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CAPM Terms and ITTOs Flashcards
CAPM Flashcards
Study our CAPM Terms and ITTOs flashcards for the CAPM exam with 174+ flashcards. View as flashcards, a searchable table, or as a fun matching game.
| 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 |
| 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 |
About the Flashcards
Flashcards for the CAPM exam cover the core language and artifacts of professional project management. You'll revisit distinctions among projects, programs, and portfolios; explore key documents such as business cases, project charters, and management plans; and refresh terminology around EEFs, OPAs, baselines, and performance data used throughout the project life cycle.
The deck then walks through PMBOK-aligned knowledge areas-scope, schedule, cost, quality, resource, communications, risk, procurement, and stakeholder engagement-together with agile concepts, estimating methods, earned value metrics, and change control tools. By drilling these concise cards you reinforce definitions, processes, and formulas most likely to appear on test day.
Topics covered in this flashcard deck:
- Project charter & documents
- Scope, schedule, cost control
- Risk and quality management
- Resource & stakeholder engagement
- Procurement and contracts
- Agile and earned value