1. According to the Project Management Body of Knowledge (PMBOK), a “project” is a temporary endeavor undertaken to create a unique product or service.”

2. Triple constraint- project scope, time and cost3. A portfolio is a collection of projects or programs and other work that

are groupedtogether to facilitate effective management of that work to meet strategic businessobjectives. The projects or programs in the portfolio may not necessarily beinterdependent or directly related

4. Project Portfolio Management is a management process to select the projects thatshould be invested in. Specifically, it is the selection process based on the need,profitability, and affordability of the proposed projects.

5. A project management office (PMO) is an organizational unit to centralize andcoordinate the management of projects under its domain. A PMO can also be referredto as a "program management office," "project office," or "program office." A PMOoversees the management of projects, programs, or a combination of both

6. Project management is a set of tools and techniques that are used to organize thework of the project to help bring about a successful project.

7. The contract between the organization and the vendor super cedes all other workrelateddocuments

8. Customers, internal or external, are the most important stakeholders in a project

9. Scope verification must take place at the end of each phase10. Money already spent on a project is called sunk cost and should

not be taken intoconsideration when determining if a project should continue. Instead, the cost of thework to complete is one of the elements that should be taken into consideration whenconsidering to kill a project

11. Phase end reviews are also called phase exits, phase gates, or kill points.

12. The project life cycle goes through a series of phases to create the product

13. Project managers manage things, but lead people. What's the difference?

Management is the process of getting the results that are expected by projectstakeholders.Leadership is the ability to motivate and inspire individuals to work towards thoseexpected results.

14. Project1. Projects don't last forever. They are temporary and unique2. Projects pass through logical phases to reach their completion3. Purpose of Project is to attain its objective and then terminate

15. Operations1. Operations, however, do go on and on. They are ongoing and

repetitive2. Operations may be influenced, or even created, by the outcome

of a project3. Objective of an ongoing operation is to sustain business

16. Organization Structure1. Functional2. Matrix

1. Weak2. Balanced3. Strong

3. Projectized17. Organization Structure And Project Characteristics

1. Functional1. PM's Authority [Little or none]2. Resource Availability [Little or none]3. Who controls Project Budget [Functional Manager]4. PM's Role [Part - Time]5. PM Admin Staff [Part - Time]

2. Weak Matrix1. PM's Authority [Limited]2. Resource Availability [Limited]3. Who controls Project Budget [Functional Manager]4. PM's Role [Part - Time]5. PM Admin Staff [Part - Time]

3. Balanced Matrix1. PM's Authority [Low to moderate]2. Resource Availability [Low to moderate]3. Who controls Project Budget [Mixed]4. PM's Role [Full - Time]5. PM Admin Staff [Part - Time]

4. Strong Matrix1. PM's Authority [Moderate to high]2. Resource Availability [Moderate to high]3. Who controls Project Budget [Project Manager]

4. PM's Role [Full - Time]5. PM Admin Staff [Full - Time]

5. Projectized1. PM's Authority [High to almost total]2. Resource Availability [High to almost total]3. Who controls Project Budget [Project Manager]4. PM's Role [Full - Time]5. PM Admin Staff [Full - Time]

18. The WBS is a decomposition of all the deliverables the project will create

19. Inspections may also be known as:a. Reviewsb. Product reviewsc. Auditsd. Walk-throughs

20. Graphical evaluation and review technique (GERT) models allow for loops andconditional branching

21. Crashing adds more resources to activities to decrease their duration, which typicallyadds cost

22. Project calendar This calendar shows when work is allowed on the project. Forexample, a project may require the project team to work nights and weekends so asnot to disturb the ongoing operations of the organization during working hours. Inaddition, the project calendar accounts for holidays, working hours, and work shiftsthat the project will cover

23. Resource calendar The resource calendar controls when resources, such as projectteam members, consultants, and SMEs are available to work on the project. It takesinto account vacations, other commitments within the organization, or restrictions oncontracted work, overtime issues, and so on

24. Program Evaluation and Review Technique (PERT) uses a weighted averageformula to predict the length of activities and the project. Specifically, PERT uses a'pessimistic,' 'optimistic,' and 'most likely' estimate to predict when the project will becompleted

25. The critical path is the longest path to completion in the network diagram.

26. Activities on the critical path have no float or slack.27. Free float is the amount of time an activity can be delayed

without affecting the nextactivity's scheduled start date.

28. Total float is the amount of time an activity can be delayed without affecting theproject end date.

29. Heuristic is simply a rule of thumb30. Crashing involves adding resources, which typically increases

cost.31. Fast tracking adds risk as tasks are allowed to overlap32. Each resource in the project must be accounted for and assigned

to a cost category.Categories include the following:a. Labor costsb. Material costsc. Travel costsd. Suppliese. Hardware costsf. Software costsg. Special categories (inflation, cost reserve, and so on)

33. There are three generally accepted categories of estimating accuracy:a. Rough order of magnitude This estimate is “rough” and is used during theInitiating processes and in top-down estimates. The range of variance for theestimate can be –25 percent to +75 percent.b. Budget estimate This estimate is also somewhat broad and is used early inthe planning processes and also in top-down estimates. The range of variancefor the estimate can be –10 percent to +25 percent.c. Definitive estimates This estimate type is one of the most accurate. It is usedlate in the planning processes and is associated with bottom-up estimating. Therange of variance for the estimate can be –5 percent to +10 percent.

34. The opportunity cost is the amount of the project that was not chosen

35. Quality is the sum of the characteristics of a product that allow it to meet the demandsor expectations of the project

36. Grade, according to the PMBOK, “is a category or rank given to entities having thesame functional use but different technical characteristics.”

For example, there are different grades of paint, different grades of metal, and evendifferent grades of travel.

37. The design of experiments (DOE) approach relies on statistical what-if scenarios to determine what variables within a project will result in the best outcome.

38. Design of experiments is an analytical technique that identifies the elements orvariables that will have the greatest effect on overall project outcomes

39. There are five types of powers the project manager yields: (R F C E R)a. Rewardb. Formalc. Coercive (penalty) d. Experte. Referent

40. Among the above powers Reward, Formal & Coercive (penalty) come with the "Position"

41. Expert & Reward are considered the best types of powers and Coercive (penalty) is "Least" for obvious reasons

42. Seven reasons for conflict, in order of most common to least common:a. Schedulesb. Prioritiesc. Resourcesd. Technical beliefse. Administrative policies and proceduresf. Costsg. Personalities

43. Five different approaches to conflict resolutiona. Problem solving (win - win) [BEST]b. Forcing (win - lose)c. Compromising (lose - lose)d. Smoothing e. Withdrawal NOTE: Forcing (win - lose) and Problem Solving (win - win) are the ONLY twomodes that result in a RESOLUTION to the conflict.

44. The halo effect is the promoting the person to manage projects since he/she is good at a technology

45. Confronting (Problem Solving) is the best problem-solving technique since it meets the problem directly

46. In a Weak Matrix structure, functional management will have more authority than theproject manager

47. Within communicating there are five characteristics that affect the message:

a. Paralingual: pitch, tone, and voice inflectionsb. Feedback: sender confirmation of the message by asking questions, for aresponse, or other confirmation signalsc. Active listening: receiver confirms message receiptd. Effective listening: receiver offers confirmation of the message, such as noddingtheir head, asking questions, or other interactions.e. Nonverbal: facial expressions, hand gestures, and body language

48. One of the first inputs to risk management is the project charter49. Historical information is always an excellent source of

information for risk identification50. Brainstorming is likely the most common approach to risk

identification51. Force majeure is a powerful and unexpected event, such as a

hurricane or otherdisaster

52. Contracts are known by many names:a. Agreementb. Subcontractc. Purchase orderd. Memorandum of understanding

53. All contracts in the United States are backed by the US court systems

54. According to the Guide to the PMBOK, the project charter should be published by amanager external to the project but with sufficient power and authority to carry it off.

55. When a project is performed under contract, the contract can serve as the projectcharter

56. Cost reimbursable contracts are used when the degree of uncertainty is high and whenthe project requires a large investment prior to completion of the project

57. The scope statement contains an exhaustive list of the project deliverables, theirrequirements, and measurable criteria used to determine project completion

58. The scope statement is an output to the Scope Definition process and is used to createthe WBS

59. Cause-and-effect diagrams, also called Ishikawa or fishbone diagrams, show therelationship between the effects of quality problems and their causes

60. The primary function of the Closing process is to formalize project completion anddisseminate this information to the project participants

61. According to the Guide to the PMBOK, the project manager is identified and assignedas an output of the Initiation process. In practice, project managers are very oftenassigned at the beginning of this process.

62. The work package level is the lowest level in the WBS. Time and cost estimation iseasily determined at this level as are resource assignments. Quality controlmeasurements can be determined at this level as well.

63. The code of accounts is assigned to the elements in the WBS64. Each element in the WBS is assigned a unique identifier. These

are collectively knownas the code of accounts

65. The Responsibility Assignment Matrix (RAM) links project roles and responsibilities withproject activities

66. The WBS is the deliverables-oriented hierarchy of project work.67. The staffing management plan details how and when human

resources will be added toand taken off the project. It is an output of Organizational Planning

68. Analogous estimating is not a qualitatively based technique. It is a top-downestimating technique that considers previous similar activities when calculatingestimates

69. Mandatory dependency, also known as hard logic. Mandatory dependencies areinherent in the nature of the work

70. Discretionary dependencies, also called preferred logic, preferential logic, and softlogic, are defined by the project management team

71. "Best Practice” often refers to a specific sequence of work, described in terms of “SoftLogic”. Sometimes "Experience" is also attributes to Soft Logic

72. Finish to start is the most commonly used logical relationship in PDM and most projectmanagement software packages

73. There are three major documents and each has a specific purpose:a. Project Charter. Formally authorizes the project.b. Project Scope Statement. States what work is to be accomplished and what

deliverables need to be produced.c. Project Management Plan. States how the work will be performed

74. Philip Crosby devised the zero defects theory, meaning do it right the first time. ProperQuality Planning leads to less rework and higher productivity

75. According to Bruce Tuckmann, “Forming, Storming, Norming and Performing ” are thestages of team development

76. The performing stage is similar to Maslow’s self-actualization77. Myers Brigg’s theory states that “Sensing” and “Intuition”

personality types are relatedto “Information” preference in other words ‘Hard Data verses what might be’

78. Juran = Fitness for use, conformance. Quality by design.79. Joseph M. Juran is noted for his fitness for use premise. Simply

put, this means thestakeholders’ and customers’ expectations are met or exceeded.

80. W. Edwards Deming suggested that as much as 85 percent of the cost of quality is amanagement problem

81. Shewhart = Plan-Do-Check-Act cycle.82. TQM = Quality must be managed in and must be a continuous

process83. Six Sigma = Six Sigma is a measurement-based strategy; no

more than 3.4 defectsper million.

84. Kaizen = Continuous improvement; improve quality of people first.

85. Continuous improvement = Watch continuously for ways to improve quality.

86. Statement of work (SOW) comprises of1. Business Need2. Product Scope Description and3. Strategic Plan

87. Conflict should be addressed early and usually in private, using a direct, collaborativeapproach

88. Organization, Environmental & external assumptions should be addressed by theProject Charter

89. WBS Dictionary” is a document which describes the details for each component in theWBS. It includes a breif description of the of the “Scope” or “Statement of the work” ,defined deliverables, a list of associated activities, and a list of milestones

90. Project Manager must consider “cultural differences” while deciding uponrecongnization and rewards during team development.

91. Technical inability and poor risk management by the contractor is mostly the reasonfor the project not to meet the customer expectations

92. Critical Chain Project Management” is typically the “Management of Buffers”

93. Critical Chain is another schedule network analysis technique that modifies the projectschedule to account for limited resources

94. The Critical Chain method adds duration buffers that are non-work schedule activitiesto maintain focus on the planned activity durations

95. Cost Of Quality (COQ) are the cost types in modern quality management

1. “Prevention Costs”,2. “appraisal costs” &3. “failure costs”

96. The key components of the communication model include:a. Encode.b. Message.c. Medium.d. Noise.e. Decode.

97. Common formats for performance reports include1. Bar charts,2. S curves,3. Histograms, and4. Tables.

98. Face-to-face meetings are the most effective means for communicating and resolvingissues with stakeholders.

99. Order of Magnitude estimates are also knows as conceptual, ballpark or preliminaryestimates

100. “Tight Matrix” is putting all project personnel together. Also referred as “collocated”

101. Strategies for “Negative Risks or threats” (Avoid Transfer Mitigate)

102. Strategies for “Postive Risks or Opportunities” (Share Exploit Enhance)

103. Common Strategy for both threats and opportunities is “Acceptance”

104. There are 3 stages of “reaction to stress” (Alarm, Resistance & Exhaustion)

105. Some of the traits/qualities exhibited by effective leaders are1. Flexibility,2. Ambition,3. Intelligence,4. Decisiveness,5. Creativity,6. Persistence and7. Energy

106. Detailed Tasks are detailed in “Project Schedule”, which is part of Project Plan and note its NOT WBS. WBS is a “deliverable oriented document”

107. An abnormal trend is formed when seven or more consecutive data points reflect a steadily increasing or decreasing pattern over time

108. Scope Verification is concerned with the acceptance of deliverables

109. Quality control is concerned with making sure the deliverables meet quality requirements. Quality Control is done first; both are Monitoring and Controlling processes.

110. Quality Assurance (Executing) is focused on process: process analysis, quality audits, etc.

111. Quality Control (Monitoring and Controlling) is focused on sampling results to see if they meet quality standards

112. Code of Accounts identifies WBS items; Chart of Accounts monitors project costs by category

113. In decision tree, a circle is a chance114. In Precedence Diagramming Method (PDM) or Activity on Node

(AON) network diagrams, nodes are activities and arrows are dependencies

115. In Arrow Diagramming Method (ADM) or Activity on Arrow (AOA) network diagrams, arrows are activities and nodes are dependencies

116. Dummies are only used on ADM117. ADM tasks can only have FS relationships118. PDM uses one time estimate to determine duration, while ADM

can use more than one time estimate.119. Scope Verification is done during Project monitoring and

controlling BUT Product verification is done during the Project Closing120. Audits:

o Quality Audit in Perform QA,o Risk Audit in Risk Monitoring and Control,o Inspections and Audits in Contract Administration,o Procurement Audits in Close Contracts

121. The outputs of process groups are:o initiating: charter and preliminary scope statement;o planning: project management plan;o executing: work results;

o monitoring: corrective actions;o closing: project product.

122. Reporting formats:o Forecast Report (what is expected to happen on a project),o Progress Report (what happened since the last report),o Status Report (state of the project at the current time),o Earned Value Report (focuses on Earned Value Management),o Variance Report (what happened vs. what should have happened).

123. Performance Reporting is a Controlling process. It creates Performance Reports, which are comparisons of performance to the performance baselines. These are typically done in tabular or graphical format.

124. Information Distribution is an Executing process. It creates Organizational Process Assets such as project presentations, stakeholder notifications and status reports.

125. Develop Project Team is an Executing Process. It creates a Team Performance Assessment, and helps you determine what additional training would be beneficial.

126. Manage Project Team is a Controlling Process. It creates input to performance appraisals as well as recommended changes, corrective actions and preventative actions.

127. Scope Baseline includes1. Project Scope Statement,2. WBS, &3. WBS Dictionary

128. A large portion of the PM’s time while the work is being done is spent measuring and implementing corrective actions

129. Project Close Process includes creation of two procedureso Administrative closure procedure ando Contract closure procedureThe difference between the two is focus, formality and frequency. Administrative closure focuses on closing the project or project phase whereas Contract closure focuses on closing a contract that is part of the project

130. Contingency Reserve (Known Unknowns) is for the risks remaining after the Risk Response Planning Management Reserve (Unknown Unknows is any extra amount reserved t cover “unforeseen risks” Cost Baseline will include the Contingency Reserve Cost Budget will include the Management Reserve

131. Quality is defined as the degree to which the project fulfills requirement

132. Quality MUST BE PLANNED IN AND NOT INSPECTED IN133. The Project Manager ultimately has the responsibility for the

Product of the Project and

134. Senior Management is responsible for the Quality of entire Organization

135. Cost of Nonconformance is greater than the cost of conformance136. Most projects will fit one of the six needs and demands

o Market demando Business needo Customer requesto Technological advanceo Legal requiremento Social need

137. The project charter (which is an output of the Develop the Project Charter process) is the written acknowledgment that the project exists. The project charter names the project manager and gives that person the authority to assign organizational resources to the project

138. Net present value (NPV) assumes reinvestment is made at the cost of capital

139. IRR assumes reinvestment at the IRR rate and is the discount rate when NPV is equal to zero

140. Payback period does not consider the time value of money and is therefore the least precise of all the cash flow analysis techniques

141. Preliminary project scope statement describes the objectives of the project and the high level requirements needed to satisfy stakeholder expectations

142. The PMIS in the Develop Project Management Plan process includes a subsystem called the configuration management system

143. Change control system, which is a subsystem of the configuration management system

144. Stakeholder analysis is a tool and technique of Scope Definition used to determine and document the needs, wants, and expectations of stakeholders and prioritize and quantify those needs into project requirements

145. The purpose of the project scope statement is to document the project objectives, deliverables, and requirements so that they can be used to direct the project team’s work and as a basis for future project decisions

146. The scope statement further elaborates the project objectives, deliverables, requirements, and constraints and assumptions defined in the preliminary scope statement. It serves as a basis for future project decisions

147. Alternatives identification is a tool and technique of the Scope Definition process that includes brainstorming and lateral thinking techniques

148. Poor scope definition might lead to cost increases, rework, schedule delays, and poor morale

149. According to the PMBOK Guide, functionality and specific conditions that must be met in order to satisfy the project, contract,

standard, or specification describe the criteria for requirements, not objectives

150. Product analysis (TT Scope Definition) includes techniques such as value engineering, value analysis, systems analysis, systems engineering, product breakdown, and functional analysis

151. The product scope description can be used as an input to the Scope Definition process when the project charter and/or preliminary project scope statement are missing

152. The lowest level of any WBS is called the work package level153. For the exam, remember that the key to DOE is that it equips

you with a statistical framework that allows you to change the variables that have the greatest effect on overall project outcomes at once instead of changing one variable at a time.

154. Quality checklists are an output of the Quality Planning process, and checklist analysis is a tool and technique of the Risk Identification process

155. Cost-benefit analysis considers trade-offs in the Quality Planning process

156. Benchmarking compares previous similar activities to the current project activities to provide a standard to measure performance against.

157. Failure costs; is also known as the cost of poor quality. Failure costs include both internal and external costs. Internal failure costs are costs associated with not meeting the customer’s expectationswhile you still had control over the product. This results in rework, scrapping, and downtime.

158. The process improvement plan is a subsidiary plan of the project management plan and targets inefficiencies in a process or activity. The quality baseline is used to document the quality objectives of the project and is used as a basis for future Quality processes

159. The WBS dictionary should be documented with the code of account identifier, an SOW, the responsible organization, and a milestone schedule for the WBS components

160. Design of experiments is a tool and technique of the Quality Planning process that provides statistical analysis for changing key product or process elements all at once (not one at a time) to optimize the process

161. According to the PMBOK Guide, the risk management plan should include the following elements:o Methodologyo Roles and responsibilitieso Budgetingo Timingo Risk categorieso Definitions of risk probability and impacto Probability and impact matrix

o Revised stakeholder toleranceso Reporting formatso Tracking

162. The output of the Risk Identification process is the risk register. The risk register contains the following elements:

List of identified risks List of potential responses Root causes of risks Updated risk categories

163. Risk urgency assessment is a tool and technique of Qualitative Risk Analysis process

164. Qualitative Risk Analysis is a fast and easy method of determining probability and impact

165. The risk management plan details how risk management processes will be implemented, monitored, and controlled throughout the life of the project.

166. The risk management plan does not include responses to risks or triggers. Responses to risks are documented in the risk register as part of the Risk Response Planning process

167. The information-gathering techniques in the Risk Identification process areo brainstorming,o the Delphi technique,o interviewing,o root cause identification, ando SWOT analysis.

168. Quantitative Risk Analysis analyzes the probability of risks and their consequences using a numerical rating

169. Monte Carlo analysis is a simulation technique & not a Modeling technique

170. When the question describes sensitivity analysis, which is a tool and technique of the Quantitative Risk Analysis process. Tornado diagrams are often used to display sensitivity analysis data

171. The simplest form of “Risk Analysis” is “Sensitivity Analysis”172. Following options are diagramming techniques of the Risk

Identification processo Ishikawa diagramo Process flowcharto Influence diagram

173. Passive acceptance is when the team has decided to take no action and make no plans for the risk. This is a strategy that can be used for either positive or negative risks.

174. The PMBOK Guide divides contracts into three categories:o Fixed price or lump sum (biggest risk is borne by the seller & good

whenoriginal scope is well defined)o Cost reimbursable (biggest risk is borne by the buyer)o Time and materials (T&M)

175. The three outputs of the Plan Contracting process areo procurement documents (request for proposal (RFP), request for information(RFI), invitation for bid (IFB), request for quotation (RFQ)),o evaluation criteria,ando contract statement of work updates.

176. Understand the difference between bid and/or quotation and proposal for the exam. Bids or quotations are used when price is the only deciding factor among bidders. Proposals are used when there are considerations other than price

177. A contract statement of work (SOW) contains the details of the procurement item in clear, concise terms. It includes the following elements:o The project objectiveso A description of the work of the project and any post project operationalsupport neededo Concise specifications of the product or services requiredo The project schedule, time period of services, and work location

178. According to the PMBOK Guide, using templates and checklists is one way to ensure that you don’t miss any key responsibilities when planning the project and will help reduce the amount of time spent on project planning

179. According to the PMBOK Guide, the RAM (Responsibility Assignment Matrix) relates the OBS to the WBS to assure that every component of the work of the project is assigned to an individual.

180. The letters in the acronym RACI (sample portion of a type of RAM) are the designations areo R = Responsible for performing the worko A = Accountable, the one who is responsible for producing the deliverable orwork package and approves or signs off on the worko C = Consult, someone who has input to the work or decisionso I = Inform, someone who must be informed of the decisions or results

181. The RAM and RACI charts are tools and techniques of Human Resource Planning process

182. Standard forms are a tool and technique of the Plan Contracting process. Standard forms can be nondisclosure agreements, standardized contracts, and so on.

183. Plan Purchases and Acquisitions can directly influence the project schedule, and the project schedule can directly influence this process

184. Resource availability is an output of the Acquire Project Team and Select Seller processes

185. For the exam, remember that resource availability isn’t determined until the Executing stage and becomes an input to the Activity Resource Estimating process

186. Remember that you cannot perform Schedule Development until you have completed all the following processes of project Planning: Scope Planning, Scope Definition, Create WBS, Risk Identification, Risk Response Planning, Plan Purchases and Acquisitions, Activity Resource Estimating, Activity Definition, Activity Sequencing, and Activity DurationEstimating

187. Schedule Development has 10 tools and techniques:o Schedule network analysis (produces the project schedule)o Critical path method ()o Schedule compressiono What-if scenario analysiso Resource levelingo Critical chain methodo Project management softwareo Applying calendarso Adjusting leads and lagso Schedule model

188. The higher the standard deviation is for an activity, the higher the risk. Since standard deviation measures the difference between the pessimistic and the optimistic times, a greater spread between the two, which results in a higher number, indicates a greater risk. Conversely, a low standard deviation means less risk

189. Monte Carlo is a simulation technique that shows the probability of all the possible project completion dates

190. Monte Carlo analysis can be used in the Schedule Development process to determine multiple, probable project durations

191. Resource leveling can cause the original critical path to change.192. CPM manages the total float of schedule networks paths,

whereas critical chain manages buffer activity durations and resources193. Cost aggregation (TT of Cost Budgeting) is the process of tallying

the schedule activity cost estimates at the work package level and then totaling the work package levels to higher level WBS component levels

194. Funding limit reconciliation (TT of Cost Budgeting) involves reconciling the amount of funds spent with the amount of funds budgeted for the project

195. Cost baselines are displayed as an S curve.196. The primary output of Cost Estimating is activity cost estimates197. Parametric estimating multiplies a known element—such as the

quantity of materials needed—by the time it takes to install or

complete one unit of materials. The result is a total estimate for the activity

198. The project schedule determines the start and ending dates of activities, determines float times, generally shows resource assignments, and details the activity sequences and durations.

199. Motivation can be extrinsic or intrinsic.o Extrinsic motivators are material rewards and might include bonuses, the useof a company car, stock options, gift certificates, training opportunities, extratime off, and so ono Intrinsic motivators are specific to the individual. Some people are justnaturally driven to achieve—it’s part of their nature

200. The introduction of a new team member will start the formation and development of the team all over again with the forming stage

201. Teams in the norming stage of Develop Project Team exhibit affection and familiarity with one another and make joint decisions

202. Request Seller Responses obtains bids and proposals from vendors.

203. Select Sellers is the receipt of bids and proposals and the selection of a vendor

204. Independent estimates (TT of Select Sellers), also called should cost estimates, are a way to check proposed pricing

205. Fait accompli is a tactic used during contract negotiations where one party convinces the other that the particular issue is no longer relevant or cannot be changed

206. The process analysis technique (TT of Perform Quality Assurance process) includes root cause analysis to analyze a problem and solution and to create preventive actions

207. You are preparing project performance appraisals and have decided you’d like each team member to get feedback regarding their performance from several sources, including peers, superiors, and subordinates. This is called 360-degree feedback and is part of the project performance appraisals tool and technique of the Manage Project Team process.

208. Understand for the exam that configuration management involveso identifying the physical characteristics of the product, service, or result of the project (or its individual components);o controlling changes to those characteristics; ando Documenting changes to verify that requirements are met.o It also includes the change management system ando documents the process for requesting, tracking, and determining whetherchange requests should be approved or denied.

209. Activities associated with configuration change management in the Integrated Change Control processo Configuration identificationo Configuration status accounting ando Configuration verification and auditing

210. Integrated Change Control, Schedule Control, and Cost Control are all concerned with three issues:o influencing the things that cause change,o determining that change is needed or has happened,o and managing the change

211. Change control systems are documented procedures that describeo How to submit change requests.o They track the status of the change requests,o document the management impacts of change,o track the change approval status, ando define the level of authority needed to approve changes.

212. Change control systems do not approve or deny the changes—that’s the responsibility of the configuration control board (CCB)

213. The configuration control board (CCB) has the authority to approve or deny change requests. Their authority is defined and outlined by the organization

214. “Recommended” corrective action is an output of several of the change control processes, including Scope Change Control, Schedule Control, Cost Control, Risk Monitoring and Control, and Perform Quality Control.

215. “Approved” corrective action is an output of the Integrated Change Control process. Remember that Integrated Change Control is where all change requests are processed and either approved or denied.

216. Also note that corrective action is an output of the Monitoring and Controlling processes and an input to the Executing processes

217. Cost variances (both positive and negative) are calculated using a performance measurement analysis tool (specifically earned value techniques)

218. EVT (earned value techniques) compares what you’ve received or produced to what you’ve spent.

219. Workarounds are unplanned responses. Workarounds deal with negative risk events as they occur.

220. Schedule variances will sometimes—but not always—impact the schedule. Changes to noncritical path tasks will not likely impact the schedule, but changes to critical path tasks will always impact the schedule

221. Budget updates might require cost rebaselining222. You can remember the difference between Scope Verification

and Perform Quality Control this way:

o Scope Verification = accepting work resultso Perform Quality Control = checking for correct work results (assuring that thequality requirements are met)

223. Projects come to an end for several reasons:o They’re completed successfully.o They’re canceled or killed prior to completion.o They evolve into ongoing operations and no longer exist as projects.

224. Four formal types of project endings exist that you might need to know for the exam:o Additiono Starvationo Integrationo Extinction

225. For the exam, remember that product verification performed during the Closing processes determines whether all of the work of the project was completed correctly according to the contract terms and satisfactorily according to stakeholder expectations, whereas productdocumentation is verified and accepted during the Scope Verification process. One more note: when projects end prematurely, the Scope Verification process is where the level of detail concerning the amount of work completed gets documented.

226. Contract documentation is an input to both the Close Project and Contract Closure processes

227. Note PMI defines “Scope Statement” as the basis for making future project decisions and for confirming or developing common understanding of project scope among project stakeholders.

228. Scope Verificationo Verified work results

229. Perform Quality Controlo Assured quality requirements were met

230. Close Projecto Product verification (work was correct and satisfactory)o Collecting project documentso Disseminating final acceptance noticeo Documenting lessons learnedo Archiving project records

231. Contract Closureo Product verification (work was correct and satisfactory)o Formal acceptance and closure

232. WBS element changes are scope changes. Schedule revisions are often required as a result of scope changes.

233. Close Project and Contract Closure are the processes in the Closing process group and are performed in that order

234. The work performance information is reviewed to determine the status of project activities and make certain the project goals and objectives are met. This is an input to the Close Project process

235. According to the PMBOK Guide, the procurement audit examines the procurement process from Procurement Planning through Contract Administration

236. Integrity means adhering to an ethical standard237. Hammocks are summary-level activities or aggregate activities

shown as a summary activity on a project schedule network diagram.238. Contract Negotiation has “5’ Sequential steps (Note Agreement

is AFTER Closure)o Protocolo Probingo Scratch Bargainingo Closure ando Agreement

239. The Primary Objective of establishing a Quality Assurance Process is “For Quality Improvement”

240. “Quality Function Deployment Process” identifies what the customer’s needs are (Spoken/unspoken words) and translates those needs into technical requirements. Appropriate for each stage of the product development life cycle

241. Decision Tree is a diagram that describes a decision under consideration and the implications of choosing one of the alternatives

242. The Project Charter provides theo high level requirements,o constraints,o assumptions,o stakeholders ando the measures of success.

243. Based on this information, or the lack of it, the Charter is an excellent source to start to identify the Project Risks

244. 9 ‘bilities’ (A MAP FOR US) Maintainability: The ability of a unit to be restored within a specified time to its performance capability under the environmental operating conditions within a specified, average period of time Usability: is the ability of a product to perform its intended function for the specifieduser under the prescribed conditions Reliability: is the degree to which a unit of equipment performs its intended functionunder specific conditions for specified period of time Availability: is the probability of the product being capable of performing a requiredfunction when called upon

245. Activity Resource Estimating involves determining what physical resources (People, Equipment, etc) and what quantities should be used and when they would be needed to perform project activities

246. Physical limitations are an attribute of “Mandatory Dependencies”

247. A Project Phase is “Marked by the completion of one or more deliverables”

248. A “Product Description” should define the relationship between the product that is being created and the business need

249. Contingency Plans can be best described as “Planned responses to Risk Events”

250. Staff assignments and resource availability are the outputs of “Acquire the Project Team” Process

251. Complex and large projects would be more effectively managed in “Strong” and ‘Projectized” Structure

252. If Changes are well defined, its Fixed Price Contract but if they are not then its T & M

253. Contract Management Plan is an OUTPUT to “Select Seller Process”

254. Punitive Damages are the damages intended to punish the wrong doer

255. “Utility Theory” considers the pains or tolerance level a stakeholder has to risk

256. There are three key components to a Risko Risk Event (The Event)o Probability of the Evento Impact or Effects of the Event (Amount at Stake)

257. Delhi technique is a “Consensus Technique”258. Residual Risk are those that “Remain” after Risk Responses have

been taken259. Inputs to Performance Reporting are

o Work Performance Informationo Performance Measurementso Forecasted Completiono QC Measuremento Project Plano Approved Change Requests ando Deliverables

260. Interpersonal communication takes three formso Verbalo Non-verbal ando Written

261. When distributing information, the total message impact from the sender is

1. 7% words ,2. 38% vocal tones and

3. 55% body language262. A ‘Planning Package” is a WBS component below the control

account but above the workpackage. It is used for planning unknown work content that does not have detailed schedule activities

263. There are two types of “Decision Models” that can be used for Project Selection during the initiation Processo Comparative (Benefit measurement Rating) Modelso Constrained (Mathematical Decision Models)

264. Comparative (Benefit measurement Rating) Modelso Decision Treeo Criteria Profilingo Weighted Factoro Q-Sortingo Delphi Technique

265. Constrained (Mathematical Decision Models)o Logical Framework Analysiso Linear Program Programming

266. The “Control Points” in the WBS used for isolated assignment to work centers are referred to as the “Control Account Plan”

267. Control account Plan (CAP) is a management control point where the integration of scope, budget and schedule take place and where the measurement of performance takes place.These CAPS are placed at the selected management points in the WBS.

268. Cost Estimates include All Resources to be charged to the Project269. A Control Account is a management control point that can be

placed at selected management points of the WBS above the Work Package Level

270. To convey information between two or more parties, the communication process must have a medium. The three most common media areo Visualo Auditory ando Tactile

271. Four steps of performing RCA (Root Cause Analysis) areo Data Collectiono Casual Factor Chartingo Root Cause Identificationo Recommendation Generating and Implementation

272. Scatter Diagrams are used to investigate the possible relationship between two variables that both relate to the same “EVENT”

273. BCR (Benefit Cost Ratio) compares the benefits to the costs of the project where the Benefits are the same as Revenues or often referred to as the “Payback period”

274. Project performance is impacted by Four Basic Cultureso Worldo Nationalo Business ando Leadership

275. When one considers their Culture to be superior, they are called “Ethnocentric”

276. Use of personal space during social interaction is known as “Proxemics”

277. Risk is the notion of dealing with “Uncertainty”o Knows at the extreme end of the Uncertainty Spectrum will definitely affect you, although you have no control over themo Knows-Unknowns are items that will affect you although you are not able to predict how or how much they will effect youo Unknown – Unknowns are items or situations whose existence we cannot imagine (Who knows?)

278. A Records Management Systems is a specific set of processes, related control functions and automation tools used by the PM to manage contract documentation and records. Its the TT of Contract Administration Process

279. Parametric (Top – Down) uses historical data and statistical relationships to determine costs

280. Constructive team roles include Initiators, Information seekers, Information givers,Encouragers, Clarifiers, Harmonizers, Summarizers and Gate Keepers

281. Destructive team roles include Aggressor, Withdrawer, Blocker, Devil’s advocate, Recognizer, Topic Jumper and Dominator

282. “To Complete Performance Indicator” (TCPI) determines the cost performance efficiency required to complete the project within the original budget (BAC) or revised budget (EAC);

283. TCPI > 1 is NOT good; To calculate TCPI, take the value of the work remaining over the value of funds remaining

284. “Eustress” is a stress that will motivate and contribute to an increase in performance

285. Quantitative based durations (Parametric technique) multiply a known element, like lines of code required by the time it takes to develop one line of code. The result is the total estimate for the activity

286. Quality Metrics are the Outputs of Quality Planning. It is an operation definition that describes “what” something is and “how” it will be measured in very specific terms

287. Straight-line depreciation is the simplest method of depreciating an asset and is frequently utilized on a project to determine its economic feasibility. Straight-line depreciation is a method that divides an asset’s cost and its expected salvage value by its expected utilization period

288. Performance Reporting is an INPUT to all “Control” Process (Except Quality Control)

289. Decision Trees are considered Quantitative while Influence diagram are consideredQualitative.

290. Influence diagram shows the dependencies among the variables more clearly than the decision tree

291. A “Bill of Material” (BOM) describes the product in terms of its assemblies, sub-assemblies and basic parts

292. Allowing “Automatic Approval” of changes is a function of the Change Control System and NOT Configuration Management

293. Contingency Plan document outlines the actions to be taken if an identified risk event should occur

294. Variable and attribute sampling are forms of acceptance sampling.Variable sampling evaluates a characteristic measured on a numerical scaleAttribute sampling tests for defective or non defective

295. Parametric Modeling applies to only Project with Similar characteristics

296. The point of total assumption (PTA) is a price determined by a fixed price plus incentive fee contract (FPIF) above which the seller bears all the loss of a cost overrun. It is also known as the "most pessimistic cost

297. Variance analysis involves comparing actual project results to planned or expected results

298. Trend analysis involves examining project results over time to determine if performance is improving