PMP Flashcards

To develop an approximation of the financial resources needed to complete project activities.

The amount of time an activity can be delayed without delaying the project finish date.

It ensures goods and services are acquired efficiently, legally, and strategically to support project objectives.

A group of related projects managed in a coordinated way to obtain benefits not available from managing them individually.

The physical or electronic representations of project performance information compiled from work performance data.

Adjusting the project schedule to address resource constraints and balance demand with availability.

The process-oriented activities that ensure quality standards are being followed.

To track, review, and regulate project performance and identify areas needing changes.

To document project procurement decisions, specify the approach, and identify potential sellers.

The Stakeholder Register.

To prioritize risks for further analysis or action based on their probability and impact.

Deliverables.

A temporary endeavor undertaken to create a unique product, service, or result.

An uncertain event or condition that, if it occurs, has a positive or negative effect on project objectives.

A documented justification for undertaking a project, outlining expected benefits, costs, and risks.

Pre-assignment occurs when resources are designated in advance; acquisition happens during project execution.

Because effective resource management ensures the right people and materials are available, engaged, and optimized for delivery.

To track identified risks, monitor residual risks, identify new risks, and evaluate response plan effectiveness.

Performing activities in parallel that were originally planned to be done sequentially.

1. Plan Schedule Management 2. Define Activities 3. Sequence Activities 4. Estimate Activity Durations 5. Develop Schedule 6. Control Schedule

CV = EV – AC.

It ensures the message was understood and allows clarification when needed.

The processes required to manage the timely completion of the project.

1. Plan Resource Management 2. Estimate Activity Resources 3. Acquire Resources 4. Develop Team 5. Manage Team 6. Control Resources

To obtain team members, facilities, equipment, materials, and other resources required to complete the work.

The Project Charter.

The application of knowledge, skills, tools, and techniques to project activities to meet project requirements.

Because engaged stakeholders contribute to decision-making, reduce risks, and increase project acceptance.

To define how scope will be defined, validated, and controlled.

Detailed information about each activity, such as predecessors, successors, constraints, and resources.

Collaborate/Problem Solve.

Corrective actions realign project performance with the plan; preventive actions reduce the probability of future deviations.

Estimating based on the cost of similar previous projects.

The forecasted total cost of the project based on current performance.

To define how project resources will be estimated, acquired, managed, and controlled.

Interactive, Push, and Pull.

The processes required to identify all people or organizations impacted by the project and manage their expectations and engagement.

To translate the quality management plan into actionable quality activities that ensure project deliverables meet expectations.

Risks that remain after risk response actions have been implemented.

To formally start a new project or phase and authorize the project manager to proceed.

High participation rates, positive feedback, reduced resistance, and timely issue resolution.

Manage Team deals with human resource performance; Control Resources deals with physical resource utilization.

The Executing Process Group.

1. Plan Risk Management 2. Identify Risks 3. Perform Qualitative Risk Analysis 4. Perform Quantitative Risk Analysis 5. Plan Risk Responses 6. Implement Risk Responses 7. Monitor Risks

Unaware, Resistant, Neutral, Supportive, and Leading.

The Project Management Plan.

Because clear, consistent, and timely communication fosters trust, reduces conflict, and aligns expectations.

To ensure effective communication among stakeholders and maintain transparency.

The sequence of activities that determines the shortest possible duration of the project.

To finalize all project activities and formally close the project or phase.

Initiating Process Group.

Using statistical relationships between historical data and other variables (e.g., cost per unit) to estimate costs.

Any unique and verifiable product, result, or capability required to complete a process, phase, or project.

Project communications, issue logs, and updates to project documents and plans.

The processes to identify, acquire, and manage the physical and human resources needed for successful project completion.

Requirements Documentation and the Requirements Traceability Matrix.

Quality measures how well requirements are met; grade describes a category with the same functional use but different technical characteristics.

The approved version of a plan used for comparison to actual performance.

Cost-benefit analysis, cause-and-effect diagrams, flowcharts, check sheets, histograms, control charts, and Pareto diagrams.

To ensure information is distributed, received, and understood as intended.

A grid that links product requirements from their origin to the deliverables that fulfill them.

Stakeholder requirements, communication methods, frequency, technologies, escalation processes, and responsibilities.

It enhances customer satisfaction, reduces rework, and improves efficiency and reputation.

To formally accept completed deliverables.

To identify quality requirements and standards and document how the project will demonstrate compliance.

It ensures satisfaction, acceptance, and formal sign-off on deliverables.

To improve team competencies, interaction, and overall performance.

1. Plan Quality Management 2. Manage Quality 3. Control Quality

A detailed description of the work or services to be procured.

A tool comparing current and desired engagement levels for each stakeholder.

Work Performance Information.

Change control systems, contract change control boards, and performance reviews.

Because proactive risk management reduces uncertainty, improves decision-making, and enhances resilience.

Effort is the total labor hours required; duration is the time between start and finish, accounting for resource availability.

1. Plan Cost Management 2. Estimate Costs 3. Determine Budget 4. Control Costs

The project manager leads communication, relationship-building, and alignment between stakeholders and project objectives.

To ensure information needs are met and communications remain effective and appropriate.

To obtain seller responses, select a seller, and award a contract.

The Project Scope Statement.

Continuously throughout the project.

The Stakeholder Engagement Plan.

A project is temporary and unique; operations are ongoing and repetitive.

A model describing stages of team development: Forming, Storming, Norming, Performing, and Adjourning.

To estimate the type and quantities of materials, human resources, equipment, and supplies required for each activity.

Contingency reserves address identified risks; management reserves cover unforeseen work within the project scope.

Scope, Time, and Cost.

The processes required to purchase or acquire products, services, or results from outside the project team.

To numerically analyze the combined effect of identified risks on overall project objectives.

Interviews, focus groups, facilitated workshops, questionnaires, prototypes, and observations.

Business documents (business case, benefits management plan), agreements, enterprise environmental factors, and organizational process assets.

Internal/External and Formal/Informal.

To monitor process stability and identify whether variations are within acceptable limits.

Work Performance Information.

The uncontrolled expansion of project scope without adjustments to time, cost, and resources.

To ensure that physical resources are assigned and used as planned.

Procurement Management Plan, Procurement Strategy, Bid Documents, and Make-or-Buy Decisions.

Expert judgment, analogous estimating, parametric estimating, bottom-up estimating, and three-point estimating.

A framework consisting of sender, message, medium, receiver, noise, and feedback.

To provide a detailed description of project deliverables and work required to create them.

If seven consecutive points fall on one side of the mean, the process may be out of control.

The processes of identifying, analyzing, and responding to project risks to minimize threats and maximize opportunities.

Information stored in a central location where recipients retrieve it as needed.

1. Fixed-Price (FP) 2. Cost-Reimbursable (CR) 3. Time and Materials (T&M)

To define how risk management activities will be conducted for the project.

Engage closely, keep satisfied, keep informed, and monitor with minimal effort.

Planned Value (PV), Earned Value (EV), and Actual Cost (AC).

A hierarchical representation of resources by category and type.

To determine who the stakeholders are, what their interests and influence levels are, and how they may affect the project.

Scope Baseline and Project Documents Updates.

The Planning Process Group.

To subdivide project deliverables into smaller, more manageable components.

To define how the project will be executed, monitored, and controlled.

To monitor project costs and manage changes to the cost baseline.

A technique to determine whether project work should be performed internally or purchased externally.

A technique that identifies the sequence of activities that determines the minimum project duration.

The technique of comparing planned results with actual results to determine performance deviations.

SPI = EV ÷ PV.

To lead the team that is responsible for achieving the project objectives.

A model that classifies stakeholders based on power, legitimacy, and urgency.

To determine the communication needs of stakeholders and define how information will be shared.

An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives.

Manage Quality focuses on process quality assurance; Control Quality focuses on product verification.

Any individual, group, or organization that can affect, be affected by, or perceive itself to be affected by a project.

The process of reviewing, approving, and managing changes to deliverables, documents, and baselines.

Because it ensures resources are used efficiently and prevents rework, delays, and stakeholder dissatisfaction.

Selected Sellers and Signed Agreements.

Estimating the cost of individual work packages or activities and aggregating them to higher levels.

A system for managing changes to product specifications and ensuring that deliverables remain consistent and traceable.

Also known as a fishbone or Ishikawa diagram, it identifies root causes of quality problems.

Approved Change Requests.

An ongoing effort to enhance processes, products, or services through small, incremental changes.

To establish policies and procedures for planning, developing, managing, executing, and controlling the schedule.

The features and functions that characterize a product, service, or result.

Structured reviews to examine the procurement process for efficiency, compliance, and lessons learned.

A technique that uses three estimates: optimistic, most likely, and pessimistic.

Avoid, Transfer, Mitigate, and Accept.

Initiating, Planning, Executing, Monitoring and Controlling, and Closing.

1. Finish-to-Start (FS) 2. Start-to-Start (SS) 3. Finish-to-Finish (FF) 4. Start-to-Finish (SF)

The Risk Register.

1. Plan Communications Management 2. Manage Communications 3. Monitor Communications

The Resource Requirements document.

Exploit, Share, Enhance, and Accept.

Scope verification is concerned with acceptance of deliverables, while quality control checks for correctness.

The processes required to ensure timely and appropriate planning, collection, creation, distribution, storage, and ultimate disposition of project information.

Verified Deliverables and Work Performance Data.

To monitor the project’s progress and manage changes to the schedule baseline.

A framework explaining what drives individuals to perform effectively in a team.

Accepted Deliverables.

A contract where the seller is reimbursed for allowable costs plus a fee or incentive.

SV = EV – PV.

A collection of projects, programs, and operations managed as a group to achieve strategic objectives.

The knowledge gained during the project that can be used to improve future performance.

Risks that arise as a direct result of implementing a risk response.

To use existing knowledge and create new knowledge to achieve project objectives and contribute to organizational learning.

To develop approaches for engaging stakeholders based on their needs, interests, and potential impact.

To communicate and work with stakeholders to meet their needs and expectations, address issues, and foster support.

To categorize stakeholders based on their level of authority (power) and their concern (interest).

A structured, independent review to assess compliance with policies, procedures, and best practices.

The Precedence Diagramming Method (PDM).

The approach used to determine delivery methods, contract types, and payment arrangements.

The project sponsor or initiating entity.

CPI = EV ÷ AC.

A request by one party for compensation due to perceived contract violations or changes.

To identify and document logical relationships among project activities.

A lead allows an activity to start earlier; a lag delays the start of an activity.

Direct and Manage Project Work.

Schedule Performance Index (SPI) and Schedule Variance (SV).

Power/Interest Grid, Power/Influence Grid, Impact/Influence Grid, and Salience Model.

To evaluate stakeholder relationships and adjust strategies to maintain engagement effectiveness.

The Communications Management Plan.

To aggregate estimated costs of individual activities or work packages to establish an authorized cost baseline.

Selecting a subset of outputs for inspection to determine overall quality.

Withdraw/Avoid, Smooth/Accommodate, Compromise/Reconcile, Force/Direct, and Collaborate/Problem Solve.

A document providing detailed information about each WBS element, including deliverables, resources, and responsibilities.

The approved version of the time-phased project budget, excluding management reserves.

The processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so the project can be completed within the approved budget.

A methodology that integrates scope, schedule, and cost to assess project performance.

Sensitivity analysis, expected monetary value (EMV) analysis, Monte Carlo simulation, and decision tree analysis.

To monitor the project and product scope and manage changes to the scope baseline.

A hierarchical decomposition of the total work to accomplish the project objectives.

The Stakeholder Register.

To manage procurement relationships, monitor contract performance, and make necessary changes.

A multidirectional exchange of information between two or more parties.

Critical Path Method (CPM), What-If Analysis, Resource Leveling, and Monte Carlo Simulation.

Interpersonal and team skills, communication skills, ground rules, and conflict management.

A hybrid contract combining fixed and cost-reimbursable elements, often used for staff augmentation or short-term work.

1. Identify Stakeholders 2. Plan Stakeholder Engagement 3. Manage Stakeholder Engagement 4. Monitor Stakeholder Engagement

A structured tool used to verify that required steps or outputs have been completed.

n(n – 1) ÷ 2, where n = number of stakeholders.

1. Plan Scope Management 2. Collect Requirements 3. Define Scope 4. Create WBS 5. Validate Scope 6. Control Scope

Formal proposals to modify any project document, deliverable, or baseline.

A grid that ranks risks based on their likelihood of occurring and their potential impact.

Perform Integrated Change Control.

The Project Manager or a designated governance representative.

Adjusting activities within their float to optimize resource use without affecting the project’s critical path.

To complete the work defined in the project management plan to meet project objectives.

To finalize all activities, formally close the project, and release resources.

To establish policies, procedures, and documentation for planning, managing, and controlling project costs.

A component plan that outlines detailed guidance for a specific aspect of project management (e.g., scope, schedule, cost, quality, risk).

Bidder conferences, proposal evaluations, advertising, and expert judgment.

A statistical concept that calculates the average outcome when the future includes scenarios that may or may not happen.

A bar chart showing causes of defects in descending order of frequency.

The total cost of ensuring and maintaining quality, including prevention, appraisal, and failure costs.

The processes for incorporating the organization’s quality policy regarding planning, managing, and controlling project and product quality requirements.

To establish the total scope of the effort, define objectives, and develop a plan to achieve them.

The iterative process of continuously improving and detailing a plan as more information becomes available.

1. Plan Procurement Management 2. Conduct Procurements 3. Control Procurements

Training, team-building activities, recognition and rewards, colocation, and individual assessments.

To ensure that agreed-upon risk response plans are executed effectively.

TCPI = (BAC – EV) ÷ (BAC – AC).

To track team performance, provide feedback, resolve issues, and coordinate changes to enhance project outcomes.

The person responsible for monitoring a specific risk and implementing the agreed-upon response plan.

The processes required to ensure the project includes all the work required—and only the work required—to complete the project successfully.

To approximate the number of work periods needed to complete each activity.

Create WBS.

A document containing details of identified risks, their characteristics, and potential responses.

Obstacles such as noise, cultural differences, jargon, or lack of feedback that distort messages.

Approved versions of plans used to compare against actual results.

The process of ensuring that the project’s various elements are properly coordinated.

The product-oriented activities that verify deliverables meet defined quality standards.

Deliverables, work performance data, and change requests.

The lowest level of the WBS where cost and duration can be estimated and managed.

The series of phases a project passes through from its initiation to its closure.

Scope creep is unauthorized expansion of scope; gold plating is adding extra features not requested.

Procurement Management Plan, Bid Documents, Seller Proposals, and Procurement SOW.

Active listening, empathy, negotiation, and emotional intelligence.

To analyze activity sequences, durations, resources, and constraints to create the project schedule model.

A document that formally authorizes a project and provides the project manager with authority to apply resources.

The process of tracking, reviewing, and reporting project progress to meet performance objectives.

Expert judgment, analogous estimating, parametric estimating, three-point estimating, and bottom-up estimating.

Comparing actual or planned practices to those of other projects or organizations to identify best practices.

Explicit and Tacit knowledge.

A form of progressive elaboration in which work to be done in the near term is planned in detail, and future work is planned at a higher level.

Acquire Resources.

The Activity List.

A contract where the seller agrees to deliver specified products or services at a predetermined price.

Because it ensures coordination among all processes and knowledge areas.

Sent to specific recipients who need the information, such as reports or emails.

Final Product, Service, or Result Transition.