GAQM APM flashcards

33 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. Temporary means it has a defined beginning and end, not that the duration is short.

Program vs portfolio

A program is a group of related projects managed together for synergistic benefit. A portfolio is the collection of programs, projects, and operations selected to meet strategic objectives.

Triple constraint

The interdependent constraints of scope, time, and cost, with quality and risk as balancing factors. Changing one constraint typically forces a compensating change in another.

Phase gate

A decision point at the end of a project phase where the sponsor or governance body decides to continue, revise, or terminate the project before the next phase begins.

Projectized organization

An organizational structure in which the project manager has high authority and near-total control of project resources; team members report to the project manager rather than a functional manager.

Project management office

An organizational unit that standardizes project governance. It may be supportive (templates, training), controlling (methodology compliance), or directive (project managers report to it directly).

Project charter

A document issued by the sponsor that formally authorizes the project and names the project manager. It contains high-level scope, objectives, success criteria, milestones, and budget summary.

Business case

A document justifying the project through cost-benefit analysis, strategic alignment, and expected outcomes. It supports the decision to invest and precedes or accompanies the charter.

Stakeholder register

A living document recording each stakeholder's identification, role, interest, influence, expectations, and classification, used to plan engagement and communication throughout the project.

Requirements traceability matrix

A table linking each requirement to its source and to the corresponding WBS element, deliverable, and test, confirming that all requirements are covered and nothing extra is added.

Project scope statement

A document describing product scope, deliverables, acceptance criteria, exclusions, constraints, and assumptions. Explicit exclusions help prevent uncontrolled scope expansion during execution.

Work breakdown structure

A hierarchical decomposition of total project scope into work packages. The 100% rule requires the WBS to include all required work and only that work.

Scope baseline

The approved project scope statement plus the WBS and WBS dictionary. It is the reference used to measure and control scope changes and performance.

Critical path

The longest path through the schedule network. It determines the shortest possible project duration, and activities on it have zero or minimum total float.

Total float formula

Total float equals late start minus early start, or late finish minus early finish. Free float equals the successor's early start minus the activity's early finish.

Forward and backward pass

The forward pass computes early start and early finish dates; the backward pass computes late start and late finish. Their difference defines float and identifies the critical path.

PERT expected duration

A weighted three-point estimate: expected duration equals (optimistic + 4 times most likely + pessimistic) divided by 6. Standard deviation equals (pessimistic minus optimistic) divided by 6.

Crashing

Schedule compression by adding resources or cost to shorten duration. It is effective only on critical path activities and usually increases cost and risk.

Fast tracking

Schedule compression by overlapping activities that were planned sequentially. It shortens duration but increases the risk of rework and coordination problems.

Resource leveling

Adjusting activity start and finish dates to resolve resource over-allocation. It may extend the project duration and can change the critical path.

Cost baseline

The approved, time-phased project budget excluding management reserve. Contingency reserve for identified risks is included; management reserve for unidentified risks is not.

Earned value formulas

Cost variance equals EV minus AC; schedule variance equals EV minus PV; cost performance index equals EV divided by AC; schedule performance index equals EV divided by PV.

Estimate at completion

Forecast total cost. With atypical variance, EAC equals AC plus BAC minus EV. With typical variance continuing, EAC equals BAC divided by CPI.

To-complete performance index

TCPI equals (BAC minus EV) divided by (BAC minus AC) to meet the original budget, or divided by (EAC minus AC) when the forecast EAC replaces BAC.

Integrated change control

A process that documents each change request, assesses its impact on scope, schedule, cost, quality, and risk, obtains approval or rejection, then implements and verifies the change.

Scope creep

Uncontrolled expansion of project scope through unapproved additions. It differs from gold plating, which is adding unrequested features that also erode the scope baseline.

Issue log vs risk register

The issue log tracks current problems and their owners; the risk register tracks uncertain future events, their probability, impact, and planned responses. Both are updated during execution.

Control quality

The process of inspecting deliverables and recording results as verified deliverables. It focuses on detecting defects in outputs, unlike manage quality, which audits processes.

Project closure activities

Confirm deliverable acceptance and formal sign-off, release team resources, settle contracts, archive project documents, and update organizational process assets with final records.

Lessons learned register

A record of knowledge gained during the project, updated throughout execution and finalized at closure, then shared to improve future projects in the organization.

Cost of quality

The sum of conformance costs (prevention and appraisal) and nonconformance costs (internal and external failure). External failure is typically the most expensive category.

Quality versus grade

Grade is a category of technical characteristics; low grade may be acceptable if requirements are met. Low quality is never acceptable because requirements are not met.

Pareto and fishbone

A Pareto chart ranks causes by frequency to apply the 80/20 rule and prioritize the vital few. A fishbone (Ishikawa) diagram organizes possible causes by category for root-cause analysis.