Index
A, B
Appropriate degree of rigor
C
Centralized and coordinated management
Customer management software
D
Delays, duplication, over-production, and errors
Deliverables
E
Earned value management
Eliminating waste
Enterprise environmental factor
F
Framework
G, H
Group of project
I, J
Initiating process group
K
Knowledge, skills, and processes
L, M
Lean practices
Lean principles
N
Net present value (NPV)
New project
O
Operational goal
OPM3 tool
Organizational Process Assets
Organization’s project management maturity level (OPM3)
Organization type
P
Phase-to-phase relationship
Point of total assumption (PTA)
Portfolio management
Present value (PV)
Process groups
Product life cycle
Professional ethics
acknowledging contributors
bonus
bribery
cash rewards
errors in reports
expired credentials
honest project submission
postponing the meeting
processing fee
shortcuts effect
skill insufficiency
unapproved accounts
Program Evaluation and Review Technique (PERT)
Project communications management
barriers
communications channels
contract
detailed project performance report
detailed project update
disbursement
effective communication
effective information distribution
forecast method
intranet site information
issue log
language
listening skills
Manage Communications process
misinterpretation of information
monitoring and controlling
non-verbal and verbal communications
plan disagreement responsibility
plan guide
project meetings
project success/failure reason
skills
stakeholders
time spent
unacceptable behavior
weekly project update
Project cost management
AC
accumulation and allocation
accurate estimation
authorized work
controlling project costs
cost and staffing levels
cost performance index (CPI)
cost performance projection
cost uncertainty
cost variance
current budget
estimate at completion
estimation at completion forecast
estimation inputs
extra costs
historical data and variables
individual activities
input tools
organizational process asset
original budget rate
percent complete
planning
previous project information
project budget
project deliverable breakdown
project scheduling
quick cost estimation
revised estimation
schedule variance
status monitoring
time-phased budget
To Complete Performance Index (TCPI)
total planned value
work rate for budget
Project definition
Project human resource management
conflict resolution technique
decision-making
developing the plan
disagreement, team members
effective leadership characteristics
enhancing performances
failure acquiring project team
gaining extra skills
human resource plan
human resource plan development
individual financial bonus
interpersonal skills
leading and foundational theories
matrix-based chart
moving into headquarters
order of activities
organizational structure
project sponsor responsibility
requesting staffs
resource calendar
satisfiers
successfull inputs
team development
team members output
terminologies
time zone variations
training
Tuckman theory
Project integration management
business value
change request
client request
Close Project/Phase process
closure checklist
configuration management
Direct and Manage Project Work process
document and assess request
formal documented system
inputs
knowledge areas
net present value
objectives
opportunity cost
organizational finances
organizational process asset
outputs
processes
project charter
business case
development
evaluation
high-level document
information
tool/technique
Project Eagle
project functionality
project management plan
application area and complexity
change control process
development
direct and manage work process
document
integrated change control
performance measurement baseline
performance objectives
sponsor
tools/techniques
work
project review
project’s timeline
projects types
statement of work
Project life cycle characteristics
Project management plan
Project management
vs.
organizational strategy
Project procurement management
bidder conference
buyer contract
close procurement process
completion and inputs
contracts
contract specifications
contractual requirements
control procurement process
firm-fixed-price contract
fixed-price-incentive-fee form
from external providers
in-house/external contractor
legal binding agreements
partial payment
planned series of iterations
plan output
process
procurement contract
selecting sellers
seller contract
seller list
seller responses
sellers, close procurements process tools
sellers criteria
sequence
services from external contractors
services to another organization
sudden termination
tools, close procurements process
tools, control procurement process
urgent work
Project quality management
assurance expectations
audit
belt colors
bottlenecks
cause of a problem
chart without displayed limits
comparing projects
continuous process improvements
control chart
control limits
cost of conformance
cost of quality
customer requirements
defects frequency
defects, ranking order
dependent and independent variable
diagram for problem
FMEA
improvements involving everyone
influencing factors
Ishikawa’s seven tools
level of quality
lower control limits
low grade
modern quality management
monitoring and controlling
planning tools
precision and accuracy
preventing mistakes
prevention and inspection
process
project and product quality
quality control output
quality metric
random selection
reducing variations
required assurance levels
requirements and standards
Shewhart and Deming quality improvement model
statistical sampling
studying part of population
tolerance and control limits
upper control limits
value stream mapping
variable state
working long hours
Project risk management
acceptable responses
acceptance
accuracy
added amount in budget
beginning
categories
characteristics
completing
contingency plan
determining risks
diagramming techniques
expected monetary value
fallback plan
final steps
hierarchy of risks
high priority risks
identifying new risks
increase in price
information validity
inputs
iterative computer simulation process
joint venture
numerical analysis
objectives
occurrence and impact
planning session
pool of money
positive and negative risk
potential uncertainty
probability and impact
probability distribution
probability outcomes
qualitative analysis
risk response
risk response technique
root cause
strengths and weaknesses
team members performance
three-point estimating technique
tools/technique
unanticipated risks
uncertain elements
updates, risk register
uses of risk register
Project scope management
changing requests
costs
deliverables
documentation
high level requirements
initiation and planning documents
magnitude of actual work
multi-phase project
processes
process group
project and product requirements
project management plan
requirements
requirements activities
scope baseline
scope management plan
stakeholders
tools/techniques
validation and quality control
work breakdown structure
components
cost and activity durations
decomposition
definition
lack of clarity
project scope statement
workshop
Project stakeholder management
analysis
classification model for analysis
communication
coordinating
expectations of stakeholders
feedback
increasing efficiency and effectiveness
influence on project
information
interest and power
level of engagement
needs and issues
negative impact
organizational process asset
primary goal managing
register compilation
tools and technique for analysis
Project time management
activity duration
activity list
activity resource
activity sequencing
cable
computer-based modeling
confidence interval
critical path
critical path and critical chain method
dependency
float, network path
forecast schedule
free float
Goldratt’s critical chain theory
historical productivity rate
lead and lag
monitoring project status
network diagram
non-working time buffers
order of schedule
parallel schedule
precedence diagramming method
precedence relationship
project presentation
project schedule creation
project schedule development
project schedule network diagram
resource calendar
resource leveling
schedule compression
schedule performance index (SPI)
slack
standard deviation
successor and predecessor activities
work packages
Q
Quality Control process
R
Roles and responsibilities, PMO
S, T, U
Sequential and overlapping project phases
Standardized terminology, project communications
Strategic consideration
V, W, X, Y, Z
Validate Scope process
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