Term
| Responsibilities of project management team in terms of human resources |
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Definition
| Providing leadership and management, Influencing the project team, Modeling professional and ethical behavior |
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Term
| 3 key aspects to managing the project team |
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Definition
| Acquiring the right team members, Developing the members of the project team, Managing changes |
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Term
| Benefits of having a dynamic project team |
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Definition
| Enables more efficient use of resources, and keeps human resource costs to a minimum. This is because people join the team only when there is work for them to do. Also, once a particular human resources aren’t needed any longer for a project, they can be reassigned to other projects or ongoing work. |
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Term
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Definition
| Develop human resource plan, Acquire project team, Develop project team, Manage project team |
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Term
| Develop human resource plan |
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Definition
| The process of identifying and documenting project roles, responsibilities, required skills, and reporting relationships. It also involves developing a staffing management plan for the project. |
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Term
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Definition
| The process of confirming the availability of human resources, and then assembling the team necessary to complete the project work. During the process, project managers recruit, hire and orient project team members. |
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Term
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Definition
| The process of improving team members competencies, team interaction, and the overall team environment to enhance project performance. |
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Term
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Definition
| The process of tracking team members performance and managing it by providing feedback and resolving issues. It also involves managing changes to the project team. |
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Term
| Human resource management Inputs |
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Definition
| Activity resource requirements, Enterprise environmental factors, Organizational process assets |
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Term
| Human resource management Outputs |
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Definition
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Term
| Acquire project team process inputs |
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Definition
| Project management plan, Enterprise environmental factors, Organizational process assets |
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Term
| Acquire project team process outputs |
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Definition
| Project staff assignments, Resource calendars, |
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Term
| Develop project team process - Inputs |
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Definition
| Project staff assignments, Project management plan, Resource calendars |
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Term
| Develop project team process Outputs |
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Definition
| Team performance assessment |
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Term
| Manage project team process Inputs |
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Definition
| Project staff assignments, Project management plan, Team performance assessments, Organizational process assets |
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Term
| Manage project team process Outputs |
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Definition
| Change requests, Project management plan updates, Enterprise environmental factors updates, Organizational process assets updates |
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Term
| Project management process groups |
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Definition
| Initiating process group, Planning process group |
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Term
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Definition
| Includes the processes necessary for formally authorizing the beginning of a new project |
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Term
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Definition
| The project management plan is developed. Information is gathered to develop the project schedule, and the projects sc ope and cost is identified, defined, and detailed. |
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Term
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Definition
| Consists of processes for coordinating people and project resources. It is primarily involved with integrating and performing project activities. Also, if need be, the projects scope is addressed, and where necessary the approved changes are implemented. |
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Term
| Monitoring and controlling process group |
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Definition
| Processes are used to evaluate work performance data, identify potential problems, and control the subsequent changes. |
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Term
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Definition
| Performed to officially end a project or a project phase. They include handing off the completed deliverables or closing a project that has been cancelled. |
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Term
| Develop Human resource plan roles and responsibilities |
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Definition
| The roles and responsibilities of each project team member are identified and documented. Additionally, the positions, skills, and competencies required are documented and linked to individuals and groups who will work on the project. The reporting relationships between team members are also set out. |
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Term
| Develop Human resource plan staffing management plan |
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Definition
| Details how staff will be acquired, managed and trained, and once their tasks are completed released. It outlines the time periods for which each project team member will be required and identifies training needs for individuals and groups working on the project. It may also include team- building strategies, plans for recognition and rewards programs, compliance considerations, safety issues, and details of the impact of the staffing management plan on the organization. |
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Term
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Definition
| Activity resource requirements, Enterprise environmental factors, Organizational process assets |
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Term
| Enterprise Environmental factors for human resource management |
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Definition
| Organizational culture and structure, Existing human resources, Marketplace conditions, Personnel administration policies |
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Term
| Organizational process assets |
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Definition
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Term
| Develop HR Plan Tools & Techniques |
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Definition
| Organizational charts and position descriptions, Networking, Organizational theory |
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Term
| Steps to create a RACI chart |
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Definition
| List activities, List staff members, Match activities with project staff |
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Term
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Definition
| Position titles, Competencies, Qualifications, Responsibilities, Authority |
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Term
| Text-oriented position documentation |
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Definition
| Contains details about resource roles and responsibilities, competencies, authority levels, and qualifications |
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Term
| Responsibility assignment matrix |
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Definition
| Uses a table format to identify which resources are responsible for which activities, but doesnt specify the nature of resource responsibilities |
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Term
| Organizational structure breakdown |
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Definition
| Makes it easy for stakeholders to view relationships between positions on the project team. |
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Term
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Definition
| Uses a table format and multiple letters with a legend to identify the specific roles and responsibilities of project staff. |
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Term
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Definition
| Proactive correspondence, luncheon meetings, and informal conversations including those at meetings and events, trade conferences and symposia. |
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Term
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Definition
| The focus is on functional departments and project team members are often borrowed from these departments. Project team members may have loyalty to their functional managers rather than the project manager. This may result in reduced productivity and in project managers not receiving information about the activities team members are involved in. Additionally, team members from different functions are likely to be unfamiliar with co-workers on the project, which may affect team dynamics and productivity. |
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Term
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Definition
| The focus is on project teams. Employees may work on full-time on projects. They may also work on more than one project at a time. Sharing team members with other project managers may pose difficulties in terms of loyalties or put pressure on the time members have. Additionally team members may have preferences with regard to who they work with and this could impact team dynamics and productivity levels. |
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Term
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Definition
| Team members often work on the same team and the reporting structures are typically unambiguous. This generally improves productivity and team dynamics. However, some of the problems faced by functional and by projectized organizations may occur within a matrix organization. |
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Term
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Definition
| Roles and responsibilities, Project organizational chart, Staffing management plan |
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Term
| Roles and responsibilities |
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Definition
| Role, Authority, Responsibility, Competency |
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Term
|
Definition
| Staff acquisition, Staff release plan, Resource calendar, Training needs, Recognition and rewards |
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Term
| Text based position descriptions |
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Definition
| Contains details about roles and responsibilities, competencies, authorities, and qualifications. |
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Term
| Organizational breakdown structure |
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Definition
| Enables quick checking of the relationships between positions on the project team. |
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Term
| Responsibility assignment matrix |
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Definition
| Shows which resources are responsible for which activities in a table format. |
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Term
|
Definition
| Uses a table format and multiple letters to identify the specific roles and responsibilities of project staff. |
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Term
| Text based position descriptions |
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Definition
| Contains details about specific roles and responsibilities, competencies, authorities, and qualifications |
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Term
| Responsibility assignment matrix |
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Definition
| Links human resources to the activities for which they are responsible, but doesnt specify the nature of resources responsibilities. |
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Term
| Organizational breakdown structure |
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Definition
| Makes it easy for stakeholders to see who will be working on the project and what departments the resources will be taken from. |
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Term
|
Definition
| Identifies the specific roles and responsibilities of project staff for each project activity using a table format. |
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Term
| What info do you need to help you Acquire project team |
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Definition
| Required competencies, Dates and times when resources will be needed, Descriptions of roles and responsibilities, The number of people required for various activities. |
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Term
| What info would you gather when acquiring human resources for a project |
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Definition
| The availability of resources, Recruitment policies and procedures, Historical data from past projects, Outsourcing policies |
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Term
| Acquire project team process Tools & Techniques |
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Definition
| Pre-assignment, Negotiation, Virtual teams, Acquisition |
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Term
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Definition
| Assigning project team positions in advance. This occurs if workers have expertise or unique skills, if a client has requested a specific employee, or if someone has been promised involvement in the project. When staff members are promised as part of the project proposal, they should be identified in the project charter. |
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Term
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Definition
| You may need to persuade internal functional managers or project managers to release people for a team. You may also need to persuade external organizations to provide resources on a contractual basis. These negotiations hinge on the availability and skills of the resources. When negotiating, be sure to discuss the skills and personal characteristics of the team members you want on your project. |
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Term
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Definition
| Creating a virtual team enables project managers to acquire team members regardless of location, mobility, travel expenses, working hours, and other commitments. Proactive communication is required to ensure that processes are followed and to keep the team cohesive. |
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Term
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Definition
| If an organization lacks the in-house staff resources to complete a project, it is often necessary to acquire external staff resources. This is usually done by hiring consultants, or by subcontracting elements of the project work. |
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Term
| 4 Steps for negotiating for staff |
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Definition
| Pick your dream team, Identify potential barriers, Plan your negotiation strategy, Negotiate for the team |
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Term
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Definition
| Starting the project, Organizing and preparing |
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Term
| Objectives for building a team |
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Definition
| Improving knowledge and skills, Encouraging trust and agreement, Creating a dynamic and unified team |
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Term
| Responsibilities of a PM to develop a team |
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Definition
| Motivating the team, Encouraging high performance, Embracing cultural diversity, Promoting individual development |
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Term
| Characteristics of a Highly effective teams |
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Definition
| Energetic and enthusiastic, Motivated, Creative |
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Term
| Develop Project Team process Inputs |
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Definition
| Project staff assignments, Project management plan, Resource calendars |
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Term
| Human resource plan contains |
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Definition
| Project roles and responsibilities, Project organization chart, Training needs, Project team development plans |
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Term
|
Definition
| Listening skills and empathy, Negotiation skills, Persuasion and influence, Group facilitation |
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Term
| Several advantages of establishing committing and adhering to ground rules. |
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Definition
| Outlines expected behavior, Promotes shared responsibility, Decreases misunderstandings, Increases productivity |
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Term
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Definition
| Good will, Empathy, Sense of community, Enhanced collaboration |
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Term
| Main goals of team building |
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Definition
| Trust, Open communication, Leadership within the team |
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Term
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Definition
| Forming, Storming, Norming, Performing, Adjourning |
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Term
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Definition
| The opening stage, in which a team is assembled for a specific project and told what everyone's roles and responsibilities are. Team members are usually more reserved and formal towards each other in this early period of the project. They tend to be independent and not as open with each other in this phase. |
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Term
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Definition
| The team begins to address the project work and make decisions. If team members are not collaborative and open to differing ideas and perspectives, conflicts may emerge. The environment may become destructive as individuals vie for power and status within the project team. |
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Term
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Definition
| The team is more settled, with members knowing and accepting their roles in the team. Energy is now focused on the work of the project, instead of personal rivalry and the need for team building begins to decrease. |
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Term
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Definition
| Team members trust each other and work well together, making it the most productive phase of the project in terms of output. The team is fully functioning and the need for team building drops off dramatically, unless something changes within the team (for example, if a new conflict arises; a new team member joins, or there is a change in the project). Team members work through issues and problems smoothly and effectively. |
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Term
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Definition
| The final stage. It involves completing the project and breaking up the team. Team building is generally no longer needed as team has served its purpose and the need for the team diminishes. |
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Term
| Skills to effectively manage team |
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Definition
| Conflict management, Negotiation, Leadership, Communication |
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Term
| Manage Project Team process Inputs |
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Definition
| Project staff assignments, Project management plan, Team performance assessments, Performance reports, Organizational process assets |
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Term
| Manage Project Team process Tools & Techniques |
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Definition
| Observation and conversation, Project performance appraisals, Conflict management |
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Term
| Project performance appraisal |
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Definition
| Clarify responsibilities, Explore unresolved issues, Develop training plans |
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Term
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Definition
| Resources, Schedules, Priorities, Policies and procedures, Project costs, Personal work styles |
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Term
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Definition
| Ability to influence, Ability to communicate clearly, Leadership skills, Effective decision making, Listening skills |
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Term
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Definition
| Model ethical behavior, Communicate vision |
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Term
|
Definition
| Task oriented, People-centered |
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Term
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Definition
| Persuasion, Active Listening, Considering others perspectives, Reaching agreement while maintaining mutual trust |
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Term
| Guidelines for making decisions |
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Definition
| Focus on objectives, Implement a clear decision-making process, Involve team members, Consider how decision will affect project |
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Term
| Important decision-making steps |
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Definition
| Define and clarify the issue. Assess its importance in terms of the project meeting its objectives. Does it warrant action?,Gather all the facts about the issue, determine its causes, and identify relevant environmental factors in your organization. Consult with members of the project team, stakeholders, and possibly other project managers in your company who can provide information about the issue. Think about or brainstorm possible options and solutions. Where appropriate, involve the team and encourage the use of creativity. Consider and compare the pros and cons of each option for addressing the issue. You could use group creativity and decision-making techniques, such as the nominal group technique, at this stage.,Select the best option. Make sure it is clear. Don't try to please everybody through compromise. Explain your decision to those involved or affected by it. Manage risk by following up to ensure that the decision has been properly implemented. |
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Term
| Conflict resolution process |
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Definition
| Openness resolves conflict, Focus on the present, Focus on issues |
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Term
| Approaches to conflict resolution |
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Definition
| Withdrawing or avoiding, Forcing, Smoothing or accommodating, Compromising, Collaboration, Confronting or problem solving |
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Term
| Manage project team outputs |
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Definition
| Project management plan updates, Organizational process assets updates, Enterprise environmental factors updates, Change requests |
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Term
| Schedule management plan Tools & Techniques |
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Definition
| Schedule network analysis, Critical path method, Critical chain method, Resource leveling, What-if scenario analysis, Applying leads and lags, Schedule compression |
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Term
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Definition
| Lists project activities , List human resources |
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Term
| Project time management processes |
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Definition
| Define activities, Sequence activities, Estimate Activity Resources, Estimate Activity Durations, Develop Schedule, Control Schedule |
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Term
|
Definition
| Develop scope documents, Plan resources, Plan Schedule, Plan Costs |
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Term
| Control Schedule process involves |
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Definition
| Determining current status, Identifying factors creating changes, Managing changes |
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Term
|
Definition
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Term
| 3 components of the scope baseline |
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Definition
| Work packages and their activities, Dependencies and relationships between work packages, Project assumptions and constraints |
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Term
| Define activities process inputs |
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Definition
| Scope baseline,,Enterprise environmental factors, Organizational process assets |
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Term
| Define activities process Tools & Techniques |
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Definition
| Decomposition, Rolling-wave planning, Templates, Expert judgment |
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Term
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Definition
| Decomposition decompose all work packages during planning stage. |
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Term
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Definition
| Decomposition decompose know, low-risk work packages during planning stage. Leave unknown work packages and those with preceding dependencies to be decomposed later. |
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Term
|
Definition
| Decomposition Decompose near term work. Leave later work at work package or milestone level until more information is available. |
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Term
| Define activity List process outputs |
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Definition
| Activity list, Activity attributes, Milestone list |
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Term
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Definition
| Track activities, Describe activities |
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Term
| Attributes used in sequencing activities |
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Definition
| Predecessor activities, Successor activities, Logical relationships, Leads and lags, Imposed dates |
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Term
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Definition
| Facts that the project manager relies on to be true. |
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Term
|
Definition
| Human or material elements needed to get an activity done. |
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Term
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Definition
| Work that consists of many parts that cant be neatly defined. |
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Term
|
Definition
| The place where the work will be performed |
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Term
|
Definition
| Limitations on an activity |
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Term
|
Definition
| Work that can be performed by one person in a fixed amount of time. |
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Term
|
Definition
| Monitoring and controlling processes, Closing processes, Customer invoicing |
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Term
|
Definition
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Term
| Activity Sequence process - Inputs |
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Definition
| Project scope statement, Milestone list, Activity attributes, Activity list, Organizational process assets |
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Term
| Activity Sequence process - Outputs |
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Definition
| Project schedule network diagrams, Project document updates |
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Term
| Organizational process assets |
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Definition
| Provides policies, guidelines, and reusable elements from similar past projects, which help sequence activities |
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Term
|
Definition
| Identifies key project events |
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Term
|
Definition
| Provides information about each activity, including its relationship to other activities, |
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Term
|
Definition
| Identifies all the activities to be performed in a project. |
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Term
|
Definition
| Contains full descriptions of deliverables that may assist you in sequencing activities correctly. |
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Term
| Activity sequencing process Tools & Techniques |
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Definition
| Precedence diagramming method, Dependency determination, Applying leads and lags,Schedule network templates |
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Term
|
Definition
| Mandatory, Discretionary, External |
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Term
| 4 types of dependency relationships |
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Definition
| Finish to start, Start to start, Finish to finish, Start to finish |
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Term
| Outputs of Plan Quality Process |
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Definition
Quality management plan
Process improvement plan
Quality metrics
Quality checklists
Project document updates |
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Term
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Definition
Used to examine all the reasons for and against a decision.
Using force field analysis, a project manager can weigh the pros and cons of decisions about project quality. |
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Term
|
Definition
Used to discuss quality issues and generate ideas about quality planning.
Brainstorming should be carried out in a nonjudgmental environment, so that many ideas about quality planning can be generated. |
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Term
|
Definition
Used to compare the efficiency and effectiveness of alternatives based on the relationship between two criteria.
Matrix diagrams can be used to analyze the relationship between project cost and project performance. This can be useful in assessing the quality aspects of project costs ad performance. |
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Term
|
Definition
Used to rank the importance of diverse problems or issues.
Prioritization matrices are usually the result of brainstorming, and could be used to rank the importance of different quality issues. |
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Term
|
Definition
Used to sort various concepts into categories.
Affinity diagrams are used to organize large amounts of data, and can be used to categorize a large number of ideas about quality planning. |
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Term
|
Definition
| Used to identify and rank major problems or key issues on a project |
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Term
|
Definition
| Describe the purpose, start, and end of a process, as well as its inputs, requirements, process owner and stakeholders. |
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Term
|
Definition
| Describes the design of a process, typically using a flow diagram to indicate how the process operates. When a process is configured, its design and flow is set or fixed. This enables you to benchmark the process and control changes to it. |
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Term
|
Definition
| What you use to measure the performance of a process. |
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Term
| Targets for improved performance |
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Definition
| Metrics that the project manager or stakeholders define for improving the performance of a process. |
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Term
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Definition
| Identifies and ranks major problems or key issues on a project |
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Term
| Design of Experiments (DOE) |
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Definition
| Allows you to test methods, designs, materials, and other factors in a process to determine the optimal conditions. |
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Term
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Definition
| Specifies limits, which help you decide when adjustments need to be made to tasks. |
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Term
|
Definition
| Staff recruitment is accelerated by offering attractive relocation packages to bring doctors to the city. |
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Term
|
Definition
| The availability, level of qualification, and diversity of medical specialists is subject to quality control |
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Term
|
Definition
| Includes making sure that the proper quality standards and procedures are used during a project. This involves quality requirement auditing and auditing the results of quality control measures. |
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Term
|
Definition
| Involves monitoring and recording the results of carrying out the quality management plan, as outlined during the plan quality process. This includes checking the quality of processes and deliverables against the required standards, as well as proposing changes when necessary. |
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Term
| Perform Quality Assurance - Inputs |
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Definition
Project Management Plan
Quality Metrics
Work Performance information
Quality control measurements |
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Term
| Plan Quality – Tools & Techniques |
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Definition
Cost-Benefit analysis
Cost of Quality
Control Charts
Benchmarking
Design of Experiments
Statistical Sampling
Flowcharting
Proprietary quality management methodologies
Additional Quality planning tools |
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Term
| Perform Quality Assurance - Tools & Techniques |
|
Definition
Quality Audits
Process Analysis |
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Term
| Perform Quality Control – Tools & Techniques |
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Definition
Cause & effect diagrams
Control charts
Flowcharting
Histogram
Pareto chart
Scatter diagram
Statistical sampling
Inspection
Approved change request review |
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Term
| Perform Quality Assurance - Outputs |
|
Definition
Change requests
Organizational process assets updates
Project management updates
Project document updates
Quality management plan updates |
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Term
| Perform Quality Assurance - Goal |
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Definition
| Fulfill project customers’ needs. |
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Term
|
Definition
Reduces waste and non-value-added activities
Increases the efficiency and effectiveness of project work processes
Increases confidence within the performing organization that the project will fulfill customer expectations. |
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Term
|
Definition
Define how the quality of a project attributes and processes will be measured. One example is to express team outputs in terms of percentages.
The team performing the quality control process will use these metrics to gauge the degree of success or failure of a process. |
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Term
| Work Performance Information |
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Definition
| Is collected from the project while it is in progress. This – in conjunction with the agreed quality metrics – will be the basis for quantifying actual project performance in terms of quality. |
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Term
| Quality control measurements |
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Definition
| The results obtained from performing quality control activities. During the perform quality assurance process, these results will be used to assess the success of the quality control methods that have been instituted. |
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Term
| Benefits of performing quality audits |
|
Definition
Performing quality audits identify processes that
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Term
|
Definition
Inspecting work results
Checking approved change requests
Ensuring compliance with documentation |
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Term
|
Definition
| Should reduce the cost of creating high-quality project deliverables by continually streamlining and improving processes. Quality audits aim to uncover any policies and procedures that aren’t efficient or aren’t yielding the results they should. This involves inspecting work results. Audits should also identify any further policies and procedures that are required. |
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Term
| Checking approved change requests |
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Definition
| Checking that corrective and preventive actions have been carried out properly. Ultimately, this will result in increased customer satisfaction. |
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Term
| Ensuring compliance with documentation |
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Definition
| Quality audits compare the project’s documentation for processes, procedures, and work instructions with actual evidence of how the project work is being carried out. This documentation may include, for example sign off forms, defect logs, and progress reports. Compliance with project documentation ensures that project deliverables are on target and will meet the customer’s requirements |
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Term
|
Definition
Identifies best practices
Shares good practices
Improves processes |
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Term
| Root cause analysis steps |
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Definition
Define the problem
Gather data to describe the problem
Determine possible causes
Select the root cause
Develop a solution strategy
Test and evaluate the solution |
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Term
| Types of root cause analysis |
|
Definition
Faulty equipment
Lack of training
Redundant or missing procedures
Breakdown in communication
Unrealistic schedule or budget |
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|
Term
| Benefits of Perform Quality Control |
|
Definition
Determine whether results meet standards
Provides a method for measuring results
Helps Identify sources of unsatisfactory results |
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Term
| Prevention and inspection |
|
Definition
Prevention happens throughout the project. Prevention aligns with quality assurance.
Inspection takes place after production is complete. Inspection aligns with quality control. |
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Term
| Inputs that provide information needed for quality reviews |
|
Definition
Project management plan
Quality checklists
Work performance measurements
Organizational process assets |
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Term
| Inputs that contain the baseline quality standards |
|
Definition
Quality metrics
Approved change requests |
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Term
|
Definition
What quality reviews must occur
What attributes will be checked
How quality problems must be recorded
Deadlines for quality reviews |
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|
Term
| Quality organizational process assets |
|
Definition
Standard work guidelines
Issue and defect reporting procedures
Communication policy |
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|
Term
| Work performance measurements |
|
Definition
The difference between planned and actual costs.
Comparisons between planned and actual |
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Term
|
Definition
| The criteria that will be measured to determine whether project work meets quality standards. For example, a metric related to the quality objective of staying within the approved budget can be the percentage variance from the budget for each deliverable. |
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Term
|
Definition
| Can lead to ne or revised quality criteria for a project. For example, a quality assurance method, or the schedule baseline, can be changed to correct a schedule problem. Actual work results must then be measured against the new or updated quality criteria. |
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|
Term
| Perform quality Control Tools and Techniques |
|
Definition
Cause and effect diagrams
Control charts
Flowcharting
Histogram
Pareto chart
Run chart
Scatter diagrams
Statistical sampling
Inspection
Approved change requests review |
|
|
Term
|
Definition
Inspection
Statistical sampling
Approved change requests review |
|
|
Term
|
Definition
Control Chart
Run chart
Scatter diagram |
|
|
Term
| Cause identification and analysis |
|
Definition
Flowcharting
Cause and effect diagram
Histogram
Pareto chart |
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Term
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Definition
| Exists if the values of an independent variable have a clear and substantial effect on the values of the dependent variable. The closer the plotted points to a diagonal line – running either up from where the axes intersect or down from a high value- the stronger the relationship between the two variables. |
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Definition
| One where the independent variable has a minor effect on the values of the dependent variable. Data points that follow an upward diagonal line but that aren’t close to the line indicate a weak correlation. |
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Definition
| Randomly scattered points on a scatter diagram indicate there is either no correlation or an insignificant one between the independent and the dependent variables. |
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Definition
| Measures the results of processes over time, and in relation to acceptable limits for variation. |
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Definition
| Identifies the possible correlation between process variables. |
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Definition
| Identifies trends, which can be used to predict future performance. |
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Term
| Two other names for a cause and effect diagram |
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Definition
| Fishbone diagram and Ishikawa diagram |
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Term
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Definition
| Helps identify the stage or part of a process where quality errors are being introduced |
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Term
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Definition
| Identifies which causes of defects require the most immediate attention |
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Definition
| Shows the relative importance of defect causes. |
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Term
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Definition
| Identifies the potential causes of a problem. |
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Term
| Pareto Principle 80/20 principle |
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Definition
| 80% of the defects are caused by 20% of possible sources. |
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Term
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Definition
Develop list of causes
Record frequencies
Rank top causes
Find cumulative percentages
Create a histogram
Plot cumulative percentages |
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Term
| Perform Quality Control Output categories |
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Definition
Outputs resulting from quality inspections
Outputs that involve documentation updates |
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Term
| Outputs resulting from quality inspections |
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Definition
Quality control measurements
Validated changes
Validated deliverables
Change requests |
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Term
| Outputs that involve documentation updates |
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Definition
Organizational process assets updates
Project management plan updates
Project Document updates |
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Term
Quality control measurements |
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Definition
| The documented measures of how actual project work or deliverables compare to the required quality standards specified during quality planning. |
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Term
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Definition
| Created through the careful maintenance and scrutiny of the project management plan, scope statement, and other deliverables. In this way, changes are continuously managed and are either rejected or approved. Validated changes are the result if the processes or deliverables pass inspection – meaning that with the changes, they satisfy quality requirements. Reworking of rejected items that don’t pass inspection may be required until results meet project standards. |
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Term
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Definition
| Project results that meet the required quality standards. |
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Term
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Definition
| Recommend alterations to project or product scope. These types of changes can impact the project management plan, project documents, and requirements for deliverables. |
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Term
| Changes to project include |
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Definition
Corrective actions
Preventive actions
Defect repair |
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Term
| Organizational process assets |
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Definition
Completed checklists
Lessons learned documentation |
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Term
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Definition
| Changes to recorded quality standards and work performance measurements. |
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Term
| Organizational process assets updates |
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Definition
| Elements of it that are updated include completed checklists and lessons learned. |
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Term
| Project management updates |
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Definition
| Changes to the quality management and process improvement guidelines for a project. |
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Term
| How to conduct quality control reviews |
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Definition
Project management plan
Organizational process assets
Work performance measurements |
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Term
| Baseline quality standards |
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Definition
Quality metrics
Approved change requests |
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