CompTIA Project+ flashcards
CompTIA Project+ · 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
- A temporary endeavor with a defined start and end that creates a unique product, service, or result, as distinguished from ongoing operational work.
- Triple constraint
- The interdependent limits of scope, schedule, and cost, with quality and risk affected, that a project manager balances; changing one typically impacts the others.
- Project charter
- A document that authorizes the project, names the project manager, and states high-level scope, objectives, and constraints, formally starting the project.
- Stakeholder
- Any person or group that can affect or be affected by the project, such as sponsors, customers, users, and vendors; each should be identified and analyzed.
- Functional organization
- An organizational structure in which staff report to functional managers and the project manager holds little formal authority, relying on coordination and influence.
- Projectized organization
- A structure in which staff report primarily to the project manager, who holds high authority over resources and budget, often with co-located teams.
- Strong matrix
- A matrix structure in which the project manager holds greater authority than functional managers and typically controls budget and resource assignments.
- RACI chart
- A responsibility assignment matrix labeling each task as Responsible, Accountable, Consulted, or Informed, with exactly one person Accountable per task.
- PMO
- A project management office that standardizes processes, supplies templates and governance, and may support, control, or directly direct projects across the organization.
- Phase gate review
- A checkpoint at the end of a project phase where deliverables are reviewed and a go or no-go decision is made before work continues.
- Lessons learned
- Documented knowledge from a project covering what worked, what failed, and recommendations, captured during phases and at project close for reuse.
- Work breakdown structure
- A hierarchical decomposition of total project scope into manageable work packages, forming the basis of the scope baseline and of cost and schedule estimates.
- Scope baseline
- The approved scope statement, work breakdown structure, and WBS dictionary; changing any of these components requires formal change control.
- Critical path
- The longest path through the network diagram; it determines the shortest project duration, and its activities carry zero or negative total float.
- Total float
- The amount of time an activity can be delayed without delaying the project finish date; critical path activities have zero total float.
- PERT estimate
- A weighted three-point estimate calculated as (Optimistic + 4 times Most Likely + Pessimistic) divided by 6, used to reduce estimating bias.
- Contingency reserve
- Time or budget set aside for identified risks that have known response plans; it is included within the approved project cost baseline.
- Management reserve
- Budget held outside the cost baseline for unidentified unknown-unknown risks; drawing on it typically requires sponsor or senior management approval.
- Resource leveling
- A scheduling technique that adjusts activity start and finish dates based on resource constraints, often extending the project duration or changing the critical path.
- Resource smoothing
- A scheduling technique that shifts activities within their available float so resource demand stays level, normally without changing the critical path.
- Risk register
- A document listing identified risks with probability, impact, score, owner, and planned response; it is updated continuously throughout the project.
- Estimate at completion
- A forecast of final project cost; when current cost performance is expected to continue, EAC equals budget at completion divided by cost performance index.
- Change control board
- A group that reviews, approves, defers, or rejects change requests against defined criteria; its decisions protect the approved project baselines.
- Issue log
- A record of open issues with owners, status, and due dates; it tracks problems already occurring rather than uncertain future risks.
- Tuckman stages
- The team development sequence of forming, storming, norming, performing, and adjourning, moving from orientation through conflict to productivity and release.
- Quality assurance
- The executing process of auditing processes and work to confirm they meet quality standards, focusing on preventing defects rather than inspecting them out later.
- Quality control
- The monitoring process of inspecting deliverables and measuring results against quality standards in order to identify and correct defects.
- Formal acceptance
- The customer's documented approval that a deliverable meets its requirements, which then triggers payment or transition to the next phase.
- Smoothing
- A conflict resolution approach that de-emphasizes differences and emphasizes common ground, giving up part of the concern to maintain harmony.
- Collaborating
- A conflict resolution approach that fully addresses both parties' concerns to reach consensus; considered most effective when sufficient time exists.
- Transition plan
- A document describing how deliverables, knowledge, and support responsibilities move from the project team to the operations or receiving organization.
- Kickoff meeting
- A meeting that communicates project goals, roles, and the plan to the team and stakeholders, marking the beginning of project execution.