PMP® Project Management Professional Study Guide, Fourth Edition

INDEX

NUMBERS

360-degree appraisal

defined

of project performance

AC (actual cost)

acceptance criteria, in scope statement

acceptance, of risk

defined

overview of

risk response strategies

acknowledgement, in communication model

acquiring organizations, as buyer

active listening

in communication

defined

activities

cost estimates and

determining dependencies

estimating activity durations. See duration estimates

estimating resources. See resource estimates

resource requirements

team-building

types of project documents

activity attributes

in activity sequencing

documenting

estimating activity durations

evaluating impact on schedule

activity definition

compiling activity list

decomposing work packages

documenting activity attributes

overview of

planning components in

rolling wave planning

templates

activity durations

analogous estimates

Delphi Technique

estimating

evaluating estimates

expert judgment applied to estimating

factoring in reserve time

inputs

parametric estimates

three-point estimates

activity lists

in activity sequencing

compiling

defined

estimating activity durations

updating

activity network diagram

defined

in quality assurance

activity-on-node. See AON (activity-on-node)

activity sequencing

calendars

determining activity dependencies

examining outputs of

inputs

leads and lags and

network diagrams for

network templates for

overview of

PDM (precedence diagramming method)

resource availability and

resource breakdown structure and

resource requirements and

updating activity lists

updating WBS

actual cost (AC)

adaptive life cycles

defined

types of IT-based life cycles

adjourning

defined

phases of team development

advertising, for bidders

affinity diagrams

applying quality assurance

defined

group creativity techniques

in quality management

agile project management, rolling wave planning

agreements. See also contracts

documenting in project charter

identifying stakeholders and

seller selection and

team documents

alternative solutions, identifying

analogous estimates

of activity durations

of costs

defined

analytical techniques

monitoring/controlling and

in schedule management plan

AON (activity-on-node)

in creating network diagrams

defined

in example of network diagram

application areas

defined

in project management

appraisals, of team member performance

approval requirements, in scope statement

assets. See organizational process assets

assumptions

documenting activity attributes

documenting in project charter

in schedules

in scope statement

testing

assumptions log

audits/auditing

contracts

procurement

quality

risks

authority

aspects of organizational culture

assignments and

defined

by organizational structures

of project managers

autocratic management style

avoidance, of risk

defined

risk response strategies

BAC (budget at completion)

balanced matrix structures

benefits/drawbacks of

overview of

bar charts, examining schedule with

baselines

adjusting

cost budget baseline

cost performance baseline

project baseline documents

project plan providing

schedule baseline

scope baseline

scope baseline in cost estimation

scope baseline in procurement planning

scope baseline in quality management

updating

BCR (benefit/cost ratio)

belief aspect, of organizational culture

benchmarking

defined

in quality management planning

in requirements gathering

benefit/cost analysis

defined

in quality management planning

benefit/cost ratio (BCR)

benefit measurement methods, in project selection

bidder conferences

bids

advertising for bidders

defined

invitation for

procurement documents

bottom-up cost estimates

brainstorming

defined

group creativity techniques

in quality management

in risk identification

budget at completion (BAC)

budgets

communicating in project charter

controlling

cost baseline and

cost estimates and

creating

estimating

funding requirements and

in risk management plan

tools for

updating

variances in

business case, project charter and

business case studies, compared with feasibility studies

business needs, identifying

business partners

as key stakeholders

role in project success

as team role

business requirements, in scope planning

business value

buy-or-make analysis

buyers. See also procurement management

corresponding with sellers

types of

calendars

overview of

project calendars

as project documents

resource calendars

cash flow

discounted cash flows in measuring project success

projections

causal analysis, as monitoring and controlling technique

cause-and-effect diagrams

defined

in risk identification

types of flowcharts

CCB (change control board)

change approval process

performing integrated change control

CCM (critical chain method), in scheduling

CCS (change control systems)

implementing

performing integrated change control

relying on

centralized contracting

change control

change requests and

for contracts

for costs

evaluating outputs of integrated change control

implementing change control system

monitoring/controlling

performing

procedures for

for procurement SOW

in project plan

for scope

tools and techniques for

change control board. See CCB (change control board)

change control systems. See CCS (change control systems)

change logs

change requests

considering

in contract administration

examining

managing

performance reports and

project work and

quality control and

risk monitoring and control and

stakeholder control and

stakeholder engagement and

types of project documents

charting project resources

checklists

completing

defined

preparing

in quality control

claims administration, contracts and

clients

closing contracts

auditing procurement process

completing closeout

negotiating settlements

overview of

reviewing contract documentation

closing process group

defined

introduction to

list of processes in

preparing for project close

procedures

projects or phases

two-minute drill

vendor contracts

coding structure, applying to schedules

coercive power

authority of project managers

defined

collective bargaining agreements

collocated teams, working with

communication

between buyers and sellers

engaging stakeholders and

as interpersonal skills

as management skill

need for face-to-face

procedures for

of project information

skill in

with stakeholders

with team

communication control

analyzing project variances

defined

preparing for

communications formula

communications management

analyzing project variances

certification summary and key terms

charting lessons learned

communication skills and

creating communication plan

creating successful communications

defined

distributing information

exam quick facts

exploring technologies for

identifying requirements for

information retrieval systems

as knowledge area

leveraging enterprise environmental factors

managing execution of

monitoring/controlling

overview of

planning

preparing for communication control

project management plan and

in project plan

project plan providing

reporting on performance

reviewing performance

self test answers

self test questions

trend analysis

two-minute drill

communications plan

creating

defined

exploring communication technologies

factors in

identifying communication requirements

inputs for project communication

inputs for stakeholder engagement

leveraging enterprise environmental factors

overview of

project management plan and

compensation, inappropriate

competency

assignments and

defined

composite structures

defined

overview of

compromise

approaches to conflict resolution

defined

computers

software. See software

use in cost management

conditions, negotiating project conditions

confidentiality

defined

impact on communication plan

configuration management

change control and

implementing

in PMIS

in project plan

in scope statement

conflict of interest

conflict resolution

constrained optimization methods

adopting project plan methodology

examining project selection criteria

relying on expert judgment

types of

constraints

documenting activity attributes

identifying

in schedules

in scope statement

context diagrams, in requirements gathering

contingency reserve

defined

risk response strategies

continuous process improvement

contract closeout

contract file

contract negotiation, in seller selection

contracting. See also procurement management

documenting

inputs to purchasing process

preparing for

purchasing goods and services

results of

source selection criteria

source selection preparation

source selection process

source selection results

updating statement of work

contractors

contractor conferences

types of buyers

contracts

administering

change control and

closing

cost-reimbursable

defined

documenting

fixed price

identifying stakeholders and

managing changes to

overview of

in project charter

for risk response

time and material

control account

control charts

defined

in quality control

controlling PMO

controls. See also monitoring/controlling process group

change. See change control

communication. See communication control

cost. See cost control

procurement. See procurement control

quality. See QC (quality control)

risk. See risk monitoring and control

schedule. See schedule control

scope. See scope control

copyrights

corporate knowledge base

corrective actions

costs

performance reports and

projects

quality

schedules

scope

correspondence, between buyers and sellers

cost

of conformance/nonconformance

cost/benefit analysis applied to quality management

examining change requests

justifying risk reduction

of quality

quality management and

trend analysis

in Triple Constraints of project management

cost aggregation, in budgeting

cost baselines

cost control

change control system

computer use and

corrective actions

CPI (cost performance index)

EAC (estimate at completion)

ETC (estimate to complete)

EVM (earned value management)

implementing

inputs to

iterative planning and

lessons learned

measuring project performance

revising cost estimates

SPI (schedule performance index)

TCPI (to-complete performance index)

updating budgets

VAC (variance at completion)

variances in budgets

cost estimates

analogous estimates

analyzing

bottom-up estimates

considering detail level of

documenting

enterprise environmental factors in

estimating process

human resource management plan and

inputs to

organizational process assets and

parametric estimates

refining

risk register in

schedules in

scope baseline in

scope statement and

should-cost estimates

software for

three-point estimates

vendor bid analysis

cost management

analogous estimates

analyzing cost estimates

bottom-up estimates

budgeting tools

certification summary and key terms

change control system

computer use and

considering detail level of cost estimates

corrective actions

cost baseline and

CPI (cost performance index)

creating plan for

defined

EAC (estimate at completion)

enterprise environmental factors in cost estimation

establishing funding requirements

estimating costs

ETC (estimate to complete)

EVM (earned value management)

exam quick facts

human resource management plan in cost estimation

implementing cost control

inputs to cost control

inputs to cost estimation

inputs to cost planning

iterative planning

as knowledge area

lessons learned

measuring project performance

monitoring/controlling

organizational process assets in cost estimation

overview of

parametric estimates

planning project costs

project budgets and

in project plan

refining cost estimates

revising cost estimates

risk register in cost estimation

schedules in cost estimation

scope baseline in cost estimation

self test answers

self test questions

software for cost estimation

SPI (schedule performance index)

TCPI (to-complete performance index)

three-point estimates

two-minute drill

updating budgets

VAC (variance at completion)

variance at completion

variances in budgets

vendor bid analysis

cost management plan

creating

inputs

overview of

quantitative risk analysis and

cost performance index (CPI)

cost plus award fee contracts

cost plus fixed fee contracts

cost plus incentive fee contracts

cost plus percentage of costs contracts

cost-reimbursable contracts

comparing

defined

types of

cost variances (CV)

CPI (cost performance index)

CPM (critical path method)

crashing

applying duration compression

defined

critical chain method

critical path

critical path method (CPM)

cultural norms

culture

aspects of organizational culture

cultural awareness as interpersonal skill

cultural environment of project

cultural norms

handling cultural influences

culture shock

customers

including in project planning

internal and external

as key stakeholders

project customer/end user

responsibilities to. See responsibilities, to customers and public

role in development of project plan

team roles

types of buyers

CV (cost variances)

data precision, qualitative risk analysis and

databases, for cost estimation

decision making

group decision making

make-or-buy analysis

process decision program charts

source selection in procurement process

decision trees

defined

for quantitative risk analysis

decoder

in communication model

defined

decomposition

of deliverables

of resources

of work packages

dedicated project team

building teams

defined

defect repairs

examining project work

managing

definitive estimates

deliverables

decomposition of

defined

formal acceptance of

output of activity sequencing

output of integrated change control

output of plan execution

output of risk management

output of stakeholder control

output of stakeholder engagement

preparing for project close

products, services, results as

by project phases

results of project work

in scope statement

validating

Delphi Technique

defined

duration estimates with

for gaining consensus among stakeholders

as group creativity techniques

risk identification with

Deming, W. Edwards

democratic management style

dependencies, determining activity dependencies

design of experiments approach

defined

in quality management planning

diagrams/diagramming

affinity diagrams

cause-and-effect diagrams

context diagrams

influence diagrams

Ishikawa (fishbone) diagrams

network diagrams. See network diagrams

for risk identification

scatter diagrams

tree diagrams

dictatorship model, in group decision making

direct costs

directive PMO

discounted cash flows

discretionary dependencies, determining activity dependencies

documentation

of activity attributes

of agreements and contracts

analyzing project documents

of assumptions

of human resources

as input for quality assurance

of lessons learned

for procurement contracting

of project baseline

of project plan

of project requirements

in quality control

in risk identification

in stakeholder control

types of project documents

updating as outcome of risk monitoring and control

updating due to activity durations

updating due to project work

updating due to stakeholder control

updating due to stakeholder engagement

updating project documents

domains of experience, covered in exam

duration compression, in scheduling

duration estimates

analogous estimates

cost estimation and

Delphi Technique

evaluating

expert judgment applied to

inputs

overview of

parametric estimates

project documents and

reserve time factored into

three-point estimates

duty of loyalty, project managers

EAC (estimate at completion)

earned value analysis

formulas

risk monitoring and control

earned value (EV), measuring project performance

earned value management. See EVM (earned value management)

economics, managing economic influences

effective listening

encoder, in communication model

end-of-phase project review

end users. See also customers

engineering review board (ERB)

enhancing risks

defined

managing positive risk and opportunities

risk response strategies

enterprise environmental factors

in activity definition

in activity duration estimates

in communications management

in cost estimation

in cost management planning

defined

in project charter

in project communication

in quantitative risk analysis and

in stakeholder identification

in stakeholder planning

utilizing

environment. See also enterprise environmental factors

impact on communication plan

international

managing influences of

overview of

physical

social/cultural

ERB (engineering review board)

estimate at completion (EAC)

estimate to complete (ETC)

estimates/estimation

activity durations. See duration estimates

completing

costs. See cost estimates

documenting

resources. See resource estimates

in seller selection

ETC (estimate to complete)

ethics. See also PMI Code of Ethics and Professional Conduct

ethnocentrism

EV (earned value), measuring project performance

evaluation criteria, in source selection decisions

EVM (earned value management)

CPI (cost performance index)

EAC (estimate at completion)

ETC (estimate to complete)

formula rules

measuring project performance

SPI (schedule performance index)

TCPI (to-complete performance index)

VAC (variance at completion)

variances and

exam

about

applying for exam

domains of experience covered in

earned value management formulas

importance of answering all questions

method for passing

PMP formulas covered in

practice tests

preparation in days prior to exam

project management processes (47) covered in

taking tests

using process of elimination

exam quick facts

communication management

cost management

human resource management

organizational structures

procurement management

project scope

quality management

risk management

stakeholder management

time management

WBS (work breakdown structure)

exceptional management style

exclusions, in scope statement

executing process group

acquiring and developing project team

defined

directing/managing work

examining outputs of plan execution

introduction to

list of processes in

managing communications

managing procurement

managing project team

managing stakeholder engagement

mapping work to quality assurance

overview of

tools and techniques

two-minute drill

executive layer, in organizational structure

expectancy theory

expectations

aspects of organizational culture

managing stakeholder expectations

expected monetary value, for quantitative risk analysis

expert power

experts/expert judgment

analogous estimates as form of expert judgment

in budgeting

consulting with

contracting and

in estimating activity durations

in managing project work

in procurement planning

in project execution

in quantitative risk analysis

relying on

in schedule management plan

in seller selection

sources of

in stakeholder control

as team participant

exploits

defined

managing positive risk and opportunities

of positive risk

external dependencies, determining activity

dependencies

external risks

face-to-face meetings

in communication process

in stakeholder control

failure mode and effect analysis (FMEA)

fairness, project managers and

fast tracking

applying duration compression

defined

project phases and

risk and

fault tree analysis

feasibility studies

completing

by initiating process group

feedback

in communication

defined

information distribution resulting in

FF (finish-to-finish), activity relationships in PDM

files, in project plan

final build phase, of project life cycle

financial control procedures

financial planning. See also budgets

finish no earlier than (FNET), constraints in scheduling

finish no later than (FNLT), constraints in scheduling

finish-to-finish (FF), activity relationships in PDM

finish-to-start (FS), activity relationships in PDM

firm fixed price contracts

first build phase, of project life cycle

fishbone (Ishikawa) diagrams, in risk identification

fixed costs

fixed price contracts

fixed-price contracts

fixed price incentive fee contracts

fixed price with economic price adjustment contracts

float, in project schedules

calculating

defined

overview of

flow charts

defined

QC (quality control)

in quality control

in risk identification

FMEA (failure mode and effect analysis)

FNET (finish no earlier than), constraints in scheduling

FNLT (finish no later than), constraints in scheduling

focus groups

force field analysis, in quality management

force majeure (“acts of God”)

forcing approach, to conflict resolution

forecasts

based on performance reports

defined

documentation

examining results of project work

in monitoring and controlling

formal power

forming phase, of team development

forms, contracting materials

formulas, PMP

fragnets

free float

FS (finish-to-start), activity relationships in PDM

function analysis

functional management layer, in organizational structure

functional managers

functional organizations

benefits/drawbacks of

defined

overview of

in project charter

project teams and

fund limits

funding limit reconciliation

in scope statement

funding requirements

establishing

as input to cost control system

types of project documents

goods, purchasing. See also procurement management

governance

advancement between project phases and

defined

enforcing project governance

government agencies, as buyers

grade, quality compared with

group creativity techniques

group decision making

guidelines, as organizational resource

halo effect

hard logic, activity dependencies and

Health Insurance Portability and Accountability Act (HIPAA)

Herzberg’s Theory of Motivation

heuristics (rule of thumb)

hidden stakeholders, identifying

hidden time, in activity duration estimates

Hierarchy of Needs (Maslow)

high-level requirements, in project charter

HIPAA (Health Insurance Portability and Accountability Act)

histograms

defined

in quality control

in resource management

historical information

budgeting and

in project charter

honesty

as responsibility to customers and public

as responsibility to profession

human resource management

acquiring human resources

appraisals of performance

assembling team

assigning roles and responsibilities

building teams

certification summary and key terms

charting resources

communicating with team

creating plan for

defined

documenting supporting detail

exam quick facts

examining results of team development

identifying project constraints

identifying project interfaces

identifying resource requirements

as knowledge area

leading team development

management skills need

managing teams

negotiating for resources

networking with stakeholders

organizational charts and

organizational planning and

organizational theories and

overview of

phases of team development

practices

preparing for team development

in project plan

rating potential team members

resolving conflicts

rewarding team performance

self test answers

self test questions

staffing management plan

templates for

training teams

two-minute drill

working with collocated teams

working with preassigned staff

working with virtual teams

human resource plan

in cost estimation

creating

defined

developing project team and

IFB (invitation for bid), procurement documents

impact ratings, in qualitative risk analysis

inappropriate compensation

incremental life cycles

indirect costs

influence diagrams, in risk identification

influence/impact grid, in stakeholder analysis

influencing

as interpersonal skill

as management skill

within organization

information. See also communication; reports/reporting

communicating project information

distribution

historical information in budgeting

historical information in project charter

PMIS (project management information system). See PMIS (project management information system)

retrieval

urgency

work performance. See work performance information

initiating process group

creating product descriptions

creating project charters

defined

identifying needs

identifying stakeholders

introduction to

list of processes in

overview of

two-minute drill

integration management

benefit measurement methods

certification summary and key terms

change control

change requests

configuration management

constrained optimization methods

corrective and preventive actions

creating project charter

defined

developing project plan

directing/managing project work

examining elements of project plan

examining outputs of change control

examining outputs of plan execution

examining results of project work

iterative planning and

as knowledge area

managing performance

monitoring/controlling processes in

overview of

performing change control

preparing for project close

project charter and

repairing defects

rules and regulations and

self test answers

self test questions

tools for change control

tools for monitoring and controlling

tools for project execution

tools for project planning

two-minute drill

understanding purpose of project plan

intellectual property rights

contracts and

respecting

interactive communication

defined

engaging stakeholders and

interfaces, types of project interfaces

internal dependencies, determining activity dependencies

internal rate of return (IRR)

international environment

handling international influences

in overall project environment

interpersonal interfaces, types of project interfaces

interpersonal skills

engaging stakeholders and

needed for project management

interrelationship diagraphs

applying quality assurance

defined

interviews

for risk identification

of stakeholders and experts in risk analysis

of stakeholders in scope management

invitation for bid (IFB), procurement documents

Iron Triangle (Triple Constraints model)

IRR (internal rate of return)

Ishikawa (fishbone) diagrams, in risk identification

ISO 10000 quality standards and guidelines

ISO 9000 quality standards and guidelines

issues log

in communication control

defined

outputs of stakeholder engagement

in stakeholder control

types of project documents

iterative life cycles

iterative planning

change control and

cost management and

integration management and

iterative relationships, of project phases

JAD (joint application design)

JIT (just-in-time) scheduling

job descriptions, documenting

Kaizen technology

key performance indicators (KPIs)

kill points

defined

reviewing project phases and

knowledge areas. See management knowledge areas

knowledge base, as organizational resource

KPIs (key performance indicators)

labor aspect, of organizational culture

lags

activity sequencing and

defined

documenting activity attributes

laissez faire management style

LCLs (lower control limits), in control charts

leadership

aspects of organizational culture

as interpersonal skill

as management skills

of project team

of team development

leading stakeholders

leads

activity sequencing and

defined

documenting

Lean Six Sigma

learning curves, parametric estimating and

legal requirements, contracts and

lessons learned

communications management and

cost control

cost estimates and

cost management and

documenting

information distribution resulting in

scheduling and

letter of intent

level of effort (LOE) activities

life cycles

advancement between project phases

attributes of

deliverables by project phases

examining

feasibility studies and

mapping phases of

project life cycle vs. product life cycle

project phases and

self test answers

self test questions

stage gates and

two-minute drill

types of IT-based

working through

LOE (level of effort) activities

logistical interfaces

low-priority risks, in quantitative risk analysis

lower control limits (LCLs), in control charts

loyalty

lump-sum contracts

majority model, in group decision making

make-or-buy analysis, in procurement planning

Management by Projects

defined

organizational systems and

projects vs. operations and

management control accounts

management knowledge areas

communications. See communications management

cost. See cost management

human resources. See human resource management

integration. See integration management

procurement. See procurement management

quality. See quality management

risk. See risk management

scope. See scope management

stakeholder. See stakeholder management

time. See time management

management reserve. See contingency reserve

management role

aspects of organizational culture

in development of project plan

responsibility for quality

styles

teams and

management skills

communicating project information

dealing with standards and regulations

engaging stakeholders and

exercising influence within organization

handling cultural influences

handling international influences

human resource management and

leading team

list of

managing social, economic, and environment influences

needed for project management

negotiating project terms and conditions

overview of

problem solving

solving problems

two-minute drill

mandatory dependencies

defined

determining activity dependencies

market conditions, evaluating in procurement planning

Maslow’s Hierarchy of Needs

matrix structures

benefits/drawbacks of

defined

overview of

project teams and

McClelland’s Theory of Needs

McGregor’s Theory of X and Y

measurement methods

BCR (benefit/cost ratio)

discounted cash flows

examining benefits of

IRR (internal rate of return)

murder boards

NPV (net present value)

payback periods

scoring models

measuring project performance

medium, in communication model

defined

overview of

selecting

meetings

in creation of schedule management plan

face-to-face

hosting

managing

project execution and

in stakeholder control

memorandum of understanding, in seller selection

metrics (operational definitions). See also measurement methods

defined

for quality assurance

for quality control

quality management and

milestones

in activity sequencing

communicating in project charter

documenting

examining schedule with milestone chart

project constraints and

reviewing project phases and

in scope statement

mind mapping, group creativity techniques

mitigation, of risks

contracts and

defined

risk response strategies

models

for communication

for group decision making

for organizational structures

for project management

for schedule development

scoring models in measurement

for stakeholder classification

monitoring/controlling

change. See change control

communication. See communication control

costs. See cost control

procurement. See procurement control

quality. See QC (quality control)

risk. See risk monitoring and control

schedules. See schedule control

scope. See scope control

monitoring/controlling process group

change

communication

costs

defined

list of processes in

overview of

procurement

project process groups

project work

quality

risk

schedules

scope

stakeholders

tools and techniques for

two-minute drill

Monte Carlo analysis

motivation ability, as interpersonal skill

multicriteria decision analysis, group creativity techniques

murder boards, measurement methods

N (N-1)/2, communications formula

NDAs (nondisclosure agreements)

near-term risks, in quantitative risk analysis

needs analysis, by initiating process group

negative risk

avoiding, transferring, mitigating

risk response strategies

negative stakeholders

negative total float

negotiation

in acquiring human resources

contract settlement

as interpersonal skill

as management skill

of project terms and conditions

net present value (NPV)

network diagrams

activity network diagram

for activity sequencing

calculating float or slack

in estimating

managing project risks

PDM (precedence diagramming method)

for quality assurance

in scheduling

sequencing activity outputs

sequencing project activities

network templates

for activity sequencing

defined

networking, with stakeholders

neutral stakeholders

categorizing stakeholder

defined

overview of

noise, in communication model

nominal group technique

group creativity techniques

in quality management

nondisclosure agreements (NDAs)

nonverbal communication

norming phase, of team development

NPV (net present value)

NTE (not-to-exceed clause), in time and material contracts

OBS (organizational breakdown structure)

charting project resources

defined

as organizational chart

Occupational Safety and Health Act (OSHA)

oligopoly, in vendor relations

operational definitions (metrics)

defined

inputs for quality assurance

preparing for quality control

quality management and

operational transfer phase, of project life cycle

operations

defined

operations layer of organizational structure

projects contrasted with

operations managers

OPM (Organizational Project Management)

opportunities, positive risk as

order of magnitude, in cost estimation

organizational breakdown structure (OBS)

charting project resources

defined

as organizational chart

organizational charts

charting project resources

creating

defined

OBS as

organizational groups, as key stakeholder

organizational interfaces, types of project interfaces

organizational planning

completing

organizational theories and

practices

templates for

organizational process assets

in activity definition

in activity sequencing

in cost estimation

defined

in duration estimation

inputs for cost control system

inputs for cost management planning

inputs for stakeholder engagement

inputs for stakeholder identification

inputs to communication management

outputs of risk monitoring and control

outputs of stakeholder control

outputs of stakeholder engagement

preparing for communication control

preparing for project close

preparing for quality control

quantitative risk analysis and

in stakeholder planning

using in projects

Organizational Project Management (OPM)

organizational structures

composite

exam quick facts

functional

identifying project constraints

matrix

overview of

projectized

types of project documents

organizational theories

expectancy theory

Herzberg’s Theory of Motivation

Maslow’s Hierarchy of Needs

McClelland’s Theory of Needs

McGregor’s Theory of X and Y

Ouchi’s Theory Z

organizations

assets. See organizational process assets

culture of

enterprise environmental factors

identifying organizational models and attributes

organizational systems and

overview of

risk categories

self test answers

self test questions

structures of. See organizational structures

two-minute drill

OSHA (Occupational Safety and Health Act)

Ouchi’s Theory Z

outputs. See deliverables

overlapping relationships of project phases

paralingual communication

parametric estimates

of activity durations

of costs

defined

Parkinson’s Law

activity duration estimates and

defined

part-time project teams

partnership project teams

payback periods, measurement methods

payment

requests

systems

PDCA (“Plan-Do-Check-Act) cycle (Deming)

PDM (precedence diagramming method)

activity sequencing

defined

performance. See also work performance

in integration management

reports in communication management

reports in contract administration

reviews in contract administration

risk categories

scope change control and

trend analysis

performance measures

cost control and

in cost management plan

CPI (cost performance index)

EAC (estimate at completion)

ETC (estimate to complete)

EVM formula rules

for projects

in schedule management plan

SPI (schedule performance index)

TCPI (to-complete performance index)

types of organizational resources

VAC (variance at completion)

variances and

performing phase, of team development

PERT (program evaluation and review technique)

phases, of project

advancement between project phases

attributes of

closing

deliverables by

feasibility studies

overlapping

overview of

sequential relationship of project phases

stage gates and

physical environment, in overall project environment

“Plan-Do-Check-Act (PDCA) cycle (Deming)

planned value (PV), measuring project performance

planning components, in activity definition

planning packages

planning process group

collecting/documenting project requirements

completing estimates

creating project scope

creating work breakdown structure

defined

defining project activities

determining project budget

developing communications management plan

developing cost management plan

developing human resource plan

developing project management plan

developing project plan

developing project procurement plan

developing project schedule

developing quality management plan

developing risk management plan

developing stakeholder management plan

estimating project activity durations

estimating project activity resources

examining elements of project plan

list of processes in

managing plan scope

managing project schedule

overview of

PMIS (project management information system) and

preparing for development of project plan

sequencing project activities

tools and techniques needed for project plan

two-minute drill

understanding purpose of project plan

plans/planning

communication. See communications plan

cost management. See cost management plan

iterative nature of

organizational planning. See organizational planning

procurement. See procurement plan

project process groups and

projects. See project plan

quality management. See quality management plan

risk management. See risk management plan

scope. See scope plan

stakeholders. See stakeholder management plan

time management. See time management plan

plotting process groups

plurality model, in group decision making

PMBOK Guide

defined

materials covered in study guide for

overview of

PMI Code of Ethics and Professional Conduct

advancing the profession

certification summary and key terms

complying with rules and policies

eliminating inappropriate actions

honesty and truthfulness

overview of

respect for others

responsibilities to customers and public

responsibilities to profession

self test answers

self test questions

two-minute drill

PMI (Project Management Institute)

compared with Deming model

defined

exam. See exam

PMIS (project management information system)

as aid in project management

creating communication management plan

tools and techniques needed for project execution

using

PMO (project management office)

creating project charters

defined

enforcing project governance

key stakeholders

related areas of project management

PMP (Project Management Professional)

defined

exam. See exam

formulas

PND (project network diagrams). See network diagrams

policies

aspects of organizational culture

complying with

quality

risk management

in source selection decisions

types of organizational resources

political awareness, as interpersonal skill

political environment, in overall project environment

political interfaces

politics, exercising influence within organization

portfolio management

defined

related areas of project management

portfolio management review board

defined

key stakeholders

portfolios

positive risk

managing

as opportunities

positive stakeholders

power/influence grid, in stakeholder analysis

power/interest grid, in stakeholder analysis

powers, of project managers

practices, human resource

precedence diagramming method (PDM)

activity sequencing

defined

predictive life cycles

presentations

as communication method

information distribution resulting in

preventive actions

considering

examining results of project work

quality management and

pricing, contrasted with cost estimates

prime contractors

prioritization matrix

applying quality assurance

defined

in quality control

probabilistic analysis, in quantitative risk analysis

probability-impact matrix, in qualitative risk analysis

probability ratings, in qualitative risk analysis

problem solving

active nature of

approaches to conflict resolution

defined

as interpersonal skill

as management skill

procedures, types of organizational resources

process adjustments

defined

resulting from quality controls

process decision program charts

applying quality assurance

defined

process groups

closing process group

creating product descriptions

creating project charters

customizing process interactions

exam knowledge areas

execution management. See executing process group

how process groups interact

identifying project management process groups

identifying stakeholders

initiating process group

monitoring/controlling. See monitoring/controlling process group

overview of

planning process group. See planning process group

plotting

in project management

self test answers

self test questions

two-minute drill

process improvement plan

inputs for quality assurance

in project plan

in quality management

procrastination, in activity duration estimates

procurement control

contract administration

contract changes

correspondence between buyers and sellers

overview of

payment requests

procurement documents

creating

inputs for stakeholder identification

types of project documents

procurement management

certification summary and key terms

contract administration

contract changes

contract closeout

controlling procurement

correspondence between buyers and sellers

cost estimates and

cost-reimbursable contracts

creating procurement plan

defined

developing plan for

documenting

evaluating market conditions

exam quick facts

examining results of contracting process

examining results of source selection

expert judgment in planning

fixed price contracts

identifying project constraints

inputs to purchasing process

as knowledge area

make vs. buy decisions

managing execution of

monitoring/controlling

organizing contracting materials

overview of

payment requests

planning for purchases

preparing for contracting

project management plan and

in project plan

project requirements and

purchasing goods and services

scope statement and WBS as inputs to

selecting contract type

selecting sellers

self test answers

self test questions

source selection criteria

source selection preparation

source selection process

SOW (statement of work) and

teaming agreements with other organizations

time and material contracts

two-minute drill

updating procurement aspect of statement of work

procurement plan

cost-reimbursable contracts

creating

defined

evaluating market conditions

expert judgment in planning process

fixed price contracts

make vs. buy decisions

planning for purchases

project management plan and

project requirements and

scope statement and WBS as inputs to

selecting contract type

SOW (statement of work) and

teaming agreements with other organizations

time and material contracts

product analysis, in scope statement

product life cycle

products

breakdown

deliverables

descriptions

scope

professional responsibilities

advancing the profession

complying with rules and policies

honesty

overview of

profile analysis meeting

program evaluation and review technique (PERT)

program managers

defined

key stakeholders

programs

defined

program management

progress reports

progressive elaboration, of projects

project baseline documents, in project plan

project calendars

defined

overview of

types of project documents

project charters

business case and

considering enterprise environmental factors

creating

documenting agreements and contracts

examining project selection criteria

historical information and

initiators

inputs for stakeholder identification

inputs to cost management planning

overview of

SOW (statement of work)

types of project documents

project communications management. See communications management

project cost management. See cost management

project customer/end user

project float

project governance

advancement between project phases and

defined

enforcing project governance

project human resource management. See human resource management

project initiator. See project charters

project integration management. See integration management

project interfaces, identifying

project life cycle. See also life cycles

project management information system. See PMIS (project management information system)

Project Management Institute. See PMI (Project Management Institute)

project management, introduction to

application areas

areas related to

business value and

certification summary and key terms

characteristics of projects

defined

interpersonal skills

management skills

PMO (project management office)

portfolio management

processes and process groups in

products, services, results as outcomes of projects

program management

progressive elaboration of projects

project environment and

projects vs. operations

self test answers

self test questions

subprogram implementation

temporary nature of projects

two-minute drill

project management methodology

project management office. See PMO (project management office)

project management preferences, identifying project constraints

Project Management Professional. See PMP (Project Management Professional)

project management risks, as risk category

project management software

project management staff

project management team. See also teams

defined

key stakeholders

project managers

authority of

in composite structures

defined

fairness and loyalty and

in functional organizations

functions of

as key stakeholders

in matrix structures

named in project charter

powers of

in projectized structures

role in development of project plan

team roles and

project network diagrams (PND). See network diagrams

project plan

change control and

communications management and

in cost estimation

in cost management planning

developing

examining elements of

managing scope of

methodology

overview of

PMIS (project management information system) and

preparing for communication control

preparing for development of

preparing for project close

in procurement planning

risk identification and

in stakeholder control

in stakeholder planning

tools and techniques needed for

understanding purpose of

updates as output of risk monitoring and control

updates as output of stakeholder engagement

updates to account for risk management

project portfolio management. See portfolio management

project procurement management. See procurement management

project quality management. See quality management

project records

project requirements, in scope planning

project risk management. See risk management

project scope

exam quick facts

types of scope

vs. product scope

project scope management. See scope management

project simulation

for quantitative risk analysis

scheduling and

project sponsors

creating project charters

defined

key stakeholders

project stakeholders. See stakeholders

project team. See also teams

acquiring and developing

building

dedicated project team

identifying roles

managing

overview of

part-time project teams

partnership project teams

role in development of project plan

virtual project team

project time management. See time management

projectized structures

benefits/drawbacks of

defined

overview of

projects

characteristics of

closing

defined

products, services, results as deliverables of

progressive elaboration of

requirements for success of

temporary nature of

vs. operations

proof-of-concept

proposals

defined

evaluation techniques for seller selection

procurement documents

request for

in source selection decisions

technical and commercial

types of project documents

prototypes

creating

in phases of project life cycle

public, responsibilities to. See responsibilities, to customers and public

pull communications

creating successful communications

defined

engaging stakeholders and

purchase orders

procurement documents

seller selection and

purchasers, types of buyers

purchasing. See procurement management purpose, communicated in project charter

push communications

creating successful communications

defined

engaging stakeholders and

PV (planned value), measuring project performance

QA (quality assurance)

auditing quality

defined

improvements based on

overview of

preparing for

programs for

in quality management plan

work and

QC (quality control)

applying

control charts

defined

ensuring

flowcharts

inputs for quality assurance

preparing for

programs

in quality management plan

results

statistical sampling

trend analysis

QFD (quality function deployment)

product analysis and

in requirements gathering

qualitative risk analysis

applying probability and impact ratings

completing

data precision and

defined

examining results of

overview of

preparing for

quality assurance. See QA (quality assurance)

quality audits

quality control. See QC (quality control)

quality function deployment. See QFD (quality function deployment)

quality improvement programs

in quality management plan

types of

quality management

auditing quality

benchmarking

certification summary and key terms

checklists

cost/benefit analysis

cost estimates and

cost of quality

creating quality management plan

defined

design of experiments approach to

exam quick facts

flowcharts in quality control

implementing

improvements based on

as knowledge area

monitoring/controlling

operational definitions (metrics)

overview of

planning for quality

policy for

process improvement plan

in project plan

quality assurance application

quality assurance preparation

quality compared with grade

quality control charts

quality control preparation

quality control results

schedules and costs and

scope baseline and

self test answers

self test questions

standards and regulations and

statistical sampling

trend analysis

two-minute drill

types of project documents

quality management plan

benchmarking

checklists

cost/benefit analysis

cost of quality

creating

defined

design of experiments approach to

inputs for quality assurance

operational definitions (metrics)

overview of

preparing for quality control

process improvement plan

quality requirements, in scope planning

quality risks, risk categories

quality, Triple Constraints of project management and

quantitative risk analysis

decision trees

defined

examining results of

expected monetary value and

inputs

interviewing stakeholders and experts

overview of

project simulation in

sensitivity analysis

quotations

defined

procurement documents

request for

RACI (Responsible, Accountable, Consult, or Inform) chart

rating systems, in seller selection

rating team members

receiver, in communication model

recommendations, resulting from quality controls

records management, contract administration and

referent power

authority of project managers

defined

regression analysis

tools and techniques for monitoring and controlling

types of parametric estimating

regulations

aspects of organizational culture

compared with standards

dealing with

quality management and

understanding impact on projects

reports/reporting

formats

information distribution and

performance in communications management

reporting system

in stakeholder control

status reports

request for proposal. See RFP (request for proposal)

request for quote. See RFQ (request for quote)

requirements

in change control

collecting/documenting

communicating in project charter

costs of conformance/nonconformance

documenting

funding. See funding requirements

hosting requirements workshop

identifying communication requirements

managing

procurement planning and

in project plan

resource. See resource requirements

in scope planning

in scope statement

requirements gathering

analyzing project documents

benchmarking

collecting/eliciting project

context diagrams

hosting requirements workshop

interviewing stakeholders

leading a focus group

managing project requirements

models for group decision making

observing functioning of stakeholders

relying on surveys

using group creativity techniques

requirements traceability matrix (RTM)

reserve analysis

reserve time, factoring into activity durations

residual risks

resistant stakeholders

resource breakdown structure

activity sequencing and

charting project resources

defined

estimating activity durations

resource calendars

defined

in development of project team

estimating activity durations

overview of

types of project documents

resource estimates

resource histogram

resource leveling heuristics

defined

optimizing resource utilization

updating resource requirements and

resource requirements

activities and

documenting activity attributes

identifying

scheduling and

types of project documents

updating

resource smoothing

resource utilization, optimizing in scheduling

resources

availability in activity sequencing

charting

estimating

negotiating for

scheduling allocation

respect

for intellectual property rights

PMI Code of Ethics and Professional Conduct and

responsibilities

assigning

defined

listed in project documents

in risk management plan

responsibilities, to customers and public

eliminating inappropriate actions

enforcing truth and honesty

overview of

respect for others

responsibilities, to profession

advancing the profession

complying with rules and policies

honesty

overview of

Responsible, Accountable, Consult, or Inform (RACI) chart

results. See deliverables

reviews

contract administration and

risk monitoring and control and

reward power

rewarding team performance

RFP (request for proposal)

defined

procurement documents

RFQ (request for quote)

defined

procurement documents

risk analysis

qualitative. See qualitative risk analysis

quantitative. See quantitative risk analysis

scoring

risk appetite

risk categories

defined

list of

in quantitative risk analysis

in risk management plan

in risk register

risk identification

brainstorming

creating risk register

Delphi Technique in

diagramming techniques for

identifying project risks

interviews for

overview of

preparing for

relying on project planning

reviewing project documents

SWOT analysis

testing assumptions

risk management

certification summary and key terms

creating risk categories

creating risk management plan

defined

exam quick facts

examining risk management plan

as knowledge area

monitoring/controlling

overview of

planning for

policies

in project plan

self test answers

self test questions

stakeholder tolerance and

templates

two-minute drill

risk management plan

additional planning on basis of monitoring and control

creating

creating risk categories

defined

developing

evaluating

examining

overview of

policies

preparing for risk monitoring and control

quantitative risk analysis and

risk response plan

stakeholder tolerance and

templates

risk mitigation

contracts and

defined

risk response strategies

risk monitoring and control

additional planning on basis of

auditing and reviews

completing

earned value analysis applied to

examining results of

measuring technical performance

overview of

preparing for

technical performance

risk owners

risk register

in cost estimation

creating

defined

estimating activity durations

as output of risk response planning

preparing for risk monitoring and control

quantitative risk analysis and

types of project documents

risk response

accepting risks

avoiding, transferring, mitigating negative risk and threats

contracts for

creating risk responses

examining results of

justifying risk reduction

managing positive risk and opportunities

planning

preparing for

residual and secondary risks

in risk register

risk response planning

risks

communicated in project charter

cost estimates and

defined

prioritizing list of

in risk register

scheduling and

in scope statement

roles

assignments

defined

in risk management plan

types of project documents

rolling wave planning, activity definition

root cause analysis, in monitoring and controlling

RTM (requirements traceability matrix)

rule of thumb (heuristics)

rules, complying with

run charts

defined

in quality control

salience model, in stakeholder analysis

Sapir-Whorf hypothesis

Sarbanes-Oxley

scales of probability and impact

defined

in risk identification

scatter diagrams

defined

in quality control

schedule baselines

schedule control

applying schedule control system

corrective actions

defined

examining schedule variance

inputs to

measuring project performance

overview of

updating schedules

schedule management plan

in activity sequencing

creating

defined

estimating activity durations

exploring aspects of

inputs to activity definition process

in project plan and

quantitative risk analysis and

utilizing

schedule network analysis

schedule performance index (SPI)

schedule variance

schedule variance (SV)

schedules

activity attributes and

applying duration compression

calculating float or slack

CCM (critical chain method)

change requests

coding structure

constraints in

defining timelines

developing

estimating activity durations

estimating costs

evaluating assumptions

evaluating risks

examining

lessons learned

managing

monitoring/controlling

network diagrams for

optimizing resource utilization

performing schedule network analysis

project management software and

project simulation and

quality management and

resource requirements and

in risk management plan

trend analysis

types of project documents

updating

utilizing schedule management plan

scope baseline

in cost estimation

in procurement planning

in quality management

scope control

examining inputs to

implementing change control system

overview of

scope change control

scope definition

scope, in Triple Constraints of project management

scope management

analyzing project documents

benchmarking

certification summary and key terms

collecting/eliciting project requirements

consulting with experts

context diagrams

controlling scope

creating plan for

creating work breakdown structure

decomposition of deliverables

defined

defining scope definition and validation

examining change requests

examining inputs to scope change control

examining scope statement

formal acceptance of deliverables

hosting requirements workshop

identifying alternative solutions

implementing change control system

interviewing stakeholders

as knowledge area

leading a focus group

managing plan scope

managing project requirements

models for group decision making

monitoring/controlling

observing functioning of stakeholders

overview of

planning

product analysis

in project plan

project scope vs. product scope

prototyping

relying on surveys

scope baseline

scope definition process

self test answers

self test questions

template for work breakdown structure

tools and techniques needed for scope planning

two-minute drill

updating scope statement

using group creativity techniques

validating scope

scope plan

creating

overview of

scope statement

in activity sequencing

consulting with experts and

estimating activity durations

examining

identifying alternative solutions

inputs to procurement planning

product analysis and

scope definition process

updating

scope validation

formally accepting deliverables

inputs

inspecting project work

overview of

providing

scoring approach, rating potential team members

scoring models, measurement methods

scoring, risk analysis

screening systems, in seller selection

secondary risks

defined

managing

sellers

correspondence with buyers

as key stakeholders

qualified seller lists

role in project success

selecting

team roles

types of

sellers list

overview of

qualified seller lists

sender, in communication model

sender-receiver model, of communication

sensitivity analysis

defined

for quantitative risk analysis

sensitivity of information, impact on communication plan

sequencing activities. See activity sequencing sequential relationship, of project phases

service providers, types of sellers

service requestors, types of buyers

services

as deliverables

purchasing

SF (start-to-finish)

activity relationships in PDM

defined

sharing risk

defined

managing positive risk and opportunities

positive risk

should-cost estimates

defined

overview of

in seller selection

simple averaging estimates. See three-point estimates

simulation

defined

for quantitative risk analysis

scheduling and

single source

defined

vendors

Six Sigma

control charts and

quality management and

slack, in project schedules

smoothing, approaches to conflict resolution

SNET (start no earlier than)

SNLT (start no later than)

social environment

managing social influences

in overall project environment

soft logic, activity dependencies and

software

for cost estimation

for project management

sole source

defined

vendors

solution requirements, in scope planning

SOO (statement of objectives), in procurement contract

source selection, in procurement contracting

establishing criteria for

examining results of

preparing for

selecting sellers

SOW (statement of work)

contracting preparation

defined

inputs to procurement planning

in procurement contract

types of project documents

updating procurement contracts

what is included in

SPI (schedule performance index)