complete pmp exam review cards

7/31/2019 Complete Pmp Exam Review Cards

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Project IntegrationManagement

Project PlanDevelopment

Integrated ChangeControl?

Why is historicalinformation usefulin developing the

project plan?

Constraints Project PlanningMethodology?

Project Plan Work AuthorizationSystem?

Work Results?

How is the projectplan used to in

integrated changecontrol?


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The processesrequired to ensure

that various elementsof the project are

properly coordinated.

Taking results of otherplanning processes

and putting them intoa coherent, consistent

document.

Coordinatingchanges across the

entire project.

Because it helpsverify assumptions

and assessidentified

alternatives.

Factors that limitthe project

management team'soptions.

Any structuredapproach to guidethe project team in

the development of a

project plan.

A formal, approveddocument used to

manage and controlproject execution.

A formal procedure tosanction project work

so that it is done atthe proper time and in

the proper sequence.

Outcomes ofactivities performedto accomplish the

project.

The project planprovides the

baseline againstwhich all changes

are controlled.


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What is required inthe decision

making process?Llife-Cycle Costing

Line Manager MatrixOrganization?

Network Logic? OrganizationPlanning

ParametricEstimating Pareto Diagram

Work Package Work BreakdownStructure


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Analyzing theproblem to identify

viable solutions andthen making a choice

from among them.

The concept ofincluding acquisition,

operating, and disposalcosts when evaluating

various alternatives.

The manager of anygroup that actuallymakes a product orperforms a service.

Also called a functional

manager.

Any organization structure inwhich the project manager

shares responsibility with thefunctional managers for

assigning priorities and fordirecting the work of individuals

assigned to the project.

Any continuousseries of connectedactivities in a project

network diagram.

Identifying,documenting, and

assigning project roles,responsibilities, and

reporting relationships.

An estimating techniquethat uses a statisticalrelationship between

historical data and othervariables to calculate an

estimate.

A histogram, ordered byfrequency of

occurrence, that showshow many results were

generate by each

identified cause.

A deliverable at thelowest level of the WorkBreakdown Structure. A

work package may bedivided into activities.

A task oriented structure thatorganizes and defines total

work to be accomplished in aproject. Each level represents

an increasingly detaileddefinition of a project

component.


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Float / Slack Critical PathMethod(CPM)

Backward Pass Corrective Action

Budgeted Cost ofWork Scheduled

(BCWS)Baseline

Arrow DiagrammingMethod (ADM)

AdministrativeClosure

Backward Pass Activity


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The amount of time that an activitymay be delayed from its early start

date without delaying the projectfinish date. Float is a arithmetic

calculation and can change as theproject progresses and changes

are made to the project plan. Also

called slack.

A network analysis techniqueused to predict project

duration by analyzing whichsequence of tasks has theleast amount of scheduling

flexibility (i.e. the least amount

of float).

The calculation of late finishdates and late start dates for

the uncompleted portions of allnetwork activities. Determinedby working backwards through

the network logic from the

project's end date.

Changes made tobring expected future

performance of theproject into line with

the project plan.The sum of the approved cost

estimates (including anyoverhead allocation) foractivities (or portions of

activities) scheduled to beperformed during a given period

(usually project-to-date).

"The original plan (for a project,a work package, or an activity),

plus or minus approvedchanges. Usually used with amodifier (e.g., cost baseline,

schedule baseline, performance

measurement baseline)."

A network diagramming technique inwhich activities are represented by

arrows. The tail of the arrowrepresents the start and the head

represents the finish of the activity.Activities are connected at points

called nodes to illustrate the sequencein which the activities are expected to

be performed.

"Generating, gathering,and disseminating

information to formalizeproject completion."

The calculation of late finish dates andlate start dates for the uncompleted

portions of all network activities.Determined by working backwardsthrough the network logic from the

projects end date. The end date maybe calculated in a forward pass or set

by the customer or sponsor.

"An element of work performedduring the course of a project.

An activity normally has anexpected duration, an expected

cost, and expected resourcerequirements. Activities areoften subdivided into tasks."


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Activity Definition Activity Description

Activity DurationEstimating

Cost of WorkPerformed (ACWP)

Actual Finish Date Actual Start Date

AdministractiveClosure Application Area

Bar Chart Baseline


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Identifying the specificactivities that must beperformed in order toproduce the various

project deliverables.

A short phrase or labelused in a project network

diagram. The activitydescription normally

describes the scope of

work of the activity.

Estimating thenumber of work

periods which will beneeded to complete

individual activities.

Total costs incurredin accomplishing

work during a giventime period.

The point in timethat work actually

ended on anactivity.

The point in timethat work actually

started on anactivity.

"Generating, gathering,and disseminating

information to formalizeproject completion."

A category of projects that havecommon elements not present

in all projects. Application areasare usually defined in terms of

either the product of theproject. Application areas often

overlap.

"A graphic display of schedule-relatedinformation. In the typical bar chart,

activities or other project elements arelisted down the left side of the chart,dates are shown across the top, and

activity durations are shown asdate-placed horizontal bars. Also

called a Gantt chart."

"The original plan (for a project,a work package, or an activity),


schedule baseline, performancemeasurement baseline)."


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Work Package Word BreakdownStructure

Workaround Total QualityManagement (TQM)

Target Start Date(TS)

Target Finish Date(TF)

Time-ScaledNetwork Diagram Team Development

Target CompletionDate (TC) Successor Activity


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A deliverable at thelowest level of the workbreakdown structure. Awork package may bedivided into activities.

A deliverable-orientedgrouping of project

elements whichorganizes and definesthe total scope of the

project.

A response to a negative riskevent. Distinguished fromcontingency plan in that a

workaround is not planned inadvance of the occurrence of

the risk event.

A common approachto implementing a

quality improvementprogram within an

organization.

The date work isplanned (targeted)

to start on anactivity.

The date work isplanned (targeted)

to finish on anactivity.

Any project network diagramdrawn in such a way that thepositioning and length of the

activity represents itsduration. Essentially, it is a

bar chart that includesnetwork logic.

Developingindividual and group

skills to enhanceproject performance.

An imposed datewhich constrains orotherwise modifies

the network

analysis.

(1) In the arrowdiagramming method, theactivity which departs a

node. (2) In theprecedence diagramming

method, the to activity.


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Subnet Statement of Work(SOW)

Start Date Stakeholder

Staff Acquisition Source Selection

SolicitationPlanning

What is ProjectRisk Management?

How is Monte Carloanalysis used in

schedulesimulations?

What is thedifference between

a risk and aproblem?


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A subdivision of aproject networkdiagram usually

representing some

form of subproject.

A narrativedescription of

products or servicesto be supplied under

contract.A point in time associated with

an activitys start, usuallyqualified by one of the

following: actual, planned,estimated, scheduled, early,

late, target, baseline, or

current.

Individuals andorganizations whoare involved in or

may be affected by

project activities.Getting the humanresources neededassigned to andworking on the

project.

Choosing fromamong potential

contractors.

Documentingproduct

requirements andidentifying potential

sources.

The process concerned withidentifying, analyzing, and

responding to project risk. Italso includes maximizing the

results of positive events as wellas minimizing the consequences

of adverse events to project

objectives.

To perform the projectmany times in order to

provide a statisticaldistribution of thecalculated results.

A risk is a futureevent; it has not yet

occurred. A problem,on the other hand,

currently exists.


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Solicitation Should-CostEstimates

Scope Verification Scope Planning

Scope Definition Scope ChangeControl

Scope Change Scope

Scheduled StartDate (SS)

Scheduled FinishDate (SF)


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Obtainingquotations, bids,

offers, or proposalsas appropriate.

An estimate of the cost ofa product or service usedto provide an assessmentof the reasonableness of a

prospective contractors

proposed cost.

Ensuring that allidentified projectdeliverables havebeen completed

satisfactorily.

Developing a writtenscope statement thatincludes the project

justification, the majordeliverables, and the

project objectives.Decomposing the major

deliverables intosmaller, moremanageable

components to provide

better control.

Controllingchanges to project

scope.

Any change to theproject scope. A scopechange almost alwaysrequires an adjustment

to the project cost or

schedule.

The sum of theproducts andservices to beprovided as a

project.The point in time work was

scheduled to start on anactivity. The scheduled start

date is normally within therange of dates delimited bythe early start date and the

late start date.

The point in time work wasscheduled to finish on an

activity. The scheduled finishdate is normally within the

range of dates delimited bythe early finish date and the

late finish date.


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Schedule Variance(SV)

SchedulePerformance Index

(SPI)

ScheduleDevelopment Schedule Control

S-Curve Risk ResponseDevelopment

Risk ResponseControl

What type of changeconstitutes one ofthe major areas of

cost growth?

What is privity ofcontract?

What are thecharacteristics of awell-written SOW?


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(1) Any difference betweenthe scheduled completion

of an activity and theactual completion of that

activity. (2) In earned

value, BCWP less BCWS.

The ratio of workperformed to work

scheduled(BCWP/BCWS).

Analyzing activitysequences, activity

durations, and resourcerequirements to create

the project schedule.

Controllingchanges to the

project schedule.

Graphic display of cumulative costs,labor hours, or other quantities,

plotted against time. The name derivesfrom the S-like shape of the curve(flatter at the beginning and end,

steeper in the middle) produced on aproject that starts slowly, accelerates,

and then tails off.

Definingenhancement steps

for opportunities andmitigation steps for

threats.

Responding tochanges in risk

over the course ofthe project.

Change to projectscope.

A doctrine of law thatrecognizes the

contractual relationshipexisting between abuyer and its prime

contractor.

The SOW shoulbe beclear, complete, and

concise and include adescription of anycollateral services

required.


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Risk Quantification Risk Identification

Risk Event Retainage

ResponsibilityAssignment Matrix

(RAM)Resource Planning

Resource-LimitedSchedule Resource Leveling

Reserve Request forQuotation (RFQ)


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Evaluating theprobability of riskevent occurrence

and effect.

Determining whichrisk events are

likely to affect theproject.

A discreteoccurrence that mayaffect the project for

better or worse.

A portion of a contractpayment that is held

until contractcompletion in order to

ensure full performance

of the contract terms.A structure which relates theproject organization structure

to the work breakdownstructure to help ensure thateach element of the projects

scope of work is assigned to a

responsible individual.

Determining whatresources (people,

equipment, materials)are needed in what

quantities to perform

project activities.A project schedule whose

start and finish datesreflect expected resource

availability. The finalproject schedule should

always be resource-limited.

Any form of network analysis inwhich scheduling decisions

(start and finish dates) are drivenby resource management

concerns (e.g., limited resourceavailability or difficult-to-manage

changes in resource levels).

A provision in the project plan tomitigate cost and/or schedule risk.

Often used with a modifier (e.g.,management reserve, contingency

reserve) to provide further detail onwhat types of risk are meant to be

mitigated. The specific meaning of themodified term varies by application

area.

Generally, this term isequivalent to request for

proposal. However, insome application areas itmay have a narrower or

more specific meaning.


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Request forProposal (RFP)

Remaining Duration(RDU)

Quality Planning Quality Control(QC)

Quality Assurance(QA)

ProjectizedOrganization

Project TimeManagement

As a PMP, what laws,regulations, and

ethical standardsgovern your

professional practice?

What is meantwhen someone is

said to beethnocentric?

What are the twoways project

resources areobtained?


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A type of bid document usedto solicit proposals from

prospective sellers ofproducts or services. In someapplication areas it may havea narrower or more specific

meaning.

The time needed tocomplete an

activity.

Identifying whichquality standards arerelevant to the projectand determining how

to satisfy them.

(1) The process of monitoring specificproject results to determine if they

comply with relevant quality standardsand identifying ways to eliminate

causes of unsatisfactory performance.(2) The organizational unit that isassigned responsibility for quality

control.

(1) The process of evaluatingoverall project performance on a

regular basis to provideconfidence that the project will

satisfy the relevant qualitystandards. (2) The organizational

unit that is assigned responsibility

for quality assurance.

Any organizational structurein which the project manager

has full authority to assignpriorities and to direct the

work of individuals assignedto the project.

A subset of project management thatincludes the processes required to

ensure timely completion of theproject. It consists of activity

definition, activity sequencing, activityduration estimating, schedule

development, and schedule control.

Those of the state orprovince and/or

country where youprovide project

management services.

A belief in theinherent superiority

of one's ownculture.

Staff acquisitionand procurement.


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What are the twoways project

resources areobtained?

Project TeamMembers

Project Schedule Project RiskManagement

Project QualityManagement

ProjectProcurementManagement

Project Planning Project PlanExecution

Project PlanDevelopment Project Plan


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Staff acquisitionand procurement.


ensure that the project includes all ofthe work required, and only the work

required, to complete the projectsuccessfully. It consists of initiation,

scope planning, scope definition,scope verification, and scope change

control.

The planned datesfor performing

activities and theplanned dates for

meeting milestones.

A subset of project managementthat includes the processesconcerned with identifying,

analyzing, and responding toproject risk. It consists of risk

identification, risk quantification,risk response development, and

risk response control.

A subset of project managementthat includes the processesrequired to ensure that the

project will satisfy the needs forwhich it was undertaken. It

consists of quality planning,quality assurance, and quality

control.

A subset of project management thatincludes the processes required toacquire goods and services from

outside the performing organization. Itconsists of procurement planning,solicitation planning, solicitation,

source selection, contractadministration, and contract close-out.

The developmentand maintenance of

the project plan.

Carrying out theproject plan byperforming the

activities included

therein.Taking the results of

other planningprocesses and puttingthem into a consistent,

coherent document.

A formal, approved document used toguide both project execution and

project control. The primary uses of theproject plan are to document planning

assumptions and decisions, to facilitatecommunication among stakeholders,

and to document approved scope, cost,and schedule baselines. A project plan

may be summary or detailed.


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Project Phase Project NetworkDiagram

Project Manager(PM)

ProjectManagement Team

ProjectManagement

Software

ProjectManagement

Professional (PMP)

ProjectManagement Body

of Knowledge(PMBOK)

ProjectManagement (PM)

Project Life Cycle Project IntegrationManagement


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A collection of logicallyrelated project activities,

usually culminating inthe completion of amajor deliverable.

Any schematic display of thelogical relationships of projectactivities. Always drawn fromleft to right to reflect project

chronology. Often incorrectlyreferred to as a PERT chart.

The individualresponsible for

managing a project.

The members of the project teamwho are directly involved in

project management activities.On some smaller projects, theproject management team may

include virtually all of the projectteam members.

A class of computerapplications specifically

designed to aid withplanning and controlling

project costs and

schedules.

An individualcertified as such by

the ProjectManagement

Institute.An inclusive term that describes the sum ofknowledge within the profession of project

management. As with other professionssuch as law, medicine, and accounting, the

body of knowledge rests with thepractitioners and academics who apply andadvance it. The PMBOK includes proven,

traditional practices which are widelyapplied as well as innovative and advanced

ones which have seen more limited use.

The application of knowledge,skills, tools, and techniques

toproject activities in order tomeet or exceed stakeholder

needs and expectations froma project.

A collection of generallysequential project phases

whose name and number aredetermined by the control

needs of the organization ororganizations involved in the

project.

A subset of project management thatincludes the processesrequired to

ensure that the various elements ofthe project are properly coordinated.

It consists of project plandevelopment, project plan execution,

and overall change control.


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Project HumanResource

Management

Project CostManagement

ProjectCommunications

ManagementProject Charter

ProjectProgram Evaluation

and ReviewTechnique (PERT)

Program ProcurementPlanning

PredecessorActivity

PrecedenceRelationship


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A subset of project managementthat includes the processesrequired to make the mosteffective use of the peopleinvolved with the project. Itconsists of organizational

planning, staff acquisition, and

team development.

A subset of project managementthat includes the processesrequired to ensure that the

project is completed within theapproved budget. It consists of

resource planning, costestimating, cost budgeting, and

cost control.


ensure proper collection anddissemination of project information. Itconsists of communications planning,information distribution, performancereporting, and administrative closure.

A document issued by seniormanagement that provides

the project manager with theauthority to apply

organizational resources toproject activities.

A temporaryendeavor

undertaken to createa unique product or

service.

An event-oriented network analysistechnique used to estimate project

duration when there is a high degreeof uncertainty with the individualactivity duration estimates. PERT

applies the critical path method to aweighted average duration estimate.

Also given as Program Evaluation and

Review Technique.

A group of relatedprojects managed in a

coordinated way.Programs usually

include an element of

ongoing activity.

Determining whatto procure and

when.

(1) In the arrowdiagramming method, the

activity which enters anode. (2) In the precedencediagramming method, the

from activity.

The term used in the precedencediagramming method for a

logical relationship. In currentusage, however, precedence

relationship, logical relationship,and dependency are widely used

interchangeably regardless of

the diagramming method in use.


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PrecedenceDiagrammingMethod (PDM)

PERT Chart

PerformingOrganization

PerformanceReporting

Percent Complete(PC) Path Convergence

Path Pareto Diagram

ParametricEstimating

Overall ChangeControl


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A network diagrammingtechnique in which activities are

represented by boxes (ornodes). Activities are linked by

precedence relationships toshow the sequence in which the

activities are to be performed.

A specific type ofproject network

diagram.

The enterprisewhose employeesare most directly

involved in doing the

work of the project.

Collecting anddisseminating

information aboutproject performance to

help ensure project

progress.An estimate, expressed

as a percent, of theamount of work whichhas been completed onan activity or group of

activities.

In mathematical analysis,the tendency of parallelpaths of approximately

equal duration to delay thecompletion of the

milestone where they meet.

A set of sequentiallyconnected activitiesin a project network

diagram.

A histogram, ordered byfrequency of

occurrence, that showshow many results were

generated by each

identified cause.An estimating technique thatuses a statistical relationshipbetween historical data andother variables (e.g., square

footage in construction, lines ofcode in software development)

to calculate an estimate.

Coordinatingchanges across the

entire project.


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OrganizationalPlanning

OrganizationalBreakdown

Structure (OBS)

Node Network Path

Network Logic Network Analysis

Near-CriticalActivity

Monte CarloAnalysis

Monitoring Modern ProjectManagement (MPM)


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Identifying,documenting, and

assigning project roles,responsibilities,and

reporting relationships.

A depiction of theproject organization

arranged so as torelate work packages

to organizational units.One of the defining points of a

network; a junction pointjoined to some or all of the

other dependency lines. Seealso arrow diagrammingmethod and precedence

diagramming method.

Any continuousseries of connectedactivities in a project

network diagram.

The collection ofactivity

dependencies thatmake up a project

network diagram.

The process ofidentifying early andlate start and finish

dates for theuncompleted portions of

project activities.

An activity that haslow total float.

A schedule risk assessmenttechnique that performs a

project simulation many timesin order to calculate a

distribution of likely results.

The capture,analysis, and

reporting of projectperformance, usually

as compared to plan.

A term used to distinguish thecurrent broad range of project

management (scope, cost,time, quality, risk, etc.) from

narrower, traditional use thatfocused on cost and time.


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Mitigation Milestone Schedule

Milestone Matrix Organization

Master Schedule ManagementReserve

Loop Start-to-finish

Start-to-start Finish-to-finish


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Taking steps to lessenrisk by lowering theprobability of a risk

events occurrence orreducing its effect

should it occur.

A summary-levelschedule which

identifies the majormilestones. See also

master schedule.

A significant event inthe project, usually

completion of amajor deliverable.

Any organizational structure inwhich the project manager

shares responsibility with thefunctional managers for

assigning priorities and fordirecting the work of individuals

assigned to the project.

A summary-levelschedule which

identifies the majoractivities and key

milestones.

A separately planned quantity used toallow for future situations which areimpossible to predict. Management

reserves may involve cost or schedule.Management reserves are intended to

reduce the risk of missing cost orschedule objectives. Use of

management reserve requires a

change to the projects cost baseline.

A network path that passesthe same node twice. Loops

cannot be analyzed usingtraditional network analysis

techniques such as CPM andPERT. Loops are allowed in

GERT.

the from activitymust start before

the to activity canfinish

the from activitymust start before

the to activity canstart

the from activitymust finish before

the to activity canfinish


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Finish-to-startThe four possible

types of logicalrelationships

LogicalRelationship Line Manager

Why is the type oforganizational

structure importantin project

management?

When is the projectteam directory

developed?

Which type ofpower should a

project manageravoid?

Which type ofpower should a

project manageruse?

What are the fivemethods of dealing

with conflict?

What is the highestlevel of need's in

Maslow's hierarchyof needs?


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the from activitymust finish before

the to activity canstart

Finish-to-start,Finish-to-finish,

Start-to-start,Start-to-finish

A dependencybetween two projectactivities, or betweena project activity and

a milestone.

(1) The manager of anygroup that actuallymakes a product or

performs a service. (2)A functional manager.

The structure of theorganization often

constrains theavailability under which

resources become

available to the project.

As part of the staffacquisition phase

of the project.

Avoid usingcoercive power.

Should try to usereward and expert

powers.

Smoothing,Withdrawl,

Compromise,Forcing and Problem

Solving

Self-fulfillment throughthe development of

powers and skills, anda chance to use

creativity.


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SmoothingWhat use does a

Gantt Chartprovide?

What is life-cyclecosting?

What is a variablecost?

How is the costperformance index

(CPI) figured?

Define what apayback period is?

What is internalrate of return (IRR)?

What is BCWS orPV?

How is schedulevariance (SV)

figured?

What are directcosts?


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Deemphasizing theopponents' differencesand emphasizing their

commonalities over

the issues in question.

To identify when aparticular resource

is (or will be)working on a

particular task.The concept of

including acquisition,operating, and disposalcosts when evaluating

various alternatives.

Costs that risedirectly with the

size of the project.

CPI = BCWP /ACWPor EV / AC

The number of times periodsup to the point at which

cumulative revenues exceedcumulative costs and,

therefore, the project hasturned a profit.

The percentage ratethat makes the presentvalue of costs equal to

the present value ofbenefits.

Budgeted cost ofwork scheduled or

planned value.

SV = BCWP - BCWSor EV - PV

Costs incurreddirectly by a

specific project.


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Level of Effort(LOE) Lead

Late Start Date (LS) Late Finish Date(LF)

Lag Invitation for Bid(IFB)

Initiation InformationDistribution

Hanger Hammer


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Support-type activity (e.g.,vendor or customer liaison) that

does not readily lend itself tomeasurement of discrete

accomplishment. It is generallycharacterized by a uniform rateof activity over a specific period

of time.

A modification of a logicalrelationship which allows an

acceleration of the successortask. For example, in a

finish-to-start dependency with a10-day lead, the successor

activity can start 10 days before

the predecessor has finished.

In the critical path method, thelatest possible point in timethat an activity may begin

without delaying a specifiedmilestone (usually the project

finish date).

In the critical path method, thelatest possible point in time

that an activity may becompleted without delaying aspecified milestone (usually

the project finish date).

A modification of a logicalrelationship which directs a

delay in the successor task. Forexample, in a finish-to-start

dependency with a 10-day lag,the successor activity cannot

start until 10 days after the

predecessor has finished.

Generally, this term isequivalent to request for

proposal. However, insome application areas itmay have a narrower or

more specific meaning.

Committing theorganization tobegin a project

phase.

Making neededinformation available

to projectstakeholders in a

timely manner.An unintended break ina network path. Hangers

are usually caused bymissing activities or

missing logical

relationships.

An aggregate or summaryactivity (a group of related

activities is shown as one andreported at a summary level).A hammock may or may nothave an internal sequence.


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GraphicalEvaluation and

Review Technique(GERT)

Grade

FunctionalOrganization Functional Manager

Free Float (FF) Forward Pass

FloatFixed Price

Incentive Fee (FPIF)Contract

Firm Fixed Price(FFP) Contract Finish Date


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A network analysis techniquethat allows for conditional and

probabilistic treatment oflogical relationships (i.e.,

some activities may not beperformed).

A category or rank used todistinguish items that have the

same functional use (e.g.,hammer) but do not share thesame requirements for quality(e.g., different hammers mayneed to withstand different

amounts of force).

An organization structure inwhich staff are grouped

hierarchically by specialty (e.g.,production, marketing,

engineering, and accounting atthe top level; with engineering,further divided into mechanical,

electrical, and others).

A manager responsible foractivities in a specializeddepartment or function

(e.g., engineering,manufacturing,

marketing).The amount of time anactivity can be delayed

without delaying theearly start of any

immediately following

activities.

The calculation of theearly start and earlyfinish dates for the

uncompleted portions ofall network activities.

The amount of time that an activitymay be delayed from its early startwithout delaying the project finish

date. Float is a mathematicalcalculation and can change as the

project progresses and changes aremade to the project plan. Also called

slack, total float, and path float.

A type of contract where thebuyer pays the seller a setamount (as defined by the

contract), and the seller canearn an additional amount if it

meets defined performancecriteria.

A type of contract wherethe buyer pays the sellera set amount (as defined

by the contract)regardless of the sellers

costs.

A point in time associated withan activitys completion.

Usually qualified by one of thefollowing: actual, planned,

estimated, scheduled, early,late, baseline, target or

current.


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Fast Tracking Expected MonetaryValue

Exception Report Event-on-Node

Estimate ToComplete (ETC)

Estimate AtCompletion (EAC)

Estimate Effort

Earned Value (EV) Early Start Date(ES)


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Compressing the projectschedule by overlapping

activities that would normallybe done in sequence, such as

design and construction.Sometimes confused with

concurrent engineering.

The product of an eventsprobability of occurrence and the

gain or loss that will result. Forexample, if there is a 50 percent

probability that it will rain, and rainwill result in a $100 loss, the

expected monetary value of the

rain event is $50 (.5 x $100).

Document thatincludes only majorvariations from plan

(rather than all

variations).

A network diagrammingtechnique in which events are

represented by boxes (or nodes)connected by arrows to show

the sequence in which theevents are to occur. Used in theoriginal Program Evaluation and

Review Technique.

The expected additional costneeded to complete an activity, agroup of activities, or the project.Most techniques for forecastingETC include some adjustment to

the original estimate based onproject performance to date.

The expected total cost of an activity, agroup of activities, or of the project when

the defined scope of work has beencompleted. Most techniques for

forecasting EAC include some adjustmentof the original cost estimate based on

project performance to date. Also shown asestimated at completion. Often shown as

EAC = Actuals-to-date + ETC.

An assessment of the likely quantitativeresult. Usually applied to project costs anddurations and should always include someindication of accuracy (e.g., x percent).

Usually used with a modifier (e.g.,preliminary, conceptual, feasibility). Someapplication areas have specific modifiers

that imply particular accuracy ranges (e.g.,order-of-magnitude estimate, budget

estimate, and definitive estimate in

engineering and construction projects).

The number of labor unitsrequired to complete anactivity or other project

element. Usually expressed asstaffhours, staffdays, or

staffweeks. Should not beconfused with duration.

(1) A method for measuring projectperformance. It compares the amount of work

that was planned with what was actuallyaccomplished to determine if cost and scheduleperformance is as planned. See also actual cost

of work performed, budgeted cost of workscheduled, budgeted cost of work performed,

cost variance, cost performance index, schedulevariance, and schedule performance index. (2)

The budgeted cost of work performed for an

activity or group of activities.

In the critical path method, the earliestpossible point in time on which the

uncompleted portions of an activity (orthe project) can start, based on the

network logic and any scheduleconstraints. Early start dates can

change as the project progresses andchanges are made to the project plan.


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Early Finish Date(EF)

DurationCompression

Duration Dummy Activity

Deliverable Data Date

Current Start Date Current Finish Date

Critical PathMethod (CPM) Critical Path


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In the critical path method, the earliestpossible point in time on which the

uncompleted portions of an activity (orthe project) can finish based on the

network logic and any scheduleconstraints. Early finish dates can

change as the project progresses andchanges are made to the project plan.

Shortening the projectschedule without reducingthe project scope. Durationcompression is not always

possible and often requires

an increase in project cost.

The number of work periods (notincluding holidays or other

non-working periods) required tocomplete an activity or other project

element. Usually expressed asworkdays or workweeks. Sometimesincorrectly equated with elapsed time.

An activity of zero duration used toshow a logical relationship in the

arrow diagramming method. Dummyactivities are used when logical

relationships cannot be completely orcorrectly described with regular

activity arrows. Dummies are showngraphically as a dashed line headed by

an arrow.

Any measurable, tangible, verifiableoutcome, result, or item that must be

produced to complete a project or partof a project. Often used more narrowlyin reference to an external deliverable,which is a deliverable that is subject to

approval by the project sponsor orcustomer.

The point in time thatseparates actual

(historical) data fromfuture (scheduled) data.

Also called as-of date.

The current estimateof the point in time

when an activity willbegin.

The current estimateof the point in time

when an activity willbe completed.

A network analysis technique used topredict project duration by analyzing whichsequence of activities (which path) has theleast amount of scheduling flexibility (the

least amount of float). Early dates arecalculated by means of a forward pass

using a specified start date. Late dates arecalculated by means of a backward passstarting from a specified completion date

(usually the forward passs calculated

project early finish date).

In a project network diagram, the series ofactivities which determines the earliest

completion of the project. The critical path willgenerally change from time to time as activities

are completed ahead of or behind schedule.Although normally calculated for the entire

project, the critical path can also be determinedfor a milestone or subproject. The critical path isusually defined as those activities with float less

than or equal to a specified value, often zero.


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Critical Activity Crashing

Cost Variance (CV) Cost Plus IncentiveFee (CPIF) Contract

Cost Plus Fixed Fee(CPFF) Contract

Cost PerformanceIndex (CPI)

Cost of Quality Cost Estimating

Cost Control Cost Budgeting


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Any activity on a critical path.Most commonly determined byusing the critical path method.Although some activities are

critical in the dictionary sensewithout being on the critical path,

this meaning is seldom used in

the project context.

Taking action to decrease thetotal project duration after

analyzing a number ofalternatives to determine howto get the maximum duration

compression for the least

cost.

(1) Any differencebetween the estimated

cost of an activity and theactual cost of that

activity. (2) In earned

value, BCWP less ACWP.

A type of contract where thebuyer reimburses the seller

for the sellers allowable costs(allowable costs are defined

by the contract), and the sellerearns its profit if it meets

defined performance criteria.

A type of contract where thebuyer reimburses the seller

for the sellers allowablecosts (allowable costs are

defined by the contract) plus afixed amount of profit (fee).

The ratio of budgeted costs toactual costs (BCWP/ACWP). CPI

is often used to predict themagnitude of a possible costoverrun using the following

formula: original costestimate/CPI = projected cost at

completion.

The costs incurred toensure quality. The cost

of quality includesquality planning, quality

control, quality

assurance, and rework.

Estimating the costof the resources

needed to completeproject activities.

Controllingchanges to theproject budget.

Allocating the costestimates to

individual projectcomponents.


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Corrective Action Control Charts

Control Contract Close-out

ContractWhat are the 3

general types ofcontracts?

Fixed price or lumpsum contracts

Cost reimbursablecontracts

Unit price contracts ContingencyReserve


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Changes made tobring expected

future performanceof the project into

line with the plan.

Control charts are a graphicdisplay of the results, over

time and against establishedcontrol limits, of a process.

They are used to determine ifthe process is in control or

in need of adjustment.

The process of comparingactual performance with

planned performance, analyzingvariances, evaluating possible

alternatives, and takingappropriate corrective action as

needed.

Completion andsettlement of the

contract, includingresolution of all

outstanding items.A contract is a mutually

binding agreement whichobligates the seller toprovide the specified

product and obligates the

buyer to pay for it.

Fixed price or lumpsum contracts, Cost

reimbursablecontracts, Unit price

contractsThis type of contract involves a

fixed total price for a well-definedproduct. Fixed price contractsmay also include incentives formeeting or exceeding selected

project objectives such asschedule targets.

This type of contract involves payment(reimbursement) to the contractor for its actual costs.

Costs are usually classified as direct costs (costsincurred directly by the project, such as wages formembers of the project team) and indirect costs(costs allocated to the project by the performing

organization as a cost of doing business, such assalaries for corporate executives). Indirect costs are

usually calculated as a percentage of direct costs.Cost reimbursable contracts often include incentivesfor meeting or exceeding selected project objectives

such as schedule targets or total cost.

With this type of contract thecontractor is paid a preset amount perunit of service (e.g., $70 per hour for

professional services or $1.08 percubic yard of earth removed) and the

total value of the contract is a functionof the quantities needed to complete

the work.

A separately plannedquantity used to allow for

future situations whichmay be planned for onlyin part (sometimes called

known unknowns).


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Do you includecontingency

reservers in theschedule baseline?

Why would you usecontingency

reserves?

Are contingencyreservers only usedwhen dealing with

costs?

ContingencyPlanning

ConcurrentEngineering

CommunicationsPlanning

Code of Accounts Chart of Accounts

Change ControlBoard (CCB) Calendar Unit


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Yes, contingencyreserves are normally

included in theprojects cost and

schedule baselines.

Contingency reservesare intended to

reduce the impact ofmissing cost or

schedule objectives.

No, contingencyreserves mayinvolve cost,

schedule, or both.

The development of amanagement plan thatidentifies alternative

strategies to be used toensure project success if

specified risk events occur.

An approach to projectstaffing that, in its mostgeneral form, calls for

implementors to be involvedin the design phase.

Sometimes confused with fast

tracking.

Determining theinformation andcommunications

needs of the project

stakeholders.Any numberingsystem used to

uniquely identify eachelement of the work

breakdown structure.

Any numbering system used tomonitor project costs by

category (e.g., labor, supplies,materials). The project chart of

accounts is usually based uponthe corporate chart of accounts

of the primary performing

organization.

A formally constitutedgroup of stakeholders

responsible forapproving or rejectingchanges to the project

baselines.

The smallest unit of time used inscheduling the project. Calendar

units are generally in hours,days, or weeks, but can also be

in shifts or even in minutes. Usedprimarily in relation to project

management software.


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Budgeted Cost ofWork Scheduled

(BCWS)

Budgeted Cost ofWork Performed

(BCWP)

Budget AtCompletion (BAC) Baseline

Bar Chart Gantt chart

Backward Pass Arrow DiagrammingMethod (ADM)

Arrow Application Area


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The sum of the approved costestimates (including anyoverhead allocation) foractivities (or portions of

activities) scheduled to beperformed during a given period

(usually project-to-date).

The sum of the approved costestimates (including anyoverhead allocation) foractivities (or portions of

activities) completed during agiven period (usually

project-to-date).

The estimated totalcost of the project

when done.

The original plan (for a project,a work package, or an activity),


schedule baseline, performance

measurement baseline).

A graphic display of schedule-relatedinformation. In the typical bar chart,



called a Gantt chart.

A graphic display of schedule-relatedinformation. In the typical bar chart,



called a Bar chart.

The calculation of late finish dates andlate start dates for the uncompleted

portions of all network activities.Determined by working backwardsthrough the network logic from the

projects end date. The end date maybe calculated in a forward pass or set

by the customer or sponsor.

A diagramming technique in whichactivities are represented by arrows.The tail of the arrow represents thestart and the head represents thefinish of the activity. Activities are

connected at points called nodes toillustrate the sequence in which the

activities are expected to be

performed.

The graphicpresentation of an

activity.

A category of projects thathave common elements not

present in all projects.Application areas are usuallydefined in terms of either theproduct of the project or the

type of customer.


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Is stakeholdermanagerment aproactive task?

What is the tripleconstraint and what

is it used for?

What is meant bythe word

internationalization?

What isSocial-Econominc

EnvironmentalSustainability?

Should youincorporate

stakeholders'requirements into a

project?

What does theinitiating process

do?

What is the meantby the planning

process?

What is down in theexecuting process?

What is done in thecontrolling

process?

What is done in theclosing process?


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Yes, stakeholdermanagement is a

proactive task.

The triple constraint istime, cost, quality. It is

used to identify the threemost important factors thata project manager needs to

consider in a project.

Consideration oftime-zone differences,national and regional

holidays. travelrequirements, and other

logistical issues.

Being accountablefor impacts resultingfrom a project both

social and

economic.Yes, always

incorporate thestakeholder's

requirements into

the project.

It authorizes theproject of phase.

This process is usedfor defining and

refining objectivesand selecting the best

of the alternatives.

During this phasepeople are coordinatingwith other resources to

carry out the projectphase or plan.

This process is for ensuringthat project objectives are metby monitoring and measuringprogress in order to indetifyvariances from the plan so

that corrective action can betaken if and when necessary.

This process is whenformailizing acceptanceof the project or phase

is completed in thehopes of bringing it to

an orderly end.


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What is a tightmatrix?

In a strong matrixwhat type of

power/authoritydoes the project

manager have?

In a weak matrixdoes the project

manager have muchauthority?

Project Coordinator

Project Expeditor

What are someadvantages/benefits

of a functionalorganization?

What are somedisadvantages of a

functionalorganization?

Is scope verificationnecessary when a

project isterminated?

Will managementby objectives work

if managementdoesn't support it.

Dephi Technique


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This refers tolocating the officesfor the project team

in the same

room/location.

In this type ofmatrix the power

rests with theproject manager.

No, thepower/authority

rests with thefunctional manager.

An individual who reports to ahigher-level manager in the

organization, has the authority toassign work to individuals in

various functional organizations,and shares authoity and

resources with the functional

manager.

An individual who is a staffassistant to an executive whohas the ultimate responsibilityfor the project. Has authority

only in his managers departmentbut not over resources from

other departments.

1) Easier management ospecialist's, 2) Team

memebers only report to 1boss, 3) Clearly defined

careeer paths, 4)

resources are centralized.1) The project manager

has NO authority, 2)People place moreemphasis on their

speciality than to the

project.

Yes, scope verifcation isnecessary when a project

is terminated, italthoughs the

organization to determine

the level of completion.

No, in orer to workproperly, it must be

supported bymanagement.

A mthod to obtain opinions onissues. Information sent to

experts, responses are compiledand the results are sent back forfurther review. Using the delphi

technique helps reduce bias andundue influence.


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What type ofdiagram uses

dummy activities?

What are the threeuses for dummy

activites?

What is theexpectancy theory?

What is problemsolving/confrontation?

Give three examplesof hygiene factors inHerzberg's theory ofmotivation. How do

they affect motivation.

What is McGregor'sTheory X?

What is McGregor'stheory Y?

What is anorganizational

breakdownstructure (OBS)?

What is the purposeof a resource Gantt

chart?

Does the matrix formof project

organization facilitateor complicate project

team development?


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Activity-On-ArrowNetwork.

1) logic, 2) timedelay and, 3)uniqueness.

It holds that people tend to behighly productive and

motivated if they believe theirefforts will lead to successful

results and they will berewarded for their success.

Addressing conflict directly bygetting the parties to work

together to define theproblem, collect information,

develop and analyzealternatives, and select the

most appropriate alternative.

Pay, attitude of supervisor, andworking conditions.

y motivation,but improving hygiene factors in not

likely to increase motivation.Motivators are an opportunity to

achieve and experienceself-actualization.

Traditional approach: workersare self-centered, lazy, lackingambition. Managers organize

the elements of theproductive enterprise in theinterest of economic ends.

Workers are not by natureresistant to organizationalneeds; they are willing and

eager to acceptresponsibilities and are

concerned with self-growthand fulfillment.

A specific type oforganizational chart

that shows whichunits are responsible

for which work items

It identifies when aparticular resource

is or will be workingon a particular task.

It complicates teamdevelopment because

team members areaccountable to both a

functional manager and

a project manager.


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Name three majorforms of projectorganizational

structure.

What is aprojectized

organization?

Describe thedifference betweena weak matrix and a

strong matrix.

What is a project"war room" and

what is its benefit?

What is varianceanalysis?

What is activelistening?

What is majorcause of conflictwith functional

managers?

What is mostdifficult conflict to

deal with?

What is earned valueanalysis and how is

it used inperformance

reporting?

What is the tool forused for

communicationplanning?


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Functional, Matrix,and Projectized

One in which a separate,functional organizationis established for eachproject. Personnel areassigned on a full-time

basis.

Weak matrices are similar tofunctional organizations.

Strong matrices are similar toprojectized organizations

(with balance of power tippedtoward the project manager)

A single location for the team toget together for any purpose. Itprovides a repository for project

artifacts, records, andup-to-date schedules and status

reports. It gives an identity to

the project team.

Comparing actualproject results to

planned or expectedresults in terms of cost,schedule, scope, quality,

and risk.

Listening in which therecipient is attentive

and asks forclarification of

ambiguous messages

SchedulesPersonalityconflicts

An analysis thatintegrates cost and

schedule measures. It isused to help the project

management team assess

project performance.

Stakeholderanalysis


63/140

5 Phases of ProjectManagement Initiation Phase Activities

Planning Phase CoreProcesses

Planning PhaseFacilitating Processes

Activity Activity aspects

Activity definition Activity description

Activity DurationEstimating Activity-On-Arrow


64/140

Initiation - Planning -Execution - Control -

ClosureInitiation

Scope Planning - ScopeDefinition - Activity Definition -Activity Sequencing - Activity

Duration Estimating - ResourcePlanning - Cost Estimating -

Schedule Development - CostBudgeting - Project Plan

Development

Quality Planning -Communicaiton Planning - Risk

ID - Risk Quantification - RiskResponse Devlp -

Organizational Planning - Staff Acquisition - Procurement

Planning - Solicitation Planning

Element of work on aproject

Duration - Expected cost- Expected resources

required

Identifying specificactivities that must beperformed in order to

produce a project'sdeliverables.

The scope of work of theactivity. - Used in project

diagrams.

Estimating the number of work periods that will be

needed to completeindividual activities.

Part of the ArrowDiagramming Method


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Activity-On-Node Actual Cost of WorkPerformed

Actual Finish Date Actual Start Date

Administrative Closure Application Area

Arrow Arrow DiagrammingMethod

As-Of Date Backward Pass


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Part of the PrecedenceDiagramming Method

Total costs incurred(direct and indirect) for a

project.

When work ends.When work starts.

Formalized project end.Type of: product, project

or customer. - There isoften overlap

Graphic presentation of an activity.

Graphical representationof a project where

activities are representedby arrows.

Same as Data DateCalculating a projectlength based on end-date


67/140

Bar Chart Baseline

Baseline Finish Date Baseline Start Date

Budget at Completion Budget Estimate

Budget Cost of WorkPerformed

Budgeted Cost of WorkScheduled

Calendar Unit Change Control Board


68/140

Left side = Projectelements Bottom = Date

range (Also called =GANTT Chart)

The original plan

Scheduled Finish DateScheduled Start Date

The estimated total costof the project when done.Estimate

Sum of approved costestimates completed.Part of Earned Value

Sum of approved costestimates not yet

completed. Part of Earned Value

Smaller unit (Hours -Days - Weeks - Shifts -

Minutes)

Group of stakeholdersresponsible for

approving or rejectingchanges in the project

baseline.


69/140

Change in Scope Chart of Accounts

Charter Code of Accounts

CommunicationsPlanning Concurrent Engineering

Contingency Planning Contingency Reserve

Contract - 3 Categories Contract Definition


70/140

Scope ChangeNumbering system usedto monitor project costs

by category.

Same as project charter

Numbering system usedto identify each elementof the work breakdown

structure.

Determining thecommunication needs

and procedures for eachstakeholder.

Not Fast Tracking - Callsfor project

implementations to beinvolved in the Design

Phase.

Risk mitigation plan

Known Unknowns. Theyare buffers (cost,

schedules, resources)built into the project

baseline.

1 - Fixed price or lumpsum. 2 - Cost

reimbursable. 3 - Unitprice

Mutually bindingagreement.


71/140

Contract - 2 Parts Contract - Fixedprice/Lump Sum

Contract - Costreimbursable Contract - Unit Price

Contract Administration Contract Close-out

Control Control Chart

Corrective Action Cost Budgeting


72/140

Seller - delivers productor service. Buyer -obliged to pay for

product or service.

Fixed price for awell-defined product or

service.

Time and materials.

Seller is paid a pre-setprice for unit of productor service (i.e. $70 per

hour)

Managing therelationship with the

seller.

Completion of thecontract.

Comparing planned vs.actual performance.

Graphical display of results.

Used to get a projectback on track.

Allocating cost estimatesto the actual project.


73/140

Cost control. Cost Estimating

Cost of Quality Cost Performance Index= Formula

Cost Performance Index Project Cost atCompellation

Cost Plus Fixed FeeContract

Cost Plus Inventive FeeContract

Cost Variance Crashing


74/140

Controlling changes inthe project budget.Estimating project costs

Cost incurred to ensurequality.CPI = BCWP / ACWP

Used to predict themagnitude of a project

cost overrun.

PCC = Original Cost Est. /CPI

Time and Materials + afixed profit level.

Time and Materials +fixed profit level if all

goals are met.

BCWP < ACWPDifference between

estimated and actualcost.

Taking action todecrease a project

timeline.


75/140

Critical Activity Critical Path Method

Current Finish Date Current Start Date

Data Date Deliverable

Dependency Dummy Activity

Duration Duration Compressing


76/140

Critical Path MethodThe path with the leastamount of flexibility.

Current estimate of project completion

Current estimate of project initiation.

As-Of-Date. Point of timethat is between historical

and future date.

Tangible and verifiableoutcome.

Requires another step tobe accomplished.

Zero length. Place holder activities in a project

schedule.

Length of time tocomplete an activity.

Shorten duration withoutdecreasing project

scope.


77/140

Early Finish Date Early Start Date

Earned Value Effort

Estimate Estimate at Completion

Estimate to Complete Event-on-Node

Exception Report Expected Monetary Value


78/140

Used in the Critical PathMethod. Earliest date theproject can be completed

by.

Used in the Critical PathMethod. Earliest date theproject can be started by.

1 - Method for measuringproject performance. 2 -

Budgeted cost. 3 -Compares work plannedvs. actually performed.

Not Duration. Resourceunits needed to complete

an activity.

Prediction of costs,resources needed and

duration.

EAC = Actuals-to-date +ETC

Expected additional costneeded to complete an

activity.

Project diagrammingmethod that usesconnected boxes.

Document which showonly major variations to

the project plan.

Monetary gain or losedue to an event.


79/140

Fast Tracking Finish Date

Firm Fixed Price Contract Fixed Price Incentive FeeContract

Float Forecast Final Cost

Forward Pass Fragnet

Free Float Functional Manager


80/140

Compressing a projectschedule by overlapping

activities. Not =Concurrent Engineering

Project activitiescompleted date.

Fixed price, regardless of changes in Time and

Material costs.

Fixed price with a bonusfor performance.

Amount of time anactivity can be delayed

without affecting theproject schedule.

EST

Calculating a projecttime-line based on a

start-date.Subnet

Amount of time anactivity can be delayed

without affecting an earlystart of a project.

Specialized departmentmanager (i.e. Marketing

Mgr.)


81/140

Functional Organization Gantt Chart

Grade Graphical Evaluation andReview Technique

Hammock Hanger

Information Distribution Initiation

Integrated Cost/ScheduleReporting Invitation for Bid


82/140


83/140

Key Event Schedule Lag

Late Finish Date Late Start Date

Lead Level of Effort

Life-Cycle Costing Line Manager

Link Logic Diagram


84/140

Master Schedule

A step in the project pathmust wait X days after its

predecessor iscompleted.

Latest possible date atask can be completed

without delaying theschedule.

Latest possible date atask can begin withoutdelaying the schedule.

A step in the project pathwhich can start X days

before its predecessor iscompleted.

Estimate of resourcesneeded to complete the

task.

Acquisition - Operating -Disposal costs.

Considered whenevaluating alternatives.

A manager who is alsoworking directly on the

project.

Connection of stepsProject Network Diagram


85/140

Logical Relationships (4Types) Finish-to-Start Activity

Finish-to-Finish Activity Finish-to-Start Activity

Finish-to-Start Activity Loop

Management Reserve Master Schedule

Matrix Organization Milestone


86/140

Finish-to-start /Finish-to-finish /

Start-to-start /Start-to-finish

The FROM activity mustFINISH before the TOactivity can START.

The FROM activity mustFINISH before the TOactivity can FINISH.

The FROM activity mustSTART before the TOactivity can FINISH.

The FROM activity mustSTART before the TO

activity can FINSH.

Cannot be in CPM or PERT. Can be in GERT

Cost and schedulebuffers planned by

management for unseenevents that would impact

the project.

Summary-level schedulethat identifies key

milestones.

Project and Functionalmanagers shareresponsibilities.

Significant event.


87/140

Mitigation Modern ProjectManagement

Monitoring Monte Carlo Analysis

Near-Critical Activity Network Analysis

Network Logic Network Path

Node OrganizationalBreakdown Structure


88/140

Steps to lessen risk bylowering probability.

Broad / Not focused oncost and time / Focused

on: scope, cost, timequality, risk, etc.

Tracking and reportingproject performance and

status.

Simulation of Risk thatoccurs throughout the

project.

An activity that has lowtotal float.

The process of identifying early and late

finish dates for theuncompleted portions of

project activities.

A collection of dependencies that makeup the project network

diagram.

Connected activities inthe project network

diagram.

A junction point in aproject network diagram.

A depiction of the projectinto work breakdown

"packages".


89/140

Organizational Planning Overall Change Control

Parametric Estimating Pareto Diagram

Path Path Convergence

Percent Complete Performance Reporting

Performing Organization PrecedenceDiagramming Method


90/140

Identifying, documentingand assigning projectroles, responsibilities

and reportingrelationships.

Coordinating changesacross the entire project.

Estimates based onstatistics and history.

Histogram ordered byfrequency of occurrence

that shows multipleresults relating to one

cause.

Sequential activities.

Parallel paths that lead toone milestone, but may

singularly delay aproject.

Percent of work alreadyperformed.

Collecting anddisseminating

information about projectperformance to help

ensure project progress.

The enterprise whoseemployees are most

directly involved in doingthe work of the project.

Activities arerepresented by boxes

and linked sequentially.A diagramming method.


91/140

Precedence Relationship Predecessor Activity

Procurement Planning Program

Program Evaluation andReview Technique Project

Project Charter Project CommunicationsManagement

Project CostManagement

Project Human ResourceManagement


92/140

Refers to thediagramming methods.

1 - Arrow DiagrammingMethod - Activity which

enters a NODE. / 2 -Precedence Diagramming

Method - Activity whichgoes "away from" the

NODE.

Determining what toprocure and when.

A group of relatedprojects. Usually

on-going.

Event-oriented. Used toestimate project

duration. Used for projects with uncertainly

in duration.

A temporary endeavor undertaken to create a

unique product or service.

Sr. Management's writtenauthority given to the PM

for organizationresources.

Subset project for collecting and dispersing

project info.

Subset project for ensuring a project is

completed within budget.

Subset project for effectively using

personnel in the project.


93/140

Project IntegrationManagement Project Life Cycle

Project Management Project ManagementBody of Knowledge

Project ManagementSoftware

Project ManagementProfessional

Project ManagementTeam Project Manager

Project Network Diagram Project Phase


94/140

Subset project for integrating subset

projects into the whole.

A collection of sequentialproject phases.

The knowledge, skills,tools and techniques to

meet and exceed astakeholders

expectations with aproject.

Book of proven projectmanagement practices.

Computer applicationdesigned to plan and

control a project.Certified PM from PMI

Members of the projectteam.

Individual responsible for managing the project.

PERT or GANTTSchematic display of

project activities.

A subset collection of project activities.


95/140

Project Plan Project Plan - Elements

Is a Project PlanSummary or Detailed?

Project PlanDevelopment

Project Plan Execution Project Planning

Project ProcurementManagement

Project QualityManagement

Project Risk Management Project Schedule


96/140

Formal document usedto guide the project.

Plan / Cost Assumptions / Schedule / Decisions /

Scope

Can be both

Taking the results of other planning processes

and putting them into anew document.

Carrying out the projectplan details.

Development andmaintenance of the

project plan.

Acquiring goods andservices outside of theproject team for use in

the project.

Subset of the projectused to ensure the

project is up torequirements at delivery.

Subset of the project for identifying and mitigating

risks.

Outlines dates for eachactivity in sequential

order.


97/140

Project ScopeManagement Project Team Members

Project TimeManagement Projectized Organization

Quality Assurance Quality Control

Quality Planning Remaining Duration

Request for Proposal Request for Quotation


98/140

Subset of the projectused to ensure only the

pre-defined workrequired is done and no

more.

They work for the ProjectManager

Subset of the project thatmonitors and ensures a

team meeting allmilestone dates.

Where PM has 100% over project team. No shared

authority.

Evaluating process toensure the project will

satisfy its qualitystandards.

Process of evaluatingspecific project steps toverify they meet with the

project quality standards.

Identifying which qualitystandards are relevant to

the project.

Time needed to completean activity.

Bid document fromcompany to vendor.

Bid document from acompany to a vendor for

pricing information.


99/140

Reserve Resource Leveling

Resource-LimitedSchedule Resource Planning

ResponsibilityAssignment Matrix Retainage

Risk Event Risk Identification

Risk Quantification Risk Response Control


100/140

Provision in the projectplan to mitigate cost

and/or schedule risks.

Where schedulingconcerns are addressed

by resource managementconcerns.

Project where start andend date are based onresource availability.

Resource identificationprocess.

Relates projectorganization structure to

work breakdownstructure.

Down payment on acontracted product or

service.

An occurrence thataffects the projects

outcome.

Identifying which riskswill affect the project.

Identifying probability of the risk.

Responding to changesin risk over the course of

the project.


101/140

Risk ResponseDevelopment S-Curve

Schedule Control Schedule Development

Schedule PerformanceIndex Schedule Variance

Scheduled Finished Date Scheduled Start Date

Scope Scope Change


102/140

Risk mitigation planGraph showing

cumulative cost andlabor over time.

Controlling changes tothe project schedule

Analyzing activitysequences, durations

and resourcerequirements to create a

project schedule.

Work performed / WorkSchedule (BCWP /

BCWS)

Difference betweenscheduled and actual

timeframes.

Planned activity end datePlanned activity startdate

The sum of the productsand services to be

provided as a project.Any change to the scope.


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Scope Change Control Scope Definition

Scope Planning Scope Verification

Should-Cost Estimate Slack

Solicitation Solicitation Planning

Source Selection Staff Acquisition


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Controlling changes inthe scope.

Decomposing the major deliverables into small

parts.

Written scopestatements.

Auditing each scopeelement at the end of aproject for completion.

Used to judge thereasonableness of a

vendors quote.Used in PERT for FLOAT

Obtaining quotes, bidsand offers.

Document statingrequirements and

potential sources to meetthose requirements.

Choosing a vendor or product.

Getting human resourcesto work on the project.


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Stakeholder Start Date

Statement of Work Subnet

Successor Activity Target Completion Date

Team Development Time-Scaled NetworkDiagram

Target Finish Date Target Start Date


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People directly or indirectly involved in the

project.Qualified starting date

A narrative description of products or services to

be supplied under contract.

Subproject

Activity while "leaves"the node.

A constraining date inthe project diagram.

Developing teammembers to enhance the

project.

Diagram where thephysical shape of each

activity object isproportional to the

duration of that activity.

The date the work for theactivity is planned to be

completed by.

The date the work for theactivity is planned to be

started by.


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How is contract closeoutsimilar to administrative

closeout?

How is performancereporting used as a tool

for contractadministration?

When are paymentrequests an output of

contract administration?

Describe thecharacteristics of aunilateral contract?

What is a unilateralcontract?

Under what two conditionsmust PMI members refrainfrom offering or accepting

monetary payments or other forms of compensation or

tangible benefits?

What is the most criticalculture for the success of

a project manager working internationally?

Who can initiate anethics complaint?

When is a PMPresponsible for reporting

to PMI possibleviolations of the PMPCode of Professional

Conduct?

What are the twoconditions under which

PMI member's do not haveto honor and maintain theprivacy and confidentiality

of client information?


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Both contract closeout andadministrative closure

involve product verification.However, the contract terms

and conditions may prescribespecific procedures for

contract closeout.

it provides managementwith information about

how effectively the seller is achieving the

contractual objectives.

When the project is usingan external payment

system.

It usually takes the formof a purchase order -- a

standard form listingroutine items at standard

prices.

A contract that has onlyone signature (the

issuer).

When payments do notconform with applicablelaws and when they may

provide an unfair advantage for themselves

or their business.

LeadershipAny person, group, or

organization, includingPMI.

When reasonable andclear facts exist to verify

the violation.

1) if granted permission bythe customer, client, or

employer, and 2) If maintaining the

confidentiality is otherwiseunethical or unlawful.


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What is the differencebetween attribute

sampling and variablesampling?

In which project phase isquality control

performed?

What is the differencebetween a tolerance and

a control limit?

What are the three (3) keyoutputs from

administrative closure?

Name five barriers toeffective project

communications.

Name threecommunications

channels in anorganization?

Why is communicationsplanning so tightly linkedto project organizational

planning?

What is active listening?

What is earned valueanalysis and how is itused in performance

reporting?

List the four parts of thecommunication model.


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Attribute sampling determineswhether the result does or does

not conform to the specifications.In variable sampling, the result israted on a continuous scale that

measures the degree of conformance within a

pre-established acceptable range.

Quality control isperformed throughout allphases of the project life

cycle.

A tolerance establishesthe range of acceptable

results. A control limit iscomputed based on the

results themselves.

1) Project archives, 2)Project closure, 3)Lessons learned.

1) Lack of clear communicationchannels. 2) Physical distance

between communicator andreceiver, 3) Difficulties withtechnical language, 4)Distracting environmental

factors, 5) Detrimental attitudes.

Personal, Organization,Grapevine

Because the project'sorganizational structurewill have a major effect

on projectcommunications.

Listening in which therecipient is attentive andasks for clarification of ambiguous messages.

An analysis that integratescost and schedule

measures. It is used t helpthe project management

team assess projectperformance.

Communicator, Message,Medium, Recipient


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What is the differencebetween a risk and a

problem?

When should EAC becalculated by AC + BAC -

EV?

When should EAC becalculated by AC + (BAC

- EV) / CPI?

What does thebenefit-cost ratio not tell

you?

if a project is experiencingquality problems, should

the project manager devote more resources to

inspection of to

prevention?

What are the seven (7)main quality control

tools, often called the"basic seven" tools?

does the matrix form of project organization

facilitate or complicateproject team

development? Why?

Project Human ResourceManagement compriseswhich three processes?

How is simulation usedin activity duration

estimating and what isthe most common type of

simulation?

At which phase(s) in theproject life cycle is

significant risk thoughtto have the greatest

impact?


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A risk is a future event; ithas not yet occurred. A

problem, on the other hand, currently exists.

When current variancesare seen as atypical, andthe project management

team's expectation is thatsimilar variances will not

occur in the future.

When the currentvariances are seen as

typical of futurevariances.

The absolute value of thebenefit or cost.

Prevention, becausepreventing a problem is

far less costly, thanfixing a problem.

1) Flowcharts, 2)Diagrams, 3) Pareto

Diagram, 4)Cause-and-Effect Diagram,

5) Graphs, 6) Control

Charts, 7) Checklists

It complicates projectteam development.

Because team membersare accountable to both afunctional manager and

the project manager.

1) Organizationalplanning, 2) Staff

acquisition, 3) Teamdevelopment

To calculate multiple durations withdifferent sets of assumptions.

Monte Carlo Analysis, in which adistribution of probable results is

defined for each activity and used tocalculate a distribution of probable

results for the total project.

Project execution andcloseout.


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Project Plan Execution- Inputs

Project PlanDevelopment - Tools

Project Plan Execution- Tools

Integrated ChangeControl - Inputs

Integrated ChangeControl - Tools Initiation - Inputs

Initiation - Tools Scope Planning - Tools

Scope Planning -Inputs

Scope Definition -Tools


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Project plan,supporting details,

organizational policies,preventive action,

corrective action

Project planningmethodology, stakeholder

skills & knowledge, projectmanagement information

system (PMIS), earned

value management (EVM)

General management skills,product skills & knowledge,work authorization system,

project managementinformation system (PMIS),

and organization procedures

Project plan,performance reports,

change requests

Change control system,configuration

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