediation and arbitration are examples of assisted negotiations. Negotiation proceedings typically center on:

Front 533

Negotiation proceedings typically center on

Back 533

Priorities

Technical approach

Project scope

Schedule

Cost

Changes to the project scope, schedule, or budget

Vendor terms and conditions

Project team member assignments and schedules

Resource constraints, such as facilities, travel issues, and team members with highly specialized skills

Exam Watch

Front 534

net present value (NPV)

Back 534

NPV > 1 is good

Front 535

Network Logic

Back 535

The collection of schedule activit}:' dependencies that makes up a project schedule network diagram.

Front 536

Network Loop

Back 536

A schedule network path that passes the same node twice. Network loops cannot be analyzed using traditional schedule network analysis techniques such as critical path method.

Front 537

Network Open End

Back 537

A schedule activity without any predecessor activities or successor activities creating an unintended break in a schedule network path. Network open ends are usually caused by missing logical relationships.

Front 538

Network Path

Back 538

Any continuous series of schedule activities connected with logical relationships in a project schedule network diagram.

Front 539

Networking [Technique]

Back 539

Developing relationships with persons who may be able to assist in the achievement of objectives and responsibilities.

Front 540

Node

Back 540

One of the defining points of a schedule network; a junction point joined to some or all of the other dependency lines. See also arrow diagramming method and precedence diagramming method.

Front 541

Objective

Back 541

Something toward which work is to be directed, a strategic position to be attained, or a purpose to be achieved, a result to be obtained, a product to be produced, or a service to be performed.

Front 542

OBS

Back 542

Organizational Breakdown Structure

Front 543

OD

Back 543

Original Duration

Front 544

of all of the project phases within a project

Back 544

determine if it is feasible for a project to exist

Front 545

On large or high-profile projects, the project manager may be working with a Change Control Board (CCB

Back 545

to determine if changes should be approved and factored into a project scope

Front 546

On the Job

Back 546

Every industry has some standards and regulations. Knowing which ones affect your project before you begin your work will not only help the project to unfold smoothly, but will also allow for effective risk analysis. In some instances, the requirements of regulations can afford the project manager additional time and monies to complete a project.

Front 547

On the Job

Back 547

Stakeholder analysis allows the project manager and the project team to determine the expectations of the customer. If the customer doesn’t know what their expectations are, the project manager cannot decide for them. The project manager and the customer must be in agreement with what the project should create before the creation begins.

Front 548

On the Job

Back 548

Business reasons for why a project is created depend on your business objectives. If you’re pitching a project to management, address the most prevalent business needs first. So first, from a business perspective, answer the following question: “Why is this important to my organization?”

Front 549

On the Job

Back 549

Being able to recognize your organizational structure in regard to project management will allow you to leverage and position your role as a project manager effectively

Front 550

On the Job

Back 550

In high-profile projects, where stakeholders will be in conflict over the project purpose, deliverables, cost, and schedule, the project manager may want to use the Delphi Technique to gain anonymous consensus among stakeholders. The Delphi Technique allows stakeholders to offer opinions and input without fear of retribution from management.

Front 551

Once the need has been identified

Back 551

a feasibility study is called for to determine if the need can realistically be met.

Front 552

operational definitions

Back 552

quantifiable terms and values used to measure something

Front 553

Operational transfer

Back 553

The project is complete. Your team has successfully designed, built, and moved into production, a wonderful, affordable video camera. Each phase of the project allowed the camera to move towards completion. As the project came closer and closer to moving into operations, risk and project fluctuation waned

Front 554

Operations

Back 554

An organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service. Examples are: production operations, manufacturing operations, and accounting operations.

Front 555

Opportunity

Back 555

A condition or situation favorable to the project, a positive set of circumstances, a positive set of events, a risk that will have a positive impact on project objectives, or a possibility for positive changes. Contrast with threat.

Front 556

order of magnitude estimate

Back 556

used during Initiating process and in top-down estimates. Variance -25 to +75

Front 557

Ordinal scales

Back 557

descriptive value
low to high

Front 558

Organization

Back 558

A group of persons organized for some purpose or to perform some type of 't'o'k within an enterprise.

Front 559

Organization Chart [Tool]

Back 559

A method for depicting interrelationships among a group of persons working together toward a common objective.

Front 560

Organizational Breakdown Structure (OHS) [Tool]

Back 560

A hierarchically organized depiction of the project organization arranged so as to relate the work packages to the perfor fining organizational units, (Sometimes OBS is written as Organization Breakdown Structure with the same definition.)

Front 561

Organizational culture includes

Back 561

Purpose

Values

Organization policies and procedures

Type of business

Maturity of business

Front 562

organizational interfaces

Back 562

most difficult to work with

Front 563

Organizational planning

Back 563

To determine the project roles and responsibility. This also determines the reporting structure between the project manager, the project team, and management.

Front 564

Organizational planning is the facilitating planning process

Back 564

which defines roles and responsibilities—and the reporting structure within the project.

Front 565

Organizational Process Assets [Outputllnput]

Back 565

Any or all process related assets, from any or all of the organizations involved iii the project that are or can be used to influence the project's success. These process assets include formal and informal plans, policies, procedures, and guidelines. The process assets also include the organizations' knowledge bases such as lessons learned and historical irrfirrrrrcrtiorr.

Front 566

Organizational structures

Back 566

control how the project manager can obtain resources, the level of authority the project manager can expect, and the participation of the project team

Front 567

Original Duration (OD)

Back 567

The activity duration originally assigned to a schedule activity and not updated as progress is reported on the activity. Typically used for comparison with actual duration and remaining duration when reporting schedule progress.

Front 568

Ouchi's Theory Z

Back 568

Workers will work if they are challenged and motivated

Front 569

Output [Process Output]

Back 569

A product, result, or service generated by a process. May be an input to a successor process.

Front 570

Overseeing Change Control

Back 570

The project manager must protect the project scope from unneeded change. Needed changes must be proven, documented, and analyzed for impacts on cost, schedule, and risks. The project manager must work within the confines of the change control plan and follow its guidelines regarding change requests, change approval or denials, and documentation. Overseeing change control may involve a Change Control Board that reviews, approves, or rejects the proposed changes for the project

Front 571

paralingual

Back 571

the pitch, tone, and inflection in the sender's voice affect message being sent

Front 572

Parametric Estimating [Technique]

Back 572

An estimating technique that uses a statistical relationship between historical data and other variables (e.g.. square footage in construction, lines of code in software development) to calculate an estimate for activityparameters, such as scope. cost, budget, and duration. This technique can produce higher levels of accuracy depending upon the sophistication and the underlying data built into the model. An example for the cost parameter is multiplying the planned quantity of work to be performed by the historical cost per unit to obtain the estimated cost.

Front 573

parametric modeling

Back 573

This formula works well with price per unit, like cost per square foot, cost per metric, and so on. In many instances, the proposed project may have widely different costs, and aspects that have never been completed before.

Front 574

Pareto Chart [Tool]

Back 574

A histogram, ordered by frequency of occurrence, that shows how many results were generated by each identified cause.

Front 575

Pareto diagrams

Back 575

80/20 rule: 80% of problems come from 20% of issues. Histogram. Illustrates problems by cause, from smallest to largest.

Front 576

Parkinson's Law

Back 576

"Work expends to fill the time alloted."

Front 577

Path Convergence

Back 577

The merging or joining of parallel schedule network paths into the same node in a project schedule network diagram. Path convergence is characterized by a schedule activity with more than one predecessor activity.

Front 578

Path Divergence

Back 578

Extending or generating parallel schedule network paths from the same node in a project schedule network diagram. Path divergence is characterized by a schedule activity with more than one successor activity.

Front 579

PC or PCT

Back 579

Percent Complete
An estimate, expressed as a percent, of the amount of work that has been completed on an activity or a stork breakdown structure component.

Front 580

PDM: Precedence Diagramming Method

Back 580

most common method of arranging project work

Front 581

Perform Quality Assurance (QA) [Process]

Back 581

The process of applying the planned, systematic quality activities (such as audits or peer reviews) to ensure that the project employs all processes needed to meet requirements

Front 582

Perform Quality Control (QC) [Process]

Back 582

The process of monitoring specific project results* to determine whether they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.

Front 583

Performance Measurement Baseline

Back 583

An approved integrated scope-schedule-cost* plan for the project work against which project execution is compared to measure and manage performance. Technical and quality parameters may also be included.

Front 584

Perform Quality Assurance (QA) [Process]

Back 584

The process of applying the planned, systematic quality activities (such as audits or peer reviews) to ensure that the project employs all processes needed to meet requirements

Front 585

Perform Quality Control (QC) [Process]

Back 585

The process of monitoring specific project results* to determine whether they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.

Front 586

Performance Measurement Baseline

Back 586

An approved integrated scope-schedule-cost* plan for the project work against which project execution is compared to measure and manage performance. Technical and quality parameters may also be included.

Front 587

Performance reporting

Back 587

To determine variances, project performance, and forecasting of project outcome.
The process of collecting and distributing performance information. This includes status reporting, progress measurement, and forecasting.

Front 588

Performance Reports [Output/Input]

Back 588

Documents and presentations that provide organized and summarized work performance information, earned value management parameters and calculations, and analyses of project work progress and status. Common formats for performance reports include bar charts, S-curves, histograms, tables, and project schedule network diagram showing current schedule status.

Front 589

Performing Organization

Back 589

The enterprise whose personnel are most directly involved in doing the work of the project.
On your project, you’ll have a project team. Who do the team members work for? The performing organization is the entity that employs the people responsible for completing the prject work. In some instances, the performing organization can be a vendor whose project team is completing the project work for another entity, the customer.

Front 590

PERT

Back 590

Program Evaluation and Review Technique -- scheduling tool using weighted averages.

O + 4ML + P / 6, where

O = Optimistic
P = Pessimistic
ML = Most Likely

Front 591

PF

Back 591

Planned Finish date

Front 592

Plan Contracting [Process]

Back 592

The process of documenting the products, services, and results requirements and identifying potential sellers.

Front 593

Plan Purchases and Acquisitions [Process]

Back 593

The process of determining what to purchase or acquire, and determining when and how to do so.

Front 594

Planned Finish Date (PF)

Back 594

See scheduled finish date. Planned Start Date (PS). See scheduled start date.

Front 595

Planned Value (Budgetd Cost of Work Scheduled)

Back 595

Percent planned complete * BAC

Front 596

Planned Value (PV)

Back 596

The authorized budget assigned to the scheduled work to be accomplished for a schedule activity or work breakdown structure component. Also referred to as the budgeted cost of work scheduled (BCWS).

Front 597

Planning

Back 597

Can you guess what this process is all about? The planning process requires the project manager and the project team to develop the various core and subsidiary management plans necessary for project completion. This process is one of the most important pieces of project management

Front 598

Planning

Back 598

Project objectives are determined, as well as how to reach those objectives with the given constraints

Front 599

Planning is

Back 599

iterative.

Front 600

Planning is the iterative process evident

Back 600

throughout the project

Front 601

Planning Package

Back 601

A WBS component below the control account with known work content but without detailed schedule activities. See also control account.

Front 602

Planning Processes [Process Group]

Back 602

Those processes performed to define and mature the project scope, develop the project management plan. and identify and schedule the project activities* that occur within the project.

Front 603

Planning, executing, and controlling are

Back 603

tightly integrated

Front 604

PM

Back 604

Project Management

Front 605

PM

Back 605

Project Manager

Front 606

PMBOK

Back 606

Project Management Body of Knowledge

Front 607

PMBOK Guide

Back 607

Includes all the knowledge and practices for project management.

Front 608

PMIS

Back 608

Project Management Information System. E.g., MS Project

Front 609

PMIS

Back 609

Project Management Information System

Front 610

PMO

Back 610

Project Management Office

Front 611

PMO

Back 611

Program Management Office

Front 612

PMP

Back 612

Project Management Professional

Front 613

PO

Back 613

unilateral form of contract

Front 614

Portfolio

Back 614

A collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related.

Front 615

Portfolio Management [Technique]

Back 615

The centralized management of one or more portfolios, which includes identifying, prioritizing, authorizing, managing, and controlling projects, programs, and other related work, to achieve specific strategic business objectives,

Front 616

Position Description [Tool]

Back 616

An explanation of a project team member's roles and responsibilities.

Front 617

powers of PM (5)

Back 617

formal -- based on authority, reward, penalty, expert -- being knowledgable, referent -- inferred to PM by team members.

Hint 617

None

Back 618

Expert & reward are best; penalty worst

Front 619

Practice

Back 619

A specific type of professional or management activity that contributes to the execution of a process and that may employ one or more techniques and tools.

Front 620

Precedence Diagramming Method (PDM) [Technique]

Back 620

A schedule network diagramming technique in which schedule activities are represented by boxes (or nodes). Schedule activities are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed.

Front 621

Precedence Relationship

Back 621

The term used in the precedence diagramming method for a logical relationship. In cut-rent usage, however, precedence relationship, logical relationship, and dependency are widely used interchangeably, regardless of the diagramming method used.

Front 622

Predecessor Activity

Back 622

The schedule activity that determines when the logical successor activity can begin or end.

Front 623

Prepare procurement documents

Back 623

18. Planning

Front 624

Presentation

Back 624

When it comes to formal presentations, the presenter’s oral and body language, visual aids, and handouts all influence the message being delivered.

Front 625

Preventive Action

Back 625

Documented direction to perform an activity that can reduce the probability of negative consequences associated with project risks*.

Front 626

Probability and Impact Matrix [fool]

Back 626

A common way to determine whether a risk is considered low, moderate, or high by combining the two dimensions of a risk: its probability of occurrence, and its impact on objectives if it occurs.

Front 627

Procedure

Back 627

A series of steps followed in a regular definitive order to accomplish something.

Front 628

Process

Back 628

A set of interrelated actions and activities performed to achieve a specified set of products, results, or services.

Front 629

Process Group

Back 629

See Project ]Management Process Groups.

Front 630

process groups

Back 630

5 IPECC: Initiating, Planning, Executing, Controlling, Closing

Hint 630

None

Front 631

Processes are activities

Back 631

are completed by people, not things.

Front 632

Processes are activities

Back 632

Processes are activities

Front 633

Procurement Documents [Output/Input]

Back 633

Those documents utilized in bid and proposal activities, which include buyer's Invitation for Bid. Invitation for Negotiations, Request for Information, Request for Quotation, Request for Proposal and seller's responses.

Front 634

Procurement involves administering

Back 634

the contracts between the buyer and the seller

Front 635

Procurement Management Plan [Output/Input]

Back 635

The document that describes how procurement processes from developing procurement documentation through contract closure will be managed.

Front 636

Procurement planning

Back 636

To determine what goods and services must be procured and when the goods and services will need to be procured in the project life cycle.

Front 637

Product

Back 637

An artifact that is produced, is quantifiable, and can be either an end item in itself or a component item. Additional words for products are materiel and goods. Contrast with result and service. See also deliverable.

Front 638

Product Life Cycle

Back 638

A collection of generally sequential, non-overlapping product phases* whose name and number are determined by the manufacturing and control needs of the organ/eat/on. The last product life cycle phase for a product is generally the product's deterioration and death. Generally, a project life cycle is contained within one or more product life cycles

Front 639

product life cycle

Back 639

The parent of projects. Can also be a program -- several projects used to create a product.

Front 640

Product Scope

Back 640

The features and functions that characterize a product, service or result. Product Scope Description. The documented narrative description of the product scope.

Front 641

product scope

Back 641

features and functions of the product of the project

Front 642

Product-orientated processes

Back 642

These processes are the activities that complete a project’s phase and life cycle. Recall that the project’s life cycle is comprised of the completion of the phases. In other words, the product-orientated processes within a project complete phases, which in turn complete the project. The processes within a project are unique to each project. The concept of project life cycles was discussed thoroughly in Chapter 2.

Front 643

Product-orientated processes

Back 643

on the other hand, are unique to the organization creating the product.

Front 644

Product-orientated processes are

Back 644

unique to the product the project is creating

Front 645

product-oriented processes

Back 645

the activities that complete a project's phase and life cycle. Unique to each project.

Front 646

Program

Back 646

A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the scope of the discrete projects in the program.

Front 647

Program Management

Back 647

The centralized coordinated management of a program to achieve the program's strategic objectives and benefits.

Front 648

Program management is

Back 648

the management of multiple projects all working in unison toward a common cause

Front 649

Program Management Office (PMO)

Back 649

The centralized management of a particular program or programs such that corporate benefit is realized by the sharing of resources, methodologies, tools, and techniques, and related high-level project management focus.See also project management office.

Front 650

programs

Back 650

multiple projects working towards a common cause

Front 651

progress

Back 651

Performance is measured by determining the budgeted cost of work performed (i.e., earned value) and comparing it to the actual cost of work performed (i.e., actual cost). Progress is measured by comparing the earned value to the planned value.

Front 652

progressive elaboration

Back 652

process of discovering or providing greater levels of detail as project moves to completion

Front 653

Progressive Elaboration [Technique]

Back 653

Continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available as the project progresses, and thereby producing more accurate and complete plans that result from the successive iterations of the planning process.

Front 654

Progressive elaboration is the process of

Back 654

taking a project concept through to the project plan. As the planning and research activities continue, the more detailed and focused the concept becomes. Progressive elaboration happens throughout the project. It is the process of elements within the project becoming more and more exact as additional information and details become available.

Front 655

Project

Back 655

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

Front 656

project

Back 656

A temporary endeavor to create a unique product or service.

Front 657

project baselines

Back 657

the accepted plans against which actual results are compared to identify variances

Front 658

Project Calendar

Back 658

A calendar of working days or shifts that establishes those dates on which schedule activities are worked and nonworking days that determine those dates on which schedule activities are idle. Typically defines holidays, weekends and shift hours. See also resource calendar.

Front 659

project calendar

Back 659

calendar that defines the working times for the project

Front 660

project charter

Back 660

Authorizes the project, PM, and resources to complete project work (I)

Front 661

Project Charter [Output/Input]

Back 661

A document issued by the project initiator or sponsor that formally authorizes the existence of a project, and provides the project manager with the authority to apply organizational resources to project activities.

Front 662

Project charters authorize. When you think of the project charter

Back 662

think authority for the project manager

Front 663

Project Communication can be summed up

Back 663

as “who needs what information and when

Front 664

Project communication management includes

Back 664

Planning effective communications
Designing information retrieval systems
Reporting on the project team and on the project performance
Following the Communications Management Plan to close out the project

Hint 664

None

Front 665

Project Communications Management

Back 665

The majority of a project manager’s time is spent communicating. This knowledge area details how communications can improve

Front 666

Project Communications Management [Knowledge Area]

Back 666

See Appendix F. Project Cost Management [Knowledge Areal. See Appendix F.

Front 667

Project constraints influence

Back 667

practically all areas of the project process. Consider constraints as a ruling requirement over the project. Common constraints you’ll encounter are time constraints in the form of deadlines and the availability of resources

Front 668

Project Cost Management

Back 668

Cost is always a constraint in project management. This knowledge area is concerned with the planning, estimating, budgeting, and control of costs

Front 669

Project customer

Back 669

The customer is the person or group that will use the project deliverable. In some instances, a project may have many different customers. Consider a book publisher for children. The bookstores distribute the children’s book. The adults pay for the book. The children read the book. There is also some consideration given to the user versus the customer. The user uses the product; the customer pays for it. A stakeholder can be both a user and a customer.

Front 670

project framework

Back 670

The structure and fundamentals of project management. Composed of the 9 knowledge areas and 5 process areas.

Front 671

Project Human Resource Management

Back 671

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

Front 672

Project Human Resource Management [Knowledge Areal

Back 672

See Appendix F.

Front 673

Project Human Resource Management includes

Back 673

Developing a project organizational structure consistent with the organization’s own structure.
Fulfilling staff acquisitions
Developing the project team

Hint 673

None

Front 674

Project Human Resource Management is

Back 674

the process of successfully applying the right resource to the project work in the most effective way to accomplish the project goals while maintaining cost and schedule

Front 675

Project Initiation

Back 675

Launching a process that can result in the authorization and scope definition of a new project.

Front 676

Project initiation, while simple on the surface

Back 676

admits that there is some problem that a solution should solve

Front 677

Project Integration Management

Back 677

This knowledge area focuses on project plan develop and execution

Front 678

project Integration management

Back 678

Day-to-day actions of the PM to ensure all parts of the project work together.
Includes: project plan development
project plan execution
integrated change control

Hint 678

None

Front 679

Project Integration Management [Knowledge Area]

Back 679

See Appendix F.

Front 680

Project Integration Management includes

Back 680

The creation and approval of the project plan
Executing the project plan
Managing, controlling, and documenting changes to the project plan

Hint 680

None

Front 681

Project Life Cycle

Back 681

A collection of generally sequential project phases whose name and number are determined by the control needs of the organization or organizations involved in the project. A life cycle can be documented with a methodology-.

Front 682

project lifecycle corresponds to the project management framework and provides several benefits

Back 682

Each phase results in some type of deliverable.
Phase completion shows accomplishment and progression.
Phase completion allows time for review to determine if the project should move forward.
Phases allow the project to be progressively elaborated

Hint 682

None

Front 683

Project management

Back 683

the ability to get things done, must support the higher vision of the organization the project management activities are occurring in.

Front 684

Project Management (PM)

Back 684

The application of knowledge, skills, tools, and techniques to project activities* to meet the project requirements.

Front 685

Project Management Body of Knowledge (PMBOKR`)

Back 685

An inclusive term that describes the sum of knowledge within the profession of project management. As with other professions such as law, medicine, and accounting, the body of knowledge rests with the practitioners and academics that apply and advance it. The complete project management body of knowledge includes proven traditional practices that are widely applied and innovative practices that are emerging in the profession. The body of knowledge includes both published and unpublished material. The PMBOK is constantly evolving.

Front 686

project management framework

Back 686

is the skeleton of projects

Front 687

Project Management Information System (Pil'IIS) [Tool]

Back 687

An information system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes. It is used to support all aspects of the project from initiating through closing, and can include both manual and automated

Front 688

Project management is

Back 688

the management of activities to change the current state of an organization to a desired future state of the organization.

Front 689

Project Management Knowledge Area

Back 689

An identified area of project management defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques.

Front 690

Project Management Office (PMO)

Back 690

An organizational body or entity assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of a project. See also program management office.

Front 691

Project Management Plan [Outputllnput]

Back 691

A formal, approved document that defines how the projected is executed, monitored and controlled. It may be summary or detailed and may be composed of' one or more subsidiary management plans and other planning documents.

Front 692

Project Management Process

Back 692

One of the 44 processes, unique to project management and described in the PPIBOK" Guide.

Front 693

project scope

Back 693

the work needed to create the product of the project

Front 694

Project Scope

Back 694

The work that must be performed to deliver a product, service, or result with the specified features and functions.

Front 695

Project Scope

Back 695

The scope of the project constitutes the parameters of what the project will, and will not, include. As the project progresses, the stakeholders may try to change the project scope to include more requirements than what was originally planned for (commonly called scope creep). Of course, if you change the project scope to include more deliverables, the project will likely need more time and/or money to be completed. We will talk about scope in Chapter 5

Front 696

Project Scope Management

Back 696

This knowledge area deals with the planning, creation, protection, and fulfillment of the project

Front 697

Project Management Process Group

Back 697

A logical grouping of the project management processes described in the .PMI3OK" Guide. The project management process groups include initiating processes, planning processes, executing processes, monitoring and controlling processes, and closing processes. Collectively, these five groups are required for any project, have clear internal dependencies, and must be performed in the same sequence on each project, independent of the application area or the specifics of the applied project life cycle. Project management process groups are not project phases.

Front 698

Project management processes

Back 698

These processes are the activities that are universal to all projects. These activities comprise the bulk of the project management body of knowledge and will be discussed in detail in Chapters 4 through 12. These processes are common to all projects from construction to technology.

Front 699

project management processes

Back 699

Activities universal to all projects.

Front 700

Project management processes are

Back 700

the processes you’ll want to study

Front 701

Project Management Professional (PM")

Back 701

A person certified as a PMP7 by the Project Management Institute (PMI).

Front 702

Project Management Sofhvarc [Wool]

Back 702

A class of computer software applications specifically designed to aid the project management teen with planning, monitoring, and controlling the project, including: cost estimating, scheduling, communications, collaboration. configuration management, document control. records management, and risk analysis.

Front 703

Project Management System [Tool]

Back 703

The aggregation of the processes, tools, techniques, methodologies, resources, and procedures to manage a project. The system is documented in the project management plan and its content will vary depending upon the application area, organizational influence, complexity of the project, and the availability of existing systems. A project management system, which can be formal or informal, aids a project manager in effectively guiding a project to completion. A project management system is a set of processes and the related monitoring and control functions that are consolidated and combined into a functioning, unified whole.

Front 704

Project Management Team

Back 704

The members of the project team who are directly involved in project management activities. On some smaller projects, the project management team may include virtually all of the project team members.

Front 705

project manager

Back 705

schedules, monitors, and controls the various project tasks

Front 706

project manager

Back 706

Person accountable for all aspects of a project.

Front 707

Project Manager (PM)

Back 707

The person assigned by the petfornring organization to achieve the project objectives*.

Front 708

project manager and the project team should create a change control plan

Back 708

that will specify how the project scope may be changed, what the procedure to change the scope is, and what the requirements are to make a change

Front 709

project manager in a functional organization

Back 709

will have relatively low authority

Front 710

project manager will need to know the expectations of his role

Back 710

in the type of organizational structure he is participating in (functional, matrix, projectized, or composite)

Front 711

Project managers in a projectized structure enjoy a high level of autonomy over their projects, but also have a higher level of responsibility regarding the project’s success

Back 711

Projectized Structure

Front 712

Project managers in a projectized structure have the following attributes

Back 712

High to complete authority over the project team.
Works full-time on the project with his team (though there may be some slight variation). Has a full-time administrative staff to help expedite the project

Hint 712

None

Front 713

Project managers in functional organizations have the following attributes:

Back 713

Little power, Little autonomy, Report directly to a functional manager, The project manager may be known as a Project Coordinator or Team Leader, The project manager’s role is part-time, The project manager may have little or no administrative staff to expedite the project management activities.

Hint 713

None

Front 714

Project managers must recognize the role of the project as

Back 714

as a component within an organization

Front 715

Project managers must scan the project for

Back 715

hidden stakeholders

Front 716

Project managers should scan the project outcome in order

Back 716

to identify all of the stakeholders and collect and record their expectations, concerns, and input regarding the project processes

Front 717

Project managers spend the bulk of their time

Back 717

communicating information—not doing other activities

Front 718

Project Network Diagram (PND

Back 718

illustrates the flow of activities to complete the project and/or the project phase. It identifies the sequencing of activities identified within the WBS and determines which activities may be scheduled sequentially versus in tandem.

Front 719

project office

Back 719

The central source for project management support within an organization. Templates, training, software, etc.

Front 720

Project Organization Chart [Output/Input]

Back 720

A document that graphically depicts the project team members and their interrelationships for a specific project.

Front 721

Project Phase

Back 721

A collection of logically related project activities*, usually culminating in the completion of a major deliverable. Project phases (also called phases) are mainly completed sequentially, but can overlap in some project situations. Phases can be subdivided into subphases and then components, this hierarchy. if the project or portions of the project are divided into phases, is contained in the work breakdown structure. A project phase is a component of a project life cycle. A project phase is not a project management process group*.

Front 722

Project phases are also known

Back 722

stage gates

Front 723

project plan

Back 723

Collection of documents developed by project team, stakeholders, and management to guide how the project should flow, how it should be manageed, and what values and priorities are thereof.

Front 724

Project plan development

Back 724

Creating a coherent compilation of the other planning processes to guide the project execution.

Front 725

Project plan execution

Back 725

To complete the project according to plan. The project plan may also be adjusted based on the outcome of the facilitating processes.

Front 726

Project plans, like project deliverables

Back 726

pass through progressive elaboration

Front 727

Project Portfolio Management is

Back 727

a management process to select the projects that should be invested in

Front 728

Project Portfolio Management is specifically, the selection process based on

Back 728

the need, profitability, and affordability of the proposed projects

Front 729

Project Portfolio Management is the process

Back 729

of choosing and prioritizing projects within an organization. An excellent project idea can still be denied if there are not enough resources to complete the project work

Front 730

project portfolio manager

Back 730

A management process to select projects to invest in.

Front 731

project postmortem

Back 731

Project closure is also known as

Front 732

Project Process Groups

Back 732

The five process groups required for any project that have clear dependencies and that are required to be performed in the same sequence on each project, independent of the application area or the specifics of the applied project Ii i' cycle. The process groups are initiating, planning, executing, monitoring and controlling, and closing.

Front 733

Project Procurement Management

Back 733

This knowledge area involves planning, solicitation, contract administration, and contract closeout.

Front 734

Project Procurement Management [Knowledge Area]

Back 734

See Appendix F.

Front 735

Project Quality Management

Back 735

This knowledge area centers on quality planning, assurance, and control

Front 736

Project Quality Management [Knowledge Area]

Back 736

See Appendix F. Project Risk Management [Knowledge Area]. See Appendix F.

Front 737

Project quality management includes

Back 737

Planning for project quality, Adhering to quality assurance, Enforcing set quality control systems.

Hint 737

None

Front 738

Project Risk Management

Back 738

Every project has risks. This knowledge area focuses on risk planning, analysis, monitoring, and control.

Front 739

Project risk management includes

Back 739

Planning for Risk Management, Identifying risks, Using qualitative risk analysis, Using quantitative risk analysis, Creating project risk response plans, Actively monitoring and reacting to project risks.

Hint 739

None

Front 740

Project Schedule [Output/Input]

Back 740

The planned dates for performing schedule activities and the planned dates for meeting schedule milestones.

Front 741

Project Schedule Network Diagram [Output/Input]

Back 741

Any schematic display of the logical relationships among the project schedule activities. Always drawn from left to right to reflect project work chronology.

Front 742

project scope management

Back 742

the processes the ensure that the project includes all the work required (and only the work required) to complete the project successfully.

Front 743

Project Scope Management [Knowledge Area]

Back 743

See Appendix F.

Front 744

Project Scope Management includes

Back 744

Initiating the project, Planning the project scope, Defining the exact project scope, Verifying the project scope, Controlling project scope.

Hint 744

None

Front 745

Project Scope Management Plan [Output/Input]

Back 745

The document that describes how the project scope will be defined, developed, and verified and how the work breakdown structure will be created and defined, and that provides guidance on how the project snipe will be managed and controlled by the project management team. It is contained in or is a subsidiary plan of the project management plan. The project scope management plan can be informal and broadly framed, or formal and highly detailed, based on the needs of the project.

Front 746

Project Scope Statement [Outputllnput]

Back 746

The narrative description of the project scope, including major deliverables, project objectives, project assumptions, project constraints, and a statement of work. that provides a documented basis for making future project decisions and for confirming or developing a common understanding of project scope among the stakeholders. The definition of the project scope - what needs to be accomplished.

Front 747

Project Sponsor

Back 747

See .sponsor.

Front 748

Project sponsor

Back 748

The sponsor authorizes the project. This person or group ensures that the project manager has the necessary resources, including monies, to get the work done. The project sponsor is someone within the performing organization that has the power to authorize and sanction the project work, and is ultimately responsible for the project’s success

Front 749

Project Stakeholder

Back 749

See stakeholder.

Front 750

Project stakeholders have a

Back 750

vested interest in the outcome of the project.

Front 751

Project Summary Work Breakdown Structure (PSWBS) [Tool]

Back 751

A work breakdown structure for the project that is only developed down to the subproject level of detail within some legs of the WBS, and where the detail of those subprojects are provided by use of contract work breakdown structures.

Front 752

project team

Back 752

responsible for quality of deliverables

Front 753

Project Team

Back 753

All the project team members, including the project management team, the project manager and, for some projects, the project sponsor.

Front 754

Project team

Back 754

The project team is the collection of individuals that will, hopefully, work together to ensure the success of the project. The project manager works with the project team to guide, schedule, and oversee the project work. The project team completes the project work.

Front 755

Project Team Directory

Back 755

A documented list of project team members, their project roles and communication information.

Front 756

Project Team Members

Back 756

The persons who report either directly or indirectly to the project manager, and who are responsible for perforating project work as a regular part of their assigned duties.

Front 757

Project Time Management

Back 757

Time management is crucial to project success. This knowledge area covers activities, their characteristics, and how they fit into the project schedule

Front 758

Project Time Management [Knowledge Area]

Back 758

See Appendix F. Project Work. See work.

Front 759

project will have similar project management activities,

Back 759

but the characteristics of the project life cycle will vary from project to project

Front 760

Projectized

Back 760

The project manager has autonomy of the project decisions. Improves communication as teams focus on current project work.

Front 761

Projectized Organization

Back 761

Any organizational structure in which the project manager has full authority to assign priorities, apply resources, and direct the work of persons assigned to the project.

Front 762

projectized structure

Back 762

Organizational structure where the PM has the most power. Staff works full-time on projects.

Front 763

Projectized structures often

Back 763

have project team members assigned to the project on a full-time basis

Front 764

Projects are

Back 764

temporary endeavors to create a unique product or service

Front 765

Projects are like snowflakes

Back 765

no two are alike. Sure, sure, some may be similar, but when you get down to it—each project has its own unique attributes, activities, and requirements from stakeholders

Front 766

Projects fail at the beginning

Back 766

not the end

Front 767

Projects fail at the beginning

Back 767

not the end. A poor requirements document, inadequate needs assessments, unfulfilled planning, and more early processes can contribute to project failure

Front 768

Projects must be in alignment with the organization’s

Back 768

vision, strategy, tactics, and goals

Front 769

Projects typically have low costs and low demand for resources early in

Back 769

their life cycle

Front 770

Projects with much risk and reward are most likely to be accepted within an

Back 770

entrepreneurial organization

Front 771

Proof-of-concept

Back 771

In this phase, you’ll work with business analysts, electrical engineers, customers, and manufacturing experts to confirm that such a camera is feasible to make

Front 772

Prototype manufacturing

Back 772

Things are going remarkably well with your video camera project. The project stakeholders loved the first-build and have made some refinements to the design. Your project team builds a working model, thereby moving into prototyping the video camera’s manufacture, testing its cost effectiveness and ease of mass production. The vision of the project is becoming a reality.

Front 773

Providing Scope Verification

Back 773

Scope verification is the process of verifying that the work results are within the expectations of the scope. It is typically done at project phase completion with the customer to formally accept the product of the project work. Should scope verification fail, the project scope must be compared against the work results. If the scope has not been met, the project may be halted, reworked, or delayed during a decision making process by the customer.

Front 774

PS

Back 774

Planned Start date

Front 775

PSWBS

Back 775

Project Summary Work Breakdown Structure

Front 776

PV

Back 776

Planned Value

Front 777

QA

Back 777

quality assurance is overall performance is evaluated to ensure project meets quality standards

Front 778

QA

Back 778

Quality Assurance

Front 779

QC

Back 779

Quality Control

Front 780

QC

Back 780

work results are monitors to ensure they meet quality standards

Front 781

qualitative estimating

Back 781

ranking of risks

Front 782

Qualitative risk analysis

Back 782

calls for a probability and impact matrix

Front 783

Qualitative risk analysis

Back 783

To prioritize the impact of the risks on the project (typically in a high, medium, and low ranking).

Front 784

Qualitative Risk Analysis [Process]

Back 784

The process of prioritizing risks for subsequent further analysis or action by assessing and combining their probability of occurrence and impact.

Front 785

qualitative risk anaylsis

Back 785

an examination and ranking of risks based on their probability and impact. Ordinal.

Front 786

Quality

Back 786

The degree to which a set of inherent characteristics fulfills requirements.

Front 787

Quality assurance

Back 787

To meet the organization’s quality standards. QA is an ongoing process that measures the quality of the work results against the demands of the quality standards of the performing organization

Front 788

Quality control

Back 788

To conform to the required organizational quality standards and to remove or improve faulty, below quality, performance.

Front 789

quality is...

Back 789

prevention driven

Front 790

quality management plan

Back 790

describes how the PM and team will fulfill the quality policy

Front 791

Quality Management Plan [Outputllnput]

Back 791

The quality management plan describes how the project management team will implement the performing organization's quality policy. The quality management plan is a component or a subsidiary plan of the project management plan. The quality management plan may be formal or informal, highly detailed, or broadly framed, based on the requirements of the project.

Front 792

Quality planning

Back 792

To determine the quality assurance standards used by the organization. The quality assurance standards that are relevant to the project must be planned into the project.

Front 793

Quality Planning [Process]

Back 793

The process of identifying which quality standards are relevant to the project and determining how to satisfy them.

Front 794

Quality Planning is the

Back 794

only facilitating process listed.

Front 795

quality policy

Back 795

formal document that organization follows to achieve preset standar of quality. Can be ISO 9000, Six Sigma, TQM.

Front 796

Quantitative analysis

Back 796

also uses simulations and decision tree models

Front 797

quantitative estimating

Back 797

mathematical formulas to predict length or cost of activities

Front 798

Quantitative risk analysis

Back 798

To measure and consider the probability and associated impact of the risks on the project.

Front 799

Quantitative risk analysis

Back 799

is a more in-depth study of the identified risks.

Front 800

Quantitative Risk Analysis [Process]

Back 800

The process of numerically analyzing the effect on overall project objectives of identified risks.

Front 801

quantitative risk anaylsis

Back 801

mathematical assessment of probabiliy and impact of risks

Front 802

RAM

Back 802

Responsibility Assignment Matrix. Shows who is responsible to do work, but not when

Front 803

RBS

Back 803

Risk Breakdown Structure

Front 804

RBS

Back 804

Resource Breakdown Structure

Front 805

RD

Back 805

Remaining Duration

Front 806

Reassigning project team members is of utmost importance in

Back 806

projectized organization where project team members are with a project full-time through completion.

Front 807

Recall that projects are

Back 807

Recall that projects are

Front 808

Recall that stage gates

Back 808

allow a project to continue (after performance and deliverable review) against a set of predefined metrics.

Front 809

Recommend changes and corrective actions

Back 809

4. Executing

Front 810

REcommend changes, defect repair, preventive and corrective actions

Back 810

6. Monitoring & Controlling

Front 811

referent power

Back 811

present when team wants to work with PM, or when PM references a more powerful person (e.g., CEO)

Front 812

Regulation

Back 812

Requirements imposed by a governmental body. These requirements can establish product, process or service characteristics

Front 813

regulations are

Back 813

rules that must be followed—otherwise, fines, penalties, or even criminal charges may result

Front 814

Release resources

Back 814

9. Closure

Front 815

Reliability

Back 815

The probability of a product performing its intended function under specific conditions for a given period of time

Front 816

Remaining Duration (RD)

Back 816

The time in calendar units, between the data date of the project schedule and the finish date of a schedule activity that has an actual start date. This represents the time needed to complete a schedule activity where the work is in progress.

Front 817

Report on performance

Back 817

14. Monitoring & Controlling

Front 818

Request for Information

Back 818

A type of procurement document whereby the buyer requests a potential seller to provide various pieces of information related to a product or service or seller capability.

Front 819

Request for Proposal (REP)

Back 819

A type of procurement document used to request proposals from prospective sellers of products or services. In some application areas, it may have a narrower or more specific meaning.

Front 820

Request for Quotation (RFQ)

Back 820

A type of procurement document used to request price quotations from prospective sellers of common or standard products or services. Sometimes used in place of request for proposal and in some application areas, it may have a narrower or more specific meaning.

Front 821

Request seller responses

Back 821

13. Executing

Front 822

Request Seller Responses [Process]

Back 822

The process of obtaining information, quotations, bids, offers, or proposals, as appropriate.

Front 823

Requested Change [Output/Input]

Back 823

A formally documented change request that is submitted for approval to the integrated change control process. Contrast with approved change request.

Front 824

Requirement

Back 824

A condition or capability that must be met or possessed by a sti.stem, product, service, result, or component to satisfy a contract, standard, specification, or other

Front 825

Requirements

Back 825

What type of house are you building? What are the characteristics of the house? What are the expectations from the people that will be living in the home?

Front 826

Reserve

Back 826

A provision in the project management pkm to mitigate cost and/or schedule risk. Often used with a modifier (e.g., management reserve, contingency reserve) to provide further detail on what types of risk are meant to be mitigated. The specific meaning of the modified term varies by application area.

Front 827

Reserve Analysis [Technique]

Back 827

An analytical technique to determine the essential features and relationships of components in the project management plan to establish a reserve for the schedule duration. budget, estimated cost, or,ftmds for a project.

Front 828

Residual Risk

Back 828

A risk that remains after risk responses have been implemented.

Front 829

residual risks

Back 829

leftover after mitigation, transference, avoidance

Front 830

Resource

Back 830

Skilled human resources (specific disciplines either individually or in crews or teams), equipment, services, supplies, commodities, materiel, budgets, or funds.

Front 831

Resource Breakdown Structure (RBS)

Back 831

A hierarchical structure of resources by resource category and resource type used in resource leveling schedules and to develop resource-limited schedules, and which may be used to identify and analyze project human resource assignments.

Front 832

Resource Calendar

Back 832

A calendar of working days and nonworking days that determines those dates on which each specific resource is idle or can be active, Typically defines resource specific holidays and resource availability periods. See also project calendar.

Front 833

resource calendar

Back 833

calendar that defines the working times for the resource

Front 834

Resource Histogram

Back 834

A bar chart showing the amount of time that a resource is scheduled to work over a series of time periods. Resource availability may be depicted as a line for comparison purposes. Contrasting bars may show actual amounts of resource used as the project progresses.

Front 835

Resource Leveling [Technique]

Back 835

Any form of schedule network analysis in which scheduling decisions (start and finish dates) are driven by resource constraints (e.g., limited resource availability or difficult-to-manage changes in resource availability levels).

Front 836

Resource Planning

Back 836

See activity resource estimating.

Front 837

Resource-Constrained Schedule

Back 837

See resource-limited schedule.

Front 838

Resource-Limited Schedule

Back 838

A project schedule whose schedule activity, scheduled start dates and scheduled finish dates reflect expected resource availability. A resource-limited schedule does not have any early or late start or finish dates. The resource-limited schedule total float is determined by calculating the difference between the critical path method late finish date` and the resource-limited scheduled finish date. Sometimes called resource-constrained schedule. See also resource leveling.

Front 839

responsibility

Back 839

who DECIDES what on a project

Front 840

Responsibility Assignment Matrix (RAM) [Tool]

Back 840

A structure that relates the project organizational breakdown structure to the work breakdown structure to help ensure that each component of the project's scope of work is assigned to a responsible person/team.

Front 841

Result

Back 841

An output from performing project management processes and activities. Results include outcomes (e.g., integrated systems, revised process, restructured organi_ation, tests, trained personnel, etc.) and documents (e.g., policies, plans, studies, procedures, specifications, reports, etc.). Contrast with product and service. See also deliverable.

Front 842

Retainage

Back 842

A portion of a contract payment that is withheld until contract completion to ensure full performance of the contract terms.

Front 843

reward power

Back 843

PM's ability to reward team members

Front 844

rewards and incentives to move the project team towards completion

Back 844

The project manager should use approved

Front 845

Rework

Back 845

Action taken to bring a defective or nonconforming component into compliance with requirements or specifications.

Front 846

RFP

Back 846

from buyer to seller requesting proposal on work

Front 847

RFQ

Back 847

from buyer to seller requesting quote price

Front 848

Risk

Back 848

An uncertain event or condition that, if it occurs, has a positive or negative effect on a project's objectives. See also risk category and risk breakdown structure.

Front 849

risk

Back 849

an unplanned event that can have a positive or negative influence on the project success

Front 850

Risk Acceptance [Technique]

Back 850

A risk response planning teclnniquue* that indicates that the project team has decided not to change the project management plan to deal with a risk. or is unable to identify any other suitable response strategy.

Front 851

Risk assessment is an

Back 851

in-depth analysis of the project risks through qualitative and quantitative analysis

Front 852

Risk audits

Back 852

9. Monitoring & Controlling

Front 853

Risk Avoidance [Technique]

Back 853

A risk response planning technique* for a threat that creates changes to the project management plan that are meant to either eliminate the risk or to protect the project objectives from its impact. Generally, risk avoidance involves relaxing the time, cost, scope, or quality objectives.

Front 854

Risk Breakdown Structure (RBS) [Tool]

Back 854

A hierarchically organized depiction of the identified project risks* arranged by risk category and subcategory that identifies the various areas and causes of potential risks. The risk breakdown structure is often tailored to specific project types.

Front 855

Risk Category

Back 855

A group of potential causes of risk. Risk causes may be grouped into categories such as technical, external, organizational, environmental. or project management. A category may include subcategories such as technical maturity, weather, or aggressive estimating. See also risk breakdown structure.

Front 856

Risk Database

Back 856

A repository that provides for collection, maintenance, and analysis of data gathered and used in the risk management processes.

Front 857

Risk identification

Back 857

To identify the risks, rewards, and penalties associated with the project

Front 858

Risk Identification [Process]

Back 858

The process of determining which risks might affect the project and documenting their characteristics.

Front 859

Risk identification, qualitative and quantitative risk analysis and response planning

Back 859

15. Planning

Front 860

risk management plan

Back 860

describes planning and analysis, but does not address responses to risks

Front 861

Risk Management Plan [Output/Input]

Back 861

The document describing how project risk management will be structured and performed on the project. It is contained in or is a subsidiary plan of the project management plan. The risk management plan can be informal and broadly framed, or formal and highly detailed, based on the needs of the project. Information in the risk management plan varies by application area and project size. The risk management plan is different from the risk register that contains the list of project risks, the results of risk analysis, and the risk responses.

Front 862

Risk management planning

Back 862

To determine the risks within the project and how to react to the identified risks

Front 863

Risk Management Planning [Process]

Back 863

The process of deciding how to approach, plan, and execute risk management activities for a project.

Front 864

Risk Mitigation [Technique]

Back 864

A risk response planning technique* associated with threats that seeks to reduce the probability of occurrence or impact of a risk to below an acceptable threshold.

Front 865

Risk monitoring and control

Back 865

To monitor and maintain risks, responses to risk, introduction of new and secondary risks. In addition, allows for control of currently identified risks and the planned responses to the identified risks.

Front 866

Risk Monitoring and Control [Process]

Back 866

The process of tracking identified risks, monitoring residual risks', identifying new risks, executing risk response plans, and evaluating their effectiveness throughout the project life cycle.

Front 867

risk owners

Back 867

those responsible for a risk's response

Front 868

Risk Register [Output/Input]

Back 868

The document containing the results of' the qualitative risk analysis, quantitative risk analysis, and risk response planning. The risk register details all identified risks, including description, category, cause, probability of occurring, impact(s) on objectives, proposed responses, owners, and current status. The risk register is a component of the project management plan.

Front 869

Risk response planning

Back 869

To avoid, eliminate, reduce, or create a planned reaction to the identified risks within the project

Front 870

Risk Response Planning [Process]

Back 870

The process of developing options and actions to enhance opportunities and to reduce threats to project objectives.

Front 871

risk response strategies (4)

Back 871

avoidance -- avoid risk by eliminating cause, mitigation -- reduce probability of risk occuring, acceptance -- accept consequences of risk, transference -- transfer to 3rd party.

Hint 871

None

Front 872

Risk Transference [Technique]

Back 872

A risk response planning technique* that shifts the impact of a threat to a third party, together with ownership of the response.

Front 873

Risks are also assigned to

Back 873

risk owners who will monitor thresholds and triggers.

Front 874

Risks are typically categorized

Back 874

as high, medium, and low

Front 875

Risks may be

Back 875

accepted, avoided, mitigated, countered, or planned for through contingency

Front 876

Role

Back 876

A defined function to be performed by a project team member, such as testing, filing, inspecting, coding.

Front 877

Rolling Wave Planning [Technique]

Back 877

A form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail at a low level of the work breakdown structure, while the work far in the future is planned at a relatively high level of the work breakdown structure, but the detailed planning of the work to be performed within another one or two periods in the near future is done as work is being completed during the current period.

Front 878

Rolling wave planning is

Back 878

description of the planning process in most large projects. It requires the project manager and the project team to revisit the planning process to address the next phase, implementation, or piece of the project

Front 879

Rolling wave planning is an

Back 879

acceptable planning solution for long projects whose late activities in the project schedule are unknown or will be determined based on the results of early project phases

Front 880

Root Cause Analysis [Technique]

Back 880

An analytical technique used to determine the basic underlying reason that causes a variance or a defect or a risk. A root cause may underlie more than one variance or defect or risk.

Front 881

rule of 7

Back 881

project is considered out of control if seven data points in a row are above or below median

Front 882

Rumors and gossip can sabotage a project

Back 882

This is an example of cultural achievability

Front 883

S-Curve

Back 883

Graphic display of cumulative costs, labor hours, percentage of work, or other quantities, plotted against time. Used to depict planned value, earned value, and actual cost of project work. The name derives from the S-like shape of the curve (flatter at the beginning and end, steeper in the middle) produced on a project that starts slowly, accelerates, and then tails off. Also a term for the cumulative likelihood distribution that is a result of a sunu/ation, a tool of quantitative risk analysis.

Front 884

Schedule

Back 884

This is the expected time when the project will be completed. Realistic schedules don’t come easily. You’ll learn all about scheduling and estimating time in Chapter 6. As you may have experienced, some projects require a definite end date rather than, or in addition to, a definite budget. For example, imagine a manufacturer creating a new product for a tradeshow. The tradeshow is not going to change the start date of the show just because the manufacturer is running late with their production schedule.

Front 885

Schedule Activity

Back 885

A discrete scheduled component of work performed during the course of a project. A schedule activity normally has an estimated duration, an estimated cost, and estimated resource requirements. Schedule activities are connected to other schedule activities or schedule milestones with logical relationships, and are decomposed from work packages.

Front 886

Schedule Analysis

Back 886

See schedule network analysis.

Front 887

Schedule Compression [Technique

Back 887

Shortening the project schedule duration without reducing the project scope. See also crashing and first tracking.

Front 888

schedule control

Back 888

3 processes:1)PM confirms any schedule changes are agreed upon. 2)PM examines the work results and conditions to know if schedule has changed. 3)PM manages the actual schedule. Part of Integration Management.

Hint 888

None

Front 889

Schedule Control [Process]

Back 889

The process of controlling changes to the project schedule.

Front 890

Schedule development

Back 890

To determine the project schedule based on the sequence of activities, the required resources, and the required monies. The schedule development process reveals an estimated reflection of when all of the required work can be completed with the given resources.

Front 891

Schedule Development [Process]

Back 891

The process of analyzing schedule activity sequences, schedule activity durations, resource requirements, and schedule constraints to create the project schedule.

Front 892

schedule management plan

Back 892

has procedures that control how changes to PP can be proposed, accounted, implemented. Subsidiary of PP.

Front 893

Schedule Management Plan [Output/Input]

Back 893

The document that establishes criteria and the activities for developing and controlling the project schedule. It is contained in, or is a subsidiary plan of, the project management plan. The schedule management plan may be formal or informal, highly detailed or broadly framed. based on the needs of the project.

Front 894

Schedule Milestone

Back 894

A significant event in the project schedule, such as an event restraining future work or marking the completion of a major deliverable. A schedule milestone has zero duration. Sometimes called a milestone activity. See also milestone.

Front 895

Schedule Model [Tool]

Back 895

A model used in conjunction with manual methods or project management softurare to perform schedule network analysis to generate the project schedule for use in managing the execution of a project. See also project schedule.

Front 896

Schedule Network Analysis [Technique]

Back 896

The technique of identifying early and late start dates*, as well as early and late finish dates*, for the uncompleted portions of project schedule activities. See also critical path method, critical chain method what-if analysis, and resource leveling.

Front 897

Schedule Performance Index

Back 897

EV / PV.
(Rate at which the project performance is meeting schedule expectations)

Hint 897

None

Front 898

Schedule Performance Index (SPI)

Back 898

A measure of schedule efficiency on a project. It is the ratio of earned value (EV) to planned value (PV). The SPI = EV divided by PV. An SPI equal to or greater than one indicates a favorable condition and a value of less than one indicates an unfavorable condition. See also earned value management.

Front 899

Schedule Variance

Back 899

EV - PV
(Difference between were we planned to be and where we are)

Hint 899

None

Front 900

Schedule Variance (SV)

Back 900

A measure of schedule performance on a project. It is the algebraic difference between the earned value (EV) and the planned value (PV). SV = EV minus PV. See also earned value management.

Front 901

Scheduled Finish Date (SF)

Back 901

The point in time that work was scheduled to finish on a schedule activity. The scheduled finish date is normally within the range of dates delimited by the early finish date and the late finish date. it may reflect resource leveling of scarce resources. Sometimes called planned finish date.

Front 902

Scheduled Start Date (SS)

Back 902

The point in time that work was scheduled to start on a schedule activity. The scheduled start date is normally within the range of dates delimited by the early start date and the late start date. It may reflect resource leveling of scarce resources. Sometimes called planned start date.

Front 903

Scope

Back 903

The sum of the products, services, and results to be provided as a project. See also project scope and product scope.

Front 904

Scope Change

Back 904

Any change to the project scope. A scope change almost always requires an adjustment to the project cost or schedule.

Front 905

Scope Control [Process]

Back 905

The process of controlling changes to the project scope.

Front 906

Scope Creep

Back 906

Adding features and functionality (project scope) without addressing the effects on time, costs, and resources, or without customer approval.

Front 907

Scope definition

Back 907

To breakdown the project deliverables into manageable elements. The sum of the smaller elements equate to the project scope.

Front 908

Scope Definition [Process]

Back 908

The process of developing a detailed project scope statement as the basis for future project decisions.

Front 909

scope management plan

Back 909

provides details about how the scope may be changed

Front 910

Scope Planning [Process

Back 910

The process of creating a project scope management plan.

Front 911

scope statement

Back 911

Document that describes the work to meet project objectives. Establishes a common vision. Used as a baseline against all future project decisions.

Front 912

Scope verification

Back 912

To verify that phase and project deliverables are in alignment with customer expectations. Scope verification formalizes the acceptance.

Front 913

Scope verification

Back 913

4. Monitoring & Controlling

Front 914

scope verification

Back 914

the process of the customer accepting the project deliverables. Also, the process of ensuring the deliverables are in alignment with project scope. Occurs at end of project and each project phase.

Front 915

Scope Verification [Process]

Back 915

The process of formalizing acceptance of the completed project deliverables.

Front 916

Scope verification is the proof

Back 916

that the project manager has completed the project

Front 917

scoring models

Back 917

used for all projects up for selection to determine which has higher priority

Front 918

Secondary Risk

Back 918

A risk that arises as a direct result of implementing a risk response.

Front 919

secondary risks

Back 919

risks that stem from risk responses

Front 920

Select Project Manager

Back 920

1. Initiating

Front 921

Select sellers

Back 921

14. Executing

Front 922

Select Sellers [Process]

Back 922

The process of reviewing offers, choosing from among potential sellers, and negotiating a written contract with a seller.

Front 923

Seller

Back 923

A provider or supplier of products, services, or results to an organization.

Front 924

Send and receive information

Back 924

5. Executing

Front 925

Sender-receiver models

Back 925

Communication requires a sender and receiver. Within this model, there may be multiple avenues to complete the flow of communication, but there may also be barriers to effective communication. Other variables within this model include recipient feedbacks, surveys, checklists, and confirmation of the sent message

Front 926

Sensitivity Analysis

Back 926

A quantitative risk analysis and modeling technique used to help determine which risks have the most potential impact on the project. It examines the extent to which the uncertainty of each project element affects the objective being examined when all other uncertain elements are held at their baseline values. The typical display of results is in the form of a tornado diagram.

Front 927

sensitivity risk

Back 927

examines each risk on its own value to assess impact to project

Front 928

Service

Back 928

Useful work performed that does not produce a tangible product or result, such as performing any of the business functions supporting production or distribution. Contrast with product and result. See also deliverable.

Front 929

SF

Back 929

Scheduled Finish date

Front 930

SF

Back 930

Start-to-Finish

Front 931

Should the deliverable not meet the metrics

Back 931

the project may not be allowed to pass through the gate to move forward

Front 932

Should-Cost Estimate

Back 932

An estimate of the cost of a product or service used to provide an assessment of the reasonableness of a prospective seller's proposed cost.

Front 933

Simulation

Back 933

A simulation uses a project model that translates the uncertainties specified at a detailed level into their potential impact on objectives that are expressed at the level of the total project. Project simulations use computer models and estimates of risk, usually expressed as a probability distribution of possible costs or durations at a detailed work level, and are typically performed using Monte Carlo analysis.

Front 934

single source

Back 934

preferred seller (not only one)

Front 935

Skill

Back 935

Ability to use kno'irledge, a developed aptitude, and/or a capability to effectively and readily execute or perform an activity%.

Front 936

Slack

Back 936

See total float and f •ee float.

Front 937

smoothing

Back 937

conflict resolution method that minimizes perceived size of problem

Front 938

So what can a project manager expect from the project office? How about:

Back 938

Project management software, Training and mentoring, HR and project manager support, Guidance, Templates, Administrative help, Project oversight, Access to knowledge repository.

Hint 938

None

Front 939

So what is a project?

Back 939

defines a project as “a temporary endeavor undertaken to create a unique product or service.” Temporary means that the project, thankfully, has an end date.(ask designed by PMBOK)

Front 940

sole source

Back 940

only qualified seller in market

Front 941

Solicitation

Back 941

To accept quotes, bids, proposals, and offers to complete the solicited work as defined through solicitation planning

Front 942

Solicitation planning

Back 942

To determine the possible vendors to provide the goods and services for the project.

Front 943

Some examples of projects include

Back 943

Designing a new product or service, Converting from one computer application to another, Building a new warehouse, Moving from one building to another, Organizing a political campaign, Designing and building a new airplane.

Hint 943

None

Front 944

Source selection

Back 944

To determine which source (vendor) will fulfill the procured good or service

Front 945

SOW

Back 945

Statement of Work: fully describes work to be completed. Becomes part of the contract

Hint 945

None

Front 946

Special Cause

Back 946

A source of variation that is not inherent in the system, is not predictable, and is intermittent. It can be assigned to a defect in the system. On a control chart, points beyond the control limits, or non-random patterns within the control limits, indicate it. Also referred to as assignable cause. Contrast with common cause.

Front 947

Specification

Back 947

A document that specifies, in a complete, precise, verifiable manner, the requirements, design, behavior, or other characteristics of a system, component, product, result, or service and. often, the procedures for determining whether these provisions have been satisfied. Examples are: requirement specification, design specification, product specification, and test specification.

Front 948

Specification Limits

Back 948

The area, on either side of the centerline, or mean, of data plotted on a control chart that meets the customer's requirements for a product or service. This area may be greater than or less than the area defined by the control limits. See also control limits.

Front 949

SPI

Back 949

Schedule Performance Index

Front 950

Sponsor

Back 950

The person or group that provides the financial resources, in cash or in kind, for the project.

Front 951

SS

Back 951

Start-to-Start. Scheduled Start date

Hint 951

None

Front 952

Staff acquisition

Back 952

To acquire the needed people to complete the determined project work

Front 953

Staffing management plan

Back 953

subsidiary plan that shows how project team members will be brought into and excused from project

Front 954

Staffing Management Plan [Process]

Back 954

The document that describes when and how human resource requirements will be met. It is contained in, or is a subsidiary plan of, the project management plan. The staffing management plan can be informal and broadly framed, or formal and highly detailed, based on the needs of the project. Information in the staffing management plan varies by application area and project size.

Front 955

Stage gates are used often in

Back 955

manufacturing and product development

Front 956

Stages of Team Development

Back 956

1. Forming - team first assembles
2. Storming - authority and roles are tested
3. Norming - more normalized
4. Performing - team functions as unit

Hint 956

None

Front 957

Stakeholder

Back 957

Person or organization (e.g., customer, sponsor, peiforming organization, or the public) that is actively involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project. A stakeholder may also exert influence over the project and its deliverables.

Front 958

Stakeholders are those fine folks and organizations

Back 958

who are actively involved in the project, or will be affected by its outcome—in other words, people, groups, businesses, customers, and communities that have a vested interest in the project

Front 959

Stakeholders can go by many different names

Back 959

internal and external customers, project owners, financiers, contractors, family members, government regulatory agencies, communities, cities, citizens and more. The classification of stakeholders into categories is not as important as realizing and understanding stakeholders’ concerns and expectations. The identification and classification of stakeholders does allow, however, the project manager to deliver effective and timely communications to the appropriate stakeholders.

Front 960

Stakeholders, especially those not in favor of the project deliverable, may try to influence the project itself. This can be attempted in many ways, such as through:

Back 960

Political capital leveraged to change the project deliverable. Change requests to alter the project deliverable. Scope addendums to add to the project deliverable. Sabotage, through physical acts or rumors, gossip, and negative influence.

Hint 960

None

Front 961

Standard

Back 961

A document established by consensus and approved by a recognized body that provides, for common and repeated use, rules, guidelines or characteristics for activities or their results, aimed at the achievement of the optimum degree of order in a given context.

Front 962

Standards are

Back 962

accepted practices that are not necessarily mandatory

Front 963

Start Date

Back 963

A point in time associated with a schedule activity's start, usually qualified by one of the following: actual, planned, estimated, scheduled, early, late, target, baseline. or current.

Front 964

Start-to-Finish (SF)

Back 964

The logical relationship where completion of the successor schedule activity is dependent upon the initiation of the predecessor schedule activity. See also logical relationship.

Front 965

Start-to-Start (SS)

Back 965

The logical relationship where initiation of the work of the successor schedule activity depends upon the initiation of the work of the predecessor schedule activity. See also logical relationship.

Front 966

Statement of Work (SOW)

Back 966

A narrative description of products, services, or results to be supplied.

Front 967

statistical sampling

Back 967

choosing data at random for inspection. Can reduce costs of quality control

Front 968

Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis

Back 968

This information gathering technique examines the project from the perspective of each project's strengths, weaknesses, opportunities, and threats to increase the breadth of the risks considered by risk management.

Front 969

Strong matrix

Back 969

Project team may be assigned to a project from 50 to 90 percent of its duration. The project manager has a high level of authority. This model also provides good communication.

Front 970

Style

Back 970

The tone, structure, and formality of the message being sent should be in alignment with the audience and the content of the message.

Front 971

Submitting Final Reports

Back 971

Once the project documentation has been completed, the project manager will submit the final reports to the appropriate parties as outlined in the communications management plan. The final reports will include variance reports, status reports, cost and schedule accountability, and team member performance reviews, as required by the performing organization

Front 972

Subnetwork

Back 972

A subdivision (fragment) of a project schedule network diagram, usually representing a subproject or a work package. Often used to illustrate or study some potential or proposed schedule condition, such as changes in preferential schedule logic or project scope.

Front 973

Subphase

Back 973

A subdivision of a phase.

Front 974

Subproject

Back 974

A smaller portion of the overall project created when a project is subdivided into more manageable components or pieces. Subprojects are usually represented in the work breakdown structure. A subproject can be referred to as a project, managed as a project, and acquired from a seller. May be referred to as a subnetwork in a project schedule network diagram.

Front 975

subprojects

Back 975

Alternatives to programs, subprojects exist under parent projects but follow their own schedule.

Front 976

Successor

Back 976

See successor activity.

Front 977

Successor Activity

Back 977

The schedule activity that follows a predecessor activity, as determined by their logical relationship.

Front 978

Summary Activity

Back 978

A group of related schedule activities aggregated at some summary level. and displayed/reported as a single activity at that summary level. See also subproject and subnetwork.

Front 979

supercedes all other work-related documents

Back 979

The contract between the organization and the vendor

Front 980

SV

Back 980

Schedule Variance

Front 981

SV, CV

Back 981

Cost variance = EV - AC

Front 982

SPI, CPI

Back 982

Sched. var = EV - PV. + = good, - = bad,
Sched. Perf. Ind. = EV / PV
Cost Perf. Ind. = EV / AC, > 1 = good, < 1 = bad.

Hint 982

None

Front 983

SWOT

Back 983

Strengths, Weaknesses, Opportunities, and Threats

Front 984

System

Back 984

An integrated set of regularly interacting or interdependent components created to accomplish a defined objective, with defined and maintained relationships among its components, and the whole producing or operating better than the simple sum of its components. Systems may be either physically process based or management process based, or more commonly a combination of both. Systems for project mcmagenrent are composed of project management processes, techniques, methodologies, and tools operated by the project management team.

Front 985

T&M

Back 985

Time and Material

Front 986

Target Completion Date (TC)

Back 986

An imposed date that constrains or otherwise modifies the schedule network analysis.

Front 987

Target Finish Date (TF)

Back 987

The date that work is planned (targeted) to finish on a schedule activity.

Front 988

Target Schedule

Back 988

A schedule adopted for comparison purposes during schedule network analysis, which can be different from the baseline schedule. See also baseline.

Front 989

Target Start Date (TS)

Back 989

The date that work is planned (targeted) to start on a schedule activity.

Front 990

Task

Back 990

A term for work whose meaning and placement within a structured plan for project work varies by the application area, industry, and brand of project management software.

Front 991

TC

Back 991

Target Completion date

Front 992

TEam building

Back 992

9. Executing

Front 993

Team development

Back 993

To develop the competencies of the project team as a whole and the individual members on the project team.

Front 994

Team Members

Back 994

See project team members.

Front 995

Technical Performance Measurement [Technique]

Back 995

A performance measurement technique that compares technical accomplishments during project execution to the project management plan's schedule of planned technical achievements. It may use key technical parameters of the product produced by the project as a quality metric. The achieved metric values are part of the work perfbrmance information.

Front 996

Technique

Back 996

A defined systematic procedure employed by a human resource to perform an activity to produce a product or result or deliver a service, and that may employ one or more tools.

Front 997

Template

Back 997

A partially complete document in a predefined format that provides a defined structure for collecting, organizing and presenting information and data. Templates are often based upon documents created during prior projects. Templates can reduce the effort needed to perform work and increase the consistency of results.

Front 998

TF

Back 998

Total Float

Front 999

TF

Back 999

Target Finish date

Front 1000

The communications plan determines

Back 1000

who needs what information, how they need it, and when it will be delivered

Front 1001

The completion of a phase may also be known as

Back 1001

a phase exit

Front 1002

The completion of a project phase may also be known

Back 1002

a kill point

Front 1003

The correct order is

Back 1003

scope planning, scope definition, activity definition, activity sequencing (Table 3-1 shows the order of these core planning processes).

Front 1004

The cost baseline is an output of the cost budgeting process

Back 1004

it is not an input to schedule development

Front 1005

The cost budgeting process creates

Back 1005

the cost baseline.

Front 1006

the cost of the work to complete is

Back 1006

one of the elements that should be taken into consideration when considering to kill a project.

Front 1007

The deliverables

Back 1007

typically allow the project to move forward to the next phase—or allow the project to be terminated based on the quality, outcome, or condition of the phase deliverable

Front 1008

The detail design document is an output of the requirements

Back 1008

gathering phase

Front 1009

The Executive Layer

Back 1009

sets the vision and strategy of the organization. The business layer asks, “Why is the project important to our organization? Our vision? Our strategy?”

Front 1010

The five process groups can be remembered

Back 1010

IPECC.

Front 1011

The five processes of a project are

Back 1011

initiation, planning, execution, control, and closure

Front 1012

The following are the five project management process groups and what occurs under each

Back 1012

Initiating The project is authorized. Planning Project objectives are determined, as well as how to reach those objectives with the given constraints. Executing The project is executed utilizing acquired resources. Controlling Project performance is monitored and measured to ensure the project plan is being implemented to design specifications and requirements. Closing The project and its various phases are brought to a formal end.

Hint 1012

None

Front 1013

The Functional Management Layer

Back 1013

of the pyramid must support the Executive Layer’s objectives. Specifically, the Functional Management Layer is concerned with tactics to accomplish the vision and strategy as set by upper management. The Functional Management Layer asks, “What is the project purpose? What business processes are affected?”

Front 1014

The initiating processes serve as a direct input

Back 1014

to the planning processes

Front 1015

The management of a project, the day-to-day activities

Back 1015

is the bones of successful project management

Front 1016

The needs of the current state are then answered by the deliverables of the proposed project. These needs might have to do with:

Back 1016

Reducing costs, Increasing revenues, Eliminating waste, Increasing productivity and efficiency, Solving a business or functional problem, Taking advantage of market opportunities.

Hint 1016

None

Front 1017

The nine formulas comprise Earned Value Management.

Back 1017

Managing project cost includes, Planning for resource allocation, Providing accurate cost estimates, Creating the project budget, Using project management cost control techniques, Proving project financial accountability.

Hint 1017

None

Front 1018

The Operational Layer

Back 1018

of the pyramid supports the Executive and the Functional Management layers. This layer is concerned with the specifics of getting the work done. The Operational Layer asks, “How can the work be accomplished? How can we reach the desired future state with these requirements

Front 1019

The organizational structures we’ll discuss include

Back 1019

Functional, Weak matrix, Balanced matrix, Strong matrix, Projectized, Composite.

Hint 1019

None

Front 1020

The outcome of the feasibility study may tell management several things

Back 1020

Whether the concept should be mapped into a project or not, If the project concept is worth moving forward with, The expected cost and time needed to complete the concept, The benefits and costs to implement the project concept, A report on the needs of the organization and how the project concept can satisfy these needs.

Hint 1020

None

Front 1021

The outputs of the planning phase are a direct input to

Back 1021

the executing processes

Front 1022

The PMP exam will test your knowledge on the outcome of project phases

Back 1022

rather than the idealistic outputs of a project phase.

Front 1023

The project budget is

Back 1023

the cost of the project, cash flow projections, and how the monies will be spent. The project budget should cover the cost of the team’s time, facilities, and all foreseeable expenses

Front 1024

The project charter authorizes

Back 1024

the project, officially naming the project manager and authorizing the project work. Such documents come from Senior Management and allow the project manager to begin the project work with the support, permission, and trust of management.

Front 1025

The project life cycle

Back 1025

comprised of the logical phases within the project itself

Front 1026

the project life cycle determines

Back 1026

not only the start of the project, but also when the project should be completed. All that stuff packed in between starting and ending? Those are the different phases of the project.

Front 1027

The project life cycle is

Back 1027

is comprised of phases

Front 1028

The project life cycle is comprised

Back 1028

of all of the project phases within a project

Front 1029

The Project Management Body of Knowledge is

Back 1029

the wealth of information relevant to the project management profession and what will be covered in the PMP exam.

Front 1030

The project management framework holds up the project

Back 1030

and allows it to operate in the environment within which it was created.

Front 1031

The project management framework is like the skeleton of any project

Back 1031

It makes up the bones that support the project and provides strength and rigidity.

Front 1032

The project manager and the stakeholders work together

Back 1032

The project manager and the stakeholders work together

Front 1033

The project manager is officially named

Back 1033

in the project charter, but the involvement of the project manager in the project will likely come early on in this process group.

Front 1034

The project manager must work with stakeholders to

Back 1034

balance these three constraints or the project will run out of time, cost more than what was planned, or produce poor quality deliverables—or combinations of the three

Front 1035

The project manager should investigate all parties affected by the project to

Back 1035

identify all of the stakeholders—not just the obvious ones. Hidden stakeholders can influence the outcome of the project. They can also add cost, schedule requirements, or risk to a project.

Front 1036

The project manager will be accountable for several things at the end of a project phase

Back 1036

The performance of the project to date, The performance of the project team to date, Proof of deliverables in the project phase, Verification of deliverables in alignment with the project scope

Hint 1036

None

Front 1037

The project office is the best choice since its role is to support

Back 1037

the project manager

Front 1038

The project office supports

Back 1038

the project manager

Front 1039

The project records should be archived so that other

Back 1039

project managers can use the information on their projects

Front 1040

The project schedule is dependent on

Back 1040

the creation of the WBS, the PND, and the availability of the resources

Front 1041

The project scope is the description of

Back 1041

the required work, and only the required work, to complete the project

Front 1042

The project team completes the project work. The project manager relies on the project team to do several tasks, including

Back 1042

Complete the project work, Provide information on the work needed to complete the project scope, Provide accuracy in project estimating, Report on project progress.

Hint 1042

None

Front 1043

The project’s feasibility is part of

Back 1043

The project’s feasibility is part of

Front 1044

The purpose of negotiations is

Back 1044

to reach a fair agreement among both parties

Front 1045

The quality management plan

Back 1045

details how the project will map to the organizational quality policy; for example, ISO 9000 or Six Sigma specifics

Front 1046

The risk management plan is the output of the

Back 1046

risk management planning process

Front 1047

the scope has been completed

Back 1047

the scope has been completed

Front 1048

The sum of the project phases comprises

Back 1048

the project life cycle.

Front 1049

The work breakdown structure (WBS) is an

Back 1049

organized collection of the project-deliverable components to be created by project work. The project manager cannot complete this activity alone

Front 1050

There are five organizational structures

Back 1050

There are five organizational structures

Front 1051

There are how many lifecycles

Back 1051

five

Front 1052

There are several communication avenues

Back 1052

Listening and speaking, Written and oral, Internal to the project, such as project team member to team member, External to the project, such as the project manager to an external customer, Formal communications, such as reports and presentations,

Hint 1052

None

Front 1053

There are several methods you can use to predict project expenses, depending on the project type

Back 1053

For example, if you’ve done a similar project, you could rely on your historical information to predict the costs of the current project. Another method you can use is a mathematical formula called parametric modeling.

Front 1054

There are two types of processes:

Back 1054

Product-orientated processes

Hint 1054

None

Front 1055

They Are Demanding

Back 1055

The stakeholders, the people with a vested interested in the project, are all going to have different expectations, needs, and requests of the project deliverables. No doubt there will be conflict between the stakeholders.

Front 1056

They Come with Assumptions

Back 1056

Projects also have assumptions. Assumptions are beliefs held to be true, but that haven’t been proven. For example, the project may be operating under the assumption that the project team will have access to do the work at any time during the workday, rather than only in the evenings or weekends

Front 1057

They Have Clear Requirements

Back 1057

Projects should have a clearly defined set of requirements. These requirements will set the bar for the actual product or service created by the project, the quality of the project, and the timeliness of the project’s completion

Front 1058

Threat

Back 1058

A condition or situation unfavorable to the project, a negative set of circumstances, a negative set of events, a risk that Nvill have a negative impact on a project objective if it occurs, or a possibility for negative changes. Contrast with opporvunity.

Front 1059

Three-Point Estimate [Technique]

Back 1059

An analytical technique that uses three cost or duration estimates to represent the optimistic. most likely, and pessimistic scenarios. This technique is applied to improve the accuracy of the estimates of cost or duration when the underlying activity or cost component is uncertain.

Front 1060

Threshold

Back 1060

A cost, time, quality, technical, or resource value used as a parameter, and which may be included in product specifications. Crossing the threshold should trigger some action, such as generating an exception report.

Front 1061

Time and Material (T&M) Contract

Back 1061

A type of contract that is a hybrid contractual arrangement containing aspects of both cost-reimbursable and fixed price contracts. Time and material contracts resemble cost-reimbursable type arrangements in that they have no definitive end, because the full value of the arrangement is not defined at the time of the award. Thus, time and material contracts can grow in contract value as if they were cost-reimbursable-type arrangements. Conversely, time and material arrangements can also resemble fixed-price arrangements. For example, the unit rates are preset by the buyer and seller, when both parties agree on the rates for the category of senior engineers.

Front 1062

time value of money (TVM)

Back 1062

an economic model to predict the future value of current monies.
n
FV = PV (1 + I)

Hint 1062

None

Front 1063

Time-Now Date

Back 1063

See data date.

Front 1064

Time-Scaled Schedule Network Diagram [Tool]

Back 1064

Any project schedule network diagram drawn in such a way that the positioning and length of the schedule activity represents its duration. Essentially, it is a har chart that includes schedule network logic.

Front 1065

To ascertain the required resources to achieve the defined activities to complete the project work. Resources include people, equipment, and materials

Back 1065

Resource planning

Front 1066

To influence an organization (in order to get things done),

Back 1066

a project manager must understand the explicit and implied organizational structures within an organization.

Front 1067

to reach a fair agreement among both parties

Back 1067

the ability to discern between the cause and effect of the problem.

Front 1068

Tool

Back 1068

Something tangible, such as a template or software program. used in performing an activity to produce a product or result.

Front 1069

Total Float (TF)

Back 1069

The total amount of time that a schedule activity may be delayed from its early start date without delaying the project finish (cite, or violating a schedule constraint. Calculated using the critical path method technique and determining the difference between the early finish dates and late finish dates. See also free float.

Front 1070

Total Quality Management (TQNT) [Technique]

Back 1070

A common approach to implementing a quality improvement program within an organization.

Front 1071

TQM

Back 1071

Total Quality Management: a business philosophy to find methods to continuously improve products, services, business practices

Hint 1071

None

Front 1072

Tracey will most likely have a low amount of authority in a

Back 1072

functional organization structure

Front 1073

Trend Analysis [Technique]

Back 1073

An analytical technique that uses mathematical models to forecast future outcomes based on historical results. It is a method of determining the variance from a baseline of a budget, cost, schedule, or scope parameter by using prior progress reporting periods' data and projecting how much that parameter's variance from baseline might be at some future point in the project if no changes are made in executing the project.

Front 1074

Triggers

Back 1074

Indications that a risk has occurred or is about to occur. Triggers may be discovered in the risk identification process and watched in the risk monitoring and control process. Triggers are sometimes called risk symptoms or warning signs.

Front 1075

Triple Constraint

Back 1075

A framework for evaluating competing demands. The triple constraint is often depicted as a triangle where one of the sides or one of the corners represent one of the parameters being managed by the project team.

Front 1076

TS

Back 1076

Target Start date

Front 1077

Typically, the product description describes

Back 1077

the solution or realized opportunity that the project will accomplish.

Front 1078

Update lessons learned knowledge base

Back 1078

7. Closure

Front 1079

Use issue logs

Back 1079

11. Monitoring & Controlling

Front 1080

Use work authorization system

Back 1080

12. Executing

Front 1081

User

Back 1081

The person or organization that will use the project's product or service. See also customer.

Front 1082

utility function

Back 1082

a person's willingness to accept risk

Front 1083

Validation [Technique]

Back 1083

The technique of evaluating a component or product during or at the end of a phase or project to ensure it complies with the specified requirements. Contrast with verification.

Front 1084

Value Engineering (ATE)

Back 1084

A creative approach used to optimize project life cycle costs, save time, increase profits, improve quality. expand market share, solve problems. and/or use resources more effectively.

Front 1085

value-added change

Back 1085

causes most change requests

Front 1086

Variance

Back 1086

A quantifiable deviation, departure, or divergence away from a known baseline or expected value.

Front 1087

Variance Analysis [Technique]

Back 1087

A method for resolving the total variance in the set of scope, cost, and schedule variables into specific component variances that are associated with defined factors affecting the scope, cost, and schedule variables.

Front 1088

Variance At Completion

Back 1088

BAC - EAC
(Difference between budgeted and will actually be spent)

Hint 1088

None

Front 1089

VE

Back 1089

Value Engineering

Front 1090

Vendor solicitation includes

Back 1090

obtaining quotations, bids, and proposals for the services or the goods to be purchased for the project completion.

Front 1091

Verification [Technique]

Back 1091

The technique of evaluating a component or product at the end of a phase or project to assure or confirm it satisfies the conditions imposed. Contrast with validation.

Front 1092

Virtual Team

Back 1092

A group of persons with a shared objective who fulfill their roles with little or no time spent meeting face to face. Various forms of technology are often used to facilitate communication among team members. Virtual teams can be comprised of persons separated by great distances.

Front 1093

Voice of the Customer

Back 1093

A planning technique used to provide products, services, and results that truly reflect customer requirements by translating those customer requirements into the appropriate technical requirements for each phase of project product development.

Front 1094

War Room

Back 1094

A room used for project conferences and planning, often displaying charts of cost, schedule status, and other key project data.

Front 1095

WBS

Back 1095

Work Breakdown Structure

Front 1096

Weak matrix

Back 1096

The project team may come from different departments, but the project manager reports directly to a specific functional manager

Front 1097

Weak matrix

Back 1097

The project manager has little project authority and acts as a project coordinator.

Front 1098

What are lessons learned?

Back 1098

Lessons learned are documents focused on variances created at the end of each process that detail whate lessons were learned that should be share with future projects. (Emphashis on planned versus variance!)

Front 1099

What are processes comprised of?

Back 1099

Input, Tools and Techniques, and Outputs

Front 1100

What are quantitatively based durations?

Back 1100

Quantity of work to be performed is multipled by a know unit rate.

Front 1101

What are some of the project selection methods used by companies?

Back 1101

Benefits Cost Ratio, Internal Rate of Return, NPV, Opportunity Cost, Payback Period, PV, and ROI

Front 1102

What are the elements of a good wbs?

Back 1102

Detailed down to a low level, graphical and hierarchical, numbered, template driven, created by team, defines responsibilities

Front 1103

What are the nine knowledge areas?

Back 1103

Integration, Scope, Time, Cost, Quality, Risk, HR, Communications, Procurement

Front 1104

What are the outputs of Scope Planning?

Back 1104

Scope Statement, Supporting Detail, Scope Management Plan.

Hint 1104

None

Front 1105

What are the steps in the Project Management Life Cycle

Back 1105

Initiating, Planning, Executing, Controlling, Closing.

Hint 1105

None

Front 1106

What are the three types of organizations?

Back 1106

Functional, Projectized, and Blended

Front 1107

What are the two techniques of duration compression?

Back 1107

Crashing and Fast-Tracking.

Front 1108

What is a backward pass?

Back 1108

Moving backward through the network daigram to figure out slide.

Front 1109

What is a baseline?

Back 1109

The baseline is the original plan PLUS and approved changes.

Front 1110

What is a functional manager?

Back 1110

A functional manager is the deparmental manager in most organizational structures. The functional manager owns the resources loaned to the project and HR responsibilities for them. (Also function as SME)

Front 1111

What is a Gantt chart?

Back 1111

a chart that show activities represented as horizontal bars and typically have a calendar along the horizontal axis.

Front 1112

What is a milestone chart?

Back 1112

A chart that show significant deliverables. Used for high level project debriefings.

Front 1113

What is a phase?

Back 1113

A phase is a process or group of process that produces a deliverabe(s).

Front 1114

What is a portfolio?

Back 1114

A company's project portfolio represents the entire investment in project and programs. Project portfolios should be aligned to strategic goals.

Front 1115

What is a process?

Back 1115

A package of inputs, tools, and outputs used together to do something on a project.

Front 1116

What is a program?

Back 1116

A program is a larger effor that a project, because it is a group of related projects coordinated together.

Front 1117

What is a project coordinator?

Back 1117

A project coordinator is weaker than a project manager. The pc does not control the budget or make project decision but they do reassign resources.

Front 1118

What is a project expeditor?

Back 1118

An expiditor is a staff assistant who has little or no formal authority. The primary responsibility is to make sure things arrive on time and tasks are completed on time.

Front 1119

What is a Project Network Diagram

Back 1119

Graphical tool that provides a view of the dependencies and sequenceis of each activity.

Front 1120

What is a project?

Back 1120

A project is a temporary group of related tasks undertaken to create a unique product, service, or result.

Front 1121

What is a stakeholder?

Back 1121

A stakeholder is an individual who is involved in the project or whose interest may be affected as a result of the execution of the project.

Front 1122

What is a standard?

Back 1122

A standard is a document approved by a recognize body that provides guidelines.

Front 1123

What is a system?

Back 1123

A system incorporates all the formal procedures and tools put in place to manage something.

Front 1124

What is activity duration estimating?

Back 1124

Analysing and determinign how long it will take to complete and activity.

Front 1125

What is activity sequencing?

Back 1125

Network logic diagram is a picture in which each activity is drawn in the order it must be performed.

Front 1126

What is an activity list?

Back 1126

An activitity list is a further decomposition of the WBS and lists individual activities.

Front 1127

What is an Ishikawa diagram?

Back 1127

A fishbone or cause and effect that shows how different factors relate together and are tied to potential problems.

Front 1128

What is analagous estimationg?

Back 1128

Basing the estimates on prior projects.

Front 1129

What is crashing?

Back 1129

A duration compression technique that adds resources to activities to complete them faster.

Front 1130

What is decomposition?

Back 1130

Decomposition is a tool used in scope definition that helps create the WBS/

Front 1131

What is early finish?

Back 1131

The early finish date is the early start date plus the duration minus one unit.

Front 1132

What is expert judgement.

Back 1132

Knowledge and background of the PM and team members.

Front 1133

What is fast tracking?

Back 1133

A duration compression technique the resequences activites to finish activites quicker. (Increases risk!)

Front 1134

What is float?

Back 1134

Float is how much time an actiivty can slip bfore its path changes the critical path?

Front 1135

What is heuristic?

Back 1135

Rules for which no formula exists. Derived by trial and error.

Front 1136

What is JIT

Back 1136

Manufacturing metothd to bring inventory down to zero

Front 1137

What is Kaizen?

Back 1137

continuous improvement

Front 1138

What is late finish?

Back 1138

Late start plus the duration minus one unit.

Front 1139

What is late start?

Back 1139

Late start dade for an activityis the absolute latest date the activity can start and not impact the finish date. It is calculate by adding the float to the early start.

Front 1140

What is Monte Carlo Analysis?

Back 1140

Predicts likley outcomes for a prject and identifies the areas of the schdule with the highest risk..

Front 1141

What is mutually exclusive?

Back 1141

By choosing one you cannot choose the other.

Front 1142

What is NPV?

Back 1142

Net Present Value is the same as Present value minus costs. The higher the better. Time value of money.

Front 1143

What is pareto's law?

Back 1143

80/20 rule

Front 1144

What is PERT?

Back 1144

A scheduling technique (Program Evaluation and Review Technique) use by taking Pess + 4XReal + Opt and dividing result by 6.

Front 1145

What is progressive elaboration?

Back 1145

Progressive elaboration means that you do not know all of the caharacteristics about a product when you begin a project. Instead, they may be revisted often and refined.

Front 1146

What is project management?

Back 1146

Project management is using skills, knowledg,e and resources to satisfy project requirements.

Front 1147

What is project office?

Back 1147

Project office is a department that can support pms with methodologies, tools, training or even control all of a companies projects.

Front 1148

What is PV?

Back 1148

Time value of money theory that does not factor costs into the equation. The bigger the better.

Front 1149

what is QA?

Back 1149

The sum of all of the quality activities performed in the project to meet quailty standards

Front 1150

What is quality?

Back 1150

Every characteristic that influences satisfaction.

Front 1151

What is reserve time?

Back 1151

A buffer built into the estimates to allow for delays.

Front 1152

What is resource leveling?

Back 1152

Modifying the schedule so that resources are consistent throught the project.

Front 1153

What is ROI?

Back 1153

Return on investment is a percentage that show what return you make by investing in something. The bigger the better.

Front 1154

What is scope change control?

Back 1154

SCC is the process that evaulates and tracks changes to the producs scope.

Front 1155

What is statisically independent?

Back 1155

When two process are not linked together or dependent on each other.

Front 1156

What is the Benefits Cost Ratio?

Back 1156

BCR is the ratio of benefits to cost. The higher the better.

Front 1157

What is the critical path?

Back 1157

Tool used to show where the most schedule risk exists.

Front 1158

What is the Delphi technique?

Back 1158

a means of gathering expert judgement where the participants do not know who the oters are and therefore cannot influence the group.

Front 1159

What is the difference between float and free float?

Back 1159

Float affects the critical path, free float affects other activities.

Front 1160

What is the early start?

Back 1160

Early start date for an activity is the ealiest date an activity can start when you factor in other dependencies.

Front 1161

What is the forward pass technique?

Back 1161

Moving forwar therough the network diagram to perform calculations.

Front 1162

What is the IRR?

Back 1162

Internal Rate of return is a finance term expressing the project's returns versus an interest rate. the higher the better.

Front 1163

What is the largest process group?

Back 1163

Planning

Front 1164

What is the output of Scope Change Control

Back 1164

Changes to Scope, Corrective Action

Front 1165

What is the output of Scope Definition?

Back 1165

WBS

Front 1166

What is the output of Scope Initiation?

Back 1166

Project Charter

Front 1167

What is the output of Scope Verification?

Back 1167

Formal Acceptance

Front 1168

What is the payback period?

Back 1168

The payback period is how long it will take to recoup and investment in a project. The shorter the better.

Front 1169

What is the project charter?

Back 1169

The project charter is created during initiation base on a business need, customer need, or market force. It is signed by senior management and names the pm. It is a HIGH level document that does not describe project details but does include a product description.

Front 1170

What is the role of the project manager?

Back 1170

The pm is repsonsible for the outcome of the project. The pm is empowered to uses org resources, in control of the project, spend the budget, make decisions for the project.

Front 1171

What is the Scope Management Plan?

Back 1171

SMP is created during the Scope Planning Process. It describes how the scope will be defined and managed and also how changes to the scope will be handles.

Front 1172

What is the Scope Statement?

Back 1172

Scope statement is an output of scope planning that outlines a coomon understanding of the project among stakeholders. It provides all deliverables, objectives, and a description of the product.

Front 1173

What is the standard deviation?

Back 1173

Pess - Opt / 6. Tells us how diverse or estimates are. The higher they are the worse.

Front 1174

What is the standard deviation?

Back 1174

Average all data points to get the mean then calculate the difference from the mean. Normal distribution is 68,95,99.7,99.99

Front 1175

What is the Triplle Constraint?

Back 1175

Time, Cost, and Scope

Front 1176

What is the WBS?

Back 1176

Work Breakdown Structure contains a detailed description of all project's deliverables. it is created during Scope Definition.

Front 1177

What iss scope verification?

Back 1177

Scope verification is a controlling process in which the project manager verifies the product of the project is acceptable. (Customes, Stakeholders, Sponsor)

Front 1178

What work will be completed in each phase of the project?

Back 1178

Project life cycles allow a project manager to determine several things about the project, such as:

Front 1179

What resources, people, equipment, and facilities will be needed withineach phase?

Front 1180

What are the expected deliverables of each phase?

Front 1181

What is the expected cost to complete a project phase?

Front 1182

Which phases contain the highest amount of risk?

Front 1183

When it comes to project communications management know this

Back 1183

it’s all about who needs what and when

Front 1184

When it comes to project management, organizations fall into one of three models

Back 1184

Completing projects for others, Completing projects internally through a system, Completing projects as needed.

Hint 1184

None

Front 1185

When it comes to stakeholder expectations

Back 1185

nothing beats documentation

Front 1186

Which process group involvess the most work?

Back 1186

Execution

Front 1187

Which process is performed first?

Back 1187

Initiations is usually performed first.

Front 1188

While projects differ, there are also other common traits from project to project. The following lists a few examples

Back 1188

Cost and resource requirements are lower at the beginning of a project, but grow as the project progresses. Once the project moves into the final closing process, costs and resource requirements taper off dramatically.
Projects fail at the beginning, not at the end. Projects are more likely to fail near their beginning—and more likely to succeed near the end of their life cycle. In other words, the odds of completing are low at launch and high at completion.
The further the project is from completing, the higher the risk and uncertainty. Risk and doubt decrease as the project moves closer to fulfilling the project vision.
Changes are easier and more likely at the early phases of the project life cycle than at the completion. Stakeholders can have a greater influence on the outcome of the project deliverables in the early phases, but in the final phases of the project life cycle, their influence on change diminishes. Thankfully. Changes at the beginning of the project generally cost less and have lower risk than changes at the end of a project.

Hint 1188

None

Front 1189

Who is a sponsor?

Back 1189

A sponsor is the person paying for the project. (Project Champion)

Front 1190

Who is responsible for TQM?

Back 1190

Everone in the company is responsible for quality and can make a difference.

Front 1191

Who is Senior Management?

Back 1191

Senior management is anyone more senior than project management. They prioritize projects and make sure the pm has authority and access to resources. (Conflict resolution as well)

Front 1192

who needs what information, how they need it, and when it will be delivered

Back 1192

team meetings, reports, expectations for reports, and expectations of communication among team members. The communications plan must account for all needed communications within the project.

Front 1193

Why is historical information important?

Back 1193

Historical information is always used as an input to processes whenever found. Historical information is used to help predict trends for the current project and to evaluate the project's feasibility.

Front 1194

withdrawl

Back 1194

conflict resolution method where issue is not considered important or PM is overruled. Considered a yield-lose scenario

Front 1195

Within each process, there are three common components:

Back 1195

Inputs Documented conditions, values, and expectations that start the given process.
Tools and techniques The actions to evaluate and act upon the inputs to create the outputs.
Outputs The documented results of a process that may serve as an input to another process.

Hint 1195

None

Front 1196

Within each project, one attribute that typically varies from project to project is

Back 1196

the project life cycle

Front 1197

Within large or highly technical projects, planning can also be known as

Back 1197

as rolling wave planning

Front 1198

Work

Back 1198

Sustained physical or mental effort, exertion, or exercise of skill to overcome obstacles and achieve an objective.

Front 1199

Work Authorization [Technique]

Back 1199

A permission and direction, typically written, to begin work on a specific schedule activity or work package or control account. It is a method for sanctioning project work to ensure that the work is done by the identified organization, at the right time, and in the proper sequence.

Front 1200

Work Authorization System [Tool]

Back 1200

A subsystem of the overall project management system. It is a collection of formal documented procedures that defines how project work will be authorized (committed) to ensure that the work is done by the identified organization, at the right time, and in the proper sequence. It includes the steps, documents, tracking system, and defined approval levels needed to issue work authorizations.

Front 1201

Work Breakdown Structure

Back 1201

Work that isn't in the WBS isn't in the project -- the WBS organizes and defines the project scope.

Front 1202

Work Breakdown Structure (WBS) [Output/Input]

Back 1202

A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables. It organizes and defines the total scope of the project. Each descending level represents an increasingly detailed definition of the project work. The WBS is decomposed into work packages. The deliverable orientation of the hierarchy includes both internal and external deliverables. See also work package, control account, contract work breakdown structure, and project summary work breakdown structure.

Front 1203

Work Breakdown Structure Component

Back 1203

An entry in the work breakdown structure that can be at any level.

Front 1204

Work Breakdown Structure Dictionary [Output/Input]

Back 1204

A document that describes each component in the work breakdown structure (WBS). For each WBS component, the WBS dictionary includes a brief definition of the scope or statement of work, defined deliverable(s), a list of associated activities, and a list of milestones. Other information may include: responsible organization, start and end dates, resources required, an estimate of cast, charge number, contract information, quality requirements, and technical references to facilitate performance of the work.

Front 1205

Work Item

Back 1205

Term no longer in common usage. See activity and schedule activity.

Front 1206

Work Package

Back 1206

A deliverable or project work component at the lowest level of each branch of the work breakdown structure. The work package includes the schedule activities and schedule milestones required to complete the work package deliverable or project work component. See also control account.

Front 1207

Work Performance Information [Output/Input]

Back 1207

Information and data, on the status of the project schedule activities being performed to accomplish the project work, collected as part of the direct and numage project execution processes*. Information includes: status of deliverables: implementation status for change requests, corrective actions, preventive actions, and defect repairs; forecasted estimates to complete; reported percent of work physically completed; achieved value of' technical performance measures; start and finish dates of schedule activities.

Front 1208

Workaround [Technique]

Back 1208

A response to a negative risk that has occurred. Distinguished from contingency plan in that a workaround is not planned in advance of the occurrence of the risk event.

Front 1209

workarounds

Back 1209

unplanned risk responses (not planned or accepted)

Front 1210

Your role as the project manager is to

Back 1210

identify, align, and ascertain stakeholders and their expectations of the project. Stakeholder identification is not always as clear-cut as in the preceding example. Because stakeholders are identified as people that are affected by the outcome of your project, external customers may be stakeholders in your project, too