Project Management Examination
Tuesday, March 22, 2016
Friday, November 8, 2013
PROJECT INTEGRATION MANAGEMENT (Based on PMBOK 5 th Edition )
Project Integration Management includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.
PROJECT SCOPE MANAGEMENT (Based on PMBOK 5 th Edition )
Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project.
PROJECT TIME MANAGEMENT (Based on PMBOK 5 th Edition )
Project Time Management includes the processes required to manage the timely completion of the project.
Project Time Management processes, which are as follows:
Project Time Management processes, which are as follows:
PROJECT COST MANAGEMENT (Based on PMBOK 5 th Edition )
Project Cost Management includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so that the project can be completed within the approved budget.
PROJECT QUALITY MANAGEMENT (Based on PMBOK 5 th Edition )
Project Quality Management includes the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken. Project Quality Management uses policies and procedures to implement, within the project’s context, the organization’s quality management system and, as appropriate,
PROJECT HUMAN RESOURCE MANAGEMENT (Based on PMBOK 5 th Edition )
Project Human Resource Management includes the processes that organize, manage, and lead the project team. The project team is comprised of the people with assigned roles and responsibilities for completing the project.
PROJECT COMMUNICATIONS MANAGEMENT (Based on PMBOK 5 th Edition )
Project Communications Management includes the processes that are required to ensure timely and appropriate planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and the ultimate disposition of project information. Project managers spend most of their time communicating
PROJECT RISK MANAGEMENT (Based on PMBOK 5 th Edition )
Project Risk Management includes the processes of conducting risk management planning, identification, analysis, response planning, and controlling risk on a project. The objectives of project risk management are to increase the likelihood and impact of positive events, and decrease the likelihood and impact of negative events in the project.
PROJECT PROCUREMENT MANAGEMENT (Based on PMBOK 5 th Edition )
Project Procurement Management includes the processes necessary to purchase or acquire products, services, or results needed from outside the project team. The organization can be either the buyer or seller of the products,services, or results of a project. Project Procurement Management includes the contract management and change control processes required to develop and administer contracts or purchase orders issued by authorized project team members.
PROJECT STAKEHOLDER MANAGEMENT (Based on PMBOK 5 th Edition )
Project Stakeholder Management includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution.
Thursday, November 7, 2013
PMP GLOSSARY (from O to Q )
Objective. Something toward
which work is to be directed, a strategic position to be attained, a purpose to
be achieved, a result to be obtained, a product to be produced, or a
service to be performed.
PMP GLOSSARY (from U to W )
Unanimity.
Agreement
by everyone in the group on a single course of action.
Validate
Scope. The process of formalizing acceptance of the completed
project deliverables.
Validated
Deliverables. Deliverables
that are result of executing quality control process to determine correctness.
Validation. The
assurance that a product, service, or system meets the needs of the customer
and other identified stakeholders. It often involves acceptance and
suitability with external customers. Contrast with verification.
Value Engineering. An
approach used to optimize project life cycle costs, save time, increase
profits, improve quality, expand market share, solve problems, and/or
use resources more effectively.
Variance.
A
quantifiable deviation, departure, or divergence away from a known baseline or
expected value.
Variance Analysis. A
technique for determining the cause and degree of difference between the
baseline and actual performance.
Variance at Completion (VAC). A
projection of the amount of budget deficit or surplus, expressed as the difference
between the budget at completion and the estimate at completion.
Variation. An actual condition
that is different from the expected condition that is contained in the baseline
plan.
Velocity. A measure of a team’s
productivity rate at which the deliverables are produced, validated, and accepted
within a predefined interval. Velocity is a capacity planning approach
frequently used to forecast future project work.
Verification. The
evaluation of whether or not a product, service, or system complies with a
regulation, requirement, specification, or imposed condition. It is
often an internal process. Contrast with validation.
Voice of the Customer. A
planning technique used to provide products, services, and results that truly
reflect customer requirements by translating those customer requirements
into the appropriate technical requirements for each phase of project product
development.
WBS Dictionary. A
document that provides detailed deliverable, activity, and scheduling information
about each component in the work breakdown structure.
Weighted Milestone Method. An
earned value method that divides a work package into measurable segments, each
ending with an observable milestone, and then assigns a weighted value to the
achievement of each milestone.
What-If Scenario
Analysis. The
process of evaluating scenarios in order to predict their effect on project
objectives.
Work Authorization. A
permission and direction, typically written, to begin work on a specific
schedule activity or work package or control account. It is a method for
sanctioning project work to ensure that the work is done by the identified
organization, at the right time, and in the proper sequence.
Work Authorization System. A
subsystem of the overall project management system. It is a collection of
formal documented procedures that defines how project work will be
authorized (committed) to ensure that the work is done by the identified
organization, at the right time, and in the proper sequence. It includes the
steps, documents, tracking system, and defined approval levels needed to issue
work authorizations.
Work Breakdown Structure
(WBS). A hierarchical decomposition of the total scope of work
to be carried out by the project team to accomplish the project
objectives and create the required deliverables.
Work
Breakdown Structure Component. An entry in the work
breakdown structure that can be at any level.
Work Package. The
work defined at the lowest level of the work breakdown structure for which cost
and duration can be estimated and managed.
Work Performance Data. The
raw observations and measurements identified during activities being performed
to carry out the project work.
Work Performance Information.
The
performance data collected from various controlling processes, analyzed in context
and integrated based on relationships across areas.
Work
Performance Reports. The
physical or electronic representation of work performance information compiled
in project documents, intended to generate decisions, actions, or awareness
Workaround. A
response to a threat that has occurred, for which a prior response had not been
planned or was not effective.
PMP GLOSSARY (from R to T )
RACI. A
common type of responsibility assignment matrix that uses responsible,
accountable, consult, and inform statuses to define the involvement of
stakeholders in project activities.
Records Management System. A
specific set of processes, related control functions, and tools that are consolidated
and combined to record and retain information about the project.
Regression Analysis. An
analytic technique where a series of input variables are examined in relation
to their corresponding output results in order to develop a mathematical
or statistical relationship.
Regulation. Requirements
imposed by a governmental body. These requirements can establish product,
process, or service characteristics, including applicable administrative
provisions that have government-mandated compliance.
Reporting Systems. Facilities,
processes, and procedures used to generate or consolidate reports from one or
more information management systems and facilitate report distribution to
the project stakeholders.
Request for Information
(RFI). A type of procurement document whereby the buyer requests
a potential seller to provide various pieces of information related to a
product or service or seller capability.
Request for Proposal (RFP). A
type of procurement document used to request proposals from prospective sellers
of products or services. In some application areas, it may have a narrower or
more specific meaning.
Request for Quotation (RFQ).
A
type of procurement document used to request price quotations from prospective
sellers of common or standard products or services. Sometimes used in place of
request for proposal and, in some application areas, it may have a narrower or
more specific meaning.
Requested Change. A
formally documented change request that is submitted for approval to the
integrated change control process.
Requirement. A
condition or capability that is required to be present in a product, service,
or result to satisfy a contract or other formally imposed specification.
Requirements Documentation. A
description of how individual requirements meet the business need for the project.
Requirements Management Plan. A
component of the project or program management plan that describes how requirements
will be analyzed, documented, and managed.
Requirements Traceability
Matrix. A grid that links product requirements from their origin
to the deliverables that satisfy them.
Reserve. A provision in the
project management plan to mitigate cost and/or schedule risk. Often used with
a modifier (e.g., management reserve, contingency reserve) to provide
further detail on what types of risk are meant to be mitigated.
Reserve Analysis. An
analytical technique to determine the essential features and relationships of
components in the project management plan to establish a reserve for the
schedule duration, budget, estimated cost, or funds for a project.
Residual Risk. A risk that remains
after risk responses have been implemented.
Resource. Skilled
human resources (specific disciplines either individually or in crews or
teams), equipment, services, supplies, commodities, material, budgets,
or funds.
Resource Breakdown Structure. A hierarchical representation of
resources by category and type.
Resource Calendar. A
calendar that identifies the working days and shifts on which each specific
resource is available.
Resource
Histogram. A bar
chart showing the amount of time that a resource is scheduled to work over a
series of time periods. Resource availability may be depicted as a line
for comparison purposes. Contrasting bars may show actual amounts of resources
used as the project progresses.
Resource Leveling. A
technique in which start and finish dates are adjusted based on resource
constraints with the goal of balancing demand for resources with the
available supply.
Resource
Optimization Techniques. A
technique that is used to adjust the start and finish dates of activities that
adjust planned resource use to be equal to or less than resource
availability.
Resource Smoothing. A
technique which adjusts the activities of a schedule model such that the
requirement for resources on the project do not exceed certain
predefined resource limits.
Responsibility. An
assignment that can be delegated within a project management plan such that the
assigned resource incurs a duty to perform the requirements of the
assignment.
Responsibility Assignment
Matrix (RAM). A grid that shows the project resources
assigned to each work package.
Result. An
output from performing project management processes and activities. Results
include outcomes (e.g., integrated systems, revised process,
restructured organization, tests, trained personnel, etc.) and documents (e.g.,
policies, plans, studies, procedures, specifications, reports, etc.). Contrast
with product. See also deliverable.
Rework. Action
taken to bring a defective or nonconforming component into compliance with
requirements or specifications.
Risk. An
uncertain event or condition that, if it occurs, has a positive or negative effect
on one or more project objectives.
Risk Acceptance. A
risk response strategy whereby the project team decides to acknowledge the risk
and not take any action unless the risk occurs.
Risk Appetite. The degree of uncertainty an entity is
willing to take on, in anticipation of a reward.
Risk
Audits. Examination
and documentation of the effectiveness of risk responses in dealing with
identified risks and their root causes, as well as the effectiveness of
the risk management process.
Risk Avoidance. A risk
response strategy whereby the project team acts to eliminate the threat or
protect the project from its impact.
Risk
Breakdown Structure (RBS). A hierarchical representation of risks
according to their risk categories.
Risk Categorization. Organization
by sources of risk (e.g., using the RBS), the area of the project affected
(e.g., using the WBS), or other useful category (e.g., project phase) to
determine the areas of the project most exposed to the effects of uncertainty.
Risk
Category. A group of potential causes of risk.
Risk Data Quality Assessment. Technique
to evaluate the degree to which the data about risks is useful for risk management.
Risk Management Plan. A
component of the project, program, or portfolio management plan that describes
how risk management activities will be structured and performed.
Risk Mitigation. A
risk response strategy whereby the project team acts to reduce the probability
of occurrence or impact of a risk.
Risk Reassessment. Risk
reassessment is the identification of new risks, reassessment of current risks,
and the closing of risks that are outdated.
Risk
Register. A document in which the results of risk analysis and risk
response planning are recorded.
Risk Threshold. Measure
of the level of uncertainty or the level of impact at which a stakeholder may
have a specific interest. Below that risk threshold, the organization
will accept the risk. Above that risk threshold, the organization will not
tolerate the risk.
Risk
Tolerance. The degree, amount, or volume of risk that an
organization or individual will withstand.
Risk Transference. A
risk response strategy whereby the project team shifts the impact of a threat
to a third party, together with ownership of the response.
Risk Urgency Assessment. Review
and determination of the timing of actions that may need to occur sooner than
other risk items.
Role. A defined function to
be performed by a project team member, such as testing, filing, inspecting, or
coding.
Rolling Wave Planning. An
iterative planning technique in which the work to be accomplished in the near
term is planned in detail, while the work in the future is planned at a
higher level.
Root Cause Analysis. An
analytical technique used to determine the basic underlying reason that causes
a variance or a defect or a risk. A root cause may underlie more than
one variance or defect or risk.
Scatter Diagram. A
correlation chart that uses a regression line to explain or to predict how the
change in an independent variable will change a dependent variable.
Schedule.
See
project schedule and see also schedule model.
Schedule
Baseline. The
approved version of a schedule model that can be changed only through formal
change control procedures and is used as a basis for comparison to
actual results.
Schedule Compression. Techniques used to
shorten the schedule duration without reducing the project scope.
Schedule
Data. The collection of information for describing and
controlling the schedule.
Schedule Forecasts. Estimates
or predictions of conditions and events in the project’s future based on
information and knowledge available at the time the schedule is
calculated.
Schedule Management Plan. A
component of the project management plan that establishes the criteria and the
activities for developing, monitoring, and controlling the schedule.
Schedule Model. A
representation of the plan for executing the project’s activities including
durations, dependencies, and other planning information, used to produce
a project schedule along with other scheduling artifacts.
Schedule Network Analysis. The
technique of identifying early and late start dates, as well as early and late
finish dates, for the uncompleted portions of project schedule
activities. See also backward pass, critical path method, critical chain
method, and resource leveling.
Schedule Network Templates. A set
of activities and relationships that have been established that can be used repeatedly
for a particular application area or an aspect of the project where a
prescribed sequence is desired.
Schedule Performance Index
(SPI). A measure of schedule efficiency expressed as the ratio
of earned value to planned value.
Schedule Variance (SV). A
measure of schedule performance expressed as the difference between the earned
value and the planned value.
Scheduling Tool. A
tool that provides schedule component names, definitions, structural
relationships, and formats that support the application of a scheduling
method.
Scope. The
sum of the products, services, and results to be provided as a project. See
also project scope and product scope.
Scope Baseline. The
approved version of a scope statement, work breakdown structure (WBS), and its
associated WBS dictionary, that can be changed only through formal
change control procedures and is used as a basis for comparison.
Scope Change. Any
change to the project scope. A scope change almost always requires an
adjustment to the project cost or schedule.
Scope Creep. The
uncontrolled expansion to product or project scope without adjustments to time,
cost, and resources.
Scope Management Plan. A
component of the project or program management plan that describes how the scope
will be defined, developed, monitored, controlled, and verified.
Secondary Risk. A risk that arises as
a direct result of implementing a risk response.
Selected
Sellers. The sellers which have been selected to provide a
contracted set of services or products.
Seller. A provider or
supplier of products, services, or results to an organization.
Seller Proposals. Formal
responses from sellers to a request for proposal or other procurement document
specifying the price, commercial terms of sale, and technical
specifications or capabilities the seller will do for the requesting
organization that, if accepted, would bind the seller to perform the resulting
agreement.
Sensitivity Analysis. A
quantitative risk analysis and modeling technique used to help determine which
risks have the most potential impact on the project. It examines the
extent to which the uncertainty of each project element affects the objective
being examined when all other uncertain elements are held at their baseline
values. The typical display of results is in the form of a tornado diagram.
Sequence
Activities. The process of identifying and documenting
relationships among the project activities.
Seven
Basic Quality Tools. A
standard toolkit used by quality management professionals who are responsible
for planning, monitoring, and controlling the issues related to quality
in an organization.
Simulation. A
simulation uses a project model that translates the uncertainties specified at
a detailed level into their potential impact on objectives that are
expressed at the level of the total project. Project simulations use computer
models and estimates of risk, usually expressed as a probability distribution
of possible costs or durations at a detailed work level, and are typically
performed using Monte Carlo analysis.
Soft
Logic. See discretionary dependency.
Source Selection Criteria. A set
of attributes desired by the buyer which a seller is required to meet or exceed
to be selected for a contract.
Specification. A
document that specifies, in a complete, precise, verifiable manner, the
requirements, design, behavior, or other characteristics of a system,
component, product, result, or service and the procedures for determining
whether these provisions have been satisfied. Examples are: requirement
specification, design specification, product specification, and test
specification.
Specification Limits. The
area, on either side of the centerline, or mean, of data plotted on a control
chart that meets the customer’s requirements for a product or service.
This area may be greater than or less than the area defined by the control
limits. See also control limits.
Sponsor. A
person or group who provides resources and support for the project, program, or
portfolio and is accountable for enabling success.
Sponsoring Organization. The
entity responsible for providing the project’s sponsor and a conduit for
project funding or other project resources.
Staffing Management Plan. A
component of the human resource plan that describes when and how project team
members will be acquired and how long they will be needed.
Stakeholder. An
individual, group, or organization who may affect, be affected by, or perceive
itself to be affected by a decision, activity, or outcome of a project.
Stakeholder Analysis. A
technique of systematically gathering and analyzing quantitative and
qualitative information to determine whose interests should be taken
into account throughout the project.
Stakeholder Management Plan.
The
stakeholder management plan is a subsidiary plan of the project management plan
that defines the processes, procedures, tools, and techniques to effectively
engage stakeholders in project decisions and execution based on the analysis of
their needs, interests, and potential impact.
Stakeholder Register. A
project document including the identification, assessment, and classification
of project stakeholders.
Standard. A
document that provides, for common and repeated use, rules, guidelines, or
characteristics for activities or their results, aimed at the
achievement of the optimum degree of order in a given context.
Start Date. A
point in time associated with a schedule activity’s start, usually qualified by
one of the following: actual, planned, estimated, scheduled, early,
late, target, baseline, or current.
Start-to-Finish (SF). A
logical relationship in which a successor activity cannot finish until a
predecessor activity has started.
Start-to-Start (SS). A
logical relationship in which a successor activity cannot start until a
predecessor activity has started.
Statement of Work
(SOW). A
narrative description of products, services, or results to be delivered by the
project.
Statistical
Sampling. Choosing part of a population of interest for inspection.
Subnetwork.
A subdivision
(fragment) of a project schedule network diagram, usually representing a
subproject or a work package. Often used to illustrate or study some
potential or proposed schedule condition, such as changes in preferential
schedule logic or project scope.
Subproject. A
smaller portion of the overall project created when a project is subdivided
into more manageable components or pieces.
Successor Activity. A dependent activity that logically
comes after another activity in a schedule.
Summary
Activity. A group of related schedule activities aggregated and
displayed as a single activity.
SWOT Analysis. Analysis
of strengths, weaknesses, opportunities, and threats of an organization,
project, or option.
Tailor. The act of carefully
selecting process and related inputs and outputs contained within the PMBOK® Guide
to determine a subset of specific processes that will be included within a
project’s overall management approach.
Team Members. See project
team members.
Technique.
A defined systematic
procedure employed by a human resource to perform an activity to produce a product
or result or deliver a service, and that may employ one or more tools.
Templates. A
partially complete document in a predefined format that provides a defined
structure for collecting, organizing, and presenting information and
data.
Threat.
A
risk that would have a negative effect on one or more project objectives.
Three-Point Estimate. A
technique used to estimate cost or duration by applying an average of
optimistic, pessimistic, and most likely estimates when there is
uncertainty with the individual activity estimates.
Threshold. A cost, time, quality,
technical, or resource value used as a parameter, and which may be included in
product specifications. Crossing the threshold should trigger some action,
such as generating an exception report.
Time and Material Contract (T&M). A
type of contract that is a hybrid contractual arrangement containing aspects
of both cost-reimbursable and fixed-price contracts. Time and material
contracts resemble cost-reimbursable type arrangements in that they have no
definitive end, because the full value of the arrangement is not defined at the
time of the award. Thus, time and material contracts can grow in contract value
as if they were cost-reimbursable-type arrangements. Conversely, time and
material arrangements can also resemble fixed-price arrangements. For example,
the unit rates are preset by the buyer and seller, when both parties agree on
the rates for the category of senior engineers.
Time-Scaled Schedule Network Diagram. Any
project schedule network diagram drawn in such a way that the positioning
and length of the schedule activity represents its duration. Essentially, it is
a bar chart that includes schedule network logic.
To-Complete Performance Index (TCPI). A
measure of the cost performance that is required to be achieved with the
remaining resources in order to meet a specified management goal, expressed as
the ratio of the cost to finish the outstanding work to the remaining budget.
Tolerance. The quantified
description of acceptable variation for a quality requirement.
Tornado Diagram. A
special type of bar chart used in sensitivity analysis for comparing the
relative importance of the variables.
Tool. Something tangible, such as a
template or software program, used in performing an activity to produce a product
or result.
Total Float. The
amount of time that a schedule activity can be delayed or extended from its
early start date without delaying the project finish date or violating a
schedule constraint.
Tree Diagram. A
systematic diagram of a decomposition hierarchy used to visualize as
parent-to-child relationships a systematic set of rules.
Trend Analysis. An
analytical technique that uses mathematical models to forecast future outcomes
based on historical results. It is a method of determining the variance
from a baseline of a budget, cost, schedule, or scope parameter by using prior
progress reporting periods’ data and projecting how much that parameter’s
variance from baseline might be at some future point in the project if no
changes are made in executing the project.
Trigger
Condition. An event or situation that indicates that a risk is about
to occur.
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