O GoConqr está de visual novo! Conte para nós o que você achou.

Registre-se grátis

Flashcards

FlashCards-1

Dave R Inglês 198 flashcards

Flashcards do conjunto (198)

  1. 1Accept[Project Risk Management] one of the risk response strategies for threats/opportunities in which the risk is accepted as it is without any risk mitigation measures and the risk will only be dealt with either actively or passively if it occurs.
  2. 2Acceptance Criteria[Project Quality Management] the factors the deliverables must be met before they will be formally accepted.
  3. 3Accepted Deliverables[Project Quality Management] the deliverables (e.g. products services or capabilities) that are accepted by the client / customer to meet the acceptance criteria.
  4. 4Accommodation[Project Scope Management] both sides of a conflicting situation try to identify points of agreements and play down disagreement
  5. 5Accuracy[Project Quality Management] a measure of correctness.
  6. 6Achievement Theory[Project Human Resource Management] one of the motivational theories proposing that individuals are motivated by either achievement power and affiliation.
  7. 7Acquire Project Team[Project Human Resource Management] the process to acquire team members with required competencies to complete the project successfully.
  8. 8Activity[Project Time Management] the work package is decomposed into activities. Each activity must have an expected duration.
  9. 9Activity Attributes[Project Time Management] a document providing additional information to the activities listed in the activity list; additional info include: activity identifier description constraints assumptions predecessor and successor activities resources and responsible persons.
  10. 10Activity Identifier[Project Time Management] one of the activity attributes used to uniquely identify an activity for sequencing and tracking activities.
  11. 11Activity Duration[Project Time Management] the time required for the schedule activity between the start and finish dates.
  12. 12Prioritization Matrix[Project Quality Management] define issues and alternatives that need to be prioritized for decision items are given a priority score through brainstorming.
  13. 13Activity List[Project Time Management] a document listing all the activities of the project with identifiers and brief descriptions.
  14. 14Activity-on-Arrow (AOA)[Project Time Management] a diagramming technique used for sequencing activities by placing the activities on arrows and dependencies are indicated by connecting the arrows with nodes.
  15. 15Activity-on-Node (AON)[Project Time Management] a diagramming technique used for sequencing activities by placing the activities on the nodes which are connected by arrows to show dependencies.
  16. 16Actual Cost (AC)[Project Cost Management] the actual amount of money/cost to date spent on performing the project work.
  17. 17Adaptive Life Cycle[Project Integration Management] an Agile project management methodology enabling faster response to changes by managing the project in short iterations.
  18. 18Adjusting Leads and Lags[Project Time Management] during project execution adjusting leads and lags is a technique used to bring delayed project activities into alignment with the project plan.
  19. 19Affinity Diagrams[Project Quality Management] a business tool to organize ideas and data based on natural relationships used in brainstorming sessions.
  20. 20Agreements[Project Procurement Management] a written or verbal communication (e.g. contract memo email verbal arrangement ) to indicate preliminary intentions of a project/work.
  21. 21Alternative Analysis[Project Time Management] a technique to identify and analyse the different options to perform the project work most efficiently.
  22. 22Alternatives Generation[Project Scope Management] a technique to generate and analyze different options for carrying out the project work for greatest efficiency.
  23. 23Analogous Estimating[Project Time/Cost Management] a method to estimate the activity/project durations and costs based on available information from similar project performed before. Great for the initial phase of the project but estimates are not very accurate.
  24. 24Analytical Techniques[Project Risk/Procurement/Stakeholder Management] methods used to identify possible risks / consequences based on project variables and interactions.
  25. 25Apportioned Effort[Project Time/Cost Management] used in earned value management (EVM) to measure schedule/cost performances calculated in direct proportion to the progress of another discrete effort(s).
  26. 26Approved Change Request[Project Integration Management] a change request that has been submitted through Perform Integrated Change Control process and approved for implementation.
  27. 27Arbitration[Project Procurement Management] when there is a dispute between the vendor and the client arbitration is an effective way for problem resolution by involving a neutral third-party.
  28. 28Assignable Cause[Project Quality Management] is an identifiable and specific cause for the variation in the control chart. Assignable causes must be investigated and remedied.
  29. 29Attribute Sampling[Project Quality Management] is a process for internal control by checking for a particular attribute (i.e. either pass or fail).
  30. 30Avoid[Project Risk Management] Use for negative risks (i.e. threats) by incorporating plans to stay clear of / eliminate the risk events and impacts.
  31. 31Avoidance[Project Scope Management] both sides of a conflicting situation ignore the conflict which is not considered a good conflict resolution technique
  32. 32Backlog[Project Scope Management] a documented list of prioritized project tasks often used in Agile project methodologies.
  33. 33Backward Pass[Project Scope Management] a method for calculating the late start and late finish dates for each activity of the activity schedule diagram from end to start.
  34. 34Balanced Matrixa type of matrix organization where the project manager has as much control over the budget and resources compared to a functional manager.
  35. 35Baseline[Project Time/Cost Management] is the approved version of project plan (scope cost schedule) used to compare with actual work performance.
  36. 36Basis of Estimatesadditional information outlining the basis for the project estimates.
  37. 37Benchmarking[Project Quality Management] the practice of measuring existing processes and procedures with similar orgnaizations to establish a basis for comparison for performance improvements.
  38. 38Bidder Conference[Project Procurement Management] a conference with all bidders for clarification on the contract requirements to ensure all bidders share the same understanding.
  39. 39Bottom-up Estimating[Project Time/Cost Management] an accurate but time-consuming estimating method by adding up the estimates for individual activity costs/durations.
  40. 40Budget[Project Cost Management] the estimated expenditures for the project for a specific period.
  41. 41Budget at Completion (BAC)[Project Cost Management] often used in earned value management (EVM) it is the total expenditure for the project on finish.
  42. 42Buffer[Project Time Management] reserve time added to activity durations to reduce the likelihood of missing activity finish dates
  43. 43Business Case[Project Integration Management] used to judge whether a project is feasible and viable often includes a financial feasibility study rough budget and justifications for the project
  44. 44Cause and Effect Diagram(also known as a fishbone or Ishikawa diagram) [Project Quality Management] a diagramming technique to identify the origin and effect of an issue.
  45. 45Change Control Board (CCB)[Project Integration Management] a group of people responsible for approving / rejecting major change requests (as defined in the Project Management Plan).
  46. 46Change Log[Project Integration Management] a list consisting of all changes to the project and their impacts.
  47. 47Change Request[Project Integration Management] a formal document for making change(s) to the project.
  48. 48Claim[Project Procurement Management] when a contract is not fully fulfilled either side may make a request for compensation/ claim.
  49. 49Code of Accounts[Project Scope Management] a numbering system used to identify WBS components.
  50. 50Colocation[Project Scope Management] team members work together in the same physical space to enhance communication and knowledge sharing.
  51. 51Collaboration[Project Scope Management] both sides of a conflicting situation work together for mutually consented solution often considered the best conflict resolution technique
  52. 52Communication Channels[Project Communication Management] the number of lines of communication between individuals involved within a project calculated by the formula: N (N-1) / 2 where N is the number of people involved.
  53. 53Common Cause[Project Quality Management] the control chart indicates that the process is within the control limits but outside specification limits which are often usual and natural variations in the system
  54. 54Communication Methods[Project Communication Management] techniques used for communication can be Interactive Push or Pull.
  55. 55Communication Models[Project Communication Management] describes how information is exchanged (e.g. Sender-Encode-Message-Decode-Receiver Model).
  56. 56Communication Technology[Project Communication Management] software / hardwares used to assist communication.
  57. 57Compromise[Project Human Resource Management] one of the conflict resolution technique in which disagreements are settled by making concessions on both sides.
  58. 58Configuration Management System[Project Quality Management] manages the assets of the project deliverables by recording the functional or physical characteristics of the deliverables and components; a component of the project management information system.
  59. 59Conformance[Project Quality Management] indicates that the results comply with the quality requirement.
  60. 60Confrontation[Project Human Resource Management] a conflict resolution technique to determine a collaborative and workable solution by open discussion
  61. 61Constraintany factors that impose limitations on project.
  62. 62Contingency Plan[Project Risk Management] a strategy describing the measures to tackle documented risks once they arise.
  63. 63Contingency Reserve[Project Cost/Time Management] the budget set aside to fund contingent responses for identified risks (known unknown) once they arise.
  64. 64Control Accounts[Project Scope Management] strategically placed for grouping work breakdown structure (WBS) components with a view to better managing cost scope and/or schedule for earned value management measurements.
  65. 65Control Chart[Project Quality Management] a statistical process tool to monitor process performance and stability over time (whether the process is within control limits).
  66. 66Control Limits[Project Quality Management] the upper and lower limit on the control chart used to determine whether a process is under control by taking normal variations into account.
  67. 67Corrective actions[Project Quality Management] activities performed with a view to realign project performance with what are planned in the project plan.
  68. 68Cost Aggregation[Project Cost Management] the accumulated cost estimates for all tasks within a work package.
  69. 69Cost Baseline[Project Cost Management] represents the budget of estimated costs to be disbursed over the duration of the project apart from any management reserves. The cost baseline can be used to compare actual costs for the project.
  70. 70Cost of Quality (COQ)[Project Quality Management] includes all costs of conformance (quality assurance/control measures) and costs of non-conformance (rework).
  71. 71Cost Performance Index (CPI)[Project Cost Management] an earned value management (EVM) metric for cost efficiency of the project to date (formula: CPI = EV / AC).
  72. 72Cost Plus Award Fee (CPAF)[Project Procurement Management] a contract type in which the buyer pays the seller all allowable costs plus extra money awarded for meeting the performance targets specified in the contract as determined by the buyer.
  73. 73Cost Plus Fixed Fee (CPFF)[Project Procurement Management] a contract type in which the buyer pays the seller all allowable costs plus a fixed amount of money as the seller profit.
  74. 74Cost Plus Incentive Fee (CPIF)[Project Procurement Management] a contract type in which the buyer pays the seller all allowable costs plus incentives and sharing of unused money if under/over contracted amount.
  75. 75Cost Variance (CV)[Project Cost Management] an earned value management (EVM) metric for indicating the difference between the earned value and the actual cost (formula: CV = EV – AC).
  76. 76Cost-benefit Analysisa financial analysis tool for determining the costs and benefits of the project and whether the project is worthwhile.
  77. 77Cost Reimbursable Contract[Project Procurement Management] a contract type in which all allowable costs are bore by the buyer with additional money awarded to the seller by completing the contract requirements; most of the risks are on the buyer side.
  78. 78Crashing[Project Time Management] a schedule compression technique used to shorten the schedule by adding extra resources.
  79. 79Criteria[Project Quality Management] factors used to evaluate and decide when the deliverables meet the project requirements.
  80. 80Critical Chain Method (CCM)[Project Time Management] a technique for improving accuracy of project schedule by taking into accounts the limited resource availability and uncertainties.
  81. 81Critical Path Activity[Project Time Management] all the activity on the critical path of a project schedule (using Critical Path Method).
  82. 82Critical Path Method (CPM)[Project Time Management] a technique for determining the schedule of the project by taking into accounts the sequence of activities for the longest work path.
  83. 83Customer[Project Stakeholder Management] the ones who request and/or pay for the project / deliverables.
  84. 84Data Datethe time the data is recorded.
  85. 85Decision Tree Analysis[Project Risk Management] a diagramming technique to help visualizing the Expected Monetary Value (EMV) of various options to assist in decision-making.
  86. 86Decomposition[Project Scope Management] the project scope is broken down into smaller segments for better estimation.
  87. 87Defect Repair[Project Cost Management] the correction action required for deliverables not meeting requirements.
  88. 88Deliverable[Project Scope Management] the verifiable product service result or capability produced by a process phase or project.
  89. 89Delphi Techniquequestionnaires are circulated among subject matter experts (SME) for anonymous feedback and recirculated until a consensus is reached.
  90. 90Dependency[Project Time Management] an activity may depend on the execution/finish of other activities; can be mandatory discretional external or internal.
  91. 91Design of Experiments (DOE)[Project Quality Management] a statistical approach allowing simultaneous altering of several variables for comparison in order to find out the lowest cost of quality.
  92. 92Diagramming Techniquesvarious methods employed for representing information and the relationships in a visual way.
  93. 93Dictatorship[Project Human Resource Management] a group decision-making technique in which the leader direct the decision making best on in case when there are a lot of uncertainties.
  94. 94Discounted Cash Flow[Project Cost Management] a technique used to compare the value of the future cash flows of the project with the current value of the dollar by taking inflation into accounts.
  95. 95Discrete Effort[Project Cost/Time Management] used in earned value management (EVM) to measure work performance in relation to explicit work efforts that contribute to the completion of the project.
  96. 96Discretionary Dependency[Project Time Management] (also known as preferred logic) two activities are considered to be best if carried out in sequence; but the sequence can be altered if needed.
  97. 97Duration[Project Time Management] the amount of time between the start and finish of a schedule activity; often expressed in work days.
  98. 98Early Finish Date (EF)[Project Time Management] the earliest date an activity can be completed by taking project constraints into accounts.
  99. 99Early Start Date (ES)[Project Time Management] the earliest date an activity can begin based by taking project constraints into accounts.
  100. 100Earned Value (EV)[Project Time/Cost Management] a metric for measuring the proportion of work finished by making comparision to the activity/project budget.
  101. 101Earned Value Management (EVM)[Project Time/Cost Management] the recommended method for measuring project performance by comparing the planned value against earned value for cost schedule and scope measurement; there are various defined metrics for the performance measurement e.g. CPI SPI etc.
  102. 102Emotional Intelligence[Project Human Resource Management] one’s ability to understand and manage their own emotion and establish relationship with others.
  103. 103Enhance[Project Risk Management] a risk responses strategy to increase the likelihood of occurrence of positive risks.
  104. 104Enterprise Environmental Factors (EEF)all factors outside the control of the project team that can positively or negatively influence the project; can be internal and external to the performing organization.
  105. 105Estimate at completion (EAC)[Project Time/Cost Management] the estimated total cost for completing the project; may be updated with actual costs during project execution.
  106. 106Estimate to complete (ETC)[Project Time/Cost Management] the estimated remaining cost for completing the project i.e. the estimated cost that is required to bring the project to completion.
  107. 107Expected Monetary Value (EMV) Analysis[Project Risk Management] used in conjunction with decision-tree analysis EVM analysis is a statistical method to calculates monetary impact of all probable outcomes with reference to the probabilities of occurrence; a tool for Quantitative Risk Analysis.
  108. 108Expert Judgmentindividuals/group of people to exercise the knowledge of their area(s) of expertise for making the best decision.
  109. 109Expectancy Theory[Project Human Resource Management] a motivational theory proposing that people are motivated by their expectations of results to behave or act in a certain manner.
  110. 110Exploit[Project Risk Management] a risk responses strategy to ensure the occurrence of a positive risk
  111. 111External Dependency[Project Time Management] when the beginning or finishing an activity is dependent on external parties e.g. Government vendor etc. the activity is said to have external dependency
  112. 112Fast-Tracking[Project Time Management] when time is running out the project management may make use of this schedule compression technique in which activities are performed in parallel to save time.
  113. 113Fallback[Project Risk Management] actions to be taken if the original plan proves to be ineffective / risk occurs.
  114. 114Feasibility Study[Project Integration Management] performed at the beginning of a project to estimate the benefits and chances of success of the project.
  115. 115Finish-to-Finish[Project Time Management] a logical relationship between two activities whereby the successor activity cannot complete till the predecessor activity completes.
  116. 116Finish-to-Start[Project Time Management] a logical relationship between two activities whereby the successor activity cannot begin till the predecessor activity completes.
  117. 117Firm Fixed-Price contract (FFP)[Project Procurement Management] a type of contract in which the buyer pays the seller a price as agreed in the contract without taking actual costs into account.
  118. 118Fixed Formula Method[Project Time/Cost Management] an Earned Value (EV) method for measuring progress based on a pre-determined formula (e.g. 0/100 25/75 50/50
  119. 119Fixed-Price Incentive Fee Contract (FPIF)[Project Procurement Management] a type of contract where the buyer pays a price as agreed in the contract plus an incentive for meeting performance targets. The seller assumes most risk.
  120. 120Fixed-Price with Economic Price Adjustment Contract (FP-EPA)[Project Procurement Management] a type of contract for a fixed price fee with the inflation taken into accounts.
  121. 121Float[Project Time Management] the amount of time that a task in a project can be delayed without causing a delay to other tasks.
  122. 122Force Majeure[Project Procurement Management] usually written as a claus in the contract these are events of catastrophic nature that are beyond the control of the team.
  123. 123Forcing[Project Human Resource Management] a conflict resolution technique in which an individual forces other to accept a solution / resolution.
  124. 124Forward Pass[Project Time Management] a critical path method (CPM) practice to find out the early start and early finish dates for each activity of the network diagram by going through the schedule from start to end.
  125. 125Free Float[Project Time Management] the amount of time that a task in a project can be delayed without causing a delay to the early start of a successor activity.
  126. 126Functional Managera manager of a department or business unit with subordinates working to produce products / services.
  127. 127Functional Organizationa type of organization structure in which the organization is divided into smaller groups based on specialized functional areas.
  128. 128Funding Limit Reconciliation[Project Cost Management] an act to compare and adjust the funding limits by refining the scope / rescheduling the activities to ensure funding limits are not exceeded.
  129. 129Gantt Charts[Project Time Management] a type of bar chart for presenting time and duration of scheduled activities.
  130. 130Gold Platinga concious descision to add extra functinality / features not in the project scope to exceed customer satisifaction which can often lead to scope creep NOT recommended by PMI.
  131. 131Grade[Project Quality Management] a category assigned to products that have the same functionality but different technical characteristics e.g. different grades of eggs (large small etc.)
  132. 132Ground Rules[Project Human Resource Management] a set of established expectations for the conduct of team members.
  133. 133Hammock Activity[Project Time Management] represents a group of similar activities as one activity to simplify the schedule network diagram.
  134. 134Hygiene Theory[Project Human Resource Management] introduced by Frederick Herzberg the Hygiene Theory proposes that people’s attitudes towards work are influenced by presence of motivators (satisfiers) and hygiene factors (absence of which would create dissatisfaction).
  135. 135Impact[Project Risk Management] the magnitude of the consequences posed by an opportunity / threat.
  136. 136Incentive Fee[Project Procurement Management] money paid to the seller for meeting performance cost / schedule targets set in the contract.
  137. 137Independent Estimates[Project Procurement Management] make use of external information / resources to establish the reasonability of vendors’ quotation.
  138. 138Influence Diagram[Project Quality Management] a diagram that show potential influences that conditions in the project can have on others.
  139. 139Information Management Systems[Project Stakeholder Management] systems used to gather store and circulate project information in the desired format to stakeholders.
  140. 140Inputare information / resources that are added to a process for processing to create specific outputs.
  141. 141Inspection[Project Quality Management] actions performed (e.g. testing measuring reviewing and examining) to determine compliance of project deliverable with quality requirements.
  142. 142Inspections and Audits[Project Procurement Management] judge and verify the seller’s performance / deliverables by the contact requirements.
  143. 143Internal Dependency[Project Time Management] dependencies of tasks that are under control of the project team.
  144. 144Internal Rate of Return (IRR)[Project Integration Management] return of the investment for the investment period expressed as percentage. The higher the IRR the better the project outcome.
  145. 145Interpersonal Skills (Soft Skills)[Project Human Resource Management] skills to motivate team members through delegation coaching communication etc.
  146. 146Interrelationship Digraphs[Project Human Quality Management] maps cause-and-effect relationships for problems with multiple variables/outcomes.
  147. 147Invitation for Bid (IFB)[Project Procurement Management] inviting sellers to submit proposals to a project.
  148. 148Issue[Project Stakeholder Management] unexpected problems gaps inconsistencies or conflicts in the project.
  149. 149Issue Log[Project Stakeholder Management] a project document in which all the issues are recorded and tracked used to report issues with stakeholders.
  150. 150Iterative Project Management Life Cycleallow more flexibility in responding to changes by conducting the project in iterative cycles (mini-waterfalls).
  151. 151Kaizen[Project Quality Management] a management theory promoting incremental changes for continuous improvement originated in Japan.
  152. 152Kick-off Meeting[Project Integration Management] the very first meeting for project team and all relevant stakeholders to formally begin the project by aligning common understanding of project goals.
  153. 153Lag[Project Time Management] used in project schedule network lag represents the delay between the successor activity and the predecessor activity.
  154. 154Late Finish Date (LF)[Project Time Management] the latest date the activity can finish by taking project schedule constraints into accounts.
  155. 155Late Start Date (LS)[Project Time Management] the latest date the activity can begin by taking project schedule constraints into accounts.
  156. 156Lead[Project Time Management] used in project schedule network lead represents the overlapping of the successor activity and the predecessor activity i.e. the successor activity begins before the end of the predecessor activity.
  157. 157Leadership Styles[Project Human Resource Management] how the leader motivate and lead the project team e.g. authoritarian democratic laissez-faire etc.
  158. 158Lessons Learned[Project Integration Management] documentation of knowledge gained during project lifecycle in particular the factors leading to successes and failures of the project.
  159. 159Level of Effort (LOE)[Project Time/Cost Management] an earned value management (EVM) method to assign percentage completeness of support activities (not directly contributing to the project deliverables).
  160. 160Logical Relationships / Logical Dependencies[Project Time Management] the dependencies for / associations between two project activities i.e. finish-to-start (FS) finish-to-finish (FF) start-to-start (SS) and start-to-finish (SF)
  161. 161Lump Sum Contracts[Project Procurement Management] a type of contract in which the seller receive a pre-agreed amount of money best for well-defined tasks.
  162. 162Management Reserve[Project Cost Management] extra fund set aside in the project budget for unknown unknowns must be authorized by management before spending.
  163. 163Mandatory Dependency / Hard Logic[Project Time Management] a type of dependency between activities that must be followed.
  164. 164Maslow’s Hierarchy of Needs[Project Human Resource Management] a motivational theory put forward by Maslow avocating five basic needs (in order) of human physical safety and security social self-esteem and self-actualization.
  165. 165Matrix Diagrams[Project Quality Management] a quality management tool by constructing relationships between various factors in a grid.
  166. 166Matrix Organizationan organizational structure where the project manager and the functional managers shares management responsibility; three types of matrixstrong balanced and weak.
  167. 167Milestone[Project Time Management] an important event in the project timeline that has no duration.
  168. 168Milestone List[Project Time Management] a listing of milestones of the project.
  169. 169Mind Maps[Project Quality Management] is a diagramming technique used to visually organize information to explore ideas.
  170. 170Mitigate[Project Risk Management] a risk response strategy to reduce the probability / level of impact of a negative risk.
  171. 171Monte Carlo Simulation[Project Risk Management] by making use of software simulation to run the project under different conditions multiple time to analyze possible project outcomes.
  172. 172Negotiation[Project Procurement Management] commincation and discussion between parties to reach consensus / acceptable outcome.
  173. 173Network Diagram / Logic Diagram[Project Time Management] is a sequence of activities that are linked together with logical dependencies.
  174. 174Networking[Project Human Resource Management] interact and communicate with others to get acquainted and build a relationship with them.
  175. 175Net Present Value (NPV)[Project Integration Management] the present value (PV) of the future net cash flow for the project.
  176. 176Nominal Group Technique[Project Stakeholder Management] a technique to faciliate gathering and organizing ideas from all participants to assist decision-making.
  177. 177Non-conformance[Project Quality Management] the rework needed to be implemented as a result of not performing the activities correctly the first time a type of cost of quality (COQ).
  178. 178Opportunity[Project Risk Management] a type of risk which is considered to have positive impact on the project also known as a positive risk.
  179. 179Ordinal Scale[Project Risk Management] a relative scale for ranking risks (i.e. low moderate and high).
  180. 180Organizational Breakdown Structure (OBS)[Project Scope Management] a hierarchical structure of the organization in the work breakdown structure (WBS) which is used for assigning work to resources for a project.
  181. 181Organizational Process Assets (OPA)a collective name for all the organizational information e.g. policies procedures processes and knowledgebase which would be useful for the project.
  182. 182Organizational Structuresdescribes how the structure of the organization management e.g. functional matrix projectorized and composite
  183. 183Outputthe outcome (e.g. deliverables result etc.) generated by a process from inputs.
  184. 184Parametric Estimating[Project Cost/Time Management] by making use of unit costs (from industry statistics etc.) to compute the costs and durations of individual activies considered to be more accurate.
  185. 185Pareto Diagram[Project Risk Management] a histogram for identifying the most critical issues by making use of 80/20 rule.
  186. 186Path Convergence[Project Time Management] in the project network diagram where the path converge from two or more predecessor activities to one successor activity.
  187. 187Path Divergence[Project Time Management] in the project network diagram where the path diverge from one predecessor activity to two or more successor activities.
  188. 188Percent Complete[Project Cost/Time Management] an estimate of the amount of work completed for an activity or work package.
  189. 189Performing Organizationthe organization direclty involved with the project.
  190. 190Phase-Gatea checkpoint for reviewing the project and making the decision for the project to proceed to next phase or terminate.
  191. 191Planned Value (PV)[Project Cost Management] the approved budget for project work completed to date.
  192. 192Pluralitya decision based on relatively more vote for one choice than others as opposed to majority which must have more than 50% of vote.
  193. 193Portfolioincludes many programs projects and operations grouped according to organizational strategic objectives.
  194. 194Precedence Diagramming Method (PDM)[Project Time Management] a diagramming technique for scheduling project activities according to logical relationship e.g. Critical Path Network Diagram and Critical Chain Network Diagram.
  195. 195Precision[Project Quality Management] indicate the exactness and consistency (i.e. with little variation).
  196. 196Predecessor Activity[Project Time Management] the activity before a dependent activity in the project schedule.
  197. 197Preventive Action[Project Quality Management] actions taken to minimize / avoid failing to meet the quality standards of the project.
  198. 198Screening systemAre predefined criteria that are used to short-list vendors for source selection

Informações

Descrição
FlashCards sobre FlashCards-1, criado por Dave R em 02-05-2017.
Criado por
Dave R
Visualizações
2
Avaliação

Fale Conosco

Sobre o que é sua mensagem?

O que você acha do novo visual?

Você gostou?