Term
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Definition
| A Technique used during procurement closure to find successes and failures that might be useful for other contracts and projects in organization. |
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Term
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Definition
| is a process used to predict the probability of outcome based on Inputs. Multiple iterations are done with the Inputs value randomly from probability distribution (of Inputs variable) to create probability distribution of the output. Output is generally Total cost or Completion dates. e.g. It can be determined what is the probability of achieving specific total cost or completing project on certain date. |
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Term
| Attribute sampling vs.. variable sampling |
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Definition
- attribute sampling/the result either conforms or does not conform
- variable sampling/the degree to which results conforms
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Term
| Quality Theories - Joseph Juran |
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Definition
| 80/20 principle, top management involvement, fitness to use |
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Term
| Quality Theories - Total Quality Management |
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Definition
| Theory encourages everybody to continuously find ways to improve quality. |
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Term
| Quality Theories - Edward Deming |
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Definition
| 14 steps to total quality management, plan-do-check-act cycle |
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Term
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Definition
| Quality Assurance tool for process improvement. Recurring Process is checked after certain time for improvements. |
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Term
| Quality Theories - Philip Crosby |
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Definition
| advocated cost of poor quality, and prevention over inspection, zero defects, quality = conformance to requirement |
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Term
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Definition
| +/-1s/68.2% +/-2s/95.46% +/-3s/99.73% +/-6s/99.99% |
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Term
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Definition
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Term
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Definition
| PMI’s project management maturity model to help organization identify their level of maturity in project management |
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Term
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Definition
| Learned Lessons Learned are created throughout the project and shared. Lessons learned are finalized in Closing process. |
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Term
| Five Phases of team building |
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Definition
Forming
Storming
Norming
Performing
Adjourning |
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Term
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Definition
| Request for Information is done before RFP, RFQ or IFB is sent to collect information for sellers. The information can be used to select sellers or to create procurement documents. |
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Term
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Definition
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Term
| Source Selection Criteria |
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Definition
| Used as guide to select sellers. Sellers can use the criteria to determine the buyer’s need and whether to bid or not. |
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Term
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Definition
| A negotiating tactic for a must situation such as including meeting government regulations. |
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Term
| Standard Contract and Special Provisions/Conditions |
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Definition
| Standard Contract are created to be used with standard recurring type of procurement by organization. These can be used without separate legal approval. Special Provisions can be added based on Project requirement and needs legal approval before use. |
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Term
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Definition
Business risk (risk of gain or loss);
Pure (Insurable risk)/only loss |
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Term
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Definition
| When are resource needed showing spike in resources. This can help PM arrange resources during peaks. |
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Term
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Definition
| A monitor and Control risk process to make sure all risks are identified, you have proper response plans etc. |
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Term
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Definition
| A leadership style where people are left alone and manager work as consultant type as required. |
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Term
| Types of performance reports |
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Definition
Status report
Progress report
Trend report
Forecasting report
Variance report
Earned Value report |
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Term
| Reason of conflicts in the order of frequency |
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Definition
Schedule
Project Priorities
Resources
Technical Opinion
Admin procedures
Cost
Personality |
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Term
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Definition
| Employees who believe their efforts will lead to effective performance and will be rewarded works productively |
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Term
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Definition
| a neutral party to resolve disputes |
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Term
|
Definition
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Term
|
Definition
| Standard benefit everybody gets |
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Term
| David McClelland’s Theory of Need or Acquired Need theory |
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Definition
| People are motivated by need for any one of achievement, affiliation, power |
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Term
| Quality Function deployment |
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Definition
| A type of facilitated workshop technique used in requirement gathering to determine critical characteristics of new product. It starts by Voice of customer (collecting customer needs). |
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Term
| Unique organization culture (part of environmental factors) include |
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Definition
| Shared vision, values, norms, beliefs, expectations Policies, methods, procedures View of authority relationships Work ethics and work hours |
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Term
| Accuracy of estimate Budget estimate |
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Definition
| -10% to to +25%, generally used in planning |
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Term
| McGregor’s theory of X and Y |
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Definition
| X = People need to be watched, Y = Opposite |
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Term
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Definition
| Poor Hygiene factors may destroy motivation, but improving them will not improve motivation. Motivational factors are work related e.g. Responsibility, Self-actualization, professional growth, work recognition. |
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Term
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Definition
| A type of Sensitivity analysis (Modeling) technique used in Quantitative risk analysis comparing relative importance and impact of variables. |
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Term
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Definition
| Cultural differences should be considered when deciding recognition and rewards during develop team process. |
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Term
| Accuracy of estimate Definitive estimate |
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Definition
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Term
| Maslow’s Hierarchy of Needs/Lowest to highest |
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Definition
Physiology
Safety
Social
Esteem
Self-fulfillment |
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Term
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Definition
| Phase exists are also known as phase gates, decision gates,stage gates, kill points or milestones. |
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Term
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Definition
| a powerful and unexpected event, such as a hurricane or other disaster |
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Term
| Accuracy of estimate Rough of order of magnitude |
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Definition
| -50% to +50%, generally used in initiating phase |
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Term
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Definition
| information associated with an activity such as Predecessor, Successor, resources assigned etc. |
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Term
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Definition
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Term
| Cost Performance Baseline |
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Definition
| A specific version of time phased budget to compare actual cost to planned cost. |
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Term
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Definition
| Summary level schedule including major deliverable. |
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Term
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Definition
| Contains description of project scope, major deliverables, assumptions, constraints and description of work. |
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Term
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Definition
| Adding Scope without approval and without analyzing effect on constraints |
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Term
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Definition
| Time in calendar units between actual start date and current date if activity is not finished |
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Term
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Definition
| Time in workweeks or workdays. |
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Term
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Definition
| WBS Component below control account with known work content but without detailed schedule |
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Term
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Definition
| A risk that remains after risk response implementation. |
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Term
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Definition
| A risk that arises as a result of implementing risk response. |
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Term
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Definition
| Numbering system used to identify WBS elements. |
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Term
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Definition
| The number of labor units required to complete schedule activity. |
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Term
| Project Organization Chart |
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Definition
| A chart that shows project team members and their relationships. |
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Term
| Resource Breakdown Structure |
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Definition
| A hierarchy chart used to show resources by category and type used for resource levelling. |
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Term
| Risk Strategy Negative Risks or Threats |
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Definition
Avoid
Transfer
Mitigate
Accept |
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Term
| Transfer - Risk Strategy Negative Risks or Threats |
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Definition
| Transfer risks on someone else e.g. Outsourcing using FP Contract, Insurance etc |
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Term
| Exploit - Risk Strategy Positive Risks or Threats |
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Definition
| Reduce the uncertainty of risk happening |
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Term
| Accept - Risk Strategy Positive Risks or Threats |
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Definition
| Accept but do not actively pursue it. |
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Term
| Techniques for resolving conflict 6 |
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Definition
Withdrawing/Avoiding
Smoothing/Accommodating
Compromising
Forcing
Collaborating
Confronting/Problem Solving |
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Term
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Definition
| Alternative where everybody compromises a little. |
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Term
| Mitigate - Risk Strategy Negative Risks or Threats |
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Definition
| Reducing probability or impact. |
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Term
| Share - Risk Strategy Positive Risks or Threats |
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Definition
| Share the risks with another party who is best able to capture it. |
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Term
| Avoid - Risk Strategy Negative Risks or Threats |
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Definition
| Changing Plan to avoid risks completely example changing schedule or limiting scope. |
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Term
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Definition
| Retracting from an actual or potential conflict situation. |
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Term
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Definition
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Term
| Accept - Risk Strategy Negative Risks or Threats |
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Definition
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Term
| Enhance - Risk Strategy Positive Risks or Threats |
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Definition
| Increase probability or impact of risk |
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Term
| Risk Strategy - Positive Risks or Threats |
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Definition
| Exploit Share Enhance Accept |
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Term
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Definition
| Emphasize area of agreement |
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Term
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Definition
| discussing multiple view point, results in consensus and commitment |
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Term
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Definition
| Initial stage when team is formed and members learn about their roles and responsibilities. |
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Term
| Team Building - Performing |
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Definition
| The team functions as a unit and performs as team. |
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Term
| Cause and Effect diagrams or Ishikawa diagram or Fishbone diagram |
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Definition
| shows how factors can be related to effects. |
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Term
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Definition
| Similar to Control Chart without showing limits |
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Term
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Definition
| Quality and Grade are different though can be confused. Quality is the degree to which outcome meets the specified requirements and measurements. Grade is the category of the product. For example, Software can have two grades, one with limited features other with all the features. |
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Term
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Definition
| The team starts to work on individual tasks. The team is not collaborative yet. |
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Term
| Team Building - Adjourning |
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Definition
| The team completes the work. |
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Term
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Definition
| A bar chart showing how often a variable occurs. |
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Term
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Definition
| shows relationship between two variables and whether these are related or not. |
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Term
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Definition
| Critical path is the longest duration path in the network diagram and provides shortest time to complete the project. |
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Term
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Definition
| The team begins to work together and trust each other. |
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Term
| Performing Quality Control |
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Definition
| Cause & Effect, Ishikawa, Control Charts, Flowcharting, Histogram, Pareto Chart, Run Chart, Scatter Diagram, Statistical sampling, inspection, Approved Change Request Review |
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Term
|
Definition
| A type of histogram showing frequency of occurrence. |
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Term
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Definition
| Precision is the degree of scatter for repeated measurement. Accuracy is how close the measure value is to expected value. |
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Term
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Definition
| The path closest to the critical path. The closer near critical path is to critical path, the more risk to the project. Why? Because If there is need to shorten critical path or lengthen the near critical path, the near critical path will become new critical path. |
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Term
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Definition
| (Activity Duration Estimate) Uses parameters from similar historical projects to estimate. |
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Term
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Definition
| (Activity Duration Estimate) Rule of Thumb (e.g.. Testing should take 50% of what development takes) |
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Term
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Definition
| (Slack) The amount of time project can be delayed without delaying promised completion date.Activities on critical path have zero float. |
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Term
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Definition
| Compressing schedule by increasing cost e.g. Adding resources. |
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Term
| Requirements Traceability Matrix |
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Definition
| A table that links requirement to original goal or object or objective to provide traceability. |
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Term
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Definition
| (Activity Duration Estimate) Uses statistical relationship between historical data and variables. Example/cost per labor hour |
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Term
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Definition
| (Slack) The amount of time an activity can be delayed without delaying project end date or next milestone. |
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Term
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Definition
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Term
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Definition
| Limiting resources by compromising schedule and cost to the project. |
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Term
| Change Requests and actions |
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Definition
| Actions are taken during projects to mitigate or stop performance deviation. |
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Term
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Definition
| (Activity Duration Estimate) PERT (Program Evaluation and Review Technique)E = (O+4M+P)/6 |
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Term
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Definition
| (Slack) The amount of time an activity can be delayed without delaying early start of successor activity |
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Term
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Definition
| Doing Critical path activities in parallel. |
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Term
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Definition
| A resource constrained critical path is critical chain. Network diagram is prepared and critical chain is calculated by adding resource dependencies. A buffer is added before milestones to provide cushion. |
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Term
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Definition
| Action taken to bring future performance back to expected performance. |
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Term
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Definition
| Action taken in advance to stop performance to deviate from expected performance. |
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Term
| Project Management Information System |
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Definition
| Any software tools used in project management process. |
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Term
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Definition
| Evaluate the impact Create options- including crashing and fast tracking, etc. Internally approve the change request Review with management and sponsor Review with Customer if needed Update the status of the change request in the change control sys. |
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Term
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Definition
| means adding more details in an iterative fashion. Project Management Plan is developed using progressive elaboration. |
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Term
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Definition
| Repair the bug or problem or replace the faulty item |
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Term
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Definition
| An organizational process asset that includes forms, templates, procedures, software to control, track and monitor changes. This is generally a subset of Configuration management system. |
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Term
| Work Authorization System |
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Definition
| Work Authorization System is the tool to authorize work performed during Project. It is collection of formally documented procedures to define to ensure work is performed by right resource or team, at appropriate time and proper sequence. The procedures also include required forms, templates, steps and approvals required to perform work, |
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Term
| Organizational Process Assets |
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Definition
| Organization Process Assets include all existing documents, templates, Historical information, Lessons learned, plans, procedures, guidelines, risk data etc that can influence project’s success. |
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Term
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Definition
| Any document that is not part of project management plan. It includes Project Charter, SOW, Contracts, Stakeholder Register, Risk Register, Issue Log, Change Log, Quality metrics etc. |
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Term
|
Definition
| Any action that would require change to the project mgmt plan would require a change request. The change can also be requested by stakeholders. Change request would than need to go thru Integrated Change Control Process |
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Term
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Definition
| At the beginning of the project there is less cost and less demand for resources. Also there is a higher risk of failure at the beginning of the project. The risk reduces over the life of the project. The stakeholder influence is maximum at the beginning of the project and reduces over the life of the project. |
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Term
| Enterprise Environmental Factors |
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Definition
| Enterprise Environmental Factors are unique factors (internal and external) that might impact Project’s success. These are Inputss to most Project Management Processes. Company Culture and Structure Government regulations Industry Standards Existing Infrastructure Existing Resources and available skills HR Policies Market Conditions Risk Tolerance Political Climate Project Management tools |
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Term
| Project Life Cycle, Project Phases |
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Definition
| All projects follow a life cycle from start to close. Generic life cycle can be think of as Starting, Preparing, Executing and Closing. Project can have multiple phases. Each Phase is like a new project and goes thru Project Life cycle. Phases would generally have one of the following relationships: Sequential, Overlapping, Iterative |
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Term
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Definition
| New Phase can only start after completing current phase |
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Term
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Definition
| New Phase will start before ending current phase. |
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Term
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Definition
| Only one phase is planned initially and new phase will be planned later as the work continues in the current phase. |
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Term
|
Definition
-
Generalized answers (uses always, never, must etc) are often incorrect.
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Eliminate impossible choices first.
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Each question has only one correct answer.
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Learn to choose best answer.
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Read all options before answering.
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There is no negative marking for incorrect answers. So, guess if you do not know.
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Keep PMI perspective in mind while answering.
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The questions sometimes contain extra information that is not relevant and is not required to answer the question. Learn to ignore such information.
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Term
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Definition
- The project manager takes proactive approach and does not wait until risk or problem occurs.
- Project Manager should be assigned early in the initiation phase.
- Assumes good Process assets are available including PM methodologies, risk and quality procedures etc and project manager adopts these to his/her project.
- Project manager does not escalate problem to the higher management or customer without analyzing and identifying options.
- Gold plating is not allowed.
- WBS is great tool and is always used.
- Assumes lessons learned and historical databases are available.
- Scope and Roles & responsibilities are clearly defined.
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Term
| Organizational Structure/Functional |
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Definition
| The organization is structured into function areas such as Manufacturing, Procurement, Sales, Billing etc. All projects occur into one functional area, as work or information is needed from another functional area, a request is made to the area head who would assign somebody from his team. In this case, resources juggle between operational and project work. |
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Term
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Definition
| Generally, Organizations will have combination of different structure for different projects. This term is sometimes confused with structure. |
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Term
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Definition
| Stakeholders have positive influence on the project. The stakeholders can include Customer, End Users, Sponsor, Program manager, Portfolio Manager, PMO, Project manager, Project Team, Functional Managers, |
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Term
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Definition
| These are people who will be using the Project output. |
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Term
| Organizational Structure/Projectized |
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Definition
| In this case, everybody is assigned to a project. After completion of project, resources will be assigned to another project. |
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Term
|
Definition
| Power rests with Functional Manager. This is more close to Functional structure. |
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Term
|
Definition
| Stakeholder is everybody who is involved in the project or whose work or interest might be affected by Project. Operation Managers, Sellers, Vendors, Legal department. |
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Term
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Definition
| Sponsor is the person or a Group, who generally provide financial support and act as the advocate of the project. Sponsors act as escalation path for the issues that Project Manager can not handle. Sponsor provides key Inputs to the scope and project charter. Charter is then signed by Senior Management. |
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Term
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Definition
| Power rests with Project Manager. This is more close to Projectized structure. |
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Term
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Definition
| Power is shared. This is a combination of both Functional and Projectized. Resources would have two managers/Project Manager and Functional Managers. After Project Completion, resources go back to Functional department. Stakeholders may have varied level of interest, involvement, and influence on the project. It is extremely important to identify all the stakeholders and manage them as Stakeholders can have negative and positive impact. |
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Term
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Definition
| Portfolio Manager might increase or decrease the priority of the project and might be involved in the selection of project by looking at ROI. |
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Term
| Project Management Office |
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Definition
| Might provide support and guidance to Project Management team. |
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Term
|
Definition
| Provides functional resources for functional expertise in the project. |
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Term
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Definition
| Key person responsible for achieving Project objectives by managing key constraints. |
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Term
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Definition
| Includes key Business area in the organization. After closing, Project outcome is handed over to Operational Manager. |
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Term
|
Definition
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Term
|
Definition
| Integration Mgmt/Initiating |
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Term
| Develop Project Management Plan |
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Definition
| Integration Mgmt/Planning |
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Term
| Direct and Manage Project Execution |
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Definition
| Integration Mgmt/Planning |
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Term
| Perform Integrated Change Control |
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Definition
| Integration Mgmt/Monitoring & Controlling |
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Term
|
Definition
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Term
|
Definition
| Scope Management/Planning |
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Term
|
Definition
| Scope Management /Planning |
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Term
|
Definition
| Scope Management/Planning |
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Term
|
Definition
| Scope Management/Monitoring & Controlling |
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Term
|
Definition
| Scope Management/Monitoring & Controlling |
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Term
|
Definition
|
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Term
|
Definition
|
|
Term
| Estimate Activity Resources |
|
Definition
|
|
Term
| Estimate Activity Durations |
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Definition
|
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Term
|
Definition
|
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Term
|
Definition
| Time Management/Monitoring & Controlling |
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Term
|
Definition
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Term
|
Definition
|
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Term
|
Definition
| Cost Management/Monitoring & Controlling |
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Term
| Perform Quality Assurance |
|
Definition
| Quality Management/Executing |
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Term
|
Definition
| Quality Management/Monitoring & Controlling |
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Term
|
Definition
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Term
|
Definition
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Term
|
Definition
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Term
|
Definition
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Term
|
Definition
| Communications Management/Initiation |
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Term
|
Definition
| Communications Management/Planning |
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Term
|
Definition
| Communications Management/Executing |
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Term
| Manage Stakeholder Expectation |
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Definition
| Communications Management/Executing |
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Term
|
Definition
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Term
|
Definition
|
|
Term
| Perform Qualitative Risk Management |
|
Definition
|
|
Term
|
Definition
|
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Term
|
Definition
| Risk Management/Monitoring & Controlling |
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Term
|
Definition
| Procurement Management/Planning |
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Term
|
Definition
| Procurement Management/Executing |
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Term
|
Definition
| Procurement Management/Monitoring & Controlling |
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Term
|
Definition
| Procurement Management/Closing |
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