Key Outputs:. For internal projects, the project initiator or sponsor provides the SOW. For external projects the SOW can be received from the customer. Compare to business case. Compare to statement of work. Key Output:. ANSWER A component of the project management plan that provides an additional level of detail around certain areas of focus for the project. Example: cost management plan, schedule management plan, quality management plan. Deliverables Work performance data Issue log.
Compare to work performance information and work performance reports. Also includes corrective actions, preventive actions, and defect repair. Compare to work performance data and work performance information. A scope change almost always requires an adjustment to the project cost or schedule. ANSWER Output A report that provides a summary of the project performance, including: description of the project or phase; scope, quality, schedule and cost objectives; scope validation; business need achievement; risk or issues encountered and addressed.
Voting techniques may be:. Helpful when identifying difficult to articulate requirements. Also called job-shadowing or ghosting. Requirements may also be traced to: project scope, product design, WBS deliverables, test strategy and scenarios, etc. The total of the lower level work rolls up to the higher levels. Nothing is left out and no extra work is completed.
Compare to work performance data and work performance reports. Activity list Activity attributes Milestone list. Activity attributes include activity codes, predecessor activities, successor activities, logical relationships, leads, and lags, resource requirements, imposed dates, constraints, and assumptions. A milestone is a significant point or event in the project. Example: The books must be printed before they can be shipped.
Best case, the website design and development and the quality review end on the same day. Worst case, the activities happen sequentially. Example: The concrete for the new building will be poured.
Once the concrete has started to be poured, the team can begin testing it. Best case, the concrete is poured and tested concurrently and worst case the concrete is poured completely before the testing begins.
Example: The photo shoot will take 4 days. The photo editing will take 6 days. Instead of waiting until the end of the 4-day photo shoot to begin editing we start editing after the first day of shooting. The total duration of the photo shoot and editing is 7 days. The total duration from application to scheduled exam is 10 days. Produced either with scheduling software or done manually. Example: precedence diagramming method PDM.
Usually expressed as staff hours, staff days, or staff weeks. Compare to duration and elapsed time. Compare to effort and elapsed time. Unlike duration, elapsed time does include holidays and non-working days, as it is the total calendar time.
Compare to effort and duration. Frequently used when there is a limited amount of detailed information about the project such as in the early phases of the project.
Generally less costly and time consuming than other techniques, but it is also generally less accurate. Uses historical information and expert judgment. Considered top-down. Activity durations can be quantitatively determined by multiplying the quantity of work to be performed by labor hours per unit of work. However, there is a possibility it could be done as quickly as 2 days or as long as 9 days. The estimated duration is 5. This is the most time-consuming, but most accurate method of estimating.
Schedule baseline Project schedule Schedule data Project calendars. Calculated using the critical path method technique and determining the difference between the early dates and late dates for each schedule activity. Compare to free float. Free float only occurs on the last activity in a sequence before a point of path convergence.
Compare to total float. Simulation involves calculating multiple project durations with different sets of activity assumptions. Most common technique is Monte Carlo simulation. See also crashing and fast tracking. The difference of the pdf from other PMP exam flash cards options is you have to print the pdf file and cut the papers to turn them into flash cards format.
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Click here for your Free FlashCards Don't wait! It is a full-featured exam prep training that will teach you everything you need to know. You have to manually cut out the printed cards. Fold the page down the middle and begin answering the questions top down. PDF" document Fold each page down the middle Pages printed pages printed on both front and back pages printed on one side You Get 1, flash cards with a question on the front and answer on the back.
FlashPages with six questions and answers per page. These FlashCards help you study and remember all the project management concepts and terminology that is used in the guide. So the FlashCards in this category are based on various other sources. With these FlashCards you will learn many of the facts not mentioned in the guide but needed for the exam. Conditions that must be met before project deliverables are accepted. Explain Central Tendency. A property of the central limit theorem predicting that the data observations in a distribution will tend to group around a central location.
Discretionary Dependency — [Project Schedule Management] also known as preferred logic two activities are considered to be best if carried out in sequence; but the sequence can be altered if needed. Duration — [Project Schedule Management] the amount of time between the start and finish of a schedule activity; often expressed in work days. Early Finish Date EF — [Project Schedule Management] the earliest date an activity can be completed by taking project constraints into accounts.
Early Start Date ES — [Project Schedule Management] the earliest date an activity can begin based by taking project constraints into accounts. Enhance — [Project Risk Management] a risk responses strategy to increase the likelihood of occurrence of positive risks. Enterprise Environmental Factors EEF all factors outside the control of the project team that can positively or negatively influence the project; can be internal and external to the performing organization.
Expected Monetary Value EMV Analysis — [Project Risk Management] used in conjunction with decision-tree analysis, EVM analysis is a statistical method to calculates monetary impact of all probable outcomes with reference to the probabilities of occurrence; a tool for Quantitative Risk Analysis.
Expectancy Theory — [Project Resource Management] a motivational theory proposing that people are motivated by their expectations of results to behave or act in a certain manner. External Dependency — [Project Schedule Management] when the beginning or finishing an activity is dependent on external parties, e. Government, vendor, etc. Fast-Tracking — [Project Schedule Management] when time is running out, the project management may make use of this schedule compression technique in which activities are performed in parallel to save time.
Feasibility Study — [Project Integration Management] performed at the beginning of a project to estimate the benefits and chances of success of the project. Finish-to-Finish — [Project ScheduleManagement] a logical relationship between two activities whereby the successor activity cannot complete till the predecessor activity completes.
Finish-to-Start — [Project Schedule Management] a logical relationship between two activities whereby the successor activity cannot begin till the predecessor activity completes. Firm Fixed-Price contract FFP — [Project Procurement Management] a type of contract in which the buyer pays the seller a price as agreed in the contract without taking actual costs into account.
The seller assumes most risk. Float — [Project Schedule Management] the amount of time that a task in a project can be delayed without causing a delay to other tasks. Force Majeure — [Project Procurement Management] usually written as a claus in the contract, these are events of catastrophic nature that are beyond the control of the team.
Forward Pass — [Project Schedule Management] a critical path method CPM practice to find out the early start and early finish dates for each activity of the network diagram by going through the schedule from start to end. Free Float — [Project Schedule Management] the amount of time that a task in a project can be delayed without causing a delay to the early start of a successor activity. Functional Organization a type of organization structure in which the organization is divided into smaller groups based on specialized functional areas.
Gantt Charts — [Project Schedule Management] a type of bar chart for presenting time and duration of scheduled activities. Grade — [Project Quality Management] a category assigned to products that have the same functionality but different technical characteristics, e.
Ground Rules — [Project Resource Management] a set of established expectations for the conduct of team members. Hammock Activity — [Project Schedule Management] represents a group of similar activities as one activity to simplify the schedule network diagram. Influence Diagram — [Project Quality Management] a diagram that show potential influences that conditions in the project can have on others. Information Management Systems — [Project Plan Stakeholder Engagement] systems used to gather, store and circulate project information in the desired format to stakeholders.
Inspection — [Project Quality Management] actions performed e. Internal Dependency — [Project Schedule Management] dependencies of tasks that are under control of the project team. The higher the IRR, the better the project outcome. Interpersonal Skills Soft Skills — [Project Resource Management] skills to motivate team members through delegation, coaching, communication, etc.
Issue — [Project Plan Stakeholder Engagement] unexpected problems, gaps, inconsistencies or conflicts in the project. Issue Log — [Project Plan Stakeholder Engagement] a project document in which all the issues are recorded and tracked, used to report issues with stakeholders. Iterative Project Management Life Cycle allow more flexibility in responding to changes by conducting the project in iterative cycles mini-waterfalls.
Kaizen — [Project Quality Management] a management theory promoting incremental changes for continuous improvement, originated in Japan. Kick-off Meeting — [Project Integration Management] the very first meeting for project team and all relevant stakeholders to formally begin the project by aligning common understanding of project goals.
Lag — [Project Schedule Management] used in project schedule network, lag represents the delay between the successor activity and the predecessor activity. Late Finish Date LF — [Project Schedule Management] the latest date the activity can finish by taking project schedule constraints into accounts. Late Start Date LS — [Project Schedule Management] the latest date the activity can begin by taking project schedule constraints into accounts.
Lead — [Project Schedule Management] used in project schedule network, lead represents the overlapping of the successor activity and the predecessor activity, i. Leadership Styles — [Project Resource Management] how the leader motivate and lead the project team, e. Lessons Learned — [Project Integration Management] documentation of knowledge gained during project lifecycle, in particular the factors leading to successes and failures of the project.
Lump Sum Contracts — [Project Procurement Management] a type of contract in which the seller receive a pre-agreed amount of money, best for well-defined tasks. Management Reserve — [Project Cost Management] extra fund set aside in the project budget for unknown unknowns, must be authorized by management before spending. Matrix Diagrams — [Project Quality Management] a quality management tool by constructing relationships between various factors in a grid.
Matrix Organization an organizational structure where the project manager and the functional managers shares management responsibility; three types of matrixstrong, balanced and weak. Milestone — [Project Schedule Management] an important event in the project timeline that has no duration. Milestone List — [Project Schedule Management] a listing of milestones of the project. Mind Maps — [Project Quality Management] is a diagramming technique used to visually organize information to explore ideas.
Monte Carlo Simulation — [Project Risk Management] by making use of software simulation to run the project under different conditions multiple time to analyze possible project outcomes. Networking — [Project Resource Management] interact and communicate with others to get acquainted and build a relationship with them.
Nominal Group Technique — [Project Plan Stakeholder Engagement] a technique to faciliate gathering and organizing ideas from all participants to assist decision-making. Non-conformance — [Project Quality Management] the rework needed to be implemented as a result of not performing the activities correctly the first time, a type of cost of quality COQ. Opportunity — [Project Risk Management] a type of risk which is considered to have positive impact on the project, also known as a positive risk.
Ordinal Scale — [Project Risk Management] a relative scale for ranking risks i. Organizational Breakdown Structure OBS — [Project Scope Management] a hierarchical structure of the organization in the work breakdown structure WBS which is used for assigning work to resources for a project. Organizational Structures describes how the structure of the organization management, e.
Output the outcome e. Path Convergence — [Project Schedule Management] in the project network diagram where the path converge from two or more predecessor activities to one successor activity. Path Divergence — [Project Schedule Management] in the project network diagram where the path diverge from one predecessor activity to two or more successor activities.
Performing Organization — the organization direclty involved with the project. Phase-Gate — a checkpoint for reviewing the project and making the decision for the project to proceed to next phase or terminate. Portfolio — includes many programs, projects and operations grouped according to organizational strategic objectives.
Precedence Diagramming Method PDM — [Project Schedule Management] a diagramming technique for scheduling project activities according to logical relationship, e.
Precision — [Project Quality Management] indicate the exactness and consistency i. Predecessor Activity — [Project Schedule Management] the activity before a dependent activity in the project schedule. Prioritization Matrix — [Project Quality Management] define issues and alternatives that need to be prioritized for decision, items are given a priority score through brainstorming.
Probability — [Project Risk Management] a measurement scale of the likelihood of the occurrence of a risk. Probability and Impact Matrix — [Project Risk Management] a visual representation of the results from Risk Probability and Impact Assessments that assists the project team to prioritize risks.
Procedure — a series of steps to execute a process in a consistent manner. Process Analysis — [Project Quality Management] a technique for continual process improvement by systematically analyzing current processes.
Process Decision Program Charts — [Project Quality Management] a decision tree to systematically identify what might go wrong in the plan under development.
Process Improvement Plan — [Project Quality Management] defines the actions to be taken for analyzing processes and identifying improvements, it is a subsidiary plan of the Project Management Plan. Procurement Audits — [Project Procurement Management] a review of the contracting process with a view to ensure adherence to agreed procedures and identify ways to improve. Procurement Statement of Work SOW — [Project Procurement Management] document containing the necessary requirements to the sellers to facilitate their understanding of the requirements.
Product Analysis — [Project Scope Management] includes techniques such as product breakdown, systems analysis, requirements analysis, systems engineering, value engineering and value analysis to establish the feasibility of the product.
Program — a group of related projects and related activities managed together for synergy otherwise cannot be achieved by managing them individually. Progressive Elaboration — more details are added to the project plan as more information becomes available while the project progresses.
Project — a temporary undertaking to create a unique deliverable including product, service or result. Project Calendar — [Project Schedule Management] a document identifing the work periods available for resources to be assigned to scheduled activities.
Project Funding Requirements — [Project Cost Management] outlines the total amount of funding required for the project; derived from the cost baseline, management reserve and liabilities.
Project Governance — [Project Integration Management] the management framework including policies, regulations, functions, processes, procedures and responsibilities for project control and decision making. Project Management — by applying appropriate processes, tools, techniques, skills, knowledge, leadership and resources to strike for successful outcome for a project.
Project Management Information system PMIS — [Project Plan Stakeholder Engagement] a system can be manual or automated used to collect, distribute and store all project management information. Project Management Office PMO — an office within the performing organization providing guidance and support e. Project Manager PM — an individual who is accountable for delivering the project objectives successfully by leading the project team and managing the project work.
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