Project Integration Project Plan

Management Development

Why is historical
Integrated Change information useful
Control? in developing the
project plan?

Project Planning
Constraints
Methodology?

Work Authorization
Project Plan
System?

How is the project

plan used to in
Work Results?
integrated change
control?
Taking results of other The processes
planning processes required to ensure
and putting them into that various elements
a coherent, consistent of the project are
document. properly coordinated.

Because it helps
verify assumptions Coordinating
and assess changes across the
identified entire project.
alternatives.
Any structured
Factors that limit
approach to guide
the project
the project team in
management team's
the development of a
options.
project plan.
A formal procedure to A formal, approved
sanction project work
document used to
so that it is done at
the proper time and in manage and control
the proper sequence. project execution.

The project plan

Outcomes of
provides the
activities performed
baseline against
to accomplish the
which all changes
project.
are controlled.
What is required in
the decision Llife-Cycle Costing
making process?

Matrix
Line Manager
Organization?

Organization
Network Logic?
Planning

Parametric
Pareto Diagram
Estimating

Work Breakdown
Work Package
Structure
 The concept of
including acquisition,
operating, and disposal
costs when evaluating
various alternatives.
Any organization structure in
which the project manager
shares responsibility with the
functional managers for
assigning priorities and for
directing the work of individuals
assigned to the project.
Identifying,
documenting, and
assigning project roles,
responsibilities, and
reporting relationships.
A histogram, ordered by
frequency of
occurrence, that shows
how many results were
generate by each
identified cause.
A task oriented structure that
organizes and defines total
work to be accomplished in a
project. Each level represents
an increasingly detailed
definition of a project
component.
Analyzing the
problem to identify
viable solutions and
then making a choice
from among them.
The manager of any
group that actually
makes a product or
performs a service.
Also called a functional
manager.
Any continuous
series of connected
activities in a project
network diagram.
An estimating technique
that uses a statistical
relationship between
historical data and other
variables to calculate an
estimate.
A deliverable at the
lowest level of the Work
Breakdown Structure. A
work package may be
divided into activities.
 Critical Path
Float / Slack
Method(CPM)

Backward Pass Corrective Action

Budgeted Cost of
Work Scheduled Baseline
(BCWS)

Arrow Diagramming Administrative

Method (ADM) Closure

Backward Pass Activity

 A network analysis technique
used to predict project
duration by analyzing which
sequence of tasks has the
least amount of scheduling
flexibility (i.e. the least amount
of float).
Changes made to
bring expected future
performance of the
project into line with
the project plan.
"The original plan (for a project,
a work package, or an activity),
plus or minus approved
changes. Usually used with a
modifier (e.g., cost baseline,
schedule baseline, performance
measurement baseline)."
"Generating, gathering,
and disseminating
information to formalize
project completion."
"An element of work performed
during the course of a project.
An activity normally has an
expected duration, an expected
cost, and expected resource
requirements. Activities are
often subdivided into tasks."
The amount of time that an activity
may be delayed from its early start
date without delaying the project
finish date. Float is a arithmetic
calculation and can change as the
project progresses and changes
are made to the project plan. Also
called slack.
The calculation of late finish
dates and late start dates for
the uncompleted portions of all
network activities. Determined
by working backwards through
the network logic from the
project's end date.
The sum of the approved cost
estimates (including any
overhead allocation) for
activities (or portions of
activities) scheduled to be
performed during a given period
(usually project-to-date).
A network diagramming technique in
which activities are represented by
arrows. The tail of the arrow
represents the start and the head
represents the finish of the activity.
Activities are connected at points
called nodes to illustrate the sequence
in which the activities are expected to
be performed.
The calculation of late finish dates and
late start dates for the uncompleted
portions of all network activities.
Determined by working backwards
through the network logic from the
project’s end date. The end date may
be calculated in a forward pass or set
by the customer or sponsor.
Activity Definition Activity Description

Activity Duration Cost of Work

Estimating Performed (ACWP)

Actual Finish Date Actual Start Date

Administractive
Application Area
Closure

Bar Chart Baseline

 A short phrase or label
used in a project network
diagram. The activity
description normally
describes the scope of
work of the activity.
Total costs incurred
in accomplishing
work during a given
time period.
The point in time
that work actually
started on an
activity.
A category of projects that have
common elements not present
in all projects. Application areas
are usually defined in terms of
either the product of the
project. Application areas often
overlap.
"The original plan (for a project,
a work package, or an activity),
plus or minus approved
changes. Usually used with a
modifier (e.g., cost baseline,
schedule baseline, performance
measurement baseline)."
Identifying the specific
activities that must be
performed in order to
produce the various
project deliverables.
Estimating the
number of work
periods which will be
needed to complete
individual activities.
The point in time
that work actually
ended on an
activity.
"Generating, gathering,
and disseminating
information to formalize
project completion."
"A graphic display of schedule-related
information. In the typical bar chart,
activities or other project elements are
listed down the left side of the chart,
dates are shown across the top, and
activity durations are shown as
date-placed horizontal bars. Also
called a Gantt chart."
 Word Breakdown
Work Package
Structure

Total Quality
Workaround
Management (TQM)

Target Start Date Target Finish Date

(TS) (TF)

Time-Scaled
Team Development
Network Diagram

Target Completion
Successor Activity
Date (TC)
 A deliverable-oriented
A deliverable at the
grouping of project
lowest level of the work
elements which
breakdown structure. A
organizes and defines
work package may be
the total scope of the
divided into activities.
project.

A common approach A response to a negative risk

to implementing a event. Distinguished from
contingency plan in that a
quality improvement workaround is not planned in
program within an advance of the occurrence of
organization. the risk event.

The date work is The date work is

planned (targeted) planned (targeted)
to finish on an to start on an
activity. activity.

Any project network diagram

Developing drawn in such a way that the
individual and group positioning and length of the
activity represents its
skills to enhance duration. Essentially, it is a
project performance. bar chart that includes
network logic.

(1) In the arrow An imposed date

diagramming method, the which constrains or
activity which departs a
node. (2) In the
otherwise modifies
precedence diagramming the network
method, the “to” activity. analysis.
 Statement of Work
Subnet
(SOW)

Start Date Stakeholder

Staff Acquisition Source Selection

Solicitation What is Project

Planning Risk Management?

How is Monte Carlo What is the

analysis used in difference between
schedule a risk and a
simulations? problem?
 A narrative A subdivision of a
description of project network
products or services diagram usually
to be supplied under representing some
contract. form of subproject.
Individuals and A point in time associated with
an activity’s start, usually
organizations who qualified by one of the
are involved in or following: actual, planned,
estimated, scheduled, early,
may be affected by late, target, baseline, or
project activities. current.

Getting the human

Choosing from resources needed
among potential assigned to and
contractors. working on the
project.
The process concerned with Documenting
identifying, analyzing, and
responding to project risk. It product
also includes maximizing the
results of positive events as well requirements and
as minimizing the consequences
of adverse events to project
identifying potential
objectives. sources.
A risk is a future To perform the project
event; it has not yet many times in order to
occurred. A problem, provide a statistical
on the other hand, distribution of the
currently exists. calculated results.
 Should-Cost
Solicitation
Estimates

Scope Verification Scope Planning

Scope Change
Scope Definition
Control

Scope Change Scope

Scheduled Start Scheduled Finish

Date (SS) Date (SF)
An estimate of the cost of
a product or service used
to provide an assessment
of the reasonableness of a
prospective contractor’s
proposed cost.
Developing a written
scope statement that
includes the project
justification, the major
deliverables, and the
project objectives.
Controlling
changes to project
scope.
The sum of the
products and
services to be
provided as a
project.
The point in time work was
scheduled to finish on an
activity. The scheduled finish
date is normally within the
range of dates delimited by
the early finish date and the
late finish date.
Obtaining
quotations, bids,
offers, or proposals
as appropriate.
Ensuring that all
identified project
deliverables have
been completed
satisfactorily.
Decomposing the major
deliverables into
smaller, more
manageable
components to provide
better control.
Any change to the
project scope. A scope
change almost always
requires an adjustment
to the project cost or
schedule.
The point in time work was
scheduled to start on an
activity. The scheduled start
date is normally within the
range of dates delimited by
the early start date and the
late start date.
 Schedule
Schedule Variance
Performance Index
(SV)
(SPI)

Schedule
Schedule Control
Development

Risk Response
S-Curve
Development

What type of change

Risk Response constitutes one of
Control the major areas of
cost growth?

What are the

What is privity of
characteristics of a
contract?
well-written SOW?
 (1) Any difference between
The ratio of work the scheduled completion
performed to work of an activity and the
scheduled actual completion of that
activity. (2) In earned
(BCWP/BCWS). value, BCWP less BCWS.

Analyzing activity
Controlling sequences, activity
changes to the durations, and resource
project schedule. requirements to create
the project schedule.

Defining Graphic display of cumulative costs,

labor hours, or other quantities,
enhancement steps plotted against time. The name derives
from the S-like shape of the curve
for opportunities and (flatter at the beginning and end,
steeper in the middle) produced on a
mitigation steps for project that starts slowly, accelerates,
and then tails off.
threats.

Responding to
Change to project changes in risk
scope. over the course of
the project.

The SOW shoulbe be A doctrine of law that

clear, complete, and recognizes the
concise and include a contractual relationship
description of any existing between a
collateral services buyer and its prime
required. contractor.
Risk Quantification Risk Identification

Risk Event Retainage

Responsibility
Assignment Matrix Resource Planning
(RAM)

Resource-Limited
Resource Leveling
Schedule

Request for
Reserve
Quotation (RFQ)
Determining which
risk events are
likely to affect the
project.
A portion of a contract
payment that is held
until contract
completion in order to
ensure full performance
of the contract terms.
Determining what
resources (people,
equipment, materials)
are needed in what
quantities to perform
project activities.
Any form of network analysis in
which scheduling decisions
(start and finish dates) are driven
by resource management
concerns (e.g., limited resource
availability or difficult-to-manage
changes in resource levels).
Generally, this term is
equivalent to request for
proposal. However, in
some application areas it
may have a narrower or
more specific meaning.
Evaluating the
probability of risk
event occurrence
and effect.
A discrete
occurrence that may
affect the project for
better or worse.
A structure which relates the
project organization structure
to the work breakdown
structure to help ensure that
each element of the project’s
scope of work is assigned to a
responsible individual.
A project schedule whose
start and finish dates
reflect expected resource
availability. The final
project schedule should
always be resource-limited.
A provision in the project plan to
mitigate cost and/or schedule risk.
Often used with a modifier (e.g.,
management reserve, contingency
reserve) to provide further detail on
what types of risk are meant to be
mitigated. The specific meaning of the
modified term varies by application
area.
 Request for Remaining Duration
Proposal (RFP) (RDU)

Quality Control
Quality Planning
(QC)

Quality Assurance Projectized

(QA) Organization

As a PMP, what laws,

regulations, and
Project Time
ethical standards
Management govern your
professional practice?

What is meant What are the two

when someone is ways project
said to be resources are
ethnocentric? obtained?

The time needed to
complete an
activity.
(1) The process of monitoring specific
project results to determine if they
comply with relevant quality standards
and identifying ways to eliminate
causes of unsatisfactory performance.
(2) The organizational unit that is
assigned responsibility for quality
control.
Any organizational structure
in which the project manager
has full authority to assign
priorities and to direct the
work of individuals assigned
to the project.
Those of the state or
province and/or
country where you
provide project
management services.
Staff acquisition
and procurement.
A type of bid document used
to solicit proposals from
prospective sellers of
products or services. In some
application areas it may have
a narrower or more specific
meaning.
Identifying which
quality standards are
relevant to the project
and determining how
to satisfy them.
(1) The process of evaluating
overall project performance on a
regular basis to provide
confidence that the project will
satisfy the relevant quality
standards. (2) The organizational
unit that is assigned responsibility
for quality assurance.
A subset of project management that
includes the processes required to
ensure timely completion of the
project. It consists of activity
definition, activity sequencing, activity
duration estimating, schedule
development, and schedule control.
A belief in the
inherent superiority
of one's own
culture.
What are the two
ways project Project Team
resources are Members
obtained?

Project Risk
Project Schedule
Management

Project
Project Quality
Procurement
Management
Management

Project Plan
Project Planning
Execution

Project Plan
Project Plan
Development
A subset of project management that
includes the processes required to
ensure that the project includes all of
the work required, and only the work
required, to complete the project
Staff acquisition
successfully. It consists of initiation,
scope planning, scope definition,
and procurement.
scope verification, and scope change
control.

A subset of project management The planned dates

that includes the processes
concerned with identifying,
analyzing, and responding to
project risk. It consists of risk
identification, risk quantification,
risk response development, and
risk response control.
A subset of project management that
includes the processes required to
acquire goods and services from
outside the performing organization. It
consists of procurement planning,
solicitation planning, solicitation,
source selection, contract
administration, and contract close-out.
for performing
activities and the
planned dates for
meeting milestones.
A subset of project management
that includes the processes
required to ensure that the
project will satisfy the needs for
which it was undertaken. It
consists of quality planning,
quality assurance, and quality
control.

Carrying out the

project plan by The development
performing the and maintenance of
activities included the project plan.
therein.
A formal, approved document used to
guide both project execution and Taking the results of
project control. The primary uses of the
project plan are to document planning
other planning
assumptions and decisions, to facilitate processes and putting
communication among stakeholders,
and to document approved scope, cost, them into a consistent,
and schedule baselines. A project plan
may be summary or detailed. coherent document.
 Project Network
Project Phase
Diagram

Project Manager Project

(PM) Management Team

Project Project
Management Management
Software Professional (PMP)

Project
Management Body Project
of Knowledge Management (PM)
(PMBOK)

Project Integration
Project Life Cycle
Management
 Any schematic display of the
logical relationships of project
activities. Always drawn from
left to right to reflect project
chronology. Often incorrectly
referred to as a “PERT chart.”
The members of the project team
who are directly involved in
project management activities.
On some smaller projects, the
project management team may
include virtually all of the project
team members.
An individual
certified as such by
the Project
Management
Institute.
The application of knowledge,
skills, tools, and techniques
toproject activities in order to
meet or exceed stakeholder
needs and expectations from
a project.
A subset of project management that
includes the processesrequired to
ensure that the various elements of
the project are properly coordinated.
It consists of project plan
development, project plan execution,
and overall change control.
A collection of logically
related project activities,
usually culminating in
the completion of a
major deliverable.
The individual
responsible for
managing a project.
A class of computer
applications specifically
designed to aid with
planning and controlling
project costs and
schedules.
An inclusive term that describes the sum of
knowledge within the profession of project
management. As with other professions
such as law, medicine, and accounting, the
body of knowledge rests with the
practitioners and academics who apply and
advance it. The PMBOK includes proven,
traditional practices which are widely
applied as well as innovative and advanced
ones which have seen more limited use.
A collection of generally
sequential project phases
whose name and number are
determined by the control
needs of the organization or
organizations involved in the
project.
Project Human
Project Cost
Resource
Management
Management

Project
Communications Project Charter
Management

Program Evaluation
Project and Review
Technique (PERT)

Procurement
Program
Planning

Predecessor Precedence
Activity Relationship
A subset of project management
that includes the processes
required to ensure that the
project is completed within the
approved budget. It consists of
resource planning, cost
estimating, cost budgeting, and
cost control.
A document issued by senior
management that provides
the project manager with the
authority to apply
organizational resources to
project activities.
An event-oriented network analysis
technique used to estimate project
duration when there is a high degree
of uncertainty with the individual
activity duration estimates. PERT
applies the critical path method to a
weighted average duration estimate.
Also given as Program Evaluation and
Review Technique.
Determining what
to procure and
when.
The term used in the precedence
diagramming method for a
logical relationship. In current
usage, however, precedence
relationship, logical relationship,
and dependency are widely used
interchangeably regardless of
the diagramming method in use.
A subset of project management
that includes the processes
required to make the most
effective use of the people
involved with the project. It
consists of organizational
planning, staff acquisition, and
team development.
A subset of project management that
includes the processes required to
ensure proper collection and
dissemination of project information. It
consists of communications planning,
information distribution, performance
reporting, and administrative closure.
A temporary
endeavor
undertaken to create
a unique product or
service.
A group of related
projects managed in a
coordinated way.
Programs usually
include an element of
ongoing activity.
(1) In the arrow
diagramming method, the
activity which enters a
node. (2) In the precedence
diagramming method, the
“from” activity.
 Precedence
Diagramming PERT Chart
Method (PDM)

Performing Performance
Organization Reporting

Percent Complete
Path Convergence
(PC)

Path Pareto Diagram

Parametric Overall Change

Estimating Control
 A network diagramming
technique in which activities are
A specific type of represented by boxes (or
project network nodes). Activities are linked by
precedence relationships to
diagram. show the sequence in which the
activities are to be performed.

Collecting and The enterprise

disseminating whose employees
information about
project performance to are most directly
help ensure project involved in doing the
progress. work of the project.
In mathematical analysis, An estimate, expressed
the tendency of parallel as a percent, of the
paths of approximately amount of work which
equal duration to delay the has been completed on
completion of the an activity or group of
milestone where they meet. activities.

A histogram, ordered by
frequency of
occurrence, that shows
how many results were
generated by each
identified cause.
A set of sequentially
connected activities
in a project network
diagram.

An estimating technique that

uses a statistical relationship
Coordinating between historical data and
changes across the other variables (e.g., square
footage in construction, lines of
entire project. code in software development)
to calculate an estimate.
 Organizational
Organizational
Breakdown
Planning
Structure (OBS)

Node Network Path

Network Logic Network Analysis

Near-Critical Monte Carlo

Activity Analysis

Modern Project
Monitoring
Management (MPM)
 A depiction of the
project organization
arranged so as to
relate work packages
to organizational units.
Any continuous
series of connected
activities in a project
network diagram.
The process of
identifying early and
late start and finish
dates for the
uncompleted portions of
project activities.
A schedule risk assessment
technique that performs a
project simulation many times
in order to calculate a
distribution of likely results.
A term used to distinguish the
current broad range of project
management (scope, cost,
time, quality, risk, etc.) from
narrower, traditional use that
focused on cost and time.
Identifying,
documenting, and
assigning project roles,
responsibilities,and
reporting relationships.
One of the defining points of a
network; a junction point
joined to some or all of the
other dependency lines. See
also arrow diagramming
method and precedence
diagramming method.
The collection of
activity
dependencies that
make up a project
network diagram.
An activity that has
low total float.
The capture,
analysis, and
reporting of project
performance, usually
as compared to plan.
 Mitigation Milestone Schedule

Milestone Matrix Organization

Management
Master Schedule
Reserve

Loop Start-to-finish

Start-to-start Finish-to-finish
 A summary-level
schedule which
identifies the major
milestones. See also
master schedule.
Any organizational structure in
which the project manager
shares responsibility with the
functional managers for
assigning priorities and for
directing the work of individuals
assigned to the project.
A separately planned quantity used to
allow for future situations which are
impossible to predict. Management
reserves may involve cost or schedule.
Management reserves are intended to
reduce the risk of missing cost or
schedule objectives. Use of
management reserve requires a
change to the project’s cost baseline.
the “from” activity
must start before
the “to” activity can
finish
the “from” activity
must finish before
the “to” activity can
finish
Taking steps to lessen
risk by lowering the
probability of a risk
event’s occurrence or
reducing its effect
should it occur.
A significant event in
the project, usually
completion of a
major deliverable.
A summary-level
schedule which
identifies the major
activities and key
milestones.
A network path that passes
the same node twice. Loops
cannot be analyzed using
traditional network analysis
techniques such as CPM and
PERT. Loops are allowed in
GERT.
the “from” activity
must start before
the “to” activity can
start
 The four possible
Finish-to-start types of logical
relationships

Logical
Line Manager
Relationship

Why is the type of

organizational When is the project
structure important team directory
in project developed?
management?

Which type of Which type of

power should a power should a
project manager project manager
avoid? use?

What is the highest

What are the five
level of need's in
methods of dealing
Maslow's hierarchy
with conflict?
of needs?
 Finish-to-start, the “from” activity
Finish-to-finish, must finish before
Start-to-start, the “to” activity can
Start-to-finish start

(1) The manager of any A dependency

group that actually between two project
makes a product or activities, or between
performs a service. (2) a project activity and
A functional manager. a milestone.
The structure of the
As part of the staff organization often
constrains the
acquisition phase availability under which
of the project. resources become
available to the project.

Should try to use

Avoid using
reward and expert
coercive power.
powers.

Self-fulfillment through Smoothing,

the development of Withdrawl,
powers and skills, and Compromise,
a chance to use Forcing and Problem
creativity. Solving
 What use does a
Smoothing Gantt Chart
provide?

What is life-cycle What is a variable

costing? cost?

How is the cost

Define what a
performance index
payback period is?
(CPI) figured?

What is internal What is BCWS or

rate of return (IRR)? PV?

How is schedule
What are direct
variance (SV)
costs?
figured?
To identify when a Deemphasizing the
particular resource opponents' differences
is (or will be) and emphasizing their
working on a commonalities over
particular task. the issues in question.

The concept of
Costs that rise including acquisition,
directly with the operating, and disposal
size of the project. costs when evaluating
various alternatives.

The number of times periods

up to the point at which
cumulative revenues exceed CPI = BCWP /ACWP
cumulative costs and, or EV / AC
therefore, the project has
turned a profit.

The percentage rate

Budgeted cost of that makes the present
work scheduled or value of costs equal to
planned value. the present value of
benefits.

Costs incurred
SV = BCWP - BCWS
directly by a
or EV - PV
specific project.
 Level of Effort
Lead
(LOE)

Late Finish Date

Late Start Date (LS)
(LF)

Invitation for Bid

Lag
(IFB)

Information
Initiation
Distribution

Hanger Hammer
 A modification of a logical
relationship which allows an
acceleration of the successor
task. For example, in a
finish-to-start dependency with a
10-day lead, the successor
activity can start 10 days before
the predecessor has finished.
In the critical path method, the
latest possible point in time
that an activity may be
completed without delaying a
specified milestone (usually
the project finish date).
Generally, this term is
equivalent to request for
proposal. However, in
some application areas it
may have a narrower or
more specific meaning.
Making needed
information available
to project
stakeholders in a
timely manner.
An aggregate or summary
activity (a group of related
activities is shown as one and
reported at a summary level).
A hammock may or may not
have an internal sequence.
Support-type activity (e.g.,
vendor or customer liaison) that
does not readily lend itself to
measurement of discrete
accomplishment. It is generally
characterized by a uniform rate
of activity over a specific period
of time.
In the critical path method, the
latest possible point in time
that an activity may begin
without delaying a specified
milestone (usually the project
finish date).
A modification of a logical
relationship which directs a
delay in the successor task. For
example, in a finish-to-start
dependency with a 10-day lag,
the successor activity cannot
start until 10 days after the
predecessor has finished.
Committing the
organization to
begin a project
phase.
An unintended break in
a network path. Hangers
are usually caused by
missing activities or
missing logical
relationships.
 Graphical
Evaluation and
Grade
Review Technique
(GERT)

Functional
Functional Manager
Organization

Free Float (FF) Forward Pass

Fixed Price
Float Incentive Fee (FPIF)
Contract

Firm Fixed Price

Finish Date
(FFP) Contract
 A category or rank used to
distinguish items that have the
same functional use (e.g.,
“hammer”) but do not share the
same requirements for quality
(e.g., different hammers may
need to withstand different
amounts of force).
A manager responsible for
activities in a specialized
department or function
(e.g., engineering,
manufacturing,
marketing).
The calculation of the
early start and early
finish dates for the
uncompleted portions of
all network activities.
A type of contract where the
buyer pays the seller a set
amount (as defined by the
contract), and the seller can
earn an additional amount if it
meets defined performance
criteria.
A point in time associated with
an activity’s completion.
Usually qualified by one of the
following: actual, planned,
estimated, scheduled, early,
late, baseline, target or
current.
A network analysis technique
that allows for conditional and
probabilistic treatment of
logical relationships (i.e.,
some activities may not be
performed).
An organization structure in
which staff are grouped
hierarchically by specialty (e.g.,
production, marketing,
engineering, and accounting at
the top level; with engineering,
further divided into mechanical,
electrical, and others).
The amount of time an
activity can be delayed
without delaying the
early start of any
immediately following
activities.
The amount of time that an activity
may be delayed from its early start
without delaying the project finish
date. Float is a mathematical
calculation and can change as the
project progresses and changes are
made to the project plan. Also called
slack, total float, and path float.
A type of contract where
the buyer pays the seller
a set amount (as defined
by the contract)
regardless of the seller’s
costs.
 Expected Monetary
Fast Tracking
Value

Exception Report Event-on-Node

Estimate To Estimate At
Complete (ETC) Completion (EAC)

Estimate Effort

Early Start Date

Earned Value (EV)
(ES)
 The product of an event’s
probability of occurrence and the
gain or loss that will result. For
example, if there is a 50 percent
probability that it will rain, and rain
will result in a $100 loss, the
expected monetary value of the
rain event is $50 (.5 x $100).
A network diagramming
technique in which events are
represented by boxes (or nodes)
connected by arrows to show
the sequence in which the
events are to occur. Used in the
original Program Evaluation and
Review Technique.
The expected total cost of an activity, a
group of activities, or of the project when
the defined scope of work has been
completed. Most techniques for
forecasting EAC include some adjustment
of the original cost estimate based on
project performance to date. Also shown as
“estimated at completion.” Often shown as
EAC = Actuals-to-date + ETC.
The number of labor units
required to complete an
activity or other project
element. Usually expressed as
staffhours, staffdays, or
staffweeks. Should not be
confused with duration.
In the critical path method, the earliest
possible point in time on which the
uncompleted portions of an activity (or
the project) can start, based on the
network logic and any schedule
constraints. Early start dates can
change as the project progresses and
changes are made to the project plan.
Compressing the project
schedule by overlapping
activities that would normally
be done in sequence, such as
design and construction.
Sometimes confused with
concurrent engineering.
Document that
includes only major
variations from plan
(rather than all
variations).
The expected additional cost
needed to complete an activity, a
group of activities, or the project.
Most techniques for forecasting
ETC include some adjustment to
the original estimate based on
project performance to date.
An assessment of the likely quantitative
result. Usually applied to project costs and
durations and should always include some
indication of accuracy (e.g., ± x percent).
Usually used with a modifier (e.g.,
preliminary, conceptual, feasibility). Some
application areas have specific modifiers
that imply particular accuracy ranges (e.g.,
order-of-magnitude estimate, budget
estimate, and definitive estimate in
engineering and construction projects).
(1) A method for measuring project
performance. It compares the amount of work
that was planned with what was actually
accomplished to determine if cost and schedule
performance is as planned. See also actual cost
of work performed, budgeted cost of work
scheduled, budgeted cost of work performed,
cost variance, cost performance index, schedule
variance, and schedule performance index. (2)
The budgeted cost of work performed for an
activity or group of activities.
Early Finish Date Duration
(EF) Compression

Duration Dummy Activity

Deliverable Data Date

Current Start Date Current Finish Date

Critical Path
Critical Path
Method (CPM)
 Shortening the project
schedule without reducing
the project scope. Duration
compression is not always
possible and often requires
an increase in project cost.
An activity of zero duration used to
show a logical relationship in the
arrow diagramming method. Dummy
activities are used when logical
relationships cannot be completely or
correctly described with regular
activity arrows. Dummies are shown
graphically as a dashed line headed by
an arrow.
The point in time that
separates actual
(historical) data from
future (scheduled) data.
Also called as-of date.
The current estimate
of the point in time
when an activity will
be completed.
In a project network diagram, the series of
activities which determines the earliest
completion of the project. The critical path will
generally change from time to time as activities
are completed ahead of or behind schedule.
Although normally calculated for the entire
project, the critical path can also be determined
for a milestone or subproject. The critical path is
usually defined as those activities with float less
than or equal to a specified value, often zero.
In the critical path method, the earliest
possible point in time on which the
uncompleted portions of an activity (or
the project) can finish based on the
network logic and any schedule
constraints. Early finish dates can
change as the project progresses and
changes are made to the project plan.
The number of work periods (not
including holidays or other
non-working periods) required to
complete an activity or other project
element. Usually expressed as
workdays or workweeks. Sometimes
incorrectly equated with elapsed time.
Any measurable, tangible, verifiable
outcome, result, or item that must be
produced to complete a project or part
of a project. Often used more narrowly
in reference to an external deliverable,
which is a deliverable that is subject to
approval by the project sponsor or
customer.
The current estimate
of the point in time
when an activity will
begin.
A network analysis technique used to
predict project duration by analyzing which
sequence of activities (which path) has the
least amount of scheduling flexibility (the
least amount of float). Early dates are
calculated by means of a forward pass
using a specified start date. Late dates are
calculated by means of a backward pass
starting from a specified completion date
(usually the forward pass’s calculated
project early finish date).
 Critical Activity Crashing

Cost Plus Incentive

Cost Variance (CV)
Fee (CPIF) Contract

Cost Plus Fixed Fee Cost Performance

(CPFF) Contract Index (CPI)

Cost of Quality Cost Estimating

Cost Control Cost Budgeting

Taking action to decrease the
total project duration after
analyzing a number of
alternatives to determine how
to get the maximum duration
compression for the least
cost.
A type of contract where the
buyer reimburses the seller
for the seller’s allowable costs
(allowable costs are defined
by the contract), and the seller
earns its profit if it meets
defined performance criteria.
The ratio of budgeted costs to
actual costs (BCWP/ACWP). CPI
is often used to predict the
magnitude of a possible cost
overrun using the following
formula: original cost
estimate/CPI = projected cost at
completion.
Estimating the cost
of the resources
needed to complete
project activities.
Allocating the cost
estimates to
individual project
components.
Any activity on a critical path.
Most commonly determined by
using the critical path method.
Although some activities are
“critical” in the dictionary sense
without being on the critical path,
this meaning is seldom used in
the project context.
(1) Any difference
between the estimated
cost of an activity and the
actual cost of that
activity. (2) In earned
value, BCWP less ACWP.
A type of contract where the
buyer reimburses the seller
for the seller’s allowable
costs (allowable costs are
defined by the contract) plus a
fixed amount of profit (fee).
The costs incurred to
ensure quality. The cost
of quality includes
quality planning, quality
control, quality
assurance, and rework.
Controlling
changes to the
project budget.
 Corrective Action Control Charts

Control Contract Close-out

What are the 3

Contract general types of
contracts?

Fixed price or lump Cost reimbursable

sum contracts contracts

Contingency
Unit price contracts
Reserve
 Control charts are a graphic Changes made to
display of the results, over
time and against established bring expected
control limits, of a process. future performance
They are used to determine if
the process is “in control” or of the project into
in need of adjustment. line with the plan.
Completion and The process of comparing
actual performance with
settlement of the planned performance, analyzing
contract, including variances, evaluating possible
alternatives, and taking
resolution of all appropriate corrective action as
outstanding items. needed.

Fixed price or lump A contract is a mutually

sum contracts, Cost binding agreement which
obligates the seller to
reimbursable provide the specified
contracts, Unit price product and obligates the
contracts buyer to pay for it.
This type of contract involves payment
(reimbursement) to the contractor for its actual costs. This type of contract involves a
Costs are usually classified as direct costs (costs
incurred directly by the project, such as wages for fixed total price for a well-defined
members of the project team) and indirect costs product. Fixed price contracts
(costs allocated to the project by the performing
organization as a cost of doing business, such as may also include incentives for
salaries for corporate executives). Indirect costs are meeting or exceeding selected
usually calculated as a percentage of direct costs.
Cost reimbursable contracts often include incentives project objectives such as
for meeting or exceeding selected project objectives schedule targets.
such as schedule targets or total cost.

A separately planned With this type of contract the

quantity used to allow for contractor is paid a preset amount per
unit of service (e.g., $70 per hour for
future situations which professional services or $1.08 per
cubic yard of earth removed) and the
may be planned for only total value of the contract is a function
in part (sometimes called of the quantities needed to complete
the work.
“known unknowns”).
 Do you include
Why would you use
contingency
contingency
reservers in the
reserves?
schedule baseline?

Are contingency
reservers only used Contingency
when dealing with Planning
costs?

Concurrent Communications
Engineering Planning

Code of Accounts Chart of Accounts

Change Control
Calendar Unit
Board (CCB)
Contingency reserves
are intended to
reduce the impact of
missing cost or
schedule objectives.
The development of a
management plan that
identifies alternative
strategies to be used to
ensure project success if
specified risk events occur.
Determining the
information and
communications
needs of the project
stakeholders.
Any numbering system used to
monitor project costs by
category (e.g., labor, supplies,
materials). The project chart of
accounts is usually based upon
the corporate chart of accounts
of the primary performing
organization.
The smallest unit of time used in
scheduling the project. Calendar
units are generally in hours,
days, or weeks, but can also be
in shifts or even in minutes. Used
primarily in relation to project
management software.
Yes, contingency
reserves are normally
included in the
project’s cost and
schedule baselines.
No, contingency
reserves may
involve cost,
schedule, or both.
An approach to project
staffing that, in its most
general form, calls for
implementors to be involved
in the design phase.
Sometimes confused with fast
tracking.
Any numbering
system used to
uniquely identify each
element of the work
breakdown structure.
A formally constituted
group of stakeholders
responsible for
approving or rejecting
changes to the project
baselines.
Budgeted Cost of Budgeted Cost of
Work Scheduled Work Performed
(BCWS) (BCWP)

Budget At
Baseline
Completion (BAC)

Bar Chart Gantt chart

Arrow Diagramming
Backward Pass
Method (ADM)

Arrow Application Area

The sum of the approved cost
estimates (including any
overhead allocation) for
activities (or portions of
activities) completed during a
given period (usually
project-to-date).
The original plan (for a project,
a work package, or an activity),
plus or minus approved
changes. Usually used with a
modifier (e.g., cost baseline,
schedule baseline, performance
measurement baseline).
A graphic display of schedule-related
information. In the typical bar chart,
activities or other project elements are
listed down the left side of the chart,
dates are shown across the top, and
activity durations are shown as
date-placed horizontal bars. Also
called a Bar chart.
A diagramming technique in which
activities are represented by arrows.
The tail of the arrow represents the
start and the head represents the
finish of the activity. Activities are
connected at points called nodes to
illustrate the sequence in which the
activities are expected to be
performed.
A category of projects that
have common elements not
present in all projects.
Application areas are usually
defined in terms of either the
product of the project or the
type of customer.
The sum of the approved cost
estimates (including any
overhead allocation) for
activities (or portions of
activities) scheduled to be
performed during a given period
(usually project-to-date).
The estimated total
cost of the project
when done.
A graphic display of schedule-related
information. In the typical bar chart,
activities or other project elements are
listed down the left side of the chart,
dates are shown across the top, and
activity durations are shown as
date-placed horizontal bars. Also
called a Gantt chart.
The calculation of late finish dates and
late start dates for the uncompleted
portions of all network activities.
Determined by working backwards
through the network logic from the
project’s end date. The end date may
be calculated in a forward pass or set
by the customer or sponsor.
The graphic
presentation of an
activity.
 Is stakeholder What is the triple
managerment a constraint and what
proactive task? is it used for?

What is
What is meant by
Social-Econominc
the word
Environmental
internationalization?
Sustainability?

Should you
incorporate What does the
stakeholders' initiating process
requirements into a do?
project?

What is the meant

What is down in the
by the planning
executing process?
process?

What is done in the

What is done in the
controlling
closing process?
process?
 The triple constraint is
time, cost, quality. It is
used to identify the three
most important factors that
a project manager needs to
consider in a project.
Being accountable
for impacts resulting
from a project both
social and
economic.
It authorizes the
project of phase.
During this phase
people are coordinating
with other resources to
carry out the project
phase or plan.
This process is when
formailizing acceptance
of the project or phase
is completed in the
hopes of bringing it to
an orderly end.
Yes, stakeholder
management is a
proactive task.
Consideration of
time-zone differences,
national and regional
holidays. travel
requirements, and other
logistical issues.
Yes, always
incorporate the
stakeholder's
requirements into
the project.
This process is used
for defining and
refining objectives
and selecting the best
of the alternatives.
This process is for ensuring
that project objectives are met
by monitoring and measuring
progress in order to indetify
variances from the plan so
that corrective action can be
taken if and when necessary.
 In a strong matrix
what type of
What is a tight
power/authority
matrix?
does the project
manager have?

In a weak matrix
does the project
Project Coordinator
manager have much
authority?

What are some

advantages/benefits
Project Expeditor
of a functional
organization?

What are some Is scope verification

disadvantages of a necessary when a
functional project is
organization? terminated?

Will management
by objectives work
Dephi Technique
if management
doesn't support it.

In this type of
matrix the power
rests with the
project manager.
An individual who reports to a
higher-level manager in the
organization, has the authority to
assign work to individuals in
various functional organizations,
and shares authoity and
resources with the functional
manager.
1) Easier management o
specialist's, 2) Team
memebers only report to 1
boss, 3) Clearly defined
careeer paths, 4)
resources are centralized.
Yes, scope verifcation is
necessary when a project
is terminated, it
althoughs the
organization to determine
the level of completion.
A mthod to obtain opinions on
issues. Information sent to
experts, responses are compiled
and the results are sent back for
further review. Using the delphi
technique helps reduce bias and
undue influence.
This refers to
locating the offices
for the project team
in the same
room/location.
No, the
power/authority
rests with the
functional manager.
An individual who is a staff
assistant to an executive who
has the ultimate responsibility
for the project. Has authority
only in his managers department
but not over resources from
other departments.
1) The project manager
has NO authority, 2)
People place more
emphasis on their
speciality than to the
project.
No, in orer to work
properly, it must be
supported by
management.
 What type of What are the three
diagram uses uses for dummy
dummy activities? activites?

What is the What is problem

expectancy theory? solving/confrontation?

Give three examples

of hygiene factors in
What is McGregor's
Herzberg's theory of
motivation. How do Theory X?
they affect motivation.

What is an
What is McGregor's organizational
theory Y? breakdown
structure (OBS)?

Does the matrix form

What is the purpose of project
of a resource Gantt organization facilitate
chart? or complicate project
team development?
 1) logic, 2) time
delay and, 3)
uniqueness.
Addressing conflict directly by
getting the parties to work
together to define the
problem, collect information,
develop and analyze
alternatives, and select the
most appropriate alternative.
Traditional approach: workers
stroy motivation,
are self-centered, lazy, lacking
ambition. Managers organize
the elements of the
productive enterprise in the
interest of economic ends.
A specific type of
organizational chart
that shows which
units are responsible
for which work items
It complicates team
development because
team members are
accountable to both a
functional manager and
a project manager.
Activity-On-Arrow
Network.
It holds that people tend to be
highly productive and
motivated if they believe their
efforts will lead to successful
results and they will be
rewarded for their success.
Pay, attitude of supervisor, and
working conditions.
but improving hygiene factors in not
likely to increase motivation.
Motivators are an opportunity to
achieve and experience
self-actualization.
Workers are not by nature
resistant to organizational
needs; they are willing and
eager to accept
responsibilities and are
concerned with self-growth
and fulfillment.
It identifies when a
particular resource
is or will be working
on a particular task.
 Name three major
What is a
forms of project
projectized
organizational
organization?
structure.

Describe the
What is a project
difference between
"war room" and
a weak matrix and a
what is its benefit?
strong matrix.

What is variance What is active

analysis? listening?

What is major
What is most
cause of conflict
difficult conflict to
with functional
deal with?
managers?

What is earned value

What is the tool for
analysis and how is
used for
it used in
communication
performance
planning?
reporting?
One in which a separate,
functional organization
is established for each
project. Personnel are
assigned on a full-time
basis.
A single location for the team to
get together for any purpose. It
provides a repository for project
artifacts, records, and
up-to-date schedules and status
reports. It gives an identity to
the project team.
Listening in which the
recipient is attentive
and asks for
clarification of
ambiguous messages
Personality
conflicts
Stakeholder
analysis
Functional, Matrix,
and Projectized
Weak matrices are similar to
functional organizations.
Strong matrices are similar to
projectized organizations
(with balance of power tipped
toward the project manager)
Comparing actual
project results to
planned or expected
results in terms of cost,
schedule, scope, quality,
and risk.
Schedules
An analysis that
integrates cost and
schedule measures. It is
used to help the project
management team assess
project performance.
5 Phases of Project
Initiation Phase Activities
Management

Planning Phase Core Planning Phase

Processes Facilitating Processes

Activity Activity aspects

Activity definition Activity description

Activity Duration
Activity-On-Arrow
Estimating

Initiation
Quality Planning -
Communicaiton Planning - Risk
ID - Risk Quantification - Risk
Response Devlp -
Organizational Planning - Staff
Acquisition - Procurement
Planning - Solicitation Planning
Duration - Expected cost
- Expected resources
required
The scope of work of the
activity. - Used in project
diagrams.
Part of the Arrow
Diagramming Method
Initiation - Planning -
Execution - Control -
Closure
Scope Planning - Scope
Definition - Activity Definition -
Activity Sequencing - Activity
Duration Estimating - Resource
Planning - Cost Estimating -
Schedule Development - Cost
Budgeting - Project Plan
Development
Element of work on a
project
Identifying specific
activities that must be
performed in order to
produce a project's
deliverables.
Estimating the number of
work periods that will be
needed to complete
individual activities.
 Actual Cost of Work
Activity-On-Node
Performed

Actual Finish Date Actual Start Date

Administrative Closure Application Area

Arrow Diagramming
Arrow
Method

As-Of Date Backward Pass

 Total costs incurred
Part of the Precedence
(direct and indirect) for a
Diagramming Method
project.

When work starts. When work ends.

Type of: product, project

or customer. - There is Formalized project end.
often overlap

Graphical representation
of a project where Graphic presentation of
activities are represented an activity.
by arrows.

Calculating a project
Same as Data Date
length based on end-date
 Bar Chart Baseline

Baseline Finish Date Baseline Start Date

Budget at Completion Budget Estimate

Budget Cost of Work Budgeted Cost of Work

Performed Scheduled

Calendar Unit Change Control Board

 Left side = Project
elements Bottom = Date
The original plan
range (Also called =
GANTT Chart)

Scheduled Start Date Scheduled Finish Date

The estimated total cost

Estimate
of the project when done.

Sum of approved cost

Sum of approved cost
estimates not yet
estimates completed.
completed. Part of
Part of Earned Value
Earned Value

Group of stakeholders
responsible for Smaller unit (Hours -
approving or rejecting Days - Weeks - Shifts -
changes in the project Minutes)
baseline.
 Change in Scope Chart of Accounts

Charter Code of Accounts

Communications
Concurrent Engineering
Planning

Contingency Planning Contingency Reserve

Contract - 3 Categories Contract Definition

Numbering system used
to monitor project costs Scope Change
by category.

Numbering system used

to identify each element
Same as project charter
of the work breakdown
structure.

Not Fast Tracking - Calls

Determining the
for project
communication needs
implementations to be
and procedures for each
involved in the Design
stakeholder.
Phase.

Known Unknowns. They

are buffers (cost,
schedules, resources) Risk mitigation plan
built into the project
baseline.

1 - Fixed price or lump

Mutually binding sum. 2 - Cost
agreement. reimbursable. 3 - Unit
price
 Contract - Fixed
Contract - 2 Parts
price/Lump Sum

Contract - Cost
Contract - Unit Price
reimbursable

Contract Administration Contract Close-out

Control Control Chart

Corrective Action Cost Budgeting

 Seller - delivers product
Fixed price for a
or service. Buyer -
well-defined product or
obliged to pay for
service.
product or service.

Seller is paid a pre-set

price for unit of product
Time and materials.
or service (i.e. $70 per
hour)

Managing the
Completion of the
relationship with the
contract.
seller.

Graphical display of Comparing planned vs.

results. actual performance.

Allocating cost estimates Used to get a project

to the actual project. back on track.
 Cost control. Cost Estimating

Cost Performance Index

Cost of Quality
= Formula

Project Cost at
Cost Performance Index
Compellation

Cost Plus Fixed Fee Cost Plus Inventive Fee

Contract Contract

Cost Variance Crashing

 Controlling changes in
Estimating project costs
the project budget.

Cost incurred to ensure

CPI = BCWP / ACWP
quality.

Used to predict the

PCC = Original Cost Est. /
magnitude of a project
CPI
cost overrun.

Time and Materials +

Time and Materials + a
fixed profit level if all
fixed profit level.
goals are met.

BCWP < ACWP

Taking action to
Difference between
decrease a project
estimated and actual
timeline.
cost.
 Critical Activity Critical Path Method

Current Finish Date Current Start Date

Data Date Deliverable

Dependency Dummy Activity

Duration Duration Compressing

 The path with the least
Critical Path Method
amount of flexibility.

Current estimate of Current estimate of

project initiation. project completion

As-Of-Date. Point of time

Tangible and verifiable
that is between historical
outcome.
and future date.

Zero length. Place holder

Requires another step to
activities in a project
be accomplished.
schedule.

Shorten duration without

Length of time to
decreasing project
complete an activity.
scope.
 Early Finish Date Early Start Date

Earned Value Effort

Estimate Estimate at Completion

Estimate to Complete Event-on-Node

Exception Report Expected Monetary Value

 Used in the Critical Path
Used in the Critical Path
Method. Earliest date the
Method. Earliest date the
project can be completed
project can be started by.
by.

1 - Method for measuring

Not Duration. Resource project performance. 2 -
units needed to complete Budgeted cost. 3 -
an activity. Compares work planned
vs. actually performed.

Prediction of costs,
EAC = Actuals-to-date +
resources needed and
ETC
duration.

Project diagramming Expected additional cost

method that uses needed to complete an
connected boxes. activity.

Document which show

Monetary gain or lose
only major variations to
due to an event.
the project plan.
 Fast Tracking Finish Date

Fixed Price Incentive Fee

Firm Fixed Price Contract
Contract

Float Forecast Final Cost

Forward Pass Fragnet

Free Float Functional Manager

 Compressing a project
Project activities schedule by overlapping
completed date. activities. Not =
Concurrent Engineering

Fixed price, regardless of

Fixed price with a bonus
changes in Time and
for performance.
Material costs.

Amount of time an
activity can be delayed
EST
without affecting the
project schedule.

Calculating a project
Subnet time-line based on a
start-date.

Amount of time an
Specialized department
activity can be delayed
manager (i.e. Marketing
without affecting an early
Mgr.)
start of a project.
Functional Organization Gantt Chart

Graphical Evaluation and

Grade
Review Technique

Hammock Hanger

Information Distribution Initiation

Integrated Cost/Schedule
Invitation for Bid
Reporting
 Department (i.e.
Bar chart Marketing Dept) grouped
staff.

Cartoon representation Items in the same

of a Conditional category but require
evaluation of a problem. different quality controls.

Break in the project path

- missed activities in the Summary/roll-up activity
plan.

Committing the Distributing necessary

organization to begin a information to project
project phase. stakeholders

Request for Proposal Earned Value

Key Event Schedule Lag

Late Finish Date Late Start Date

Lead Level of Effort

Life-Cycle Costing Line Manager

Link Logic Diagram

A step in the project path
must wait X days after its
Master Schedule
predecessor is
completed.

Latest possible date a

Latest possible date a
task can be completed
task can begin without
without delaying the
delaying the schedule.
schedule.

A step in the project path

Estimate of resources
which can start X days
needed to complete the
before its predecessor is
task.
completed.

Acquisition - Operating -
A manager who is also
Disposal costs.
working directly on the
Considered when
project.
evaluating alternatives.

Project Network Diagram Connection of steps

Logical Relationships (4
Finish-to-Start Activity
Types)

Finish-to-Finish Activity Finish-to-Start Activity

Finish-to-Start Activity Loop

Management Reserve Master Schedule

Matrix Organization Milestone

 Finish-to-start /
The FROM activity must
Finish-to-finish /
FINISH before the TO
Start-to-start /
activity can START.
Start-to-finish

The FROM activity must The FROM activity must

START before the TO FINISH before the TO
activity can FINISH. activity can FINISH.

The FROM activity must

Cannot be in CPM or
START before the TO
PERT. Can be in GERT
activity can FINSH.

Cost and schedule

Summary-level schedule buffers planned by
that identifies key management for unseen
milestones. events that would impact
the project.

Project and Functional

Significant event. managers share
responsibilities.
 Modern Project
Mitigation
Management

Monitoring Monte Carlo Analysis

Near-Critical Activity Network Analysis

Network Logic Network Path

Organizational
Node
Breakdown Structure
Broad / Not focused on
cost and time / Focused Steps to lessen risk by
on: scope, cost, time lowering probability.
quality, risk, etc.

Simulation of Risk that Tracking and reporting

occurs throughout the project performance and
project. status.

The process of
identifying early and late
An activity that has low
finish dates for the
total float.
uncompleted portions of
project activities.

A collection of
Connected activities in
dependencies that make
the project network
up the project network
diagram.
diagram.

A depiction of the project

A junction point in a
into work breakdown
project network diagram.
"packages".
Organizational Planning Overall Change Control

Parametric Estimating Pareto Diagram

Path Path Convergence

Percent Complete Performance Reporting

Precedence
Performing Organization
Diagramming Method
 Identifying, documenting
and assigning project
Coordinating changes
roles, responsibilities
across the entire project.
and reporting
relationships.

Histogram ordered by
frequency of occurrence
Estimates based on
that shows multiple
statistics and history.
results relating to one
cause.

Parallel paths that lead to

one milestone, but may
Sequential activities.
singularly delay a
project.

Collecting and
disseminating
Percent of work already
information about project
performed.
performance to help
ensure project progress.

Activities are The enterprise whose

represented by boxes employees are most
and linked sequentially. directly involved in doing
A diagramming method. the work of the project.
Precedence Relationship Predecessor Activity

Procurement Planning Program

Program Evaluation and

Project
Review Technique

Project Communications
Project Charter
Management

Project Cost Project Human Resource

Management Management
 1 - Arrow Diagramming
Method - Activity which
enters a NODE. / 2 -
Refers to the
Precedence Diagramming
Method - Activity which diagramming methods.
goes "away from" the
NODE.

A group of related
Determining what to
projects. Usually
procure and when.
on-going.

Event-oriented. Used to
A temporary endeavor
estimate project
undertaken to create a
duration. Used for
unique product or
projects with uncertainly
service.
in duration.

Sr. Management's written

Subset project for
authority given to the PM
collecting and dispersing
for organization
project info.
resources.

Subset project for Subset project for

effectively using ensuring a project is
personnel in the project. completed within budget.
 Project Integration
Project Life Cycle
Management

Project Management
Project Management
Body of Knowledge

Project Management Project Management

Software Professional

Project Management
Project Manager
Team

Project Network Diagram Project Phase

 Subset project for
A collection of sequential
integrating subset
project phases.
projects into the whole.

The knowledge, skills,

tools and techniques to
Book of proven project meet and exceed a
management practices. stakeholders
expectations with a
project.

Computer application
Certified PM from PMI designed to plan and
control a project.

Individual responsible for Members of the project

managing the project. team.

PERT or GANTT
A subset collection of
Schematic display of
project activities.
project activities.
 Project Plan Project Plan - Elements

Is a Project Plan Project Plan

Summary or Detailed? Development

Project Plan Execution Project Planning

Project Procurement Project Quality

Management Management

Project Risk Management Project Schedule

Plan / Cost Assumptions
Formal document used
/ Schedule / Decisions /
to guide the project.
Scope

Taking the results of

other planning processes
Can be both
and putting them into a
new document.

Development and
Carrying out the project
maintenance of the
plan details.
project plan.

Subset of the project Acquiring goods and

used to ensure the services outside of the
project is up to project team for use in
requirements at delivery. the project.

Outlines dates for each Subset of the project for

activity in sequential identifying and mitigating
order. risks.
 Project Scope
Project Team Members
Management

Project Time
Projectized Organization
Management

Quality Assurance Quality Control

Quality Planning Remaining Duration

Request for Proposal Request for Quotation

 Subset of the project
used to ensure only the
They work for the Project
pre-defined work
Manager
required is done and no
more.

Subset of the project that

Where PM has 100% over
monitors and ensures a
project team. No shared
team meeting all
authority.
milestone dates.

Process of evaluating Evaluating process to

specific project steps to ensure the project will
verify they meet with the satisfy its quality
project quality standards. standards.

Identifying which quality

Time needed to complete
standards are relevant to
an activity.
the project.

Bid document from a

Bid document from
company to a vendor for
company to vendor.
pricing information.
 Reserve Resource Leveling

Resource-Limited
Resource Planning
Schedule

Responsibility
Retainage
Assignment Matrix

Risk Event Risk Identification

Risk Quantification Risk Response Control

 Where scheduling
Provision in the project
concerns are addressed
plan to mitigate cost
by resource management
and/or schedule risks.
concerns.

Project where start and

Resource identification
end date are based on
process.
resource availability.

Relates project
Down payment on a
organization structure to
contracted product or
work breakdown
service.
structure.

An occurrence that
Identifying which risks
affects the projects
will affect the project.
outcome.

Responding to changes
Identifying probability of
in risk over the course of
the risk.
the project.
 Risk Response
S-Curve
Development

Schedule Control Schedule Development

Schedule Performance
Schedule Variance
Index

Scheduled Finished Date Scheduled Start Date

Scope Scope Change

 Graph showing
cumulative cost and Risk mitigation plan
labor over time.

Analyzing activity
sequences, durations
Controlling changes to
and resource
the project schedule
requirements to create a
project schedule.

Difference between Work performed / Work

scheduled and actual Schedule (BCWP /
timeframes. BCWS)

Planned activity start

Planned activity end date
date

The sum of the products

Any change to the scope. and services to be
provided as a project.
Scope Change Control Scope Definition

Scope Planning Scope Verification

Should-Cost Estimate Slack

Solicitation Solicitation Planning

Source Selection Staff Acquisition

Decomposing the major
Controlling changes in
deliverables into small
the scope.
parts.

Auditing each scope

Written scope
element at the end of a
statements.
project for completion.

Used to judge the

Used in PERT for FLOAT reasonableness of a
vendors quote.

Document stating
requirements and Obtaining quotes, bids
potential sources to meet and offers.
those requirements.

Getting human resources Choosing a vendor or

to work on the project. product.
 Stakeholder Start Date

Statement of Work Subnet

Successor Activity Target Completion Date

Time-Scaled Network
Team Development
Diagram

Target Finish Date Target Start Date

 People directly or
Qualified starting date indirectly involved in the
project.

A narrative description of
products or services to
Subproject
be supplied under
contract.

A constraining date in Activity while "leaves"

the project diagram. the node.

Diagram where the

physical shape of each Developing team
activity object is members to enhance the
proportional to the project.
duration of that activity.

The date the work for the The date the work for the
activity is planned to be activity is planned to be
started by. completed by.
 How is performance
How is contract closeout
reporting used as a tool
similar to administrative
for contract
closeout?
administration?

When are payment Describe the

requests an output of characteristics of a
contract administration? unilateral contract?

Under what two conditions

must PMI members refrain
What is a unilateral from offering or accepting
contract? monetary payments or other
forms of compensation or
tangible benefits?

What is the most critical

culture for the success of Who can initiate an
a project manager ethics complaint?
working internationally?

When is a PMP What are the two

responsible for reporting conditions under which
to PMI possible PMI member's do not have
violations of the PMP to honor and maintain the
Code of Professional privacy and confidentiality
Conduct? of client information?

it provides management
with information about
how effectively the seller
is achieving the
contractual objectives.
Both contract closeout and
administrative closure
involve product verification.
However, the contract terms
and conditions may prescribe
specific procedures for
contract closeout.

It usually takes the form

of a purchase order -- a When the project is using
standard form listing an external payment
routine items at standard system.
prices.

When payments do not

conform with applicable
A contract that has only
laws and when they may
one signature (the
provide an unfair
advantage for themselves issuer).
or their business.

Any person, group, or

organization, including Leadership
PMI.

1) if granted permission by
the customer, client, or
When reasonable and
employer, and 2) If
clear facts exist to verify
maintaining the
confidentiality is otherwise the violation.
unethical or unlawful.
 What is the best way to
demonstrate a
What is the purpose of
professional and
the procurement
cooperative manner with
management plan?
team members or other
stakeholders?

What are two outputs What is a procurement

from contract closeout? audit? How is it used?

During which process are

the impact and likelihood of
identified risks assessed so How is expected
that they may be prioritized monetary value
according to their potential computed?
effect on project
objectives?

What action should the

project manager take to
What is a SWOT analysis ensure that each risk
and how is it used? response plan is
implemented and
monitored?

What type of contract

What are five success
documentation should be
factors for doing
reviewed in contract
business internationally?
closeout?
To describe how solicitation
planning, solicitation,
source selection, contract
administration, and contract
closeout will be managed.
A comprehensive analysis and
review of the process from
procurement planning through
contract administration. It is
used to identify successes and
failures, which can be applied as
lessons learned to other projects.
Expected monetary value is
the product of two numbers:
risk event probability
(probability risk will occur)
and risk event value (estimate
if it does happen, the loss
that will be incurred).
Identify and assign an
individual to own each risk
who will take personal
responsibility for protecting
the project objectives from
the risk's impact.
1) Cultural
understanding, 2)
Cross-cultural journeys,
3) Good communication,
4) Negotiation, and 5)
Global management
By respecting cultural,
ethnic and personal
differences.
The contract file, and
formal acceptance and
closure.
Qualitative risk analysis
A strengths, weakness,
opportunities, and threats
analysis. Used in risk
identification, it tends to
increase the number of
project risks considered.
The contract itself and all
associated schedules, requested
and approved contract changes,
seller developed technical
documentation, seller
performance reports, financial
documents, and contract-related
inspection reports
 What is the difference
In which project phase is
between attribute
quality control
sampling and variable
performed?
sampling?

What is the difference What are the three (3) key

between a tolerance and outputs from
a control limit? administrative closure?

Name three
Name five barriers to
communications
effective project
channels in an
communications.
organization?

Why is communications
planning so tightly linked
What is active listening?
to project organizational
planning?

What is earned value

analysis and how is it List the four parts of the
used in performance communication model.
reporting?
 Attribute sampling determines
whether the result does or does
Quality control is not conform to the specifications.
performed throughout all In variable sampling, the result is
phases of the project life rated on a continuous scale that
measures the degree of
cycle. conformance within a
pre-established acceptable range.

A tolerance establishes
1) Project archives, 2) the range of acceptable
Project closure, 3) results. A control limit is
Lessons learned. computed based on the
results themselves.

1) Lack of clear communication

channels. 2) Physical distance
between communicator and
Personal, Organization, receiver, 3) Difficulties with
Grapevine technical language, 4)
Distracting environmental
factors, 5) Detrimental attitudes.

Because the project's

Listening in which the
organizational structure
recipient is attentive and
will have a major effect
asks for clarification of
on project
ambiguous messages.
communications.

An analysis that integrates

cost and schedule
Communicator, Message, measures. It is used t help
Medium, Recipient the project management
team assess project
performance.
 What is the difference When should EAC be
between a risk and a calculated by AC + BAC -
problem? EV?

When should EAC be What does the

calculated by AC + (BAC benefit-cost ratio not tell
- EV) / CPI? you?

if a project is experiencing
quality problems, should
the project manager
devote more resources to
inspection of to
prevention?
What are the seven (7)
main quality control
tools, often called the
"basic seven" tools?

does the matrix form of

project organization Project Human Resource
facilitate or complicate Management comprises
project team which three processes?
development? Why?

How is simulation used At which phase(s) in the

in activity duration project life cycle is
estimating and what is significant risk thought
the most common type of to have the greatest
simulation? impact?
 When current variances
are seen as atypical, and A risk is a future event; it
the project management has not yet occurred. A
team's expectation is that problem, on the other
similar variances will not hand, currently exists.
occur in the future.

When the current

The absolute value of the variances are seen as
benefit or cost. typical of future
variances.

1) Flowcharts, 2)
Diagrams, 3) Pareto Prevention, because
Diagram, 4) preventing a problem is
Cause-and-Effect Diagram, far less costly, than
5) Graphs, 6) Control fixing a problem.
Charts, 7) Checklists

It complicates project
1) Organizational team development.
planning, 2) Staff Because team members
acquisition, 3) Team are accountable to both a
development functional manager and
the project manager.

To calculate multiple durations with

different sets of assumptions.
Project execution and Monte Carlo Analysis, in which a
distribution of probable results is
closeout. defined for each activity and used to
calculate a distribution of probable
results for the total project.
Project Plan Execution Project Plan
- Inputs Development - Tools

Project Plan Execution Integrated Change

- Tools Control - Inputs

Integrated Change
Initiation - Inputs
Control - Tools

Initiation - Tools Scope Planning - Tools

Scope Planning - Scope Definition -

Inputs Tools
 Project planning Project plan,
methodology, stakeholder supporting details,
skills & knowledge, project
management information
organizational policies,
system (PMIS), earned preventive action,
value management (EVM) corrective action

General management skills,

Project plan, product skills & knowledge,
work authorization system,
performance reports, project management
change requests information system (PMIS),
and organization procedures

Change control system,

Product description,
strategic plan, project
selection criteria, and
historical information
configuration management,
performance measurements,
additional planning, and
project management
information system (PMIS)

Product analysis,
benefit/cost analysis. Project selection
alternative methods, expert
identification and judgement
expert judgement

Product description,
WBS templates and project charter,
decomposition constraints, and
assumptions
 Scope Definition - Scope Verification -
Inputs Tools

Scope Verification - Scope Change Control

Input - Tools

Scope Change Control Activity Definition -

- Inputs Tools

Activity Definition - Activity Sequencing -

Inputs Inputs

Activity Sequencing - Project Plan

Tools Development - Input

Inspection
Scope change control
system, performance
measurement, and
additional planning
Decomposition and
templates
Activity list, product
description, mandatory
dependencies, discretionary
dependencies, external
dependencies and milestones
Other planning outputs,
historical information,
organizational policies,
constraints,
assumptions
Scope statement,
constraints,
assumptions, other
planning outputs, and
historical information
Work results, product
documentation, WBS,
scope statement and
project plan
WBS, performance
reports, change
requests, and scope
management plan
WBS, scope statement,
historical information,
constraints,
assumptions, and
expert judgement
Precedence Diagram
Method (PDM), Arrow
Diagram Method (ADM),
conditional diagram
techniques and network
templates
Schedule Development
Cost Control - Input
- Inputs

Activity Duration Schedule Development

Estimating - Inputs - Tools

Schedule Control - Schedule Control -

Tools Inputs

Resource Planning - Resource Planning -

Tools Inputs

Cost Estimating - Cost Estimating -

Tools Inputs

Cost baseline,
performance reports,
change requests, and
cost management plan
Mathematical analysis,
duration compression,
simulation, resource
leveling heuristics, project
management software,
and coding structure
Project schedule,
performance reports,
change requests, and
schedule management
plan
WBS, historical
information, scope
statement, resource pool
description, organizational
policies, and activity
duration estimates
WBS, resource requirements,
resource rates, activity
duration estimates, estimating
publications, historical
information, chart of
accounts, and risks
Project network diagrams,
activity duration estimates,
resource requirements, resource
pool descriptions, calendars,
constraints, assumptions, leads
and lags, risk management plan,
and activity attributes
Activity list, constraints,
assumptions, resource
requirements, resource
capabilities, historical
information and
identified risks
Schedule change control
software, performance
measurements, additional
planning, project
management software,
and variance analysis
Expert judgment,
alternatives
identification, and
project management
software
Analogous estimating,
parametric modeling,
bottom-up estimating,
computerized tools, and
other cost estimating
methods
Cost Budgeting - Tools Cost Budgeting - Tools

Activity Duration
Cost Control - Tools
Estimating - Inputs

Quality Planning - Quality Assurance -

Tools Tools

Quality Assurance -
Quality Control - Tools
Inputs

Quality Control - Quality Planning -

Inputs Input
 Cost estimates, WBS,
Cost estimating tools
project schedule, and
& techniques
risk management plan

Expert judgment, Cost change control

system, performance
analogous estimating,
measurements, earned
quantitative based
value management,
durations, and reserve additional planning, and
time (contingency) computerized tools

Benefit/cost analysis,
Quality planning tools benchmarking, flow
and techniques, and charting, design of
quality audits experiments, cost of
quality

Inspection, control Quality management

charts, Pareto diagrams,
plan, quality control
statistical sampling,
measurements, and
flow charting, and trend
analysis operational definitions

Quality policy, scope

Work results, quality
statement, product
management plan,
description, standards
operational definitions,
and regulations, and
and checklists
other process inputs
Organization Planning Staff Acquisition -
- Inputs Tools

Staff Acquisition - Team Development -

Inputs Tools

Team Development - Communication

Inputs Planning - Tools

Communications Information
Planning - Inputs Distribution - Tools

Information Performance
Distribution - Inputs Reporting - Tools
 Negotiations, Project interfaces,
pre-assignment, and staffing requirements,
procurement and constraints

Team building activities, Staffing management

general management
plan, staffing pool
skills, reward and
descriptions, and
recognition systems,
collocation, and training recruitment practices

Project staff, project

plan, staffing
Stakeholder analysis management plan,
performance reports,
and external feedback

Communication skills, Communications

information retrieval requirements,
systems, and communications
information technology, constraints,
distribution systems and assumptions

Performance reviews,
variance analysis, trend Work results,
analysis, earned value communications
analysis, and management plan, and
information distribution project plan
tools
Administrative Closure Administrative Closure
- Inputs - Tools

Performance Risk Management

Reporting - Inputs Planning - Inputs

Risk Management Risk Identification -

Planning - Tools Tools

Risk Identification - Qualitative Risk

Inputs Analysis - Tools

Qualitative Risk Organizational

Analysis - Input Planning - Tools
 Performance
Performance reporting
measurement
tools, project reports,
documents, product
and project
documentation, and
presentations
other project records

Project charter, organizational

risk management policies,
defined roles and Project plan, work
responsibilities, stakeholder results, and other
risk tolerance, organization's project records
risk management templates,
and the WBS

Documentation review,
information gathering
techniques, checklists,
Planning Meetings
assumptions analysis,
and diagramming
techniques

Risk probability and Risk management

impact, probability/impact plan, project planning
risk rating matrix, project outputs, risk
assumptions testing, and categories, and
data precision ranking historical information

Templates, human Risk management plan,

identified risks, project
resource practices,
status, project type, data
organizational theory,
precision, scales of
and stakeholder probability and impact,
analysis and assumptions
 Risk Monitoring & Quantitative Risk
Control Tools Analysis - Inputs

Procurement Planning Risk Monitoring and

- Tools Control - Inputs

Solicitation Planning -
Solicitation - Tools
Inputs

Solicitation Planning - Procurement Planning

Tools - Inputs

Source Selection -
Solicitation - Inputs
Inputs
 Risk management plan,
identified risks, list of
prioritized risks, list of risks
for additional analysis,
historical information, expert
judgment, and other planning
outputs
Risk management plan,
risk response plan, project
communication, additional
risk identification and
analysis, and scope
changes
Procurement
management plan,
statement of work, and
other planning outputs
Procurement Planning
- Inputs
Proposals, evaluation
criteria, and
organizational policies
Project risk response audits,
periodic project risk reviews,
earned value analysis,
technical performance
measurements, and additional
risk response planning
Make of buy analysis,
expert judgment, and
contract type selection
Bidders conferences,
and advertising
Standard forms and
expert judgment
Procurement
documents, and
qualified seller lists
 Source Selection - Quality Control -
Tools Outputs

Contract Close-out - Contract Close-out -

Inputs Tools

Contract Contract
Administration - Inputs Administration - Tools

Project Plan Execution Organizational

- Outputs Planning - Outputs

Project Plan Quantitative Risk

Development - Outputs Analysis - Tools
Quality improvement,
Contract negotiation,
acceptance decisions,
weighting system,
rework, completed
screening system, and
checklists, and
independent estimates
process adjustments

Contract
Procurement Audits
Documentation

Contract change
Contract, work results,
control systems,
change requests, and
performance reporting,
seller invoices
and payment systems

Role and responsibility

assignments, staffing
Work results, and
management plan,
change requests
oganization charts,
and supporting details

Interviewing,
sensitivity analysis, Project plan, and
decision tree analysis, supporting details
and simulation
Schedule Development Quantitative Risk
- Outputs Analysis - Outputs

Activity Duration Qualitative Risk

Estimating - Outputs Analysis - Outputs

Activity Sequencing - Risk Identification -

Outputs Outputs

Activity Definition - Risk Management

Outputs Planning - Output

Scope Change Control Administrative Closure

- Outputs - Outputs
 Prioritized list of quantified
risks, probabilistic analysis of
the project, probability of
achieving the cost and time
objectives, and trends in
quantitative risk analysis
results
Overall risk ranking for the
project, list of prioritized risk,
list of risks for additional
analysis and management,
trends in qualitative risk
analysis results
Risks, triggers, and
inputs to other
processes
Risk Management Plan
Project archives,
project closure,
lessons learned
Project schedule,
supporting detail,
schedule management
plan, an resource
requirement updates
Activity duration
estimates, basis of
estimates, and activity
list updates
Project network
diagrams, and activity
list updates
Activity list, supporting
details, and work
breakdown structure
updates
Scope changes,
corrective action,
lessons learned, and
adjusted baselines
Scope Verification - Performance
Outputs Reporting - Outputs

Scope Definition - Information

Outputs Distribution - Outputs

Scope Planning - Communication

Output Planning - Output

Team Development -
Initiation - Outputs
Output

Integrated Change Staff Acquisition -

Control - Output Outputs
Performance reports,
Formal Acceptance
and change requests

Project records, Work breakdown

project reports, and structure, and scope
project presentations statement updates

Scope statement,
Communications supporting details,
management plan scope management
plan

Performance Project charter, project

improvements, and manager identified and
inputs to performance assigned, constraints,
appraisals and assumptions

Project staff assigned, Project plan updates,

and project team corrective action, and
directory lessons learned
 Resource Planning - Risk Monitoring and
Output Control - Outputs

Schedule Control - Risk Response

Outputs Planning - Outputs

Schedule Development Risk Response

- Outputs Planning - Outputs

Risk Response Risk Response

Planning - Inputs Planning - Tools

Contract
Contract Close-out -
Administration -
Outputs
Output
Workaround plans, corrective
action, project change
requests, updates to risk Resource
response plan, risk database, requirements
and updates to risk
identification checklists

Risk response plan, residual

risks, secondary risks,
contractual agreements, Schedule updates,
contingency reserve amount corrective action, and
needed, inputs to other lessons learned
processes, and inputs to a
revised project plan

Risk response plan, residual Project schedule,

risks, secondary risks,
contractual agreements, supporting detail,
contingency reserve amounts schedule management
needed, Inputs to other plan, and resource
processes, and inputs to a
revised project plan requirements updates

Risk management plan, list of

Avoidance, prioritized risks, risk ranking of the
project, prioritized list of quantified
transference, risks, probabilistic analysis of the
project, list of potential responses, risk
mitigation, and thresholds, risk owners, common risk
acceptance causes, trends in quality and
quantitative analysis results

Correspondence, Contract file, and

contract changes, and formal acceptance and
payment requests closure
 Quality Planning - Source Selection -
Output Output

Cost Control - Outputs Solicitation - Output

Cost Budgeting - Solicitation Planning -

Outputs Outputs

Cost Estimating - Procurement Planning

Outputs - Outputs

Quantitative Risk
Analysis - Outputs
 Quality management
plan, operational
Contract definitions, checklists,
and inputs to other
processes

Revised cost estimates,

budget updates,
corrective action,
Proposals
estimate at completion,
project closeout, and
lessons learned

Procurement
documents, evaluation
Cost baseline
criteria, and statement
of work updates

Procurement Cost estimates,

management plan, and supporting detail, and
statements of work cost management plan

Prioritized list of quantified

risks, Probabilistic analysis
of the project, Probability of
achieving the cost & time
objectives, trends in
quantitative risk
 Total Quality
Total Float
Management

Work Breakdown
Workaround
Structure

Work Breakdown
Work Item
Structure
 Quality improvement
Float
program.

Deliverable oriented
approach. / Project An alternative risk
elements are rolled up mitigation plan. Leaves
into larger project Risk in place.
deliverables.

Lowest level deliverable.

/ May be divided into Activity
activities.