Capm Exam (Chapter 2)

Front 1

Adaptive life cycle

Back 1

This is a project life cycle that anticipates many changes to the project scope and demands highly involved project stakeholders. Because change happens often, change control is managed tightly by the project manager. This approach is also known as the agile project management methodology

Front 2

Balanced matrix structure

Back 2

An organization where organizational resources are pooled into one project team, but the functional managers and the project managers share the project power.

Front 3

Composite structure

Back 3

An organization that creates a blend of the functional, matrix, and projectized structures.

Front 4

Customer/user

Back 4

The person(s) who will pay for and use the project's deliverables.

Front 5

Deliverable

Back 5

A verifiable, measurable product or service created by a phase and/or a project.

Front 6

Functional structure

Back 6

An organization that is divided into functions, and each employee has one clear functional manager. Each department acts independently of the other departments. A project manager in this structure has little to no power and may be called a project coordinator.

Front 7

Influencers

Back 7

Persons who can positively or negatively influence a project's ongoing activities and/or the project's likelihood of success.

Front 8

Kill point

Back 8

The review of a phase to determine if it accomplished its requirements. Signals an opportunity to kill the project if it should not continue.

Front 9

Negative stakeholder

Back 9

A stakeholder who does not want a project to succeed. He or she may try to negatively influence the project and help it fail.

Front 10

Performing organization

Back 10

The organization whose employees or members are most directly involved in the project work.

Front 11

Phase

Back 11

The logical division of a project based on the work or deliverable completed within that phase. Common examples include the phases within construction, software development, or manufacturing.

Front 12

Phase exit

Back 12

The review of a phase to determine if it accomplished its requirements. It signals the exiting of one phase and the entering of another.

Front 13

Phase gate

Back 13

The review of a phase to determine if it accomplished its requirements. Like a phase exit, a phase gate shows the qualifications to move from one phase to another.

Front 14

Phase-end review

Back 14

The review of a phase to determine if it accomplished its requirements. A phase-end review is also called a phase exit, a phase gate, and a kill point.

Front 15

Positive stakeholder

Back 15

A stakeholder who wants a project to exist and succeed. He or she may try to positively influence the project and help it succeed.

Front 16

Predictive life cycle

Back 16

Also called a plan-driven approach, is a life cycle that "predicts" the work that will happen in each phase of the project. The project plan, time, cost, and scope are defined early in the project and predict what is to happen in the project.

Front 17

Product life cycle

Back 17

The life cycle of the product a project creates. For example, a project can create a piece of software; the software then has its own life cycle until it becomes defunct.

Front 18

Project life cycle

Back 18

The collection of phases from the start of a project to its completion.

Front 19

Project management office (PMO)

Back 19

A business unit that centralizes the operations and procedures of all projects within the organization. Supports the project manager through software, templates, and administrative support. Can exist in any organizational structure, but it is most common in matrix and projectized structures.

Front 20

Project management system

Back 20

The defined set of rules, policies, and procedures that a project manager follows and utilizes to complete the project.

Front 21

Project stakeholder

Back 21

Anyone who has a vested interest in a project's operation and/or its outcome.

Front 22

Projectized structure

Back 22

An organization that assigns a project team to one project for the duration of the project life cycle. The project manager has high-to-almost-complete project power.

Front 23

Strong matrix structure

Back 23

An organization where organizational resources are pooled into one project team, but the functional managers have less project power than the project manager.

Front 24

Weak matrix structure

Back 24

An organization where organizational resources are pooled into one project team, but the functional managers have more project power than the project manager.