General PMP

  1. artifacts
    are previous project documents that were archived for future reference. Documents include contracts, invoices, bills, project plans, meeting minutes, lessons learned, peer reviews and all organizational process assets pertaining to the project
  2. budget
    is a planning, monitorization, and recording tool that includes estimates and final totals for a project and all its activities to ensure that costs are constrained
  3. Business Case
    is a brief description that illustrates the need and benefits of the project. It is often supported by financial analysis such as a Net Present Value and Break Even Analysis
  4. Certified Associates in Project Management (CAPM)
    are individuals who understand the processes and terminology of the PMBOK¨ Guide and has a fundamental knowledge of it; demonstrate knowledge of project management practices; and contribute to project teams as a Subject Matter Expert
  5. change requests
    are part of the formal written process of making a minor or major change to project areas. Without these documents, a change cannot be implemented to any part of the project
  6. Close Project Group
    consists of processes that finalize activities across all process groups and formally brings the project to closure. When completed, project activities are detailed and documented
  7. Closing Phase
    covers all activities required to bring closure to the project. It includes product acceptance and transfer from project to product status. Deliverables within the Closing Phase include: Post implementation review; Delivery of product to client; Review of lessons learned; Administrative closure contracts; Updates to project artifacts
  8. Closing Process Group
    includes processes that are performed to complete project activities across all Process Groups and formally close the project
  9. contracts
    are used to acquire resources or to take into consideration in regard to anticipated work
  10. Control Scope
    ensures the intended deliverable is developed with the proper levels of quality, with no deviations or unplanned changes
  11. critical path
    is the longest path through the project. It's made up of activities with zero float
  12. Critical Path Methodology (CPM)
    is a method that determines a single early and late start date and early and late finish date for each activity on the project to determine both the longest path of the project schedule network diagram and the finish date of the project. It is also known as critical path method
  13. Develop Project Charter
    is aligned to the Initiating Process Group. The project charter, which provides the basis for conceptualizing a project, is developed during this process. The charter documents the clientÕs perspective and the initial ÒaskÓ of the project. The ÒaskÓ relates to activities the project group will analyze and develop that will lead to the final product
  14. Enterprise Environmental Factors
    are internal or external factors based on an organizationÕs culture that can impact, negatively or positively, project management options, such as industry or regulatory standards, organizational culture or structure and global trends or known practices.
  15. Executing Process Group
    encompasses processes that develop and complete the work defined in the project management plan.
  16. Execution Phase
    initiates the development of planned activities. Processes and procedures identified within the project management knowledge areas promote an iterative approach in delivering the details determined by the project Work Breakdown Structure, W-B-S Dictionary, Project Schedule, Project Management Plan and all subsidiary plans, while incorporating quality into the development process. The Execution phase takes design information and permits the development team to execute against criteria to build or procure a solution.
  17. Execution Process Group
    ensures resources are developing work with the proper levels of quality anticipated to meet project specifications
  18. external stakeholders
    is a type of stakeholder that is outside of the organization or group sponsoring the project
  19. fishbone diagram
    is named for its shape, which illustrates activities in a fishbone format-as if you were to look at a side view of the skeleton of a fish. It helps determine the root cause of problems.
  20. functional organizations
    are a type of organization that typically has a hierarchy-based structure where it is clear and apparent as far as reporting and supervision is concerned
  21. Human Resources knowledge area
    drives processes to develop a plan for the required people with the necessary capabilities and expertise to apply to project deliverables. The H-R plan is developed in conjunction with the overall project plan within the Planning process group. Acquiring the project team, developing the team and managing the project team take place throughout the execution process group activities
  22. Identify Stakeholders
    is part of the Project Stakeholder Management knowledge area. It is the process of determining the projectÕs stakeholders by applying expert judgment, stakeholder analysis, and meetings
  23. Initiating Process Group
    defines a new project or a new phase of an existing project and provide authorization to start the new project or phase
  24. Initiation Phase
    defines the parameters or boundaries of the project. It validates the need for the project and promotes artifacts such as the Project Statement of Work and Project Charter
  25. inputs
    continue project progression as tools and techniques are applied to these items, products, or mechanisms to produce process outputs and the final product
  26. Integration Knowledge Area
    is integral to the project management process because it brings all aspects of the project together in a manner that engages the sponsor, the project manager, the project team and all the respective stakeholders. It has processes that span the project from beginning to end.
  27. knowledge area
    defines a collection of information, skills, and techniques on a specific topic. The number of knowledge areas adjusts as PMI¨ sees fit
  28. knowledge areas
    define a collection of information, skills, and techniques on a specific topic. The number of knowledge areas adjusts as PMI¨ sees fit
  29. lessons learned
    is a document part of organizational process assets that describes all of the positive and negative lessons and knowledge gained throughout a project that could be helpful to know or apply in the future
  30. lifecycle
    focuses on the entire process of building project deliverables
  31. matrix organizations
    are an organization type that combine both functional and projectized characteristics. There are three types of matrix organizations. Weak matrix organizations lean more toward the functional organization, and the project manager role is more of a coordinator or facilitator; authority is more limited. Strong matrices lean more toward the projectized organization, and may have full-time project managers. They would also have levels of authority comparable to that of a projectized organization. The balanced matrix organization may appreciate the need for project management, but may not provide a project manager with a comprehensive degree of authority to manage or fund the initiative
  32. Monitor and Control Project Work
    involves monitoring project activities and collecting, measuring and distributing project performance details. It also involves analyzing and assessing project metrics that promote process improvements
  33. Monitoring and Controlling Process Group
    includes processes required to track progress and performance of a project; determine required changes to the project plan and integrate those changes into the project
  34. non-project-based organizations
    are organizations that do not use systemic project management tools and/or processes
  35. organizational process templates
    provide for change request forms that formally create a change request that requires approval
  36. organizational processes assets
    are an accumulation of tools, processes, and techniques that are retained by the business in order to standardize processes and practices
  37. Perform Integrated Change Control
    is the process of formally reviewing all change requests and managing approved changes into the project plan for development
  38. Planning Phase
    incorporates activities that acquire the resources to staff and develop work within the project constraints. Project plans, human resource requirements, infrastructure details and stakeholder register are artifacts developed within the Planning phase. The Planning phase helps the project team determine if the project deliverables will be built vs. bought
  39. Planning Process Group
    involves processes required to determine the scope of a project, decompose project objectives and determine how the project will progress via the project management plan
  40. PMI Risk Management Professional (PMIRMP)
    provides expertise in the specialized area of assessing and identifying project risks, along with plans to mitigate threats and capitalize on opportunities. These individuals are responsible for identifying project risks and preparing mitigation plans, as well as supporting project management and the team as a contributing member
  41. PMI Scheduling Professional (PMISP)
    provides expertise in the specialized area of developing and maintaining the project schedule. These individuals are responsible for creating and maintaining the project schedule and supporting project management and the team as a contributing member
  42. power interest grid
    can help with categorizing stakeholders. It can be made up of sections that represent: power and interest, which groups stakeholders based on authority and degree of concern for a project; power and influence, which groups stakeholders based on their level of authority; and active involvement and influence/impact, which groups stakeholders by their active involvement and their ability to effect change
  43. Process Asset Library (PAL)
    is the location where templates, forms, and historical project information is retained
  44. process groups
    are units used to logically collect project processes
  45. processes
    in terms of the PMBOK¨ refer to inter-related actions and activities that are grouped together to accomplish a specific service or product and drive project work
  46. Procurement knowledge area
    focuses on the purchasing and availability of quality raw materials. This raw material is used in the production of finished products. It is responsible for negotiating the quality supplies at acceptable rates
  47. product-oriented processes
    create the projectÕs product. They are defined by the project life cycle
  48. professional development units (PDUs)
    are credits that contribute to the educational requirements for project manager certification
  49. Program Management Professionals (PgMP)
    certified individuals that are responsible for achieving an organizational objective by overseeing a program that consists of multiple projects. In addition, these people are able to define and initiate projects and assign project managers to manage cost, schedule and performance
  50. project
    is a temporary endeavor with a defined beginning and end, undertaking to meet unique goals and objectives, typically to bring about beneficial change or added value
  51. Project Charter
    describes a project in the initial approach toward the project's product. Helps illustrate what needs to be accomplished and provides a preliminary approach on how the project will proceed
  52. Project Communications Management
    promotes effective communications to all stakeholders, project team participants, clients, vendors and the general public when necessary. There are three processes within the Communications knowledge area, where Stakeholders are identified so effective communications can take place with those that have a vested interest in the project
  53. project deliverables
    refer to the services or products produced when the project is completed for the project sponsor
  54. Project Initiation processes
    is the first phase in the project life cycle. It starts the project. This is also when the projectÕs purpose, scope, and justification are defined
  55. Project Integration Management
    has processes that span the project and occur within each process group. Its processes begin within the Initiating process group
  56. Project Management Body of Knowledge (PMBOK¨)
    is the sum of knowledge within the profession of project management. Includes proven traditional practices that are widely applied and innovative practices that are emerging in the profession. Includes both published and unpublished materials
  57. Project Management Institute¨ (PMI¨)
    is a not-for-profit professional organization developed from a group of working project managers. Today its primary goal is to advance the practice, and profession of project management throughout the world
  58. Project Management Office (PMO)
    provides organizational focus for the management of projects within a performing organization using program and/or portfolio structures to manage project relationships
  59. Project Management Plan
    is the document detailing all aspects of a project including baselines that are referenced throughout the projectÕs lifecycle to keep the project on track
  60. project management processes
    drive work by categorizing efforts into knowledge areas. The processes within these knowledge areas encompass the tools and techniques used in project management
  61. Project Management Professional¨ (PMP¨)
    is a credential offered by the Project Management Institute¨ for project managers. Designed to improve the success rate of projects in all areas of knowledge by applying a standardized and evolving set of project management principles. This certification is gained by taking an exam and having enough hours of project management experience
  62. project manager
    is the individual charged with managing a temporary endeavor from beginning to end who monitors project progress and ensures that project activities stay on task, under budget, and finishes on time
  63. Project Procurement Management
    incorporates processes required to acquire goods and services or results provided by a third party. Within procurement management the organization driving the project may be either the buyer or the seller of goods and services. Project procurement management incorporates contract management and change control activities needed for the proper administration of contracts and purchase orders authorized by the project team
  64. Project Quality Management
    incorporates risk activities to ensure that quality assurance and quality planning are delivering the level of quality expected. Qualitative and quantitative analysis helps identify risk and determine whether corrective or preventive measures are necessary
  65. Project Risk Management
    is the process of conducting risk management planning, identification, analysis, response planning and controlling risks within a project
  66. (project) sponsor
    is the individual or group outside the project team that initiates the project by requesting for the service or product and beginning the project charter
  67. Project Stakeholder Management
    is the knowledge area including the inputs, tools and techniques, and outputs involved in identifying stakeholders, planning stakeholder management, and managing and controlling stakeholder engagement.
  68. project stakeholders
    are identified individuals who have influence and impact in a projectÕs outcome. They can either be internal or external to an organization
  69. Project Statement of Work
    is incorporated to help support the development of the Project Charter. It helps to answer the Who, What, When, Where and Why-type questions of the project
  70. project team
    refers to a group of people brought together to work toward achieving a common goal to work on the project deliverables
  71. project-based organizations
    are those organizations that operate mostly to drive project activities
  72. projectized organizations
    are organizations that have departments that report directly to the project manager and provide support services to the various projects. They drive activities as if they are projects. In this type of organizational structure most of the resources are involved in project work and project managers exercise autonomy and authority over project decisions
  73. Qualitative Risk Analysis
    is the process of prioritizing risks for further analysis and action. It combines risks and their probability of occurrences and ranks them accordingly
  74. requirements traceability matrix
    aids in helping the project team visualize developed versions of activities within a project
  75. risk
    refers to the potential external events that will negatively impact a projectÕs progress
  76. risks
    refer to the potential external events that will negatively impact a projectÕs progress
  77. salience model
    is a type of stakeholder analysis that groups stakeholders by their ability to impose will, requirement for immediate attention, and the degree of appropriateness for their involvement in the project
  78. scope
    defines and details activities necessary to deliver a project to completion
  79. stakeholder analysis
    is a technique used in the Identify Stakeholder process that is used to gather and analyze information to determine who interests should be taken into account
  80. stakeholder register
    is a communication tool that a project manager can customize. Helps provide the answers up front in regard to engaging and coordinating efforts amongst stakeholders
  81. subject matter experts (SMEs)
    are individuals with knowledge on a specific topic or trade who provide details that can be used in expert judgment; itÕs knowledge sharing
  82. tools and techniques
    are methods, charts, techniques, and tools that are used throughout a projectÕs lifecycle to take process inputs and turn them into process outputs
  83. Validate Scope
    is the process whereby stakeholders formally accept the completed project scope and associated deliverables. Furthermore, it is the prescribed method for verifying the scope requirements of a project are fulfilled, and validating satisfaction. This process provides for formal acceptance of the Work Breakdown Structure and the project deliverables
  84. work breakdown structure (WBS)
    gives the project manager and team the ability to decompose project-based features to their lowest elements that can be monitored, managed, measured, and delivered upon. Details developed within the WBS permit the project manager to determine the project's critical path and schedule, and provide a tool to develop and deliver project metrics
  85. work package
    is a specific task that is part of a project's Work Breakdown Structure
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General PMP
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