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CAPM Terms and ITTOs Flashcards
Handling disagreements and disputes to maintain a collaborative working environment
TCPI
A systematic technique for determining ways systems or processes might fail and the effects of those failures
Control Quality
Stakeholder Engagement Plan
Process of monitoring and recording results of quality management activities
Conflict Management
Estimate To Complete - the expected cost to finish all remaining project work
Failure Mode and Effect Analysis
Defines strategies to engage stakeholders based on needs and potential impact
ETC
To-Complete Performance Index - the cost performance that must be achieved to meet a specified management goal
| Front | Back |
| Acquire Resources | Process of obtaining team members supplies equipment and other resources needed |
| Activity Attributes | Characteristics that extend the description of the activity such as predecessors and successors |
| Affinity Diagrams | A tool that organizes ideas and data into natural groupings for analysis |
| Agile | An iterative approach to project management that delivers value incrementally through small frequent releases |
| Alternatives Analysis | A technique to evaluate different options to determine which is the most appropriate |
| Analogous Estimating | Using parameters from a similar project to estimate the same parameter for the current project |
| Assumption Log | A list of assumptions and constraints throughout a project |
| BAC | Budget At Completion - the total planned value for the project |
| Backlog | A prioritized list of features and requirements to be addressed in the project |
| Benchmarking | Comparing actual or planned practices to those of comparable organizations |
| Bidder Conference | A meeting with prospective sellers prior to proposal preparation to ensure clear understanding of procurement requirements |
| Bottom-up Estimating | Estimating individual work packages and then aggregating for higher-level components |
| Business Documents | Examples: Business Case or Benefits Management Plan |
| Business Value | The net quantifiable benefit derived from a business endeavor |
| Cause and Effect Diagram | A decomposition technique that helps trace an undesirable effect back to its root cause |
| Change Control Board | Group responsible for reviewing evaluating approving rejecting or deferring change requests |
| Change Request | A formal proposal to modify any document deliverable or baseline |
| Close Project or Phase | The process of finalizing all activities across all project management process groups |
| Collect Requirements | Process of determining documenting and managing stakeholder needs and requirements |
| Communication Methods | Approach used to share information among project stakeholders |
| Communication Technology | Specific tools equipment systems and software used to transfer information |
| Configuration Identification | Selecting and identifying the configuration items for the product or service |
| Configuration Management | A system of procedures and processes for controlling changes to deliverables and documentation |
| Configuration Management System | A subsystem of the overall project management system for identifying and controlling changes |
| Configuration Status Accounting | Formalized recording and reporting of configuration items and their details |
| Configuration Verification and Audit | Ensuring configuration items are properly established and meet their requirements |
| Conflict Management | Handling disagreements and disputes to maintain a collaborative working environment |
| Constraints | Factors that limit options such as a fixed budget timeline or scope |
| Contingency Reserve | Budget or time allocated to account for identified risks |
| Contract | A mutually binding agreement that obligates the seller to provide the specified product or service or result |
| Contract Change Control System | The process and tools used to collect analyze and manage contract changes |
| Control Chart | A graphic display of process data over time and against established control limits |
| Control Costs | Process of monitoring project costs and managing changes to cost baseline |
| Control Quality | Process of monitoring and recording results of quality management activities |
| Control Resources | Process of ensuring that physical resources are available as planned |
| Control Schedule | Process of monitoring project status to update progress and manage changes |
| Control Scope | Process of monitoring the status of the project and product scope |
| Cost Aggregation | Summing the lower-level cost estimates to establish high-level cost totals |
| CPI | Cost Performance Index - measure of cost efficiency expressed as ratio of earned value to actual cost |
| Crashing | A schedule compression technique that adds resources to critical path activities to reduce duration |
| Create WBS | Process of subdividing project deliverables and project work into smaller more manageable components |
| Critical Chain Method | A schedule network analysis technique that modifies the project schedule to account for limited resources |
| Critical Path | The sequence of activities that represents the longest path through a project |
| CV | Cost Variance - the difference between earned value and actual cost |
| Data Date | The point in time that separates actual (historical) data from future (forecast) data |
| Decision Tree Analysis | A diagram that shows the implications of choosing one or another alternative |
| Decomposition | A technique used to divide and subdivide the project scope and deliverables into smaller more manageable parts |
| Defect | An imperfection or deficiency that causes a component to fail to meet its requirements or specifications |
| Define Activities | Process of identifying and documenting the specific actions to be performed |
| Define Scope | Process of developing a detailed description of the project and product |
| Deliverable | Any unique and verifiable product result or service result that must be produced to complete a process phase or project |
| Delphi Technique | A consensus-building technique where experts anonymously provide estimates and feedback |
| Develop Project Management Plan | The process of defining preparing and coordinating all subsidiary plans |
| Develop Team | Process of improving competencies team interaction and overall team environment |
| Direct and Manage Project Work | The process of leading and performing the work defined in the project management plan |
| EAC | Estimate At Completion - the expected total cost of the project at completion |
| Earned Value Management | Technique for measuring project performance against scope schedule and cost baselines |
| EEFs | Enterprise Environmental Factors that influence project success |
| Estimate Activity Resources | Process of estimating resources required for each activity |
| ETC | Estimate To Complete - the expected cost to finish all remaining project work |
| EVM | Earned Value Management - a methodology that combines scope schedule and resource measurements to assess project performance |
| Expert Judgment | A technique relying on knowledge provided by experts |
| Failure Mode and Effect Analysis | A systematic technique for determining ways systems or processes might fail and the effects of those failures |
| Fast Tracking | A schedule compression technique where phases or activities normally done in sequence are performed in parallel |
| Float | Amount of time an activity can be delayed without delaying the project end date |
| Force Field Analysis | A technique for identifying forces that help or hinder achieving an objective |
| Gold Plating | Adding features that weren't requested and don't increase value |
| Governance | The framework policies procedures and functions by which an organization is directed and controlled |
| Histogram | A bar chart showing the distribution of numerical data |
| Identify Risks | Process of determining which risks may affect the project and documenting their characteristics |
| Implement Risk Responses | Process of implementing agreed-upon risk response plans |
| Information Distribution | Making needed information available to project stakeholders in a timely manner |
| Information Management | Processes to create collect distribute store retrieve and disposition of project information |
| Issue | A point or matter in question or dispute that needs to be resolved |
| Issue Log | Document where project issues are recorded tracked and addressed |
| Knowledge Area | An identified area of project management defined by its knowledge requirements and described in terms of its component processes practices inputs outputs tools and techniques |
| Lag | A modification to a logical relationship that directs a delay in the successor activity |
| Lead | A modification to a logical relationship that allows acceleration of the successor activity |
| Lifecycle Costing | A technique for evaluating between alternatives by considering all costs from acquisition through operation to disposal |
| Make-or-Buy Analysis | The process of gathering and analyzing information to determine whether to produce a product in-house or purchase it |
| Manage Communications | Process of ensuring timely and appropriate collection creation distribution storage retrieval management and disposition of project information |
| Manage Quality | Process of translating quality plan into executable quality activities |
| Manage Team | Process of tracking team performance providing feedback resolving issues and managing changes |
| Management Reserve | Budget or time allocated to account for unidentified risks and uncertainty |
| Meetings | A tool for exchanging information and discussing project topics |
| Milestone | Significant point or event in a project schedule |
| Mind Mapping | A technique that enhances brainstorming and makes connections between ideas |
| Monitor and Control Project Work | The process of tracking reviewing and reporting the progress to meet performance objectives |
| Monitor Communications | Process of ensuring the information needs of the project and its stakeholders are met |
| Monitor Risks | Process of monitoring implementing risk responses tracking risks and evaluating effectiveness |
| Monte Carlo Analysis | A simulation technique that calculates multiple project outcomes using probability distributions |
| Multi-criteria Decision Analysis | A technique using a decision matrix to evaluate multiple criteria for decision making |
| Negotiation | A strategy and process between parties to resolve disputes or reach agreements |
| Network Diagram | Visual representation of project activities and their logical dependencies |
| Nominal Group Technique | A group decision-making technique that helps prioritize ideas |
| OPAs | Organizational Process Assets that can affect project decisions |
| Organizational Breakdown Structure | A hierarchical representation of the organization arranged to relate work packages to performing units |
| Parametric Estimating | Using statistical relationships between historical data and variables to calculate estimates |
| Pareto Chart | A histogram that ranks causes from most significant to least significant |
| Perform Integrated Change Control | The process of reviewing change requests approving changes and managing changes |
| Perform Qualitative Risk Analysis | Process of prioritizing risks for further analysis by assessing probability and impact |
| Perform Quantitative Risk Analysis | Process of numerically analyzing the effect of identified risks on overall project objectives |
| Performance Reporting | Collecting and distributing performance information including status reports progress measurements and forecasts |
| PERT | Program Evaluation and Review Technique used for estimating activity durations using weighted average of optimistic most likely and pessimistic estimates |
| Plan Communications Management | Process of developing an appropriate approach and plan for project communications |
| Plan Resource Management | Process of defining how to estimate acquire manage and utilize resources |
| Plan Risk Responses | Process of developing options and actions to enhance opportunities and reduce threats |
| PMBOK | Project Management Body of Knowledge - a set of standard terminology and guidelines for project management |
| PMIS | Project Management Information System - tools that collect organize and distribute project information |
| Portfolio | A collection of projects and programs managed to achieve strategic objectives |
| Power/Interest Grid | A stakeholder analysis and classification model showing interest level and power of stakeholders |
| Precedence Diagramming Method (PDM) | Schedule network diagramming technique where activities are represented by nodes |
| Probability and Impact Matrix | Grid for mapping probability and impact of risks to prioritize them |
| Process Analysis | A systematic examination of process components to understand how they interact and relate |
| Procurement Audit | A structured review of the procurement process from planning through contract administration |
| Procurement Management Plan | Describes how procurement processes will be managed |
| Procurement Negotiation | Process of reaching mutual agreement through discussion between buyer and seller |
| Product Analysis | Breaking down the product into components to better understand it |
| Program | A group of related projects managed in a coordinated way |
| Progressive Elaboration | Refining and further detailing a plan as more information is available |
| Project | A temporary endeavor undertaken to create a unique product or service |
| Project Charter | Document that formally authorizes the project |
| Project Governance | The framework functions and processes that guide project management activities |
| Project Life Cycle | The series of phases that a project passes through from its initiation to its closure |
| Project Management Plan | Document that integrates and consolidates all subsidiary plans and baselines for a project |
| Project Schedule Management | Processes required to manage the timely completion of the project |
| Project Scope Management | Processes required to ensure the project includes all the work required to complete the project successfully |
| Quality Checklists | Structured tools used to verify required steps have been performed |
| Quality Control Measurements | Results of quality control activities in the format specified during planning |
| Quality Management Plan | Describes how quality policies will be implemented during the project |
| Quality Metrics | Operational definitions that describe attributes of the product or project |
| RACI Chart | A type of responsibility assignment matrix showing who is Responsible Accountable Consulted and Informed |
| Request for Proposal | A document used to solicit proposals from prospective sellers for a deliverable |
| Requirements Documentation | Describes how individual requirements meet business needs for the project |
| Reserve Analysis | A technique to determine the amount of contingency and management reserves needed |
| Residual Risk | Risk that remains after risk responses have been implemented |
| Resource Histogram | Bar chart showing the amount of time a resource is scheduled during specific time periods |
| Resource Leveling | Technique that adjusts start and finish dates to address resource constraints |
| Resource Smoothing | A technique that adjusts activities within their float without changing the project end date |
| Responsibility Assignment Matrix | A grid that shows project resources assigned to each work package |
| Risk Appetite | The degree of uncertainty an organization or individual is willing to accept |
| Risk Attitude | An organization's or individual's approach to assessing and eventually pursuing handling or refusing risk |
| Risk Breakdown Structure | Hierarchical representation of risks according to their risk categories |
| Risk Owner | A person assigned to monitor risk factors respond to triggers and report on the status of risk |
| Risk Register | Document where results of risk analysis and risk response planning are recorded |
| Risk Threshold | The level of risk exposure above which risks require response |
| Risk Trigger | An event or condition that signals that a risk is about to occur |
| Rolling Wave Planning | Iterative planning technique where near-term work is planned in detail while future work is planned at higher level |
| Rolling Wave Planning | Iterative planning technique where near-term work is planned in detail while future work is planned at higher level |
| Salience Model | A stakeholder analysis model based on power urgency and legitimacy |
| Scatter Diagram | A graph showing the relationship between two variables |
| Schedule Baseline | The approved version of the project schedule model |
| Scope Baseline | Includes scope statement WBS and WBS dictionary |
| Scope Creep | The uncontrolled expansion of project scope without adjustments to time cost and resources |
| Secondary Risk | A risk that arises as a direct result of implementing a risk response |
| Sequence Activities | Process of identifying and documenting relationships among project activities |
| SPI | Schedule Performance Index - measure of schedule efficiency expressed as ratio of earned value to planned value |
| Stakeholder Analysis | Systematic gathering and analyzing of information to determine whose interests should be considered throughout the project |
| Stakeholder Engagement Plan | Defines strategies to engage stakeholders based on needs and potential impact |
| Standard Deviation | A measure that quantifies the amount of variation of a set of data values |
| Statement of Work | A narrative description of products services or results to be delivered by the project |
| SV | Schedule Variance - the difference between earned value and planned value |
| TCPI | To-Complete Performance Index - the cost performance that must be achieved to meet a specified management goal |
| Team Development | Improving competencies team member interactions and the team environment |
| Three-Point Estimating | Using optimistic most likely and pessimistic estimates to determine range and risks |
| To-Complete Performance Index | A measure of the cost performance that must be achieved with the remaining resources |
| VAC | Variance At Completion - the projected amount of budget deficit or surplus |
| Validate Scope | Formalizing acceptance of the completed project deliverables |
| Validated Deliverables | Completed deliverables that have been checked and confirmed as correct |
| Verify Scope | Process of formalizing acceptance of the completed project deliverables |
| WBS | Work Breakdown Structure - a hierarchical decomposition of the total scope of work |
| Work Performance Data | Raw observations and measurements identified during project work execution |
| Work Performance Information | Performance data analyzed in context to generate meaningful information |
| Work Performance Reports | Physical or electronic representation of project status and outcomes |
| Workflow Diagram | A graphical representation showing the flow of work through the project or process |
Front
OPAs
Click the card to flip
Back
Organizational Process Assets that can affect project decisions
Front
Work Performance Information
Back
Performance data analyzed in context to generate meaningful information
Front
Defect
Back
An imperfection or deficiency that causes a component to fail to meet its requirements or specifications
Front
Lead
Back
A modification to a logical relationship that allows acceleration of the successor activity
Front
Failure Mode and Effect Analysis
Back
A systematic technique for determining ways systems or processes might fail and the effects of those failures
Front
Histogram
Back
A bar chart showing the distribution of numerical data
Front
To-Complete Performance Index
Back
A measure of the cost performance that must be achieved with the remaining resources
Front
TCPI
Back
To-Complete Performance Index - the cost performance that must be achieved to meet a specified management goal
Front
Multi-criteria Decision Analysis
Back
A technique using a decision matrix to evaluate multiple criteria for decision making
Front
Quality Control Measurements
Back
Results of quality control activities in the format specified during planning
Front
Perform Integrated Change Control
Back
The process of reviewing change requests approving changes and managing changes
Front
Contract
Back
A mutually binding agreement that obligates the seller to provide the specified product or service or result
Front
Control Quality
Back
Process of monitoring and recording results of quality management activities
Front
Salience Model
Back
A stakeholder analysis model based on power urgency and legitimacy
Front
Performance Reporting
Back
Collecting and distributing performance information including status reports progress measurements and forecasts
Front
Scope Baseline
Back
Includes scope statement WBS and WBS dictionary
Front
Make-or-Buy Analysis
Back
The process of gathering and analyzing information to determine whether to produce a product in-house or purchase it
Front
Benchmarking
Back
Comparing actual or planned practices to those of comparable organizations
Front
Bidder Conference
Back
A meeting with prospective sellers prior to proposal preparation to ensure clear understanding of procurement requirements
Front
Lag
Back
A modification to a logical relationship that directs a delay in the successor activity
Front
Product Analysis
Back
Breaking down the product into components to better understand it
Front
Configuration Management System
Back
A subsystem of the overall project management system for identifying and controlling changes
Front
RACI Chart
Back
A type of responsibility assignment matrix showing who is Responsible Accountable Consulted and Informed
Front
Implement Risk Responses
Back
Process of implementing agreed-upon risk response plans
Front
Project Charter
Back
Document that formally authorizes the project
Front
Scatter Diagram
Back
A graph showing the relationship between two variables
Front
Delphi Technique
Back
A consensus-building technique where experts anonymously provide estimates and feedback
Front
Issue Log
Back
Document where project issues are recorded tracked and addressed
Front
Critical Path
Back
The sequence of activities that represents the longest path through a project
Front
Conflict Management
Back
Handling disagreements and disputes to maintain a collaborative working environment
Front
Sequence Activities
Back
Process of identifying and documenting relationships among project activities
Front
Mind Mapping
Back
A technique that enhances brainstorming and makes connections between ideas
Front
Schedule Baseline
Back
The approved version of the project schedule model
Front
CPI
Back
Cost Performance Index - measure of cost efficiency expressed as ratio of earned value to actual cost
Front
Control Schedule
Back
Process of monitoring project status to update progress and manage changes
Front
Knowledge Area
Back
An identified area of project management defined by its knowledge requirements and described in terms of its component processes practices inputs outputs tools and techniques
Front
PMIS
Back
Project Management Information System - tools that collect organize and distribute project information
Front
Crashing
Back
A schedule compression technique that adds resources to critical path activities to reduce duration
Front
Develop Project Management Plan
Back
The process of defining preparing and coordinating all subsidiary plans
Front
Earned Value Management
Back
Technique for measuring project performance against scope schedule and cost baselines
Front
Procurement Audit
Back
A structured review of the procurement process from planning through contract administration
Front
Plan Resource Management
Back
Process of defining how to estimate acquire manage and utilize resources
Front
Backlog
Back
A prioritized list of features and requirements to be addressed in the project
Front
CV
Back
Cost Variance - the difference between earned value and actual cost
Front
Risk Attitude
Back
An organization's or individual's approach to assessing and eventually pursuing handling or refusing risk
Front
Work Performance Data
Back
Raw observations and measurements identified during project work execution
Front
Expert Judgment
Back
A technique relying on knowledge provided by experts
Front
Manage Quality
Back
Process of translating quality plan into executable quality activities
Front
Control Resources
Back
Process of ensuring that physical resources are available as planned
Front
EAC
Back
Estimate At Completion - the expected total cost of the project at completion
Front
Data Date
Back
The point in time that separates actual (historical) data from future (forecast) data
Front
Project Scope Management
Back
Processes required to ensure the project includes all the work required to complete the project successfully
Front
Deliverable
Back
Any unique and verifiable product result or service result that must be produced to complete a process phase or project
Front
PERT
Back
Program Evaluation and Review Technique used for estimating activity durations using weighted average of optimistic most likely and pessimistic estimates
Front
Management Reserve
Back
Budget or time allocated to account for unidentified risks and uncertainty
Front
Stakeholder Engagement Plan
Back
Defines strategies to engage stakeholders based on needs and potential impact
Front
Monte Carlo Analysis
Back
A simulation technique that calculates multiple project outcomes using probability distributions
Front
Requirements Documentation
Back
Describes how individual requirements meet business needs for the project
Front
Monitor Risks
Back
Process of monitoring implementing risk responses tracking risks and evaluating effectiveness
Front
Configuration Status Accounting
Back
Formalized recording and reporting of configuration items and their details
Front
Project Management Plan
Back
Document that integrates and consolidates all subsidiary plans and baselines for a project
Front
Work Performance Reports
Back
Physical or electronic representation of project status and outcomes
Front
Network Diagram
Back
Visual representation of project activities and their logical dependencies
Front
Configuration Management
Back
A system of procedures and processes for controlling changes to deliverables and documentation
Front
Create WBS
Back
Process of subdividing project deliverables and project work into smaller more manageable components
Front
EVM
Back
Earned Value Management - a methodology that combines scope schedule and resource measurements to assess project performance
Front
Statement of Work
Back
A narrative description of products services or results to be delivered by the project
Front
Contract Change Control System
Back
The process and tools used to collect analyze and manage contract changes
Front
Risk Owner
Back
A person assigned to monitor risk factors respond to triggers and report on the status of risk
Front
Organizational Breakdown Structure
Back
A hierarchical representation of the organization arranged to relate work packages to performing units
Front
Meetings
Back
A tool for exchanging information and discussing project topics
Front
Constraints
Back
Factors that limit options such as a fixed budget timeline or scope
Front
Configuration Verification and Audit
Back
Ensuring configuration items are properly established and meet their requirements
Front
SV
Back
Schedule Variance - the difference between earned value and planned value
Front
Change Request
Back
A formal proposal to modify any document deliverable or baseline
Front
BAC
Back
Budget At Completion - the total planned value for the project
Front
Resource Histogram
Back
Bar chart showing the amount of time a resource is scheduled during specific time periods
Front
SPI
Back
Schedule Performance Index - measure of schedule efficiency expressed as ratio of earned value to planned value
Front
Agile
Back
An iterative approach to project management that delivers value incrementally through small frequent releases
Front
Program
Back
A group of related projects managed in a coordinated way
Front
Stakeholder Analysis
Back
Systematic gathering and analyzing of information to determine whose interests should be considered throughout the project
Front
Team Development
Back
Improving competencies team member interactions and the team environment
Front
Identify Risks
Back
Process of determining which risks may affect the project and documenting their characteristics
Front
Configuration Identification
Back
Selecting and identifying the configuration items for the product or service
Front
Quality Checklists
Back
Structured tools used to verify required steps have been performed
Front
Manage Communications
Back
Process of ensuring timely and appropriate collection creation distribution storage retrieval management and disposition of project information
Front
Precedence Diagramming Method (PDM)
Back
Schedule network diagramming technique where activities are represented by nodes
Front
Quality Metrics
Back
Operational definitions that describe attributes of the product or project
Front
Monitor and Control Project Work
Back
The process of tracking reviewing and reporting the progress to meet performance objectives
Front
Issue
Back
A point or matter in question or dispute that needs to be resolved
Front
Workflow Diagram
Back
A graphical representation showing the flow of work through the project or process
Front
Business Value
Back
The net quantifiable benefit derived from a business endeavor
Front
Business Documents
Back
Examples: Business Case or Benefits Management Plan
Front
WBS
Back
Work Breakdown Structure - a hierarchical decomposition of the total scope of work
Front
Rolling Wave Planning
Back
Iterative planning technique where near-term work is planned in detail while future work is planned at higher level
Front
Cost Aggregation
Back
Summing the lower-level cost estimates to establish high-level cost totals
Front
Three-Point Estimating
Back
Using optimistic most likely and pessimistic estimates to determine range and risks
Front
Acquire Resources
Back
Process of obtaining team members supplies equipment and other resources needed
Front
Portfolio
Back
A collection of projects and programs managed to achieve strategic objectives
Front
Manage Team
Back
Process of tracking team performance providing feedback resolving issues and managing changes
Front
Plan Communications Management
Back
Process of developing an appropriate approach and plan for project communications
Front
Analogous Estimating
Back
Using parameters from a similar project to estimate the same parameter for the current project
Front
Perform Quantitative Risk Analysis
Back
Process of numerically analyzing the effect of identified risks on overall project objectives
Front
Direct and Manage Project Work
Back
The process of leading and performing the work defined in the project management plan
Front
Fast Tracking
Back
A schedule compression technique where phases or activities normally done in sequence are performed in parallel
Front
Monitor Communications
Back
Process of ensuring the information needs of the project and its stakeholders are met
Front
Risk Trigger
Back
An event or condition that signals that a risk is about to occur
Front
Pareto Chart
Back
A histogram that ranks causes from most significant to least significant
Front
Reserve Analysis
Back
A technique to determine the amount of contingency and management reserves needed
Front
Critical Chain Method
Back
A schedule network analysis technique that modifies the project schedule to account for limited resources
Front
VAC
Back
Variance At Completion - the projected amount of budget deficit or surplus
Front
Project Governance
Back
The framework functions and processes that guide project management activities
Front
Affinity Diagrams
Back
A tool that organizes ideas and data into natural groupings for analysis
Front
Define Scope
Back
Process of developing a detailed description of the project and product
Front
Resource Leveling
Back
Technique that adjusts start and finish dates to address resource constraints
Front
Information Distribution
Back
Making needed information available to project stakeholders in a timely manner
Front
Information Management
Back
Processes to create collect distribute store retrieve and disposition of project information
Front
Project Life Cycle
Back
The series of phases that a project passes through from its initiation to its closure
Front
Process Analysis
Back
A systematic examination of process components to understand how they interact and relate
Front
Rolling Wave Planning
Back
Iterative planning technique where near-term work is planned in detail while future work is planned at higher level
Front
Validated Deliverables
Back
Completed deliverables that have been checked and confirmed as correct
Front
EEFs
Back
Enterprise Environmental Factors that influence project success
Front
Responsibility Assignment Matrix
Back
A grid that shows project resources assigned to each work package
Front
Risk Breakdown Structure
Back
Hierarchical representation of risks according to their risk categories
Front
Perform Qualitative Risk Analysis
Back
Process of prioritizing risks for further analysis by assessing probability and impact
Front
Close Project or Phase
Back
The process of finalizing all activities across all project management process groups
Front
Resource Smoothing
Back
A technique that adjusts activities within their float without changing the project end date
Front
Activity Attributes
Back
Characteristics that extend the description of the activity such as predecessors and successors
Front
Assumption Log
Back
A list of assumptions and constraints throughout a project
Front
Project
Back
A temporary endeavor undertaken to create a unique product or service
Front
Control Scope
Back
Process of monitoring the status of the project and product scope
Front
Plan Risk Responses
Back
Process of developing options and actions to enhance opportunities and reduce threats
Front
Estimate Activity Resources
Back
Process of estimating resources required for each activity
Front
Develop Team
Back
Process of improving competencies team interaction and overall team environment
Front
Verify Scope
Back
Process of formalizing acceptance of the completed project deliverables
Front
Lifecycle Costing
Back
A technique for evaluating between alternatives by considering all costs from acquisition through operation to disposal
Front
Negotiation
Back
A strategy and process between parties to resolve disputes or reach agreements
Front
Scope Creep
Back
The uncontrolled expansion of project scope without adjustments to time cost and resources
Front
Parametric Estimating
Back
Using statistical relationships between historical data and variables to calculate estimates
Front
Contingency Reserve
Back
Budget or time allocated to account for identified risks
Front
Nominal Group Technique
Back
A group decision-making technique that helps prioritize ideas
Front
Force Field Analysis
Back
A technique for identifying forces that help or hinder achieving an objective
Front
Collect Requirements
Back
Process of determining documenting and managing stakeholder needs and requirements
Front
Communication Methods
Back
Approach used to share information among project stakeholders
Front
Decomposition
Back
A technique used to divide and subdivide the project scope and deliverables into smaller more manageable parts
Front
Governance
Back
The framework policies procedures and functions by which an organization is directed and controlled
Front
ETC
Back
Estimate To Complete - the expected cost to finish all remaining project work
Front
Procurement Management Plan
Back
Describes how procurement processes will be managed
Front
Communication Technology
Back
Specific tools equipment systems and software used to transfer information
Front
Risk Appetite
Back
The degree of uncertainty an organization or individual is willing to accept
Front
Cause and Effect Diagram
Back
A decomposition technique that helps trace an undesirable effect back to its root cause
Front
Quality Management Plan
Back
Describes how quality policies will be implemented during the project
Front
Bottom-up Estimating
Back
Estimating individual work packages and then aggregating for higher-level components
Front
Change Control Board
Back
Group responsible for reviewing evaluating approving rejecting or deferring change requests
Front
Request for Proposal
Back
A document used to solicit proposals from prospective sellers for a deliverable
Front
Milestone
Back
Significant point or event in a project schedule
Front
Project Schedule Management
Back
Processes required to manage the timely completion of the project
Front
Control Costs
Back
Process of monitoring project costs and managing changes to cost baseline
Front
Risk Register
Back
Document where results of risk analysis and risk response planning are recorded
Front
Power/Interest Grid
Back
A stakeholder analysis and classification model showing interest level and power of stakeholders
Front
Residual Risk
Back
Risk that remains after risk responses have been implemented
Front
Risk Threshold
Back
The level of risk exposure above which risks require response
Front
Standard Deviation
Back
A measure that quantifies the amount of variation of a set of data values
Front
Define Activities
Back
Process of identifying and documenting the specific actions to be performed
Front
PMBOK
Back
Project Management Body of Knowledge - a set of standard terminology and guidelines for project management
Front
Control Chart
Back
A graphic display of process data over time and against established control limits
Front
Progressive Elaboration
Back
Refining and further detailing a plan as more information is available
Front
Float
Back
Amount of time an activity can be delayed without delaying the project end date
Front
Procurement Negotiation
Back
Process of reaching mutual agreement through discussion between buyer and seller
Front
Validate Scope
Back
Formalizing acceptance of the completed project deliverables
Front
Gold Plating
Back
Adding features that weren't requested and don't increase value
Front
Secondary Risk
Back
A risk that arises as a direct result of implementing a risk response
Front
Alternatives Analysis
Back
A technique to evaluate different options to determine which is the most appropriate
Front
Decision Tree Analysis
Back
A diagram that shows the implications of choosing one or another alternative
Front
Probability and Impact Matrix
Back
Grid for mapping probability and impact of risks to prioritize them
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These flashcard will cover CAPM Terms and ITTOs, covering any terms or definitions you may see on the CAPM exam and all standard Inputs, Tools & Techniques, and Outputs (ITTOs).