INDEX
NUMBERS
360-degree appraisals
defined, 472
project team management, 465–466
80/20 rule, 414
A
ability, 457
AC (actual cost). See actual cost (AC)
acceptance
defined, 573
acceptance criteria for products, 231
achievement, need for, 450
acknowledgement, 505
acquisition
human resource, 456–459
procurement management. See procurement management
project team, 118–119
actions, corrective. See corrective actions
active listening
successful communication, 506
active problem solving, 74–75
active risk acceptance, 565
activities
as cost estimate input, 342
defining, 270–276
team-building, 461
activity attributes
activity duration estimates, 288–289
activity sequencing inputs, 277
defined, 192
in project plans, 172
schedule development, 298–299
activity cost estimates
defined, 193
in project plans, 172
activity duration estimates
creating, 287–293
evaluating, 294–295
schedule development, 296
activity ID, 275
activity lists
creating, 110
defining for time management, 271–276
estimating duration, 288
as output, 277
in project plans, 172
activity-on-node (AON)
sequencing outputs, 282–283
activity sequencing
defined, 315
overview, 276–281
actual cost (AC)
defined, 370
estimate at completion, 362
finding variances, 358–359
to-complete performance index, 364
adapting project processes. See processes
adjourning
defined, 472
team development, 462
administration
closing duties, 124–125
contracts, 616–621
advancement, project, 53–55
advertising, 612
affiliation, need for, 450
affinity diagrams
collecting and eliciting requirements, 220
defined, 246
aggregation, cost, 353
agreements. See contracts
amber conditions, 553
analogous estimates
activity duration, 290–291
budget development, 354
cost management, 346–347
importance of, 294
analysis
benefit/cost, 400–401
communicating about project performance, 512–515
force field, 403
marginal, 397
Monte Carlo. See Monte Carlo analysis
product, 229–230
project simulation, 306–307
qualitative risk. See qualitative risk analysis
quality control trends, 416
quantitative risk. See quantitative risk analysis
schedule network, 299–300
SWOT, 546–547
anomalies, 363–364
anonymous consensus, 56
AON (activity-on-node)
sequencing outputs, 282–283
application areas
defined, 26
project management, 18
appraisals
defined, 472
project team management, 465–466
approval requirements
defining in scope statement, 232
project charter, 155
approved change requests
quality control inputs, 409
quality control results, 416
arbitration
defined, 74
negotiated settlements, 622
assets, organizational process. See organizational process assets
assignable causes, 413
assignments
developing project teams, 460
roles and responsibilities, 452
assisted negotiations, 74
assumption logs
defined, 193
in project plans, 173
assumptions
in activity duration estimates, 295
cost estimate analysis, 352
documenting activity attributes, 276
estimate to complete, 363
identifying in project charter, 155
planning for communications, 500
project plan importance, 185
qualitative risk analysis and, 550
schedule development, 298
in scope statement, 231
statement of work, 608
testing, 544–545
attributes
activity. See activity attributes
contract type, 606–607
halo effect, 445
audits
completing quality, 407
configuration management, 186
contract administration, 619
contract closure, 622
quality, 420
quality control, 409
risk response, 570
authority
assigning roles and responsibilities, 452
different organizational structures, 64–69
human resource constraints, 446
human resource management, 469
influencing organizations, 75–76
initiating process group, 105
project charters, 107
project team development, 460–461
autocratic
defined, 472
forcing, 467
styles of management, 450
availability
acquiring human resources, 456–459
resource requirements, 284–285
avoidance
defined, 573
risk response, 563
risk responses, 561
award fees, 605
B
BAC (budget at completion). See budget at completion (BAC)
backward passes
calculating float in PND, 301–303
schedule network analysis, 299
balanced matrix organizations
pros and cons, 69
bar charts
project team management, 454
schedule examination, 309
baselines
cost estimates and, 341–342
creating cost, 354–355
defined, 195
project plan, 166
reacting to change, 183
scope change control, 241
scope change control systems, 245
BCR (benefit/cost ratios)
benefit measurement methods, 159
defined, 193
benchmarking
defined, 419
evaluating quality, 401–402
benefit/cost analysis
defined, 419
planning for quality, 400–401
benefit/cost ratios (BCR)
benefit measurement methods, 159
defined, 193
benefit measurement methods
benefit measurement methods, 160–161
project charter development, 158–162
bias, 553–554
bidder conferences
defined, 624
procurement tools, 611
bids
analyzing vendor for cost estimate, 350
defined, 624
procurement documents, 609
body language, 506–507
bottom-up estimates
cost management, 349
boundaries in scope statement, 231
brainstorming
collecting and eliciting requirements, 219
risk identification, 545
budget at completion (BAC)
defined, 370
estimate at completion, 361–362
EVM formulas, 366
finding variances, 359
to-complete performance index, 364–365
typical variances, 364
budget estimates
cost estimate analysis, 352
defined, 373
budget variances, 359–360
budgeting. See also cost management
cost estimate inputs, 342
creating, 353–355
defining in project charter, 155
examining change requests, 179
planning, 112–113
risk management plan, 540
business cases, 154
business needs, 106
business partners
defined, 81
as stakeholders, 59
business requirements, 167–168
business risks, 562
buyers
other names for, 597
performance reviews and audits, 619
procurement documents, 609
buying. See procurement management
C
calendars
defined, 316
importance of, 294
resource. See resource calendars
two types of, 286
cardinal scales, 551
cash flow
discounted, 160–161
net present value (NPV), 161–162
planning, 112–113
categories of risk
creating, 541–542
qualitative risk analysis, 554
in risk register, 548
defined, 573
quality control, 410
risk identification, 547
CCB (change control board). See change control board (CCB)
CCM (critical chain method)
defined, 315
timeline definition, 301–303
CCS (change control systems). See change control systems (CCS)
celebrations, 125
centralized contracting
defined, 624
seller selection, 616
change control
contract administration, 619
cost control, 355–357
implementing scope, 122
management, 121
managing requests, 177
managing schedule control, 313
with PMIS, 169
protecting scope, 240–245
quality control results, 416
tools and techniques for integrated, 183–187
change control board (CCB)
defined, 193
process planning, 110
reacting to change, 183
change control systems (CCS)
defined, 193
for integrated change control, 184, 186
monitoring and controlling, 183
scope management, 242–245
change logs
defined, 193
managing stakeholder expectations, 510
in project plans, 174
change management plan
developing, 169
change requests
contract administration, 618–619
cost control inputs, 357
examining, 179–180
managing stakeholder expectations, 511
monitoring and controlling, 182
performance report outputs, 514
quality assurance inputs, 406
quality control inputs, 409
risk monitoring and control outputs, 571–572
scope change control, 242
scope definition inputs, 229
scope statement and, 232–233
tools and techniques for integrated, 183–187
changes
contract, 621
monitoring and controlling, 183
reflecting in WBS, 234–235
updating scope statements, 237
channels of communication, 501–502
charters, project. See project charters
charts. See also diagrams
creating organizational, 452–453
organizational, 473
project resource, 451
schedule examination, 309–310
checklists
defined, 419
planning for quality, 404–405
quality control results, 417
claims administration, 620
classification of risks, 553
clients, 597
closing
contracts, 621–623
defined, 130
integration management, 152–153
learning processes, 101–104
processes, 129
closing projects
integration management, 188–189
in PMP exam, 9
processes, 124–129
Code of Ethics and Professional Conduct
certification objectives, 645
certification summary, 651
key terms, 651–652
negotiating for human resources, 458
responsibilities to customers and public, 649–650
responsibilities to profession, 646–649
self test, 654–660
self test answers, 661–671
two-minute drill, 653
coding structures, 308
coercive power
defined, 472
overview, 469
team development and, 461
collective bargaining agreements
defined, 472
human resource constraints, 446
collocated teams
communication technologies, 503
defined, 463–464
combination change requests, 179–180
commercial cost-estimating databases, 345–346
commercial proposals, 613
communication
in contract administration, 619–620
discovered risks, 571
dispersing information, 119
in functional organizations, 66
interpersonal skills, 21
key management skills, 72–74
management, 17
organizational process assets, 70
planning, 114
project team development, 462
project team management, 465
protocols in organizational charts, 452–453
results of contract administration, 620–621
communication channels, 501–502
communication’s formula, 517
communications management
certification objectives, 495
certification summary, 516
communications management plan, 503–504
defined, 131
identifying stakeholders, 497–498
inside exam, 515
key terms, 517–518
managing stakeholder expectations, 509–512
overview, 496
performance reporting, 512–515
planning, 499–503
preparing for information distribution, 504–509
self test, 521–525
self test answers, 526–534
two-minute drill, 519–520
communications management plan
creating, 503–504
information distribution inputs, 504
project development, 171
comparisons, benchmarking, 401–402
avoiding conflicts of interest, 650
defined, 652
competency
assigning roles and responsibilities, 452
human resource management, 469
competing objectives, 166–167
competition
benchmarking, 402
resource, 118
teaming agreements, 599
completion, budget at. See budget at completion (BAC)
completion, project
estimate at completion, 361–362
estimate to complete, 363–364
finding variances, 365
scope verification, 238–240
stage gates, 55–56
to-complete performance index, 364–365
working through life cycles, 50
composite structures
defined, 78
organizations, 68–69
compromising
dealing with team conflicts, 467
defined, 472
overview, 470
computers
activity sequencing, 276
software. See software
using for cost management, 367
conditions
defining contracts, 602
negotiating, 74
conduct code. See Code of Ethics and Professional Conduct
conferences, bidder
defined, 624
procurement management, 611
confidentiality
defined, 651
obligation to respect, 649
configuration management
defined, 193
requirements, 232
configuration management systems
integrated change control, 186
PMIS, 168–169
conflict resolution methods
communicating with stakeholders, 512
negotiated settlements, 622
outline, 470
project team management, 466–468
respect in, 650
conflicts of interest
avoiding, 650
defined, 651
conformance to requirements
costs of quality, 403
defined, 420
consequences, 545
consideration, 602
constrained optimization methods
project charter development, 163–165
constraints
customizing process interactions, 126
defined, 194
documenting activity attributes, 276
identifying for human resource planning, 445–446
planning for communications, 500
preparing project plan, 167
project plan importance, 185
recruitment policies as, 457
schedule development, 296–298
in scope statement, 231
contingency reserves
cost estimation, 345
defined, 573
vs. management reserves, 567
risk acceptance and, 565–566
contingency responses
risk acceptance, 565
risk response, 563
continuous process improvement, 419
contract administration, 625
contract change control system, 619, 625
contract closeout, 625
contractor conferences, 611
contractors, 597
contracts
administration, 616–621
closing, 621–623
closing vendor, 124
completing closure, 189
creating project charters, 107
defining in project charter, 155
negotiation, 614–615
preparing for, 608–611
preparing to close projects, 188
procurement management, 120
in project plans, 173
risk response, 567
seller selection, 615–616
stakeholder communication, 497
statement of work, 608
types of procurement, 601–607
control accounts, 274
control charts
defined, 419
quality control, 411–413
controlling
defined, 130
integration management, 152–153, 180–187
learning processes, 101–104
quality. See quality control (QC)
risks, 568–572
schedules, 311–313
coop-etition, 599
corporate knowledge base, 70
corrective actions
applying to project plans, 176
cost control, 368
with flowcharting, 415–416
managing schedule control, 313
monitoring and controlling, 182
performance report outputs, 514
quality assurance inputs, 406
quality control results, 417
scope change control, 242
scope change control systems, 244
correspondence, 620
cost aggregation, 353
cost baseline
budget development, 354–355
defined, 371
updating budget, 368
cost budgeting, 371
cost change control system
creating, 357
defined, 371
cost control
defined, 371
with EVM, 358–359
implementation, 355–357
results, 367–369
cost estimates
analogous, 346–347
analyzing results, 351–353
bottom-up, 349
defining in scope statement, 232
estimate at completion, 361–362
estimate to complete, 363–364
inputs, 341–346
overview, 340–341
parametric, 347–348
in project plans, 172
software estimation, 349–350
three-point, 349
vendor bid analysis, 350
cost-estimating databases, 345
cost management
budget variances, 359–360
certification objectives, 339
certification summary, 369–370
controlling, 122
cost control, 355–357
cost control results, 367–369
cost performance index, 360
estimation. See cost estimates
five EVM rules, 365–366
inside exam, 373
key terms, 370–372
overview, 340
planning, 366
project budget, 353–355
project performance measurements, 358–359
schedule performance index, 361
self test, 377–382
self test answers, 383–391
to-complete performance index, 364–365
two-minute drill, 374–376
using computers, 367
variance at completion, 365
cost management plan
cost control inputs, 356
developing, 353
project development, 170
in quantitative risk analysis, 556
cost of conformance
defined, 420
quality management, 403
cost of nonconformance
defined, 420
quality control results, 417
quality management, 403
cost performance, 416
cost performance baseline, 356
cost performance index (CPI)
cost management, 360
defined, 371
estimate at completion, 362
EVM formulas, 366
typical variances, 364
cost plus award fee (CPAF)
defined, 625
cost plus fixed fee (CPFF), 604, 606
cost plus incentive fee (CPIF), 604, 606
cost plus percentage of costs (CPPC), 605, 606
cost-reimbursable contracts
contract types, 604–606
defined, 625
cost variances (CV)
benchmarking, 402
defined, 371
EVM formulas, 366
measuring performance, 359
costs
acquiring human resources, 457
analyzing variances, 513–514
benefit/cost ratios, 159
considering quality, 403
crashing and, 306
defining contract, 602–607
defining project scope, 229
determining make or buy?, 599–601
estimation, 112–113
examining change requests, 179
expected monetary value, 558
management, 17
preparing for quality, 397–398
in project life cycles, 49–50
quality benefit/cost analysis, 400–401
quality control results, 417
quantitative risk analysis, 560
reducing with statistical sampling, 415
risk reduction, 567–568
seller selection, 612–613
sunk, 54
Triple Constraints of Project Management, 15
CPAF (cost plus award fee)
defined, 625
CPFF (cost plus fixed fee), 604, 606
CPI (cost performance index). See cost performance index (CPI)
CPIF (cost plus incentive fee), 604, 606
CPPC (cost plus percentage of costs), 605, 606
crashing
defined, 315
duration compression, 305–306
creativity techniques, 219–221
critical chain method (CCM)
defined, 315
timeline definition, 301–303
critical paths
calculating float in PND, 300–303
defined, 315
schedule network analysis using, 299–300
time management, 294
cultural achievability, 20
cultural environment
organizational, 64
project management and, 77–78
understanding, 19–20
cultural norms
Code of Ethics and Professional Conduct, 648
planning for communications, 499–500
project team rewards and, 463
respect and, 650
customer satisfaction, 396, 417
customers
control chart limits, 411–413
defined, 80
identifying stakeholders, 57
importance of, 14
internal and external, 63
project plan development, 168
project reasons, 16
responsibilities to, 649–650
scope verification, 238–240
as stakeholders, 59
customs. See cultural norms
CV (cost variances). See cost variances (CV)
D
data
precision of, 553–554
schedule examination, 310
databases
activity duration estimates, 289
cost estimation, 345
as organizational process assets, 70
dates, 275
deadlines
cost estimate inputs, 343
project schedules, 111–112
schedule constraints, 297
with benefit measurement methods, 158–162
change control, 186
collecting requirements, 221
determining make or buy?, 599–602
risk planning, 537
seller selection, 613–615
source selection criteria, 610
team management supporting details, 455
decision tree analysis
defined, 573
quantitative risk, 558–559
decoders
communication skills, 505
defined, 517
decomposition
defined, 246
of deliverables, 236–237
work package, 272
dedication, 449
defect repairs
managing, 177
monitoring and controlling, 182
quality assurance inputs, 406
quality management, 418
scope change control, 242
definitive estimates
analysis, 352
defined, 373
delays, 285
deliverables
change control, 121
collecting and documenting, 109
defined, 26
formal acceptance, 240
identifying needs, 105–106
preparing to close projects, 188
product scope vs. project scope, 225–226
in project life cycles, 48
project phase, 52–56
quality control results, 416
in scope statement, 231
stage gates, 55–56
subproject implementation, 24
temporary projects and, 10
in WBS, 110
WBS, 234–237
Delphi Technique
collecting and eliciting requirements, 221
risk identification, 546
demands, 293
democratic
defined, 472
styles of management, 450
dependencies
determining activity, 280
in PDM, 278–279
dependencies, discretionary
defined, 315
determining, 280
descriptions, activity, 275
design of experiments
defined, 420
planning for quality, 402
diagrams
cause-and-effect. See cause-and-effect diagrams
PNDs. See project network diagrams (PNDs)
quality control. See quality control (QC)
risk identification, 547–548
sequencing project activities, 277–279
dictatorships
defined, 246
group decision-making, 221
direct costs
estimating, 344
direction, 116–117
disagreement resolution methods. See conflict resolution methods
disciplines, 18
discretionary dependencies
defined, 315
determining, 280
dispute resolution, 622
distribution of risks, 557
documentation
activity attributes, 275–276
change, 180
communication lessons learned, 507
configuration management, 186
contract administration, 618
contract closure, 621–622
contracting results, 612
cost change control system, 357
cost estimate analysis, 352
creating procurement, 609–610
creating scope management plan, 227–228
defining project scope statement, 228–233
historical information, 158
inputs to solicitations, 611
monitoring and controlling, 182
planning for quality, 399–400
preparing to close projects, 188–189
project plan, 166
project plan development, 169–175
quality assurance inputs, 406
requirements, 223
results of contract administration, 620–621
risk identification, 544
risk response, 568
schedule development, 298
scope verification inputs, 239
team management supporting details, 455
domains of experience needed to pass PMP exam, 8–9
duration compression, 304–306
duration estimates
cost estimate inputs, 342–343
defined, 194
evaluating, 287–293
project activities, 287–293
in project plans, 172
schedule development, 296
duration vs. effort, 284
E
EAC (estimate at completion). See estimate at completion (EAC)
early finish (EF), 301–303
early start (ES), 301–303
earned value (EV)
defined, 371
estimate at completion, 361–362
finding variances, 358–360
five EVM rules, 365–366
schedule performance index, 361
to-complete performance index, 364
typical variances, 364
earned value management (EVM)
formulas, 685
importance of, 373
measuring performance, 358–359
risk monitoring and control, 570
rules for cost management, 365–366
using to monitor and control project plans, 181
Earning the PMP, 5
economic considerations, 76
education, 464
EF (early finish), 301–303
effective listening
defined, 517
successful communication, 506
effort
vs. duration, 284
parametric estimation, 291
electronic communications, 507
employee management. See human resource management
encoders
communication skills, 505
defined, 517
end users, 80
engineering review board (ERB), 186
enhance
defined, 573
positive risks, 565
risk response, 563
enterprise environmental factors
cost estimation, 346
defined, 20
defining activity lists, 272
human resource practices, 447
identifying in project charter, 156
planning for communications, 499–500
planning project scope, 226
preparing to close projects, 188
resource requirements, 285
environment
communication technologies, 503
identifying factors in project charter, 156
project charter, 107
project management and, 76–78
understanding project, 19–20
equipment
availability, 284–285
learning processes, 101–102
ERB (engineering review board), 186
errors, 242
ES (early start), 301–303
esteem, 447–448
estimate at completion (EAC)
cost estimates, 361–362
defined, 371–372
EVM formulas, 366
to-complete performance index, 364–365
estimate to complete (ETC)
cost estimates, 363–364
defined, 372
EVM formulas, 366
estimates
activity duration, 287–293
communicating about project performance, 513–514
completing time and cost, 112
evaluating activity duration, 294–295
in project plans, 172
project resource, 111
schedule development, 296
seller selection, 614
estimates, cost. See cost estimates
estimating publications
cost estimation, 346
defined, 372
ETC (estimate to complete). See estimate to complete (ETC)
ethics, 652. See also Code of Ethics and Professional Conduct
EV (earned value). See earned value (EV)
evaluation criteria
defined, 625
source selection, 613
EVM (earned value management). See earned value management (EVM)
exam, PMP. See PMP exam
exceptional
defined, 472
styles of management, 451
execution
defined, 130
integration management, 152–153
learning processes, 101–104
managing process, 116–120
processes, 128
product scope vs. project scope, 225–226
project plans, 175–180
quality assurance, 405–408
Executive Layer
identifying needs, 106
in organizational pyramid, 62
Expectancy Theory
defined, 472
human resource management, 450
overview, 470
expectations
collecting and documenting, 109
communications plan, 503–504
creating project charters, 107
exit criteria, 55–56
hygiene assets, 448
managing stakeholder, 60–61, 120
managing through communications, 509–512
in organization’s culture, 64
preparing project plan, 166–167
quality, 397
stakeholder analysis, 497–498
expected monetary value, 558
expenses. See also cost management
in benefit/cost analysis, 400–401
planning, 112–113
experience
acquiring human resources, 457
domains needed to pass PMP exam, 8–9
experiments, design of
defined, 420
planning for quality, 402
expert judgment
activity duration estimates, 290
analogous cost estimates, 346–347
constrained optimization methods, 165
contracting planning, 609
defining activity lists, 272
interviewing for quantitative risk analysis, 557
planning project scope, 227
risk identification, 546
seller selection, 615
using in procurement, 601
using to monitor and control project plans, 181
expert power
defined, 472
overview, 469
project team development, 460
exploit
defined, 573
positive risks, 564
risk response, 563
external customers, 63
external dependencies, 280
external events, 242
external quality assurance (QA), 406
external risks, 542
external stakeholders, 443
F
face-to-face meetings, 512
facilitated team-building events, 461
facilitated workshops
collecting and eliciting requirements, 218–219
defined, 246
fairness, 649–650
false assumptions
identifying in project charter, 155
planning for communications, 500
risk identification, 545
fast tracking
duration compression, 305–306
importance of, 294
life cycle phases, 54
feasibility studies
defined, 48
in initiation processes, 106
feedback
defined, 517
information distribution results, 509
successful communication, 506
FF (finish-to-finish), 279, 315
FFP (firm fixed-price) contracts
contract types, 606
planning for procurement, 602–604
files
project plan development, 171–175
using in cost estimates, 345–346
final builds, 51–52
financial management. See cost management
finish no earlier than (FNET), 297, 316
finish no later than (FNLT), 297–298
finish-to-finish (FF), 279, 315
finish-to-start (FS), 278–279, 315
firm fixed-price (FFP) contracts
contract types, 606
planning for procurement, 602–604
first builds, 51–52
first-time projects, 550
five EVM rules of cost management, 365–366
fixed costs
defined, 372
estimating, 344
fixed-price (FP) contracts
contract types, 606
defined, 625
planning for procurement, 602–604
fixed-price incentive fee (FPIF) contracts
contract types, 606
planning for procurement, 603
fixed price with economic price adjustment (FP-EPA) contracts
contract types, 606
defined, 625
planning for procurement, 603–604
flawed estimates, 363
float
calculating in PND, 300–303
defined, 316
in project schedules, 112
project’s critical path, 294
schedule network analysis, 299–300
flowcharts
quality control, 410–411, 415–416
risk identification, 547
FNET (finish no earlier than), 297, 316
FNLT (finish no later than), 297–298
focus groups
defined, 246
eliciting requirements, 218
force field analysis, 403
force majeure
defined, 626
defining contracts, 602
forcing
dealing with project team conflicts, 467
forecasts
defined, 194
monitoring and controlling, 182
performance reporting, 514–515
in project plans, 172
formal power
project team development, 461
formality, 64
forming
defined, 473
natural team development, 461
forms. See also templates
contracting planning, 609
planning project scope, 227
formulas
communications, 517
overview, 685
forward pass
calculating float in PND, 301–303
schedule network analysis, 299
four sigma values representing normal distribution
defined, 421
quality control charts, 411–413
FP-EPA (fixed price with economic price adjustment) contracts. See fixed price with economic price adjustment (FP-EPA) contracts
FP (fixed-price) contracts. See fixed-price (FP) contracts
FPIF (fixed-price incentive fee) contracts
contract types, 606
planning for procurement, 603
fragnet, 316
free float, 300
FS (finish-to-start), 278–279, 315
function analysis
defined, 246
defining project scope, 230
functional disciplines, 18
Functional Management Layer
identifying needs, 106
in organizational pyramid, 62
functional managers
examining change requests, 179
negotiating for human resources, 457–458
in organizational structure, 66
as stakeholders, 59
functional organizations
human resource constraints, 446
pros and cons, 69
functional requirements
project plan development, 167–168
scope management, 217
funding limit reconciliation, 354
funding requirements
cost control inputs, 356–357
defined, 195
defining in scope statement, 232
establishing, 355
in project plans, 172
future values (FV)
cost estimate inputs, 343
defined, 194
discounted cash flow, 160–161
G
Gantt charts, 309
gift receiving, 650
global influences
Code of Ethics and Professional Conduct, 648
project management and, 77
Go/No Go decision making, 157
goals
evaluating quality through benchmarking, 401–402
project charter, 107
risk management plan, 539
gold plating, 400–401
goods procurement, 611–612. See also procurement management
governance, project, 53–55, 80
government agencies, 597
grade vs. quality, 396
green conditions, 553
group creativity techniques, 219–221
group decision-making, 221
H
hallway estimates, 112
hammock activities, 282
hard logic
activity dependencies, 280
defined, 316
Health Insurance Portability and Accountability Act (HIPAA), 62
Herzberg’s Theory of Motivation
defined, 473
human resource management, 448–449
overview, 469
heuristics, resource-leveling, 307–308
hidden stakeholders, 58
hidden time, 293
HIPAA (Health Insurance Portability and Accountability Act), 62
histograms
defined, 420
project team management, 454
quality control, 414
historical information
activity duration estimates, 289
activity sequencing inputs, 277
analogous cost estimates, 346–347
analogous duration estimation, 290–291
budget development, 354
cost estimates, 345–346
defined, 194
identifying in project charter, 158
organizational planning templates, 446–447
planning for communications, 500
project management preferences, 447
risk management plan templates, 542
honesty
responsibility to customers and public, 649–650
responsibility to profession, 647
human resource management
acquisition, 456–459
certification objectives, 441
certification summary, 470–471
inside exam, 469–470
key terms, 472–475
overview, 442–443
planning, 446–451
planning for, 114
preparing for, 443–446
preparing for project team management, 452–455
project team development, 459–464
project team management, 465–468
project teams, 119
self test, 479–483
self test answers, 484–493
two-minute drill, 476–478
human resource plan
availability, 284–285
cost estimate inputs, 343–344
project development, 170
hygiene assets, 448–449
I
identification
configuration management, 186
in project charter, 155
risk management, 543–548
secondary risk, 567
seller and buyer, 597
stakeholder, 497–498
IFB (invitation for bids). See invitation for bids (IFB)
IIBA (International Institute of Business Analysis), 217
imminent risks, 554
impact of risks
determining through quantitative risk analysis, 555–560
probability-impact matrix, 551–553
qualitative analysis, 551
imposed dates, 275
inappropriate compensation
avoiding conflicts of interest, 650
defined, 652
incentives
cost plus incentive fee contracts, 604
in fixed-price contracts, 603
independent estimates, 614
indirect costs
defined, 372
estimating, 344
influence diagrams
defined, 574
risk identification, 548
influences
international and cultural, 77–78
with interpersonal skills, 21
organizational, 75–76
project team development, 462
social, economic and environmental, 76
stakeholder analysis, 497–498
information. See also communications management
dispersing, 119
preparing for distribution, 504–509
project performance, 512–515
information retrieval systems, 507
initiation
defined, 130
identifying process groups, 105–108
integration management, 152–153
learning processes, 101–104
processes, 127
project charter, 153
inputs
activity duration estimates, 288–289
activity sequencing, 277
contract administration, 618–619
contracting planning, 608
cost control, 356–357
information distribution, 504
managing schedule control, 311–312
planning for communications, 499–500
planning for quality, 399–400
process, 125
procurement preparation, 598
for quality assurance, 406
quality control, 409
quantitative risk analysis, 556
risk monitoring and control, 569
to scope change control, 241–242
scope definition, 228–229
scope verification, 239
WBS, 234–237
inside exam. See PMP exam
inspection
control charts, 411–413
scope verification, 239
tracking in run charts, 415
inspiration, 72
schedule, 311–313
tools and techniques for, 183–187
integration management
benefit measurement methods, 158–162
certification objectives, 151
certification summary, 190–192
change control, 121
closing projects or phases, 188–189
constrained optimization methods, 163–165
executing project plans, 175–180
key terms, 192–197
monitoring and controlling, 180–187
overview, 152–153
preparing for project plan, 166–167
process, 100
project charter development, 153–158
project plan development, 165–166
project plan tools and techniques, 167–169
project plans and documents, 169–175
project plan’s purpose, 166
self test, 200–204
self test answers, 205–214
two-minute drill, 198–199
intellectual property, 648
intent, letter of, 615
interactions
customizing process, 126
process group, 125
interest levels, 457
interfaces, project, 444
internal customers, 63
internal quality assurance (QA), 406
internal rate of return (IRR)
benefit measurement methods, 162
defined, 194
internal stakeholders, 443
international environment
Code of Ethics and Professional Conduct, 648
project management, 77
understanding, 20
International Institute of Business Analysis (IIBA), 217
Internet help for PMP exam, 647
interpersonal interfaces, 444
interpersonal skills
general management, 21
managing stakeholder expectations, 511
team leadership, 72
interviews
defined, 246
to elicit requirements, 218
quantitative risk analysis, 557
risk identification, 546
invitation for bids (IFB)
defined, 626
inside exam, 617
procurement documents, 609
Iron Triangle
preparing project plan, 167
IRR (internal rate of return)
benefit measurement methods, 162
defined, 194
Ishikawa diagrams
quality control, 410
risk identification, 547
ISO 9000
defined, 420
determining quality policies, 398
issue logs
communicating with stakeholders, 512
managing stakeholder expectations, 510
in project plans, 173
issues, 517
iterative relationships, 54–55, 79
J
JAD (joint application design) workshops, 219
JIT (just-in-time) scheduling, 418
job descriptions, 455
joint application design (JAD) workshops, 219
judgment, expert. See expert judgment
just-in-time (JIT) scheduling, 418
K
Kaizen technology, 396
knowledge areas
defined, 130
domains needed to pass PMP exam, 8–9
plotting processes, 126–127
project management, 16–17
known unknowns, 345
L
labor unions, 446–447
lag
defined, 316
documenting activity attributes, 275
importance of, 294
sequencing activities, 280–281
laissez faire
defined, 473
styles of management, 451
languages
Code of Ethics and Professional Conduct, 648
communication constraints, 500
forms of, 506–507
late finish (LF), 302–303
late start (LS), 302–303
law of diminishing returns, 284
laws
Code of Ethics and Professional Conduct, 648
contract types, 602
dealing with standards and regulations, 76–77
organizational issues, 62
project reasons, 16
lawyers, 16
LCLs (lower control limits), 412–413
lead
defined, 316
documenting activity attributes, 275
fast tracking, 305–306
importance of, 294
sequencing activities, 280–281
leadership
with interpersonal skills, 21
project team development, 460–461, 462
of project teams, 72
learning curve, 348
lessons learned
cost control, 369
defined, 194
information distribution results, 508
managing schedule control, 313
planning for communications, 500
scope change control systems, 244
successful communication, 507
using in cost estimates, 345
LF (late finish), 302–303
life cycles, project. See project life cycles
lifetime employment, 449
listening, 506
lists, activity. See activity lists
litigation, 622
locale
planning for communications, 500
project team development, 463–464
logistical interfaces, 444
logs, assumption. See assumption logs
logs, change. See change logs
logs, issue. See issue logs
low-priority risk watchlist, 555
lower control limits (LCLs), 412–413
loyalty, 650
LS (late start), 302–303
lump-sum contracts, 602–604
M
majority
defined, 246
group decision-making, 221
make-or-buy analysis
defined, 626
inside exam, 617
planning for procurement, 599–601
management
project execution, 116–117
project team development skills, 462
styles of, 450–451
Management by Projects
organizational systems, 63
management, project. See project management
management reserves, 567
mandatory dependencies
defined, 316
determining, 280
manual process activity sequencing, 276
marginal analysis, 397
market conditions, 597
Maslow’s Hierarchy of Needs
defined, 473
human resource management, 447–448
overview, 469
matrix organizations
developing project teams, 460
human resource constraints, 446
pros and cons, 69
structure, 79
McClelland, David, 450
McClelland’s Theory of Needs
overview, 470
McGregor’s Theory of X and Y
defined, 473
human resource management, 448–449
overview, 469
measurements, performance. See performance measurements
media selection, 73
mediation
defined, 74
negotiated settlements, 622
mediums
communication skills, 505
defined, 518
successful communication, 506–507
meetings
communicating with stakeholders, 512
communication skills, 74
communication technologies, 502
risk management plan creation, 538–539
methodologies
adopting project plan, 163–164
determining quality, 398
monitoring and controlling, 181
project management, 177–178
risk management plan, 539–540
metrics
identifying in project charter, 154–155
planning for quality, 404
quality assurance inputs, 406
quality control inputs, 409
stage gates, 55–56
milestone charts, 310
milestone lists
activity sequencing inputs, 277
in project plans, 172
sequencing project activities, 276
milestones
creating activity lists, 110
defining in project charter, 155
phase gates, 355
schedule constraints, 297–298
mind mapping
collecting and eliciting requirements, 220
defined, 246
mitigation
contract types, 602
defined, 574
planning for, 564
risk response, 563
models
benefit measurement methods, 158–162
communication, 73–74, 505, 515
completing projects in different organizations, 64–69
creating prototypes, 222
Demings’s, 104
parametric cost estimates, 347–348
Triple Constraints of Project Management, 15
monitoring
defined, 130
integration management, 152–153, 180–187
learning processes, 101–104
in PMP exam, 9
quality control. See quality control (QC)
risks, 568–572
schedule variance, 312
Monte Carlo analysis
defined, 316
importance of, 294
project simulation, 306–307
quantitative risk, 559
motivating agents, 448–449
motivation
Herzberg’s Theory of Motivation, 448–449
with interpersonal skills, 21
team leadership, 72
mystery stakeholders, 58
N
names, activity, 275
natural team development theory, 461–462
near-term risks, 555
identifying, 105–106
information distribution, 503
Maslow’s Hierarchy of Needs, 447–448
McClelland’s Theory of Needs, 450
stakeholder analysis, 497–498
negative risks
avoiding, 561
transferring, 562
negotiated settlements, 622
negotiations
acquiring human resources, 457–458
project team development, 462
project terms and conditions, 74
resource requirements, 285
respect in, 650
using interpersonal skills, 21
net present value (NPV)
calculating, 161–162
defined, 195
network analysis, schedule, 299–300
network diagrams
creating, 111–112
sequencing outputs, 282–283
sequencing project activities, 277–278
network templates
defined, 316
sequencing activities, 281
networking with stakeholders, 451
noise, 505
nominal group techniques
collecting and eliciting requirements, 220
defined, 247
non-functional requirements, 217
nonconformance to requirements
costs of quality, 403
defined, 420
quality control results, 417
nonverbal communication
defined, 518
successful, 506
not-to-exceed clause (NTE clause), 605
NPV (net present value)
calculating, 161–162
defined, 195
NTE clause (not-to-exceed clause), 605
O
objectives
preparing project plan, 166–167
quantitative risk analysis, 560
OBS (organizational breakdown structure)
preparing for project team management, 453
observation
to collect and elicit requirements, 222
defined, 247
Occupational Safety and Health Act (OSHA), 62
offer, 602
oligopoly
defined, 626
market evaluation, 597
omissions, 242
on schedule, 293
operational definitions
defined, 420
planning for quality, 404
Operational Layer
identifying needs, 106
in organizational pyramid, 62–63
operations
defined, 26
life cycle phases, 51–52
vs. projects, 13–14
operations managers
defined, 79
as stakeholders, 59
opportunities
managing risks, 564–565
as positive risks, 536
project reasons, 16
SWOT analysis, 546–547
ordinal scales, 551
organizational breakdown structure (OBS)
preparing for project team management, 453
organizational charts
preparing for project team management, 452–453
organizational impact, 455
organizational interfaces, 444
organizational planning
completing, 446–451
preparing for human resources, 443–446
organizational process assets
activity duration estimates, 289
activity sequencing inputs, 277
cost estimation, 345–346
defining activity lists, 272
managing stakeholder expectations, 510
planning for communications, 499–500
preparing to close projects, 188
in quantitative risk analysis, 556
relying on, 70–71
resource requirements, 285
risk management policies, 538
risk monitoring and control outputs, 571
scope definition inputs, 229
organizational structure
communication and, 515
human resource constraints, 446
organizations
certification summary, 78
considering culture, 64
considering systems, 63
creating project charters, 107
different structures, 64–69
identifying models and attributes, 61–63
identifying needs, 106
influencing, 75–76
key terms, 78–81
laying out initial project, 232
project management office, 71
relying on process assets, 70–71
risk categories, 542
self test, 85–89
self test answers, 90–98
teaming agreements, 599
theories of, 447–451
two-minute drill, 82–84
OSHA (Occupational Safety and Health Act), 62
Ouchi, William, 449
Ouchi’s Theory Z
defined, 474
human resource management, 449
overview, 469
out of control values, 413
outputs
analyzing cost estimates, 351–353
evaluating integrated change control, 187
examining project plan execution, 178–180
performance reporting, 514
process, 125
qualitative risk analysis, 554–555
requirements management, 223–224
risk monitoring and control, 571–572
sequencing, 282–283
outsourcing, 24
overlapping relationships, 54, 79
overwork, 395
P
paralingual
defined, 518
successful communication, 506
parametric estimates
activity duration, 291
budget development, 354
cost management, 347–348
Pareto diagrams
defined, 420
quality control, 414
Pareto’s Law, 414
Parkinson’s Law
eliminating with critical chain method, 303–304
partnerships, 599
passive risk acceptance, 565
payback period
benefit measurement methods, 159–160
defined, 195
payment
contract administration, 619–620
defining contracts, 602
requests, 621
PDM (precedence diagramming method)
defined, 316
sequencing project activities, 278–279
penalty power, 461
performance
appraising project team, 465–466
control charts, 411–413
monitoring and controlling project, 120–124
preparing to close projects, 188
results of team development, 464
risk monitoring and control, 570
risks, 541
trend analysis, 416
performance measurements
budget variance at completion, 365
budget variances, 359–360
cost management, 358–359
cost performance index, 360
estimate at completion, 361–362
estimate to complete, 363–364
five EVM rules, 365–366
planning for cost management, 366
quality improvement, 404
schedule control, 312
schedule performance index, 361
scope change control systems, 243–244
to-complete performance index, 364–365
using computers for cost management, 367
performance reporting
communications management, 512–515
contract administration, 618, 619
cost control inputs, 357
defined, 195
ensuring and completing, 123
in project plans, 174
scope change control, 241
scope change control systems, 243–244
performing
defined, 474
natural team development, 462
PERT (program evaluation and review technique)
cost management, 349–350
three-point estimates and, 292
phase exits, 55–56
phase gates, 355
phases. See project life cycles
physical environment, 19
physiological needs, 447–448
plan-do-act-check
defined, 104
quality management, 396
planned value (PV)
defined, 372
estimate at completion, 361–362
EVM formulas, 366
finding variances, 358–360
schedule performance index, 361
planning
communications management, 499–503
contracting, 608
cost estimate inputs, 342, 347
cost management, 366
defined, 130
determining make or buy?, 599–602
for human resource management, 446–451
identifying process groups, 108–116
integration management, 152–153
learning processes, 101–104
preparing for quality, 397–399
processes, 127–128
project plan development. See project plans
for purchases, 596–599
for quality management, 399–405
requirements management, 223
for risk identification, 543–544
for risk management, 537–538
risk monitoring and control, 571
for risk responses, 560–568
scope change control systems, 243–244
scope management, 226–228
for time management, 273–274
with WBS, 234–237
plurality
defined, 247
group decision-making, 221
PMBOK (PMI’s Guide to the Project Management Body of Knowledge) Guide
about, 4–9
certification summary, 25
complying with rules and policies, 647
defined, 26
defining scope management, 224
on expert judgment, 165
on organizational process assets, 70
on PMIS, 168
quality vs. grade, 396
risk distribution, 557
two-minute drill, 29
PMI (Project Management Institute). See Project Management Institute (PMI)
PMIS (Project Management Information Systems). See Project Management Information Systems (PMIS)
PMO (project management office). See project management office (PMO)
42 project management processes, 683–684
about, 4–9
active problem solving, 75
activity duration estimates, 289
answering questions, 682
Code of Ethics and Professional Conduct, 648
communication constraints, 500
communications management, 515
complying with rules and policies, 647
cost management, 373
creating WBS and activity lists, 272
days before, 680
earned value management formulas, 685
encountering scheduling on, 304
formulas, 685
human resource management, 469–470
identifying stakeholders, 57
imminent risks, 554
ISO 9000, 395
lead time, 281
learning curve, 348
letter of intent, 615
nonverbal communication, 506
planning for, 111
positive risks, 536
practicing for, 680–681
privity, 620
process groups, 117
process of elimination, 682–683
project completion, 240
project life cycles, 48
project plan importance, 185
project plans, 165
purchase orders, 610
quality management, 417–418
quality vs. grade, 396
quick facts, 686–693
resource requirements, 285
risk distribution, 557
schedule constraints, 298
scheduling and risks, 283
scheduling on, 304
scheduling resources, 455
scope change control, 243
scope management, 225
scope management plan, 228
scope management themes, 233
scope verification, 238
sunk costs, 364
testing tips, 681–682
three-point estimates, 292
time management, 294
Triple Constraints of Project Management, 15
two-minute drill, 29
value engineering, 344
PMP (Project Management Professional), 26
PNDs (project network diagrams). See project network diagrams (PNDs)
policies
code of compliance, 647
determining quality, 398
human resource, 447
in organization’s culture, 64
quality management, 113
quality management plans, 403–404
recruitment, 457
risk management, 538
source selection, 613
political environment
influencing organizations, 75–76
understanding, 20
political interfaces, 444
portfolio management review board
identifying stakeholders, 58
positional power, 461
positive risks
defined, 536
managing, 564–565
power
McClelland’s Theory of Needs, 450
project manager, 469
project team development, 460–461
preassigned staff, 457
precedence diagramming method (PDM)
defined, 316
sequencing project activities, 278–279
precision, data, 553–554
preferences, project management, 447
preferential logic, 280
preferred logic, 280
preparing
for contract administration, 616, 618–619
for contracting, 608–611
for human resource management, 443–446
for information distribution, 504–509
for project team management, 452–455
for qualitative risk analysis, 549–550
for quality assurance, 406
for quality control, 409
for quality management, 397–399
for risk identification, 543
for risk monitoring and control, 569
for risk responses, 560–561
for source selection, 613
present values (PV)
calculating net, 161–162
cost estimate inputs, 343
defined, 195
discounted cash flow, 160–161
presentation, 73
preventive actions
applying to project plans, 177
monitoring and controlling, 182
quality management, 396
risk reduction, 567–568
scope change control, 242
pricing
contract types, 602–607
vs. cost estimation, 341
prime contractors, 597
principles of ethics and professional conduct. See Code of Ethics and Professional Conduct
prioritizing risks, 550–551, 560
privity, 620
probabilistic risk analysis, 555–560
probability-impact matrix, 551–553
problem solving
active, 74–75
alternative solutions, 230
cause-and-effect diagrams, 410
defined, 474
identifying needs, 105–106
with interpersonal skills, 21
project reasons, 16
project team conflicts, 466–467
project team development, 462
process analysis, 407–408
process assets, organizational. See organizational process assets
process flowcharts, 410–411
process groups
how they interact, 125
identifying initiating, 105–108
identifying planning, 108–116
learning processes, 101–104
process improvement plan
creating for quality management, 405
defined, 195
project development, 170
quality assurance inputs, 406
processes
42 project management, 685
certification objectives, 99
certification summary, 129–130
closing project, 124–129
communications management, 496
identifying initiating process group, 105–108
identifying planning process group, 108–116
key terms, 130–131
learning, 101–104
managing execution of, 116–120
monitoring and controlling project, 120–124
overview, 100–101
self test, 135–139
self test answers, 140–148
two-minute drill, 132–134
procrastination, 293
procurement
cost estimate inputs, 342
defined, 626
human resource constraints, 447
management, 17
staff, 458
procurement audits, 626
procurement documents
defined, 195
inputs to solicitations, 611
in project plans, 173
procurement management
administering, 124
certification objectives, 595
certification summary, 623–624
closing contracts, 621–623
completing purchasing, 611–616
contract administration, 616–621
contract types, 601–607
determining make or buy?, 599–602
executing, 120
expert judgment, 601
key terms, 624–627
overview, 596
plan, 607
planning for, 115
planning for purchases, 596–599
preparing for contracting, 608–611
resource requirements, 284–285
self test, 630–634
self test answers, 635–643
statement of work, 608
two-minute drill, 628–629
procurement management plan
contracting, 608
creating, 607
project development, 171
product analysis, 229–230
product breakdown, 229
product reviews, 409
product scope
defined, 247
planning tools and techniques, 227
vs. project scope, 225–226, 233
in scope statement, 231
products
acceptance criteria, 231
creating description, 106
defining project, 11
design of experiments, 402
make-or-buy analysis, 599–601
professional conduct code. See Code of Ethics and Professional Conduct
program evaluation and review technique (PERT)
cost management, 349–350
three-point estimates and, 292
program managers
defined, 80
as stakeholders, 58
programs
defined, 26
management, 22–23
progress reports, 518
progressive elaboration
collecting and documenting requirements, 109
cost estimates, 351–352
defined, 27
defining project, 11–12
planning project scope, 226
project activities. See activities
project baselines. See baselines
project calendars. See calendars
project charters
benefit measurement methods, 158–162
constrained optimization methods, 163–165
creating, 107
developing, 153–158
importance of, 185
in project plans, 172
scope definition inputs, 228
scope statements and, 109
project coding structure, 308–309
project communications management. See communications management
project control. See controlling
project cost management. See cost management
project execution. See execution
project files
project plan development, 171–175
using in cost estimates, 345–346
project initiation. See initiation
project life cycles
certification objectives, 45
certification summary, 78
defined, 80
key terms, 78–81
learning processes, 102–104
managing stakeholder expectations, 60–61
meeting stakeholders, 56–60
overview, 46–47
project phase deliverables, 52–56
self test, 85–89
self test answers, 90–98
two-minute drill, 82–84
working with, 47–52
project management
about PMBOK Guide and exam, 4–9
certification summary, 25–26
defined, 27
defining, 16–21
defining key skills, 71–76
defining projects, 10–16
enforcing truth and honesty, 649–650
identifying stakeholders, 59
international and cultural influences, 77–78
key skills, 84
key terms, 26–28
objectives, 3
preferences, 447
related areas, 22–25
risk categories, 541
self test, 31–35
self test answers, 36–44
social, economic, and environmental influences, 76
software, 308
standards and regulations, 76–77
two-minute drill, 29–30
Project Management Information Systems (PMIS)
calendars, 286
communications management, 114
constrained optimization methods, 164
defined, 195
project management methodologies, 178
project plan development, 168–169
tools and techniques for integrated change control, 184
using to monitor and control project plans, 181
Project Management Institute (PMI)
Code of Ethics and Professional Conduct. See Code of Ethics and Professional Conduct
PMBOK Guide, 4–9
quality management, 395–397
Triple Constraints of Project Management, 15
project management office (PMO)
in organizations, 71
as stakeholders, 60
project management plan
as cost estimate input, 341
managing stakeholder expectations, 510, 511
procurement preparation, 598
project team development, 460
risk monitoring and control outputs, 572
scope change control, 241
Project Management Professional (PMP), 26
Project Management Professional (PMP) exam. See PMP exam
project management teams. See project teams
project managers
defining in project charter, 155
in different organizational structures, 65–69
project plan development, 168
scope verification, 53–55
stage gates, 55–56
as stakeholders, 58
stakeholders and authority, 57
working through life cycles, 49
project network diagrams (PNDs)
calculating float in, 300–303
creating, 111–112
schedule development, 295–296
schedule examination, 309
schedule network analysis, 299–300
sequencing outputs, 282–283
project performance measurements. See performance measurements
project plans
adopting methodology, 163–164
defined, 196
developing, 165–166
execution, 175–180
information distribution, 504
preparing for, 166–167
purpose of, 166
risk identification and, 543–544
tools and techniques, 167–169
typical, 169–175
updating after risk responses, 568
project portfolio management, 27
project processes. See processes
project records. See records
project reports. See reporting
project resources. See resources
project schedules. See schedules
project scope management. See scope management
project scope statement
activity duration estimates, 288
activity sequencing inputs, 277
defined, 247
defining, 228–233
planning for, 226–228
planning for communications, 500
updating, 237
project selection
benefit measurement methods, 158–162
constrained optimization methods, 163–165
examining criteria, 156–157
project sponsors
defined, 80
defining in project charter, 155
project charters and’, 154
project step funding, 355
project team directory, 459
project teams
acquiring and developing, 118–119
acquiring human resources, 456–459
activity duration estimates, 289
creating sellers lists, 612
creating WBS, 110
defined, 80
developing, 459–464
leadership, 72
preparing for, 452–455
project plan development, 168
as stakeholders, 59
using in cost estimates, 345
project time management. See time management
projectized organizations
defining, 18–19
human resource constraints, 446
pros and cons, 69
projects
defined, 27
integration management. See integration management
management by, 18–19
organizational structure, 174
proof-of-concept, 51–52
proposals
evaluation techniques, 615
procurement documents, 609
in project plans, 173
seller selection, 613
source selection, 613
prototypes
collecting requirements, 222
defined, 247
life cycle phases, 51–52
purchase orders, 610
purchasing. See also procurement management
completing, 611–616
planning for, 596–599
pure risks, 562
purpose of project, 155
PV (planned value). See planned value (PV)
PV (present values). See present values (PV)
Q
QA (quality assurance). See quality assurance (QA)
QC (quality control). See quality control (QC)
QFD (quality function deployment). See quality function deployment (QFD)
qualifications, 6–9
defined, 626
developing, 612
qualitative risk analysis
inside exam, 562
vs. quantitative risk analysis, 549
using, 549–555
quality
communicating about project performance, 513
cost estimate inputs, 342
management, 17
risks, 541
Triple Constraints of Project Management and, 15
quality assurance (QA)
defined, 420
execution, 405–408
mapping to, 117–118
planning for, 113
vs. quality control (QC), 417
in quality management plan, 404
quality audits
completing, 407
defined, 420
quality checklists
planning for quality, 404–405
in project plans, 174
quality control inputs, 409
quality control results, 417
quality control (QC)
control chart, 411–413
defined, 421
ensuring, 123
flowcharting, 410–411, 415–416
implementation, 408–409
inside exam, 417–418
inspecting results, 409
Pareto diagrams, histograms, and run charts, 414–415
planning for, 113
preparing for, 409
in project plans, 174
vs. quality assurance, 417
in quality management plan, 404
with requirements traceability matrix, 223–224
results of, 416–417
scatter diagrams, statistical sampling, 415
scope verification, 238–240
trend analysis, 416
quality function deployment (QFD)
collecting and eliciting requirements, 219
defining project scope, 230
determining quality policies, 398
quality improvement
process improvement plans, 405
quality control results, 416–417
in quality management plan, 404
through process analysis, 407–408
quality management
big picture, 395–397
certification objectives, 393
certification summary, 418–419
key terms, 419–421
overview, 394
planning, 113
planning for, 399–405
preparing for, 397–399
quality assurance execution, 405–408
self test, 424–429
self test answers, 403–439
two-minute drill, 422–423
quality management plan
creating, 403–404
inside exam, 417–418
quality assurance inputs, 406
quality control inputs, 409
quality metrics
in project plans, 174
quality assurance inputs, 406
quality control inputs, 409
quality policies
defined, 421
determining, 398
quantitative based durations, 291
quantitative risk analysis
inside exam, 563
preparing for, 555–560
vs. qualitative risk analysis, 549
R
RACI (Responsible, Accountable, Consult, or Inform) charts, 451, 474
RAG (red, amber, green) Rating, 551–553
rank
identifying stakeholder, 497–498
qualitative risk analysis, 550–551, 554
rating
RAG, 551–553
seller selection, 615
RBS (risk breakdown structure), 541
reassignments, 119
receivers
communication skills, 505
defined, 518
recognition, 463
recommendations
performance report outputs, 514
quality control results, 417
record keeping. See also documentation
records
contract closure, 622–623
controlling costs, 122
management systems, 620
recruitment, 457
recurring projects, 550
red, amber, green (RAG) rating, 551–553
red conditions, 553
referent power
defined, 474
overview, 469
project team development, 461
refinements
cost estimates, 351–352
WBS, 283
registry, stakeholder. See stakeholder registry
regression analysis, 348
regulations
organizational issues, 62
project management and, 76–77
project management methodologies, 177–178
project reasons, 16
quality planning, 399
vs. standards, 647
relationships
activity dependencies, 280
budget development, 354
dealing with project team conflicts, 466–468
documenting activity attributes, 275
fast tracking, 305–306
in flowcharts, 410–411
identifying types of interfaces, 444
in PDM, 278–279
in PNDs, 282–283
in procurement documents, 609
reliability, 553–554
repairing defects. See defect repairs
closing project, 124–125
communicating about project performance, 512–515
different organizational structures, 64–69
ensuring and completing performance, 123
information distribution results, 508
results of team development, 464
risk monitoring and control, 569
requestors, 597
requests, change. See change requests
requests for proposal (RFP)
defined, 626
inside exam, 617
procurement documents, 609
requests for quote (RFQ)
defined, 626
inside exam, 617
procurement documents, 609
requirements
collecting and documenting, 109
collecting and eliciting, 216–217
communications plan, 503–504
control chart limits, 411–413
cost of quality, 403
defining contract, 602–607
defining in scope statement, 231–232
establishing funding, 355
exit criteria, 55–56
focus groups, 218
group creativity techniques, 219–221
group decision-making, 221
identifying communication, 501
identifying human resource, 444–445
interviewing stakeholders, 218
organizational process assets, 70
project charter, 154–155
in project plans, 172
resource. See resource requirements
scope definition inputs, 229
scope management, 223–224, 245
scope verification inputs, 239
surveys, stakeholders and prototypes, 222
workshops, 218–219
requirements documentation, 247
requirements management plan, 223, 247
requirements traceability matrix (RTM)
managing requirements, 223–224
in project plans, 173
reserve analysis, 354
reserve time, 292–293
resolving conflicts. See conflict resolution methods
resource breakdown structure
sequencing outputs, 287
resource calendars
creating, 111
in project plans, 172
project team development, 460
sequencing outputs, 286
resource histograms
defined, 474
project team management, 454
quality control, 414
resource-leveling heuristics
defined, 317
importance of, 294
timeline definition, 307–308
resource requirements
activity duration estimates, 288
defined, 196
documenting activity attributes, 275
identifying for human resource planning, 444–445
time management, 284–287
updating time management, 311
resources
activity duration estimates, 289
competition over, 118
customizing process interactions, 126
equipment as, 101
estimating, 111
estimating costs. See cost estimates
human resources. See human resource management
procurement management. See procurement management
project charter, 107
in project plans, 172
respect
responsibility to customers and public, 650
responsibility to profession, 648
responsibilities
to customers and public, 649–650
human resource management, 469
human resource planning, 443
to profession, 646–649
in project plans, 173
quality management, 396
risk management plan, 540
responsibility assignment matrix (RAM)
in project plans, 172
project team management, 452–453
Responsible, Accountable, Consult, or Inform (RACI) charts, 451, 474
results
analyzing cost estimates, 351–353
contract administration, 620–621
contracting, 612
defining project, 11
examining project plan execution, 178–180
examining project work, 182
information distribution, 508–509
inspecting quality control, 409
performance reporting, 514
of project team development, 464
qualitative risk analysis, 554–555
quality control, 406
of quality control, 416–417
quantitative risk analysis, 559–560
risk monitoring and control, 571–572
risk response planning, 566
scope verification, 238–240
of seller selection, 615–616
retrieval systems, information, 507
review boards
portfolio management, 79
as stakeholders, 58
reviews
communicating about project performance, 513
contract administration, 619
contract closure, 621–622
quality audits, 407
quality control, 409
risk, 570
reward power
defined, 474
overview, 469
project team development, 460
rewards
expectancy theory, 450
preparing to close projects, 189
project team, 463
RFP (requests for proposal). See requests for proposal (RFP)
RFQ (requests for quote). See requests for quote (RFQ)
risk analysis scoring
probability-impact matrix, 551–553
risk management plan, 540
risk assessment, 115
risk breakdown structure (RBS), 541
risk contingency reserves, 345
risk impact statements, 124
risk management
certification objectives, 535
certification summary, 572
identification, 543–548
key terms, 573–575
monitoring and controlling, 568–572
overview, 536
planning, 114–115
planning for, 537–538
planning for risk responses, 560–568
in project life cycles, 50
qualitative risk analysis, 549–555
quantitative risk analysis, 555–560
risk management plan, 538–542
self test, 579–584
self test answers, 585–594
two-minute drill, 576–578
risk management plan
creating, 538–542
preparing for risk responses, 560–561
project development, 171
qualitative risk analysis, 549–550
in quantitative risk analysis, 556
risk identification, 543
risk monitoring and control, 569
schedule development, 298
risk owners, 574
risk reduction, 567–568
risk registers
cost estimation, 344–345
creating, 548
preparing for risk responses, 561
in project plans, 174
in quantitative risk analysis, 556
risk monitoring and control, 569
risk monitoring and control outputs, 571
risk response planning, 566
risk responses
audits, 570
defined, 123–124
inside exam, 563
planning for, 560–568
potential, 548
procurement preparation, 598
scope change control, 242
risk reviews, 570
risk tolerance, 537–538
risks
activity duration estimates, 289
communicating about project performance, 512
contract types, 606–607
defining in project charter, 155
defining in scope statement, 232
monitoring and controlling, 123–124
scheduling and, 283
roles
assigning, 452
human resource management, 469
human resource planning, 443
identifying resource requirements, 444–445
in project plans, 173
risk management plan, 540
rolling wave planning
defined, 109
defining activity lists, 273
root-cause analysis
active problem solving, 74–75
risk identification, 548
rough order of magnitude
cost estimate analysis, 352
defined, 373
The Rule of Seven, 413
rules
code of compliance, 647
EVM for cost management, 365–366
project management methodologies, 177–178
run charts
defined, 421
quality control, 414–415
S
safety needs, 447–448
salience models, 498
Sapir-Whorf hypothesis
Code of Ethics and Professional Conduct, 648
defined, 652
Sarbanes-Oxley, 62
scales of probability and impact
application, 551
defined, 574
qualitative risk analysis and, 550
scatter diagrams
defined, 421
quality control, 415
schedule change control board, 186
schedule control
defined, 317
time management, 311–313
schedule control systems, 312
schedule management plan
cost estimate inputs, 342–343
examining, 310
in quantitative risk analysis, 556
schedule network analysis, 299–300
schedule performance index (SPI)
cost management, 361
defined, 372
estimate at completion, 362
schedule variance (SV)
defined, 317
EVM formulas, 366
examining, 312
measuring performance, 359–360
schedules. See also time management
communications plan, 503
defining in project charter, 155
developing, 111–112
examination, 309–310
examining change requests, 179
management plans, 169–170
negotiating for human resources, 458
on PMP exam, 304
procurement preparation, 598
quality management, 418
quantitative risk analysis, 560
risk management plan, 540
staffing management plan, 455
time management, 295–299
scope
assigning roles and responsibilities, 452
cost and, 340
cost estimate analysis, 352
creating project, 109–110
examining change requests, 179
implementing change control, 122
management, 17
project charter, 107
scope management plan, 169
Triple Constraints of Project Management, 15
cost estimates and, 341–342
defined, 247
defining activity lists, 272
preparing for procurement, 598
reviewing for quality, 398–399
scope management
certification objectives, 215
certification summary, 245
collecting and eliciting requirements, 216–217
defining, 224–226
defining activity lists, 271–272
focus groups, 218
group creativity techniques, 219–221
group decision-making, 221
interviewing stakeholders, 218
key terms, 246–248
managing requirements, 223–224
overview, 216
planning, 226–228
project scope statement, 228–233
protecting from change, 240–245
requirements workshops, 218–219
self test, 252–257
self test answers, 258–267
surveys, stakeholders and prototypes, 222
two-minute drill, 249–251
verification, 238–240
work breakdown structure, 234–237
scope management plan
creating, 227–228
scope change control, 242
scope verification
defined, 248
importance of, 233
scoring systems
benefit measurement methods, 158–159
defined, 197
probability-impact matrix, 551–553
qualitative risk analysis, 554
risk management plan, 540
screening systems, 614
secondary risks
defined, 574
risk response and, 567
self-actualization, 447–448
seller rating systems, 615
sellers
completing selection process, 613–615
defined, 81
inputs to, 611
other names for, 597
procurement documents, 609
selecting, 612–613
selection results, 615–616
as stakeholders, 59
sellers lists
defined, 197
developing, 612
inputs to, 611
in project plans, 173
sender-receiver models, 73
senders
communication skills, 505
defined, 518
sensitivity analysis, 557, 575
sequencing
examining outputs, 282–283
project activities, 276–281
sequential relationship of phases, 54, 81
services
defining project, 11
procuring, 611–612
SF (start-to-finish), 279, 317
sharing
defined, 575
human resources, 458
positive risks, 565
risk response, 563
should-cost estimates
defined, 627
seller selection, 614
sigma values
defined, 421
quality control charts, 411–413
simulations
defined, 575
quantitative risk analysis, 559
timeline definition, 306–307
single source
defined, 627
market evaluation, 597
six domains of experience needed to pass PMP exam, 8–9
Six Sigma, 398
skills
communication, 504–505
defining key management, 71–76
general management, 20–21
project team development, 462
slack
calculating in PND, 300–303
in project schedules, 112
smoothing
dealing with project team conflicts, 468
defined, 474
overview, 470
SNET (start no earlier than)
defined, 317
schedule constraints, 297–298
SNLT (start no later than), 297
social environment
project management and, 76
understanding, 19–20
social responsibility, 9
soft tools, 163
software
cost estimation, 349–350
earned value management, 367
PMIS, 164
sequencing project activities, 276
timeline definition, 308
sole source
defined, 627
market evaluation, 597
solicitations, 611
SOO (statement of objectives), 608
source selection, 613
source selection criteria
defined, 197
determining, 610
in project plans, 173
SOW (statement of work). See statement of work (SOW)
SPI (schedule performance index). See schedule performance index (SPI)
sponsors, project. See project sponsors
spreadsheets, 367
SS (start-to-start), 278–279, 317
stability of assumptions, 545
staffing
communication technologies, 502
developing project teams, 460
human resource constraints, 447
staffing management plan
acquiring human resources, 456
creating, 453–455
defined, 475
staffing pool, 456–457
stage gates, 55–56
stakeholder analysis
communication and, 497–498
defined, 518
in project plans, 174
stakeholder management strategies
preparing for, 510
in project plans, 175
stakeholder registry
creating, 498
defined, 518
managing stakeholder expectations, 510
in project plans, 174
stakeholder requirements
in project plans, 175
workshops, 218–219
stakeholders
analysis, 230
balance of fairness, 650
collecting requirements, 222
communication and, 515
determining quality policies, 398
feedback and notifications, 509
focus groups, 218
group creativity techniques, 219–221
group decision-making, 221
human resource constraints, 446
human resource planning, 443
identifying for communications management, 497–498
identifying in project charter, 155
interviewing for quantitative risk analysis, 557
interviewing to elicit requirements, 218
managing expectations, 60–61, 120
managing expectations through communications, 509–512
meeting, 56–60
networking with, 451
preparing project plan, 166–167
process initiation, 107–108
process planning, 108–109
risk identification through interviews, 546
risk tolerance, 537–538
scope management, 216–217
two-minute drill, 82–83
working through life cycles, 50
standard forms, 609
standards
Code of Ethics and Professional Conduct, 647
ensuring QC, 123
as organizational process assets, 70
planning project scope, 227
preparing for quality, 397–399
project management and, 76–77
quality management, 395
start no earlier than (SNET)
defined, 317
schedule constraints, 297–298
start no later than (SNLT), 297
start-to-finish (SF), 279, 317
start-to-start (SS), 278–279, 317
statement of objectives (SOO), 608
statement of work (SOW)
contracting planning, 608
identifying in project charter, 156
inside exam, 617
preparing for procurement, 598
procurement management, 608
in project plans, 173
updating, 610–611
statistical sampling
defined, 421
quality control, 415
status accounting, 186
status reports, 518
storming
defined, 475
natural team development, 462
strategic project planning, 14, 16
strengths, weaknesses, opportunities, and threats (SWOT) analysis, 546–547
strong matrix organizations
pros and cons, 69
structures
project plan, 166
subcontractors, 597
subprojects
customizing process interactions, 126
defined, 28
implementation, 24
summary activities, 282
supporting detail
cost estimate analysis, 352
defined, 197
project team management documentation, 455
surveys, 222
SV (schedule variance). See schedule variance (SV)
SWOT (strengths, weaknesses, opportunities, and threats) analysis, 546–547
system flowcharts, 410–411, 575
systems engineering
defined, 248
defining project scope, 229
T
TAB (technical assessment board), 186
task relationships, 278–279
TCPI (to-complete performance index)
cost management, 364–365
EVM formulas, 366
team-building activities, 461
team performance assessments, 175
teaming agreements
defined, 197
procurement preparation, 599
in project plans, 173
teams, project. See project teams
technical assessment board (TAB), 186
technical disciplines, 18
technical interfaces, 444
technical performance, 416
technical proposals, 613
technical requirements
availability, 284–285
project plan development, 167–168
technical review board (TRB), 186
techniques
for integrated change control, 183–187
monitoring and controlling project plans, 180–181
process, 125
project plan, 167–169
scope planning, 227
technologies
communication, 502–503
project reasons, 16
risk categories, 541
risk monitoring and control, 570
templates
creating WBS and activity lists, 273
organizational planning, 446–447
as organizational process assets, 70–71
planning project scope, 227
risk management plan, 542
sequencing activities, 281
temporary projects
defining, 10–11
vs. operations, 13–14
as change request, 619
negotiated settlements, 622
terms
defining contracts, 602
negotiating, 74
testing
assumptions, 544–545
with flowcharting, 415–416
Thematic Apperception Test, 450
threats
avoiding, 561
SWOT analysis, 546–547
three-point estimates
activity duration, 292
cost management, 349
defined, 317
time
analyzing variances, 513–514
estimation, 112
risk reduction, 567–568
Triple Constraints of Project Management, 15
time and materials (T&M) contracts
defined, 627
time management
certification objectives, 269
certification summary, 314
in communications plan, 503–504
defining project activities, 270–276
estimating activity durations, 287–293
evaluating activity duration estimates, 294–295
key terms, 315–317
overview, 270
procurement and, 120
project scheduling, 295–299
in quantitative risk analysis, 556
resource requirements, 284–287
schedule control, 311–313
self test, 321–327
self test answers, 328–338
sequencing outputs, 282–283
sequencing project activities, 276–281
two-minute drill, 318–320
timeline definition
critical chain method, 303–304
duration compression, 304–306
float calculation in PND, 300–303
project coding structure, 308–309
project management software, 308
project simulation, 306–307
resource-leveling heuristics, 307–308
schedule examination, 309–310
schedule management plans, 310
schedule network analysis, 299–300
scheduling on PMP exam, 304
updating resource requirements, 311
to-complete performance index (TCPI)
cost management, 364–365
EVM formulas, 366
tone, 506
tools
contracting planning, 609
cost estimation software, 349–350
expert judgment, 165
for integrated change control, 183–187
monitoring and controlling, 180–181
PMIS, 164
process, 125
for procuring goods and services, 611–612
project plan, 167–169
quality assurance, 407
scope planning, 227
WBS, 234–237
top-down estimates
budget development, 354
cost management, 346–347
defined, 372
total slack, 300
tracking, fast. See fast tracking
tracking requirements, 223–224
training
documenting needs, 455
project teams, 464
transference
contracts for risk response, 567
defined, 575
of negative risk, 562
procurement preparation, 598
risk response, 563
TRB (technical review board), 186
trend analysis
communicating about project performance, 514
defined, 421
qualitative risk, 555
quality control, 416
quantitative risk, 560
in run charts, 414
triggers, 575
Triple Constraints of Project Management
preparing project plan, 167
trust, 511
truth, 649–650
Tuckman, Dr. Bruce, 461–462
typical variances, 364
U
UCLs (upper control limits), 411–413
unanimity
defined, 248
group decision-making, 221
unilateral contracts, 610
unit price contracts, 605–606, 607
units of measure, 343–344
unknown unknowns, 345
updating
budgets, 368
changes, 180
in communications plan, 504
cost control lessons learned, 369
cost estimates, 367–368
managing stakeholder expectations, 511
monitoring and controlling, 182
project schedules, 313
reacting to change, 183
resource requirements, 311
risk monitoring and control outputs, 571–572
risk registers, 566
scope change control systems, 244
scope statement, 237
statement of work, 610–611
WBS, 283
upper control limits (UCLs), 411–413
urgency
communication technologies, 502
risk ranking, 554
utility functions, 537–538, 575
V
VAC (variance at completion)
cost management, 365
EVM formulas, 366
validated deliverables, 416
value-added change requests, 242
value analysis
defined, 248
defining project scope, 229
value engineering
cost estimation, 344
defined, 248
defining project scope, 229
value management, earned. See earned value management (EVM)
values, 64
Values of the Four Sigmas
defined, 421
quality control charts, 411–413
VAR (variances). See variances (VAR)
variable costs
defined, 372
estimating, 344
variance at completion (VAC)
cost management, 365
EVM formulas, 366
variances (VAR)
communicating about project performance, 513–514
cost estimate analysis, 352
defined, 372
estimate at completion, 362
estimate to complete, 364
five EVM rules, 365–366
measuring performance, 359–360
process execution, 116
quality control charts, 413
schedule control, 312
vendors
closing contracts, 124
conferences, 350
contracts, 602–607
other names for, 597
procurement management, 120
procurement tools, 611
verbal communication, 506–507
verification
configuration management, 186
deliverable decomposition, 237
project execution, 117
verification, scope
defined, 53–55
providing, 121
scope management, 238–240
virtual teams
acquiring human resources, 458–459
defined, 475
VOC (voice of the customer)
collecting and eliciting requirements, 219
defined, 248
voice of the customer (VOC)
collecting and eliciting requirements, 219
defined, 248
W
walkthroughs, 409
war room
defined, 475
project locale, 463
watchlists, 555
WBS (work breakdown structure). See work breakdown structure (WBS)
WBS (work breakdown structure) dictionary. See work breakdown structure (WBS) dictionary
weak matrix organizations
pros and cons, 69
weaknesses, analysis of, 546–547
weighted scoring models, 158–159
weighting systems, 614
withdrawal
dealing with project team conflicts, 468
defined, 475
overview, 470
work authorization systems, 117
work breakdown structure (WBS)
compiling activity lists, 274–275
as cost estimate input, 341–342
creating, 234–237
defining, 12
defining activity lists, 272
importance of, 233
preparing for procurement, 598
process planning, 110
project plan importance, 185
quality planning, 399
scope change control, 241
updating, 283
work breakdown structure (WBS) dictionary
cost estimate inputs, 342
preparing for procurement, 598
quality planning, 399
work breakdown structure (WBS) identifiers, 275
work breakdown structure (WBS) templates, 248
work ethic, 64
work packages
cost estimate inputs, 342
creating activity lists, 110
creating budget for, 353–355
decomposition, 272
in WBS, 234–235
work performance information
defined, 197
in project plans, 174
work performance measurements
defined, 197
preparing to close projects, 188
in project plans, 174
quality assurance inputs, 406
risk monitoring and control, 569
work results
contract administration, 618
examining, 178–179
information distribution inputs, 504
measuring performance. See performance measurements
quality control inputs, 409
scope verification, 239
workarounds, 575
workers. See human resource management
workshops, 218–219