PMGT-BC flashcards
PMGT-BC · Build recall with a focused review session.
32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Project Definition
- A temporary endeavor undertaken to create a unique product, service, or result, with a defined start and finish and constrained resources.
- Triple Constraint
- The interdependent relationship among scope, time, and cost; adjusting one constraint typically requires adjusting at least one of the others to keep the project viable.
- Project Charter
- A document issued by the sponsor that formally authorizes the project, names the project manager, and states high-level objectives, scope, and constraints.
- Process Groups
- Initiating, Planning, Executing, Monitoring and Controlling, and Closing; these are activity groupings applied iteratively, not sequential project phases.
- Stakeholder Register
- A record identifying project stakeholders along with their roles, interests, influence, expectations, and engagement requirements, used to plan communications.
- Cost Performance Index
- CPI equals earned value divided by actual cost; a value below 1.0 indicates the project is spending more than the work earned.
- Schedule Variance
- SV equals earned value minus planned value; a negative result means less work has been completed than the schedule planned at that point.
- Projectized Organization
- An organizational structure in which teams report to the project manager, who holds high authority over resources and decisions.
- Work Breakdown Structure
- A hierarchical decomposition of total project scope into deliverables and work packages; it follows the 100% rule and excludes work outside scope.
- Critical Path
- The longest duration path through the project network, which sets the shortest possible project duration and normally has zero total float.
- Total Float
- The amount of time an activity can be delayed without delaying the project finish date; calculated as late start minus early start.
- PERT Estimate
- A weighted expected duration computed as (Optimistic + 4 times Most Likely + Pessimistic) divided by 6, used when duration uncertainty is high.
- Analogous Estimating
- A top-down technique that uses duration or cost data from similar past projects; fast and inexpensive but generally less accurate.
- Parametric Estimating
- An estimating technique that multiplies a unit rate by a quantity, such as cost per square meter times floor area, using historical data.
- Contingency Reserve
- A budget or time allowance held for identified risks with accepted responses; it is included in the approved cost baseline.
- Management Reserve
- A budget held by senior management for unforeseen work within project scope; it is not part of the cost baseline but part of the total budget.
- Integrated Change Control
- The formal process of reviewing change requests, assessing impacts across scope, schedule, cost, and quality, then approving, rejecting, or deferring them.
- Scope Creep
- Uncontrolled expansion of project scope without corresponding adjustments to time, cost, or resources, usually from unapproved changes.
- Agile Manifesto Values
- Four value statements favoring individuals and interactions, working software, customer collaboration, and responding to change over their counterparts.
- Product Owner
- The Scrum role accountable for maximizing product value by managing and ordering the product backlog and representing stakeholder needs.
- Scrum Master
- The Scrum role that serves the team by facilitating Scrum events, coaching agile practices, and removing impediments rather than directing work.
- Sprint Retrospective
- A recurring Scrum event where the team inspects its process and collaboration and identifies improvements to apply in the next sprint.
- Definition of Done
- A shared, explicit checklist of quality criteria that an increment must meet before it is considered complete.
- Kanban WIP Limit
- A cap on the number of items allowed in a workflow stage at once, used to expose bottlenecks and improve flow.
- Velocity
- The average number of story points a team completes per iteration, used to forecast future capacity rather than to compare teams.
- Burndown Chart
- A graph of remaining work versus time within an iteration or release, showing whether the team is on track to finish.
- Elicitation Techniques
- Methods such as interviews, workshops, observation, surveys, document analysis, and prototyping used to draw out stakeholder needs and requirements.
- Nonfunctional Requirements
- Solution requirements describing quality attributes and constraints, such as performance, security, usability, and reliability, rather than specific behaviors.
- MoSCoW Prioritization
- A technique classifying requirements as Must have, Should have, Could have, or Won't have this time to guide scope decisions.
- Requirements Traceability
- The ability to link each requirement to its source, design elements, and test cases, supporting impact analysis and coverage verification.
- Context Diagram
- A model showing the solution as a single process surrounded by external entities and the data flows crossing the boundary, defining solution scope.
- Root Cause Analysis
- A technique such as the five whys or fishbone diagram used to identify the underlying cause of a problem before recommending a solution.