PMP Terms 9

Organizational Project Assets

Internal organizational assets used to manage and govern projects.

• Common inputs to many project management processes

• Include plans, processes, policies, procedures, templates, and documents

• Include organizational knowledge repositories

• Include lessons learned and historical information from previous projects

Example (Izzy's Ice Cream):
For a new store opening, Izzy's reuses its project templates, vendor procedures, lessons learned, old schedules, budget records, and previous project documentation.

Memory hook: OPA = what the organization already has and knows.

Project Documents

Documents created and used throughout the project to support project management activities and project work.

• Are not part of the Project Management Plan

• May serve as inputs or outputs of project management processes

• Are updated throughout the project as information changes

Examples: requirements documentation, assumption log, change log, issue log, lessons learned register, milestone list, project schedule, risk register, schedule data

Example (Izzy's Ice Cream):
When defining the scope for the new Izzy's store, the PM reviews the requirements documentation to understand what the owners and customers need before creating the project scope statement.

Memory hook: Project Management Plan = how we will manage the project. Project Documents = information we use and update while managing it.

Project Management Plan

The integrated, approved document that defines how the project will be executed, monitored and controlled, and closed.

• Integrates relevant subsidiary management plans and baselines

• Reflects the chosen development approach: predictive, adaptive, or hybrid

• Approved baselines are used to measure project performance

• Controlled changes must follow the project's change control process

Example (Izzy's Ice Cream):
The Izzy’s Project Management Plan brings together how the team will manage scope, schedule, budget, quality, resources, risks, communications, and stakeholders while opening the store.

Memory hook: Project Management Plan = the integrated plan for how the project will be managed.

Expert Judgement

Using people with specialized knowledge, training, or experience to help plan, evaluate, or perform project work.

• Experts may have specialized knowledge in an industry, technology, process, regulation, or project area

• Used as a tool and technique in many project management processes

• Helps the PM make better-informed decisions

Example (Izzy's Ice Cream):
The PM knows how to manage the store-opening project but does not know the city's specialized permitting requirements. The PM consults an experienced local permitting specialist to understand what approvals are required and how they may affect the schedule.

Memory hook: Expert judgment = bring in specialized knowledge you don't personally have.

Data Gathering

A tool and technique used to collect information needed to perform a project management process or create a project output.

Common methods include:

• Brainstorming

• Interviews

• Focus groups

• Checklists

• Questionnaires and surveys

Used to better understand stakeholder needs, expectations, ideas, and project requirements.

Example (Izzy's Ice Cream):
Before finalizing requirements for the new store, the PM interviews the owners, surveys customers, and holds a brainstorming session with employees to gather information about desired features, concerns, and expectations.

Memory hook: Data gathering = collect the information you need before you analyze it.

Data Analysis

A tool and technique used to review and understand data that has already been gathered so the project team can make better decisions.

Common techniques include:

• Alternatives analysis → compares different options or approaches

• Root cause analysis → identifies the underlying cause of a problem

• Variance analysis → compares planned results with actual results

• Trend analysis → examines data over time to identify patterns or likely future performance

Example (Izzy's Ice Cream):
The PM reviews renovation schedule data and finds the project is behind plan (variance analysis). Looking across several weeks shows delays are getting progressively worse (trend analysis). The team investigates why and discovers repeated late material deliveries (root cause analysis), then compares several ways to address the problem (alternatives analysis).

Memory hook: Data gathering = collect it. Data analysis = understand what it means.

Data Representation

A tool and technique used to present project information visually so it is easier to analyze, explain, and communicate.

Common methods include:

• Charts

• Graphs

• Diagrams

Different project processes may use different forms of data representation depending on what needs to be understood or communicated.

Example (Izzy's Ice Cream):
The PM turns renovation schedule data into a visual chart showing completed, delayed, and upcoming work so the owners and project team can quickly understand project status.

Memory hook: Gather = collect. Analyze = understand. Represent = show.

Decision Making

A tool and technique used to select the best option from available alternatives based on the information and decision context.

Common approaches include:

• Voting → group decision using majority, unanimity, or plurality

• Multi-criteria decision analysis → compares options against several weighted criteria such as cost, risk, value, availability, or experience

• Autocratic decision-making → one person makes the decision

Example (Izzy's Ice Cream):
Izzy's must choose a freezer supplier. The team could vote, use a decision matrix comparing cost, reliability, delivery time, and warranty, or have the owner make the decision directly if authority and urgency call for it.

Memory hook: Decision-making = choose among alternatives using an appropriate method.

Interpersonal and Team Skills

Skills used to work effectively with people, teams, and stakeholders throughout the project.

Common skills include:

• Active listening → understand, acknowledge, and clarify what others are saying

• Conflict management → resolve disagreements constructively

• Facilitation → guide groups through discussion, problem-solving, and decisions

• Meeting management → keep meetings organized, productive, and action-oriented

Example (Izzy's Ice Cream):
During a disagreement between the contractor and store designer, the PM listens to both sides, facilitates a discussion, helps resolve the conflict, and ends the meeting with clear decisions and action items.

Memory hook: Interpersonal skills = help people work together effectively.

Meetings

A common tool and technique used to communicate, collaborate, make decisions, and coordinate project work.

Effective meetings should:

• Have a clear purpose and agenda

• Include the right stakeholders

• Stay focused and time-bound

• Encourage appropriate participation

• End with clear decisions, action items, and follow-up

Example (Izzy's Ice Cream):
The PM holds a weekly store-opening meeting with the contractor, designer, and owner to review progress, resolve issues, make decisions, and assign next steps.

Memory hook: Meetings = bring the right people together for a clear purpose and leave with clear actions.