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CAPM Terms and ITTOs Flashcards
CAPM Flashcards
| 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 |
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).