PMP

A response to a risk event, when the probability of the event is small. Mitigation, Transference, or Avoidance is not selected

When the receiver confirms the message is being received by feedback.

Activities that special conditions, requirements, risks, and other conditions should be documented.

The cost of resources including materials, services, and when warranted, labor should be estimated.

A listing of all of the project activities required to complete each project phase or the entire project.

A network diagramming approach that places the activities on a node in the project network diagram.

The process of mapping the project activities in the order in which the work should be completed.

The amount funds the project has spent to date. The difference between actual costs and the earned value will reveal the cost variance.

The final stage of team development; once the project is done, the moves onto other assignments.

Clusters like ideas together and allows for decomposition of ideas to compare and contrast project requirements.

This relies on historical information to predict estimates for current projects. Known as top-down estimating.

The areas of discipline that a project may center upon. Consider technology, law, sales marketing, and construction among many others.

A document that clearly identifies and tracks assumptions that are made in the project. Assumptions should be tested for validity and log.

The project manager makes all of the decisions

This is one response to a risk event. The risk is avoided by planning a different technique to remove the risk from the project.

A process of using prior projects within or external to the performing organization to compare and set quality standards.

Project selection methods that compare the benefits of projects to determine which project the organization should select for investment.

The process of determining the pros and cons of any project, process, product or activity.

Shows the proportion of benefits to costs; for example 4:1 would equate to four benefits and just one cost.

A document from the seller to the buyer. Used when price is the determining factor in the decision-making process.

A meeting with sellers to have a clear understanding of the product or services. The proposal seller creates appropriate proposed agreement.

A technique for each component in the WBS is developed and then totaled for an overall project budget. The longest method to complete.

Brainstorming approach to risk identification it is a meeting to identify risk with the project team and host by a project facilitator.

Predicted budget for the project, what the project should cost when it is completed. Budget at completion represents a 100%

Used for root cause analysis of what factors are creating the risks within the project. Goal treat the root problem not the symptoms.

All contracts for all projects need to be approved through a central contracting unit within the performing organization.

A group of decision makers that review proposed project changes.

A predefined set of activities, forms, and procedures to entertain project change requests.

As changes to the project time, cost and scope enter the project they should be recorded in the change log for future reference.

Changes approved for a project, scope, time, cost and contract. There needs to be a plan on how the project team will manage the change.

A coding system used by the performing organization's accounting system to account for the project work.

A listing of activities that workers check to ensure the work has been completed consistently, used in quality control.

The fifth of live project management process groups. This process is for closing project, phase or procurement relationships.

The project manager uses fear and threats to manage the project team.

Theses are contractual agreements initiated by employee groups, unions, or other labor organizations; may act as a constraint on project.

The formula 'N(N-1)/2 shows a number of communications channels in a project. N represents the total number of stakeholders.

A documents and organizes the stakeholder needs for communications.

An organizational structure that uses a blend of the functional, matrix, or projected organizational to operate and manage projects.

A conflict resolutions method, this approach requires both parties to give up something.

A project manager should keep certain aspects of project confidential, consider contract negotiations.

The control and documentation of the project's product features and functions

A situation where the project manager could influence a decision for personal gain.

Complex mathematical models to determine the likelihood of a project's success.

Anything that limits the project manager's options; for example, time, cost, and scope are always project constraints.

A time or dollar amount allotted as a response to risk events that may occur written within a project.

A goal of quality assurance to improve the project's processes and deliverables, meshes with the project's Process Improvement Plan.

A legal, binding agreement, preferably written, between a buyer and seller detailing the requirements and obligations of both parties.

The process of ensuring that the buyer and seller both perform to the specifications with the contract.

Defines the procedures for how contracts may be changed. Includes paperwork tracking, dispute procedures, and changes approved.

A process for confirming that the obligations of the contract were met as expected. Together they confirm the contracted is completed.

A complete indexed set of records of the procurement process incorporated into the administrative closure process

These charts illustrate the performance of a project overtime. They map the results of inspections against a chart.

This shows what the project is expected to spend. Its usually shown in a S-curve and allows the spending prediction for project.

The process of calculating the costs, by category of the identified resources to complete the project work.

Explain how variances to the costs of the project will be managed

The cost of completing the project work to satisfy the project scope and the expected level of quality.

The cost of not completing the project with quality, includes wasted time for corrective actions, rework, wasted materials.

The process of calculating the costs, by category, of the identified resources to complete the project work.

The contract requires the buyer to pay for all the project costs and give the seller an award fee based not he project performance.

The difference between the earned value and the actual costs.

A contract that pays the seller for the product .