ACRP-PM flashcards
ACRP-PM · Build recall with a focused review session.
33 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Triple constraint
- The interdependent relationship among scope, time, and cost. Changing one requires adjusting at least one other, and quality is affected by how the trade-off is managed.
- Progressive elaboration
- Iteratively refining project plans as more detail and information become available. Early estimates therefore carry wider ranges than later ones.
- Project versus operations
- A project is temporary and produces a unique deliverable; operations are ongoing and repetitive. A clinical study is a project with a defined end.
- Deliverable
- Any measurable, verifiable outcome or output that must be produced to complete the project, such as a protocol, monitoring report, or clinical study report.
- Milestone
- A significant point or event in the project with zero duration. It marks completion of a key deliverable, such as first patient in or database lock.
- Process groups
- Initiating, Planning, Executing, Monitoring and Controlling, and Closing. These groups recur across project phases rather than occurring only once.
- Scope baseline
- The approved scope statement plus the work breakdown structure and its dictionary. It is the reference against which scope changes are evaluated.
- Work breakdown structure
- A hierarchical decomposition of total project scope into deliverables and work packages. The lowest level should be estimable and assignable to one owner.
- Critical path
- The longest-duration path through the project network. It determines the minimum project duration and its activities have zero total float.
- Total float
- The amount of time an activity can be delayed without delaying the project finish date. It equals late start minus early start.
- Crashing versus fast-tracking
- Crashing adds resources or cost to shorten duration; fast-tracking overlaps activities that were sequential and increases risk.
- Scope creep
- Uncontrolled expansion of project scope without approved change control, often adding work without corresponding time, cost, or resource adjustments.
- Rolling wave planning
- Detailing near-term work in full while leaving later work at a higher level until more information becomes available.
- Per-patient cost
- Total study cost minus fixed costs, divided by planned enrollment. Used to price per-patient fees and evaluate change orders.
- Cost variance
- CV = EV − AC. A positive value means the project is under budget; a negative value means it is over budget.
- Cost performance index
- CPI = EV ÷ AC. A value below 1.0 indicates the project is spending more than planned for the work earned.
- Schedule performance index
- SPI = EV ÷ PV. A value below 1.0 indicates the project is behind schedule relative to the planned value of work.
- Estimate at completion
- EAC = BAC ÷ CPI when current cost performance is expected to continue. It forecasts total cost at project completion.
- Resource leveling
- Adjusting start and finish dates to resolve resource over-allocation. It may extend the schedule and change the critical path.
- Fixed-price contract
- A contract where the vendor agrees to a set price for defined deliverables, shifting cost risk to the vendor if costs increase.
- Risk versus issue
- A risk is an uncertain future event that may affect objectives; an issue is a risk that has already occurred and needs action.
- Risk score
- Probability multiplied by impact. Scores above a defined threshold typically require a formal response plan and escalation.
- Risk responses
- For threats: avoid, transfer, mitigate, accept. For opportunities: exploit, share, enhance, accept. Each response needs an assigned owner.
- Residual versus secondary risk
- Residual risk remains after a response is applied; secondary risk is a new risk created by implementing the response itself.
- Quality assurance versus control
- Quality assurance is process-focused and preventive; quality control is product-focused and detects defects through inspection and testing.
- Root cause analysis
- Techniques such as the 5 Whys and fishbone diagram that separate the underlying cause of a problem from its visible symptoms.
- Stakeholder power/interest grid
- A classification tool. High power and high interest stakeholders are managed closely; low power and low interest are simply monitored.
- Communication channels
- The number of communication paths equals n(n − 1) ÷ 2, where n is the number of stakeholders. Complexity grows rapidly with team size.
- Tuckman stages
- Forming, storming, norming, performing, and adjourning. Teams typically pass through these stages in sequence before reaching productivity.
- RACI matrix
- Responsible does the work, Accountable approves and is single per task, Consulted provides two-way input, Informed receives one-way updates.
- Conflict resolution modes
- Collaborating (win-win), compromising, accommodating, competing, and avoiding. Collaborating is preferred for important issues with time available.
- Push versus pull communication
- Push sends information to recipients (reports, emails); pull makes information available on demand (shared repositories). Routine status uses push.
- Lessons learned
- Documented knowledge about what worked and what did not, captured throughout the project and finalized during closing for reuse.