PMP Term Definition Certification Test Prep
Basic Concepts Project Roles Integration Mgmt Scope Mgmt Time Mgmt Cost Mgmt Quality Mgmt Human Resource Mgmt Communications Mgmt Risk Procurement Mgmt Code of Ethics All
Project Program Portfolio Project Management Triple Constraint Baseline historical information Lessons Learned Progressive Elaboration Project Manager Project Coordinator Project expeditor Project Sponsor Senior Mangement Stakeholder Functional Manager Project Office Program Manager Business Case Project Charter Project Mgmt Plan Change Requests Delphi Technique Normal Group Technique Decomposition Work Breakdown Structure Scope Baseline Project Network Diagram Precedence Diagramming Method AOA-ActivityONArrow Lead Lag Estimating, Analogous Estimating, Bottom-up Estimating, Parametric Estimating, Three-Point network path Critical Path Float(Slack) Free Float Negative Float Critical Path Mathod Critical Chain Method Schedule compression Resource leveling Scope Baseline GanttChart(bar chart) Milestone Schedule What-if Analysis Variance Value engineering Life-Cycle Costing Cost Aggregation Cumulative Prevention over inspection TQM kaizen JIT Six Sigma Three Sigma One sigma Statistical independance Group of programs to achieve a specific strategic business goal a department manager who OWNS project resources, administers human resource management responsibilities for employees <br /> A role weaker than the project manager, reports on project progress ithout authority to assign resources or spend funds Group of related projects The person ultimately responsible for the project, authorized to spend the budget and assign resources to accomplish project goals a person or group having an interest, whether positive or negative, in the result of the project approved or rejected in Perform Integrated Change Control. PM should influence factors that cause change and assess impact of changes on project Concepts that scope, time and cost are interrelated. One cannot change without affecting at least one of the others formal approved document defining how project is managed, executed and controlled Names and authorizes PM to expend resources to achieve project objectives market demand, business need, customer requirement, technology advance, legal requirement, ecological impact, social need responsible for programs, corrdinating several related projects to achieve a common goal information from previous projects used to evaluate future project decisions an iterative approach where planning happens in cycles rather than only up front a supporting or controlling department regarding methodologies, tools, standards, best practices and audits a role higher in organization than the project manager, prioritize projects, authorize PM, resolve organization conflicts and issues documented variances used to avoid variances in future projects Using skills, knowledge and resources to satisfy project requirements A role weaker than the project manager, may assign project resources but not authorized to spend funds responsible for funding the project series of schedule activities having relationship that carries through from project's start to finish A temporary group of related tasks undertaken to create a unique product, service or result gathering expert opinion without participants knowing who else is being polled. This prevents biasing opinions and groupthink path(s) of schedule activities where the delay of any one activity would delay the project's finish, the path of highest risk delaying the start of activity after finish preceding activity diagram of the schedule activities in the order they must be performed, can be AON or AOA high-level schedule showing only main schedule points estimate effort,duration, cost using past performance info, best on scalable or linear components situation of a schedule's activity's early finish being after a subsequent activity's early start estimating effort,duration, or cost at lower levels of schedule or WBS and aggregating upto summary WBS nodes difference between planned and actual, +=good, -=bad philosophy that is is less expensive to rpevent an error than to fix one aggressive schedule management based on managing schedule buffers and keeping resources fully applied combination of the original WBS, WBS dictionary and project scope statement and all approved changes starting on activity prior to finishingpreceding activity amount of time a schedule activity could be delayed without delaying the early start of a subsequent activity top-down, use historic info from similiar projects amount of time a schedule activity could be delayed without delaying the project finish schedule using horizontal bars to prepresent activities, bar length is duration and placement shows start and finish dates everyone in organization is responsible for quality Monte Carlo analysis/sim, computes lots of possible scenarios related to schedule rolling up activity costs to the WBS node they will be managed crashing(adding resources and cost) or Fast Tracking(adjust dependancies and increase risk)to shorted overall schedule Adjusting required resources to the level or resources available to the organization (lengthens schedule) schedule analysis to determine the critical path, overal schedule and each acticity's float look at total cost of wonership from purchase/creation to operations to disposal weighed average of effort, furation or cost(Pert)(P+4R+O)/6 Unanimity, majority, consensus, plurity and dictatorship constant process improvement combination of original WBS, WBS dictionary and project scope statement plus all approved changes getting the most project value in cost, qualitym schedule and benefit without sacrificing scope 317,500 defects per million, 68.25% meet specs Two outcomes are not dependant on one another from start of project to a point in time Network Diagram, activities represented by arrows, nodes are points in time Breaking down scope statement into smaller chunks 3.4 defects per mission, 99.99966% meet specs near zero inventorym no spares 2700 defects per million, 99.73% meet specs Network diagram where activities are represented by the nodes(rectangles) and the arrows are dependencies. AON - Activity On Node decomposition of deliverables increasing in detail for better estimating, assignment and tracking. Each node has a unique number. Work packages are smallest level original plan plus all approved changes