CAPM 1-10 (copy)

A Guide to the Project Management Body of Knowledge (PMBOK Guide)

The PMI publication that defines widely accepted project management practices.

Abusive manner

Treating others with conduct that may result in harm, fear, humiliation, manipulation, or exploitation.

Acceptance

A risk response appropriate for both positive and negative risks, but often used for smaller risks within a project.

Acceptance test driven development

A method used to communicate with business customers, developers, and testers before coding begins.

Acknowledgment

The receiver signals that the message has been received. An acknowledgment shows receipt of the message, but not necessarily agreement with the message.

Active listening

The message receiver restates what has been said to understand and confirm the message fully, and it provides an opportunity for the sender to clarify the message if needed.

Active observation

The observer interacts with the worker to ask questions and understand each step of the work being completed.

Active problem solving

Active problem solving begins with problem definition. Problem definition is the ability to discern between the cause and effect of the problem. Root-cause analysis looks beyond the immediate symptoms to the cause of the symptoms which then affords opportunities for solutions.

Activity list

The primary output of breaking down the WBS work packages.

Activity network diagram

These diagrams, such as the project network diagram, show the flow of the project work.

Actual Cost (AC)

The actual amount of monies the project has spent to date.

Adjourning

Once the project is done, either the team moves onto other assignments as a unit, or the project team is disbanded, and individual team members go on to other work.

Adaptive leadership

A leadership style that helps teams to thrive and overcome challenges throughout a project.

Affinity diagram

This diagram breaks down ideas, solutions, causes, and project components and groups them together with other similar ideas and components.

Affinity estimation

A method used to quickly place user stories into a comparable-sized group.

Agile

To develop a goal through periodic experimentation in order to fulfill the need of a complex decision.

Agile adaptation

To adapt the project plan continuously through retrospectives in order to maximize value creation during the planning process.

Agile coaching

To help achieve goals that is either personal or organizational.

Agile experimentation

To use the empirical process, observation, and spike introduction while executing a project to influence planning.

Agile manifesto

A statement that reflects agile philosophy that includes:Individuals and interactions over processes and tools, Working software over comprehensive documentation, Customer collaboration over contract negotiation, Responding to changes over following a plan.

Agile manifesto principles

A document that describes the twelve principles of the Agile Manifesto.

Agile manifesto principle Customer satisfaction:

To satisfy customers through early and continuous delivery of products, to test and receive feedback, to inform customers on progress, and to fulfill the customer's value by completing priority requirements.

Agile manifesto principle Welcome changes:

To allow quick responses to changes in the external environment, and late in development to maximize the customer's competitive advantage.

Agile manifesto principles Frequent delivery:

To deliver software frequently to the customer, allowing for a quicker product release, faster provision of value to the customer and shorter delivery timeframe.

Agile manifesto principle Collocated team:

A team that is physically located in the same place or close proximity to facilitate communication and collaboration.1. Osmotic communication:Daily collaboration on a project to implement effective communication, focus, and receive instant feedback to achieve a common goal.

Agile manifesto principle Motivated individuals:

Giving individuals the empowerment, environment, support, and trust needed to successfully complete a task.

Agile manifesto principle Face-to-Face conversation:

The most efficient and effective way to communicate in order to receive direct feedback and influence osmotic communication.

Agile manifesto principle Working software:

Software that is functional and enables the measurement of progress, enhances customer satisfaction, and maintains and improves the quality of the software to support project goals.

Agile manifesto principle Constant pace:

Establishing a healthy work-life balance, remaining productive, and responding to changes swiftly for progress during a project.

Agile manifesto principle Continuous attention:

Enhancing agility and time spent on work requirements to maintain a well-balanced work environment.

Agile manifesto principle Simplicity:

Focusing on what is necessary to achieve the requirements needed to create and deliver value to the project and customer.

Agile manifesto principle Self-organization:

A team that knows how to complete tasks effectively, has dedication to the project, and is expert on the process and project.

Agile manifesto principle Regular reflection:

Allowing a team to learn how to become more effective, implement immediate changes, and adjust behavior.

Agile mentoring

Passing on experience, knowledge, and skills to other individuals in the team or organization.

Agile methodologies

Effective and efficient ways to complete a goal, such as XP, Scrum, and Lean.

Agile modeling

Workflow depiction of a process or system that can be reviewed by the team before turning it into code, ensuring stakeholders understand the model.

Agile planning

The most important aspect of an Agile project, happening at multiple levels (strategic, release, iteration, and daily) and can change throughout the project.

Agile projects

Projects that occur based on the Agile Manifesto and Agile Principles.

Agile smells

Symptoms or indicators of problems that affect Agile teams and projects.

Agile space

A space that allows team members to establish collaboration, communication, transparency, and visibility.

Agile themes

Themes used to help the team focus on the functions of iteration.

Agile tooling

Software or artifacts used to increase team morale.

Alternative analysis

The identification of more than one solution, considering roles, materials, tools, and approaches to the project work.

Alternative dispute resolution

Settling an issue or claim through mediation or arbitration before closing a contract.

Alternatives generation

Finding alternative solutions for the project customer while considering customer satisfaction, cost, and product usage in operations.

Ambiguity risks

Risks with an uncertain, unclear nature, such as new laws or regulations and unpredictable marketplace conditions.

Analogous estimating

Predicting the cost of the current project based on historical information, relying on expert judgment.

Analysis

Developing possible solutions by studying the problem, its underlying need, and understanding the provided information.

Application areas

The areas of expertise, industry, or function where a project is centered, such as architecture, IT, healthcare, and manufacturing.

Approved Iterations

Meeting conducted after the deadline of an iteration for stakeholder approval, based on the support provided by the backlog.1. Artifact:A process or work output, such as documents or code.

Assumption log

A record of assumptions made in a project, which are then tested and analyzed for their validity.

Authority power

The ability of project management team members to make decisions and have control over other team members.

Autocratic

A decision-making method where only one individual makes decisions for the group.

Automated testing tools

Tools that allow for efficient and strong testing, such as peer reviews, code reviews, and unit tests.

Avoidance

A risk response strategy where the risk is avoided altogether.

Avoiding power

When the project manager refuses to act, get involved, or make decisions.

Balanced matrix structure

An organizational structure where resources are pooled into one project team, with both functional managers and project managers sharing power.

Being agile

Working in a responsive way to deliver products or services according to customer needs and preferences.

Benchmarking

Comparing the performance of two similar entities to measure their performance.

Benefit/Cost Ratio (BCR) models

Models that compare the benefits to the costs of a project to determine its viability.

Bid

An offer made by a seller to a buyer, with price being a determining factor in the decision-making process.

Bidder conference

A meeting of potential vendors for a project to clarify the contract statement of work and details of the contracted work.

Bottom-up estimating

An estimating approach that starts at the bottom of the project, considering every activity, its predecessors and successors, and the exact amount of resources needed for each activity.

Brain writing

A data-gathering technique similar to brainstorming, where participants are provided with questions and topics before a stakeholder identification meeting.

Brainstorming

An approach that encourages participants to generate as many ideas as possible about project requirements, without judgment or dismissal.

Budget estimate

A broad estimate used early in the planning processes, with a range of variance typically between 10% to +25%.

Burn-down chart

A chart used to display progress during and at the end of an iteration, showing the reduction of backlog items.

Burn rate

The rate at which resources are consumed by the team, often measured in cost per iteration.

Burn-up chart

A chart that displays completed functionality over time, showing progress as stories are completed.

Business risks

Risks that may have negative or positive outcomes for a business, such as using less experienced workers or forgoing formal training.

Business value

The quantifiable return on investment for a business, which can be tangible (equipment, money, market share) or intangible (brand recognition, trademarks, reputation).

Cardinal scales

A type of measurement scale that assigns numbers to objects or events based on their magnitude or intensity.1. Ranking approach:A method used to identify the probability and impact of an event or situation by assigning a numerical value from very low to certain.

Cause-and-effect diagrams

Diagrams that show the relationship between variables within a process and how they contribute to inadequate quality.

CARVER

An acronym used to measure the goals and mission of a project, with each letter representing Criticality, Accessibility, Return, Vulnerability, Effect, and Recognizeability.

Ceremony

A meeting conducted during an Agile project that includes daily stand-up, iteration planning, iteration review, and iteration retrospective.

Change

To modify requirements in a way that increases value to the customer.

Change Control Board (CCB)

A committee that evaluates proposed changes and approves or rejects them.

Change Control System (CCS)

A documented system that defines how changes to the project scope are managed and controlled.

Change log

A record of all changes that enter into a project, including time, cost, risk, and scope details.

Change management plan

A plan that outlines the procedures for managing and documenting change requests within a project.

Charismatic leadership

Leadership characterized by motivation, high-energy, and the ability to inspire a team through strong convictions and positive thinking.

Charter

A document created during project initiation that formally begins the project and includes justification, budget, milestones, success factors, constraints, assumptions, and authorization.

Checklist

A simple approach to ensure that work is completed according to the quality policy.

Chicken

An individual involved but not committed to an Agile project.

Choice of media

The most appropriate method of communication based on the information being conveyed.

Claims

Disagreements between the buyer and seller, often related to changes, monitored and controlled through the project according to contract terms.

Closure processes

The final process group responsible for closing a project phase or the entire project, including archiving documentation and closing contracts.

Coach

A team role that keeps the team focused on learning and the process.

Code of accounts

A numbering system used for items in the Work Breakdown Structure (WBS).

Coercive power

The authority of the project manager to discipline team members, also known as penalty power.1. Commercial database:A cost-estimating approach that uses a database, typically software-driven, to create the cost estimate for a project.

Common cause

An issue solved through trend analysis because the issue is systematic.

Communication

To share smooth and transparent information of needs.

Communication assumptions

Anything that the project management team believes to be true but hasn't proven to be true.

Communication barrier

Anything that prohibits communication from occurring.

Communication channels formula

N(N-1)/2, where N represents the number of identified stakeholders. This formula reveals the total number of communication channels within a project.

Communication constraints

Anything that limits the project management team's options.

Communications management plan

A project management subsidiary plan that defines the stakeholders who need specific information, the person who will supply the information, the schedule for the information to be supplied, and the approved modality to provide the information.

Competency

This attribute defines what talents, skills, and capabilities are needed to complete the project work.

Compliance

To meet regulations, rules, and standards.

Compromising

This approach requires that both parties give up something.