Term
|
Definition
Integration Management
Project Plan Development
Project Plan Execution
Integrated Change Control |
|
|
Term
|
Definition
Scope Management
Initiation
Scope Planning
Scope Definition
Scope Verification
Scope Change Control |
|
|
Term
|
Definition
Time Management
Activity Definition
Activity Sequencing
Activity Duration Estimating
Schedule Development
Schedule Control |
|
|
Term
|
Definition
Cost Management
Resource Planning
Cost Estimating
Cost Budgeting
Cost Control |
|
|
Term
|
Definition
Quality Management
Quality Planning
Quality Assurance
Quality Control |
|
|
Term
|
Definition
Human Resource Management
Organizational Planning
Staff Acquisition
Team Development |
|
|
Term
|
Definition
Communications Management
Communications Planning
Information Distribution
Performance Reporting
Administrative Closure |
|
|
Term
|
Definition
Risk Management
Risk Management Planning
Risk Identification
Qualitative Risk Analysis
Quantitative Risk analysis
Risk Response Planning
Risk Monitoring and Control |
|
|
Term
|
Definition
Procurement Management
Procurement Planning
Solicitation Planning
Solicitation
Source Selection
Contract Administration
Contract Closeout |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
| 3 sigma (normal quality level) |
|
Definition
| normal control limits (99.73%) |
|
|
Term
| 6 sigma (higher quality level) |
|
Definition
| high control limits (99.99%) |
|
|
Term
|
Definition
| task attributes, such as responsibility, geographic area, building, activity type |
|
|
Term
|
Definition
| formal closure of project (or each phase) to ensure completeness/acceptancde |
|
|
Term
| Alternative identification |
|
Definition
| techniques which generate different approaches to the project |
|
|
Term
| Analogous (top-down) estimating |
|
Definition
| using duration of previous task to estimate future similar work |
|
|
Term
| Arrow diagrmming method (ADM) |
|
Definition
| AOA-FS,dummy. Arrow=task, box=dependency |
|
|
Term
|
Definition
| a data point (or rule of seven) that requires investigation to determine cause |
|
|
Term
| Attribute (measurement) sampling |
|
Definition
| the result conforms, or it does not (pounds, inches) |
|
|
Term
|
Definition
| original approved schedule with all approved changes |
|
|
Term
|
Definition
| assessing relative desireability of various project alternatives |
|
|
Term
|
Definition
| results when too many resources are added to a task |
|
|
Term
| Conditional diagramming method (CDM) |
|
Definition
| allows loops and branches |
|
|
Term
|
Definition
| SPRT. Schedule,Priority,Resource,Technical |
|
|
Term
|
Definition
| confronting (problem-solving),compromising, withdrawing,smoothing,forcing (in order of preference) |
|
|
Term
| Continuous improvement (Kaizen) |
|
Definition
| process of small incremental improvements in process and product |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
| Control Account Plan (CAP) |
|
Definition
| integrate to form the sum of the project scope |
|
|
Term
|
Definition
| graphic depiction of whether or not a process is "in control" |
|
|
Term
|
Definition
| acceptable range of process outcomes |
|
|
Term
|
Definition
| interdependent processes performed in essentially the same order on most projects |
|
|
Term
|
Definition
| anything done to bring expected futue performance in line with the project plan |
|
|
Term
| Cost-reimburseable contracts |
|
Definition
| payment for costs plus a (profit) fee. May include incentives. |
|
|
Term
|
Definition
| quality training, studies, surveys |
|
|
Term
|
Definition
| rework, scrap, inventory cost, warranty cost |
|
|
Term
|
Definition
| prevention, appraisal, failure |
|
|
Term
|
Definition
| adding resources to critical paths while maintaining scope (increases costs) |
|
|
Term
|
Definition
| Do things right the first time |
|
|
Term
|
Definition
| tree analysis that leads to evaluation of risk cost/reward |
|
|
Term
|
Definition
| sub-dividing deliverables into smaller, more manageable components for planning |
|
|
Term
| Deming (Plan-Do-Check-Act) |
|
Definition
| 85% of the cost of quality are the direct responsibility of management |
|
|
Term
|
Definition
| mandatory (hard logic), discretionary (preferred,experiential), external (based on needs or desires) |
|
|
Term
|
Definition
| incurred for exclusive benefit of the project |
|
|
Term
| Distribution - log/log normal |
|
Definition
| mean and standard deviation |
|
|
Term
| Distribution - triangular |
|
Definition
|
|
Term
|
Definition
| looking to shorten the schedule without chopping the scope; see crashing and fast-tracking+B127 |
|
|
Term
| Estimate - Budget estimate |
|
Definition
| Made during planning phase. From -10 to +25% accurate |
|
|
Term
| Estimate - Critical path method (CPM) |
|
Definition
| AOA diagram,single estimate, emphasize cost control, can have dummies |
|
|
Term
| Estimate - Definitive estimate |
|
Definition
| Made during planning phase. From -5 to +10% accurate |
|
|
Term
| Estimate - Monte Carlo Simulation |
|
Definition
| estimate / analysis by a series of controlled simulations |
|
|
Term
| Estimate - Order of magnitude |
|
Definition
| Made during initiation phase. From -25% to +75% accurate |
|
|
Term
|
Definition
| AOA diagram only, 3 estimates, emphasizes schedule |
|
|
Term
|
Definition
| Earned Value Management - measures scope, schedule, and resources throughout PLC |
|
|
Term
|
Definition
| employees who believe effort will lead to performance and reward |
|
|
Term
|
Definition
| probability x consequences |
|
|
Term
|
Definition
| processes performed intermittently or as needed on most projects |
|
|
Term
|
Definition
| developed for high-impact risks or where the selected strategy may not succeed |
|
|
Term
|
Definition
| doing critical path tasks in parallel that were originally planned in series (increases risk) |
|
|
Term
| Fishbone (Ishikawa) diagram |
|
Definition
|
|
Term
| Fixed-price (lump sum) contract |
|
Definition
| requires well-defined product. May include schedule and/or cost incentives. Most common. |
|
|
Term
|
Definition
| the time a task can be delayed from its early start without delaying the project finish date |
|
|
Term
|
Definition
| depict workflow and process flow; used for quality, engineering, etc |
|
|
Term
|
Definition
| the time a task can be delayed without delaying the early start of its successor |
|
|
Term
|
Definition
| weak for planning; use to show progress reporting and to help with control |
|
|
Term
|
Definition
| network diagramming method that allows loops between tasks |
|
|
Term
| Grade (as opposed to quality) |
|
Definition
| ranking of entities with same function but different technical characteristics |
|
|
Term
|
Definition
| tendency to see all factors as one sees a particular factor |
|
|
Term
|
Definition
| one or more summary activities |
|
|
Term
|
Definition
| deals with hygiene factors and motivating agents |
|
|
Term
|
Definition
| rule of thumb (i.e.80/20 rule) |
|
|
Term
|
Definition
| increased cost, low morale, low customer satisfaction, increased risk |
|
|
Term
|
Definition
| may add risk, increase cost, and compromise quality |
|
|
Term
| Indirect (overhead) costs |
|
Definition
| allocated as cost of doing business, generally a % of direct costs |
|
|
Term
|
Definition
| graphical representations of a problem showing causal influences and variable relationships |
|
|
Term
|
Definition
| performed at project (or phase) start as part of project scope management |
|
|
Term
| Integrated Change Control |
|
Definition
| influencing, observing, and managing change events across baselines, scope, and processes |
|
|
Term
|
Definition
| fitness of use=QImprovement+QPlanning+QControl |
|
|
Term
|
Definition
| establishing direction, aligning people, motivating and inspiring |
|
|
Term
|
Definition
| consistently producing key results expected by stakeholders |
|
|
Term
|
Definition
| time inserted between tasks (i.e, letting concrete dry) |
|
|
Term
|
Definition
| F-S with 10 day lead: the successor task starts 10 days before the predecessor completes |
|
|
Term
|
Definition
| Directing,facilitating,coaching,supporting,autocratic,consultative,consensus |
|
|
Term
|
Definition
| part of initial scope definition |
|
|
Term
|
Definition
| optimal quality is where revenue improvement=cost of attainment |
|
|
Term
|
Definition
| what's available from whom where and when |
|
|
Term
| Maslow's Hierarchy of Needs |
|
Definition
| people work to contribute - self-actrualization down to physiological |
|
|
Term
|
Definition
| calculating early/late start/finish flor all activites resulting in "could be" scheduled limits |
|
|
Term
| McGregor Theory of X and Y |
|
Definition
| X=people need to be watched every minute; Y=people want to achieve |
|
|
Term
|
Definition
| part of activity sequencing, good for mgmt reporting |
|
|
Term
|
Definition
| events in activity sequencing to assure delivera ble requirements are met |
|
|
Term
|
Definition
| shows activities, taskflow, how the work will flow ; use to show interdependencies |
|
|
Term
|
Definition
| using project parameters to predict overall costs |
|
|
Term
|
Definition
| histogram of cause by frequency of occurrence |
|
|
Term
|
Definition
|
|
Term
|
Definition
| techniques (i.e.EVM) to assess whether variances from the plan require corrective action |
|
|
Term
|
Definition
| a project network diagram |
|
|
Term
| PLC-Construction (Morris) |
|
Definition
| feasibility, design, construction,turnover |
|
|
Term
| PLC-Pharmaceuticals (Murphy) |
|
Definition
| very proactive, can reduce project problems by 90% |
|
|
Term
| PLC-Software development (Muench) |
|
Definition
| POC, first-build, second-build, final cycle |
|
|
Term
|
Definition
| plan the work, work to the plan, be proactive, adjust, guide, deliver what you said you'd deliver |
|
|
Term
|
Definition
| system set up in advance to keep PM informed of status of all project tasks |
|
|
Term
| Precedence diagramming method (PDM) |
|
Definition
| AON-FS,SS,etc., node=activity, arrow=dependency |
|
|
Term
|
Definition
| anything that reduces the probability of potential consequences of project risk events |
|
|
Term
|
Definition
| define cause,analyze problem,identify solutions,implement decision,review and confirm |
|
|
Term
|
Definition
| series of actions bringing about a result |
|
|
Term
|
Definition
| structured review of procurement process to determine success and failure |
|
|
Term
|
Definition
| processes necessary to procure goods/services from outside the organization |
|
|
Term
|
Definition
| make or buy decision, contract type selected, scope of work defined; done during Scope Def |
|
|
Term
|
Definition
| coordinated phases that result in a completed product |
|
|
Term
|
Definition
| features or functions that characterize a product or service |
|
|
Term
|
Definition
| focusses on making sure all the work is complete |
|
|
Term
| Product-oriented processes |
|
Definition
| specify and create the project's product; see Product Life Cycle |
|
|
Term
|
Definition
| a temporary endeavor undertaken to create a unique product or service |
|
|
Term
|
Definition
| output of Initiation, issued by management, formally authorizes the project |
|
|
Term
|
Definition
| organizational, technical, and inter-personal |
|
|
Term
| Project Management Life Cycle |
|
Definition
| Initiating-planning-executing-controlling-closing, taken collectively |
|
|
Term
| Project Management processes |
|
Definition
| describe, organize, and complete the work of the project; see PM Life Cycle |
|
|
Term
|
Definition
| formal approved plan used to manage project execution |
|
|
Term
| Project Planning Methodology |
|
Definition
| combinagtion of hard and soft tools - PM software, documents, start-up meetings |
|
|
Term
|
Definition
| planned dates for performing activities and meeting milestones |
|
|
Term
|
Definition
| work that must be done to successfully complete the project |
|
|
Term
| Project Selection Methods |
|
Definition
| either benefit measurement (BCR) or constrained optimization (mathematical models) |
|
|
Term
|
Definition
| amount of time the project can be delayed without missing its agreed-upon completion date |
|
|
Term
| Qualitative risk analysis |
|
Definition
| assess likelihood and impact of risk (subjective) |
|
|
Term
|
Definition
| conformance to requirements and fitness of use |
|
|
Term
|
Definition
| implement quality planning, check overall, ensure quality standards remain valid, audits |
|
|
Term
|
Definition
| performed to gain lessons learned to assist future projects |
|
|
Term
|
Definition
| inspection , monitoring, measuring, does it meet planned standards, checklists |
|
|
Term
|
Definition
| processes required to ensure project satisfies needs for which it was undertaken |
|
|
Term
|
Definition
| standards, benchmarking,B/A analysis,flowcharts, D of E, cost |
|
|
Term
| Quantitative risk analysis |
|
Definition
| assess numerically the probability and consequence on the project |
|
|
Term
| Reserve time (contingency, buffer) |
|
Definition
| time added to task/schedule to offset risk |
|
|
Term
|
Definition
| shows when resources are allocated to tasks |
|
|
Term
|
Definition
| graphs # of resources used each month as bar chart |
|
|
Term
|
Definition
| lets schedule time and cost slip in favor of stabilizing resource usage |
|
|
Term
|
Definition
| cross-refs team members with tasks they will perform (no time) |
|
|
Term
| Reverse resource allocation scheduling |
|
Definition
| done to nail down allocation of a critical resource, working from task end backward |
|
|
Term
|
Definition
| a discrete occurrence that may affect the project for better or worse |
|
|
Term
|
Definition
| proceed without altering plan (can't change, have contingency, etc) |
|
|
Term
|
Definition
| sometimes includes Risk identification, qualitative and quantitative analyses |
|
|
Term
|
Definition
| changing the project plan to eliminate the risk |
|
|
Term
|
Definition
| technical/quality/performance, project, organization, and external |
|
|
Term
|
Definition
| effect on the project if it does |
|
|
Term
|
Definition
| probability, range of outcomes, timing, frequency |
|
|
Term
|
Definition
| ordinal - high, low, etc. Cardinal - .1,.5,4 |
|
|
Term
|
Definition
| very proactive, can reduce project problems by 90% |
|
|
Term
|
Definition
| reduces probability and/or consequences (new process, change conditions, etc) |
|
|
Term
|
Definition
| likelihood that a risk will occur, scale from 0 to 1 |
|
|
Term
|
Definition
| matrix of risk ratings - very high,high,moderate, low, very low |
|
|
Term
|
Definition
| see Avoidance, Mitigastion, Acceptance, Transference |
|
|
Term
|
Definition
| shifts consequence and ownership of response to 3rd party (insurance, bonds, guarantees) |
|
|
Term
|
Definition
| early warning signs for each risk, part of risk identification |
|
|
Term
|
Definition
| business (risk of gain or loss) or pure (risk of loss only) |
|
|
Term
|
Definition
| progressive detailing of the project plan |
|
|
Term
| Schedule change control system |
|
Definition
| defines process by which the schedule may be changed |
|
|
Term
|
Definition
| influencing change factors, determining if change has occurred, and managing is fo |
|
|
Term
|
Definition
| defines procedures by which project scope may be changed |
|
|
Term
|
Definition
| documents scope; contains justification, product, deliverables, objectives |
|
|
Term
|
Definition
| focusses on customer acceptance of work completed |
|
|
Term
|
Definition
| new risks arising from implementing risk response; output from risk response planning |
|
|
Term
|
Definition
| determining which risks have the most impact on the project, part of quantitative analysis |
|
|
Term
|
Definition
| simulate scenarios based on changing attributes to optimize scheduling |
|
|
Term
|
Definition
| RFP ready, proposal created |
|
|
Term
|
Definition
| source picked, contract signed |
|
|
Term
|
Definition
| Best = Reward,Expert. Others = Formal,Reward,Penalty |
|
|
Term
|
Definition
| customer expectation of outcomes |
|
|
Term
| Standard deviation (sigma) |
|
Definition
| measure of how far you are from the mean (1 sigma = 68.26%) |
|
|
Term
| Statement of work (or objectives) |
|
Definition
| describes procurement item in sufficient detail for vendor to know if it can produce it |
|
|
Term
|
Definition
| strengh-weakness-opportunity-threat analysis |
|
|
Term
|
Definition
| Quality is designed in, not inspected in; uses analysis of variance+B2 |
|
|
Term
| Time and meterials contracts |
|
Definition
| hybrid, part fixed, part open-ended, usually small dollar amounts |
|
|
Term
|
Definition
|
|
Term
|
Definition
| scope, schedule, cost, quality, customer satisfaction |
|
|
Term
|
Definition
| Functional, matrix, projectized |
|
|
Term
|
Definition
| absence of any info related to a desired outcome |
|
|
Term
|
Definition
| only a small portion, perhaps 10% |
|
|
Term
|
Definition
| a way of discovering the least expensive way to do the scope of work; scope planning |
|
|
Term
| Variable (characteristic) sampling |
|
Definition
| the result is rated on a continuous scale of conformity (weight,size) |
|
|
Term
|
Definition
| comparing actual dates with planned dates - key element for time control |
|
|
Term
|
Definition
| deliverable-oriented grouping of project components that organizes and defines total scope |
|
|
Term
| Work Authorization System |
|
Definition
| formal process to ensure the right work is done at the right time in proper sequence |
|
|
Term
|
Definition
| unplanned responses to risks, or dealing with unanticipated risks, part of risk monitor/control |
|
|
Term
| What are the 6 processes within 4.0 Project Integration Management? |
|
Definition
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct & Manage Project Execution
4.4 Monitor and Control Project Work
4.5 Perform Integrated CHange Control
4.6 Close Project or Phase |
|
|
Term
| What are the 5 processes within the 5.0 Project Management Scope knowledge area? |
|
Definition
5.1 Collect Requirements
5.2 Define Scope
5.3 Create WBS
5.4 Verify Scope
5.5 COntrol Scope |
|
|
Term
| What are the 6 processes within 6.0 Project Time Management? |
|
Definition
6.1 Define Activities
6.2 Sequence Activities
6.3 Estaimte Activity Resources
6.4 Estimate Activity Durations
6.5 Develop Schedule
6.6 Control Schedule |
|
|
Term
| What are the 3 processes within the knowledge area 7.0 Project Cost Management? |
|
Definition
7.1 Estimate Costs
7.2 Determine Budget
7.3 Control Costs |
|
|
Term
| What are the 3 processes within the knowledge area 8.0 Project Quality Management? |
|
Definition
8.1 Plan Qaulity
8.2 Perform Quality Assurance
8.3 Perform QUality Control |
|
|
Term
| What are the 4 processes within 9.0 Project Human Resource Management? |
|
Definition
9.1 Develop Human Resource Plan
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team |
|
|
Term
| What are the 5 processes within 10.0 Project Communications Management? |
|
Definition
10.1 Identify Stakeholders
10.2 Plan Communications
10.3 Distribute Information
10.4 Manage Stakeholder Expectations
10.5 Report Performance |
|
|
Term
| What are the 6 processes within the 11.0 Project Risk Management knwledge area? |
|
Definition
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative RIsk ANalysis
11.5 Plan Risk Responses
11.6 Monitor & Control Risks |
|
|
Term
| What are the 4 processes within 12.0 Project Procurement Management? |
|
Definition
12.1 Plan Procurement
12.2 COnduct Procurements
12.3 Administer Procurements
12.4 Close Procurements |
|
|
Term
| What are the inputs to developing the project charter? |
|
Definition
Statement of work
Business Case
Contract
Enterprise Environmental Factors
Organizational Process Assets |
|
|
Term
| What are the inputs to the Project Management Plan? |
|
Definition
Project Charter
Outputs from PLanning Processes
Enterprise Environmental Factors
Organizational Process Assets |
|
|
Term
| What are the inputs to 'Direct and Manage Project Execution'? |
|
Definition
Project Management Plan
Approved CHange Requests
Enterprise Environmental Factors
Organizational Process Assets |
|
|
Term
| WHat are the outputs of 'Direct and Manage Project Execution'? |
|
Definition
Deliverables
Work Performance Information
Change Requests
Project Management Plan Updates
Project Document Updates |
|
|
Term
| Which Knowledge Area uses Expert Judgement as a Tool / Technique for every one of it's processes? |
|
Definition
| Project Integration Management |
|
|
Term
| What are the inputs to Monitor & Control Project Work? |
|
Definition
Project Management Plan
Performance Reports
Enterprise Environmental Factors
Organizational Process Assets |
|
|
Term
| What Tool / Technique is used in 'Perform Integrated Change Control' in addition to expert judgement? |
|
Definition
|
|
Term
| What are the outputs of 'Perform Integrated Change Control'? |
|
Definition
Change Request Status Updates
Project Management Plan Updates
Project Document Updates |
|
|
Term
| What are the inputs to 'Perform Integrated Change Control'? |
|
Definition
Project Management Plan
Work Performance Information
Change Requests
Enterprise Environmental Factors
Organizational Process Assets |
|
|
Term
| What four processes use the project charter as an input? |
|
Definition
4.2 Develop Project Management Plan
5.1 Collect Requirements
5.2 Define Scope
10.1 Identify Stakeholders |
|
|
Term
| What are the inputs to 'Close Project or Phase'? |
|
Definition
Project Management Plan
Accepted Deliverables
Organizational Process Assets |
|
|
Term
| What are the outputs from 'Close Project or Phase'? |
|
Definition
Final Product, Service or Result Transition
Organizational Process Assets Updates |
|
|
Term
| If you have Project Charter as one of the inputs and Project Management Plan as an output - which Process are you in? |
|
Definition
| 4.2 Develop Project Management Plan |
|
|
Term
| If you have Project Management Plan as an input and Change Requests as an output, what process could you be in? |
|
Definition
4.3 Direct and Manage Project Execution
4.4 Monitor and Control Project Work
5.4 Verify Scope
5.5 Control Scope
6.6 Control Schedule
7.3 Control Costs
8.2 Perform Quality Assurance
8.3 Perform Quality Control
9.4 Manage Project Team
10.4 Manage Stakeholder Expectations
10.5 Report Performance
11.6 Monitor and Control Risks
12.2 Conduct Procurements
12.3 Administer Procurements |
|
|
Term
| Is there a knowledge area from 4.0 to 12.0 that doesn't include Project Management Plan as an input to one of it's process and Change Requests as an output? |
|
Definition
|
|
Term
| What process is 'change requests' an INPUT to? |
|
Definition
| Perform Integrated Change Control |
|
|
Term
| What process is 'deliverables' an input to? |
|
Definition
| 8.3 Perform Quality Control |
|
|
Term
| What are the outputs to 5.1 Collect Requirements? |
|
Definition
Requirements Documentation
Requirements Management Plan
Requirements Traceability Matrix |
|
|
Term
| What input does 5.1 Collect Requirements and 5.2 Define Scope have in common? |
|
Definition
|
|
Term
| What are some of the tools and techniques used in 5.1 Collect Requirements process? |
|
Definition
Interviews
Focus Groups
Facilitated Workshops
Group Creativity Technique
Group Decision Making Techniques
Questionnaires and Surveys
Observations
Prototype |
|
|
Term
| What is the tool or technique used in 5.4 Verify Scope? |
|
Definition
|
|
Term
| What are the inputs to 5.1 Collect Requirements? |
|
Definition
Project Charter
Stakeholder Register |
|
|
Term
| What are the inputs to 5.2 Define Scope |
|
Definition
Project Charter
Requirements Documentation
Organizational Process Assets |
|
|
Term
| What Tools or Techniques are used for 5.2 Define Scope? |
|
Definition
Expert Judgement
Product Analysis
Alternative Identification
Facilitated Workshops |
|
|
Term
| What Tool or Technique is used in 5.3 Create WBS Process? |
|
Definition
|
|
Term
| What are the outputs from 5.3 Create WBS process? |
|
Definition
WBS
WBS Dictionary
Scope Baseline
Project Document Updates |
|
|
Term
| What are the inputs to 5.4 Verify Scope? |
|
Definition
Project Management Plan
Requirements Documentation |
|
|
Term
| What are the outputs from 5.2 Define Scope |
|
Definition
Project Scope Statement
Project Document Updates |
|
|
Term
| What are the inputs to 5.3 Create WBS? |
|
Definition
Project Scope Staement
Requirements Documentation
Organization Process Assets |
|
|
Term
| What are the outputs from 5.4 Verify Scope? |
|
Definition
Accepted Deliverables
Change Requests
Project Document Updates |
|
|
Term
| What are the inputs to the 5.5 Control Scope process? |
|
Definition
Proejct Management Plan
Work Performance Information
Requirements Documentation
Requirements Traceability Matrix
Organizational Process Assets |
|
|
Term
| What Tool or Technique is used in 5.5 Control Scope? |
|
Definition
|
|
Term
| What are the outputs from 5.5 Control Scope? |
|
Definition
Work Performance Measurements
Oganizational Process Asset Updates
Change Requests
Project Management Plan Updates
Project Document Updates |
|
|
Term
| What output from 5.3 Create WBS is an input to 6.1 Define Activities? |
|
Definition
|
|
Term
| What are the inputs to 6.1 Define Activities? |
|
Definition
Scope Baseline
Enterprise Environmental Factors
Organization Process Assets |
|
|
Term
| What Tools & Techniques are used to (6.1) define activities? |
|
Definition
Decomposition
Rolling Wave Planning
Templates
Expert Judgement |
|
|
Term
| What are the outputs from 6.1 Define Activities? |
|
Definition
Activity List
Activity Attributes
Milestone List |
|
|
Term
| Which 2 of the 3 outputs from 6.1 Define Activities are also inputs to the next four processes with the 6.0 Prohject Time Management knowledge area? |
|
Definition
Activity List
Activity Attributes |
|
|
Term
| What are the inputs to 6.2 Sequence Activities? |
|
Definition
Activity List
Activity Attributes
Milestone List
Project Scope Statement
Organizational Process Assets |
|
|
Term
| What are the Tools and Techniques used in 6.2 Sequence Activities? |
|
Definition
Precedence Diagramming Method (PDM)
Dependency Determination
Applying Leads and Lags
Schedule Network Templates |
|
|
Term
| What are the outputs from 6.2 Sequence Activities? |
|
Definition
Project Schedule Network Diagrams
Project Document Updates |
|
|
Term
| What are the inputs to 6.3 Estimate Activity Resources other than Activity List and Activity Attributes? |
|
Definition
Resource Calendars
Enterprise Environmental Factors
Organizational Process Assets |
|
|
Term
| What Tools & Techniques are included in 6.3 Estimate Activity Resources? |
|
Definition
Expert Judgement
Alternative Analysis
Published Estimating Data
Bottom-up Estimating
Project Management Software |
|
|
Term
| What are the outputs to 6.3 Estimate Activity Resources? |
|
Definition
Activity Resource Requirements
Resource Breakdown Structure
Project Document Updates |
|
|
Term
| What estimating formula is: P+4M+O/6? |
|
Definition
|
|
Term
| What does this formula calculate: (P-O)/6? |
|
Definition
| PERT Task standard deviation |
|
|
Term
| What does this formula calculate: ((P-O) /6) squared |
|
Definition
|
|
Term
| What is the formula for determining the number of communication lines in a project? |
|
Definition
| (Nx(N-1))/2 where N = number of stakeholders |
|
|
Term
| How do you calculate 'Expected Value'? |
|
Definition
| Probability X Consequences |
|
|
Term
| How do you calculate risk? |
|
Definition
|
|
Term
| In Earned Value Analysis, what is 'EV', or 'BCWP'? |
|
Definition
| 'Earned value', or the value of the work actually completed |
|
|
Term
| In Earned Value Analysis, what is 'PV', or 'BCWs'? |
|
Definition
| 'Planned Value', or value of the work scheduled to be performed |
|
|
Term
| In Earned Value Analysis, what is 'AC', or 'ACWP'? |
|
Definition
| 'Actual Costs' or costs incurred on work done |
|
|
Term
| In Earned Valuee Analysis, what is 'BAC'? |
|
Definition
| 'Budget at Completion' or the project budget |
|
|
Term
| In Earned Value Analysis, what is 'EAC'? |
|
Definition
| 'Estimate At Completion'. |
|
|
Term
| How is 'EAC' (Estimate at Completion) calculated? |
|
Definition
|
|
Term
| In EAC = BAC / CPI, what does BAC and CPI represent? |
|
Definition
| BAC = Budget at completion (total budget), CPI = Cost Performance Index (value of the dollar spent) |
|
|
Term
| What is CPI and how is it calculated? |
|
Definition
| CPI = COst Performance Index. The calulation is: CPI = EV / AC (Earned Value / Actual Cost) |
|
|
Term
| What is VAC and how is it calculated? |
|
Definition
| VAC = 'Variance At Completion' and is calculated: VAC = BAC-EAC |
|
|
Term
| What is ETC and how is it calculated? |
|
Definition
| ETC = Estimate to Complete and is calculated: ETC = EAC - AC |
|
|
Term
| What is SV and how is it calculated? |
|
Definition
| SV = Schedule Variance and is calculated: SV = EV-PV |
|
|
Term
| What is CV and how is it calculated? |
|
Definition
| CV = COst Variance and is calculated, CV = EV - AC |
|
|
Term
| WHat is SPI and how is it calculated? |
|
Definition
| SPI = Schedule Performance Index and is calculated, SPI = EV / PV |
|
|
Term
| If you have 'EV' in a calcualtion, where will it always fall (in order)? |
|
Definition
|
|
Term
| Variance calculations are always ____ minus something. |
|
Definition
|
|
Term
| Index formulas are ___________ divided by something. |
|
Definition
|
|
Term
| Schedule formulas use __________ ? |
|
Definition
|
|
