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pmp
project management
| Question | Answer |
|---|---|
| committees full of folks that ask every conceivable negative question about the proposed project. | Murder Boards |
| models that use a common set of values for all of the projects up for selection. | Scoring Models |
| Things Needed for a Project Charter | Contract, SOW, Strategic plan |
| Future Value | FV = PV(1 + I)n |
| Present Value | PV=FV/(1+i)n |
| Tools used to create Project Charter | Facilitation Techniques, Expert Judgement |
| This plan details the project procedures for entertaining change requests, and how change requests are managed, documented, approved, or declined. | Change Management Plan |
| This plan is part of an input to the control scope process. It defines how changes to the features and functions of the project deliverable, the product scope, may enter the project. | Configuration Management Plan |
| It specifically addresses how the human resource requirements will be met in the project. It can address internal staffing, procurement of resources, or negotiations with other projects for shared resources. | Staffing Management Plan |
| This calendar defines when the resources are available to contribute to the project. | Resource Calendar |
| When is the largest percentage of the project budget spent | Execution Phase |
| Collecting project statistics, Measuring project performance Distributing project information,Analyzing project trends and measurements to improve the project, and Looking for new risks and managing known risks are all part of? | Monitoring and Controlling |
| A committee that evaluates the worthiness of a proposed change and either approves or rejects the proposed change. | Change Control Board |
| a software tool that helps the project management team plan, execute, monitor and control, and then close the project. | Project Management Information System (PMIS) |
| This system defines how stakeholders are allowed to submit change requests, the conditions for approving a change request, and how approved change requests are validated in the project scope. | Configuration Management System |
| the process for controlling changes to the project deliverables. This system works with the configuration management system and seeks to control and document proposals to change the project's product. | Change Control System |
| Closing a project/phase | 1. document everyone who is involved in the project closure 2.collect all of the project records, the lessons learned, and communications for the project archives 3.analyze the success of the project 4. |
| the project customer or sponsor agrees that the deliverable provided is in alignment with the project scope and that it is acceptable. | Formal Acceptance |
| market demand, customer requests, to solve a problem, or even to address a social need | Reasons projects are chartered |
| This includes the labeling of the components, how changes are made to the product, and the accountability of the changes. | Configuration identification |
| The organization of the product materials, details, and prior product documentation | Configuration status accounting |
| he scope verification and completeness auditing of project or phase deliverables to ensure that they are in alignment with the project plan. | Configuration verification and auditing |
| This is the aggregated costs of all of the work packages within the work breakdown structure (WBS). | Cost Baseline |
| A process to consider and control the impact of a proposed change on the project's knowledge areas. | Integrated Change control |
| A project selection method to determine the likelihood of success. These models include linear programming, nonlinear programming, dynamic programming, integer programming, and multiobjective programming. | Mathmatical Model |
| Evaluates the monies returned on a project for each period the project lasts. | Net Present Value |
| An estimate to predict how long it will take a project to pay back an organization for the project's investment of capital. | Payback Period |
| This plan aims to eliminate non-value-added activity, eliminate waste, and determine how the project work, execution, and management can be made better. | Process Improvement Plan |
| This document authorizes the project. It defines the initial requirements of the project stakeholders. | Project Charter |
| This document defines all the products and services the project will provide. | Project statement of work (SOW) |
| Documents the quality objectives for the project, including the metrics for stakeholder acceptance of the project deliverable | Quality Baseline |
| A mathematical model to examine the relationship among project variables, like cost, time, labor, and other project metrics. | Regression Analysis |
| This is the planned start and finish of the project. The comparison of what was planned and what was experienced is the schedule variance. | Schedule Baseline |
| a combination of three project documents: the project scope statement, the work breakdown structure, and the WBS dictionary. | Scope Baseline |
| Plan specifically addresses how the human resource requirements will be met in the project. It can address internal staffing, procurement of resources, or negotiations with other projects for shared resources. | Staffing Management Plan |
| validate that the deliverables are in alignment with the project goals and then are formally accepted. | Scope Validation |
| this plan explains how the project will collect, analyze, record, and manage the requirements throughout the project. | Requirements Management Plan |
| rocess aims to identify and document what the stakeholders need from the project. | Collect Requirements |
| a large number of ideas, you can use this type of diagram to cluster similar ideas together for further analysis | affinity diagram |
| this approach uses rounds of anonymous surveys to build consensus. | Delphi Technique |
| Everyone must be in agreement | Unanimity |
| More than 50 percent of the group must be in agreement. | Majority |
| he largest block of voters makes the decision, even if they don't represent more than 50 percent of the group. | Plurality |
| Only one individual makes the decision for the group. | Dictatorship |
| a model of the finished deliverable that allows the stakeholder to see how the final project deliverable may operate | Prototype |
| This table documents and numbers each requirement, their status in the project, and shows how each requirement is linked to a specific deliverable that the project will create or has created. | Requirements Traceability Matrix |
| This scope deals with the required work to create the project deliverables. | Project Scope |
| This scope refers to the attributes and characteristics of the deliverables the project is creating. | Product Scope |
| True or False: The product scope is measured against requirements, while the project scope is measured against the project plan. | True |
| The smallest item in the WBS which can be an effective unit to estimate cost and time, and can be monitored and controlled within the project. | work package |
| the process of the project customer accepting the project deliverables | Scope Validation |
| measuring, examining, and testing the product to prove that it meets the customer's requirements | inspection |
| those steps taken to move the project back into alignment with the project scope | corrective actions |
| True or False: Corrective actions will not require a formal change request especially if they involve additional time or cost to complete. | False |
| the status of the deliverables—the work that's been started, finished, or has yet to begin. | Work Performance Data |
| examines the proposed change and how it affects all of the project's knowledge areas. | Integrated Change Control |
| management that documents all of the features and functions of the project's product | Configuration Management |
| rule states that the work package in a WBS must take no more than 80 hours of labor to create and no fewer than 8 hours of labor to create. | 8/80 Rule |
| Documented in the scope management plan, this system defines how changes to the project scope are managed and controlled. | Change Control System |
| A numbering system for each item in the WBS. | Code of Accounts |
| These diagrams show the relationship between elements of an environment. | Context Diagrams |
| This is the study of the functions within a system, project, or, what's more likely in the project scope statement, the product the project will be creating. | Functional Analysis |
| These are the measurable goals that determine a project's acceptability to the project customer and the overall success of the project. | Project Objectives |
| This defines all of the work, and only the required work, to complete the project objectives. | Project Scope |
| The project customer may have specific dates when phases of the project should be completed. | Schedule Milestone |
| Undocumented, unapproved changes to the project scope. | Scope Creep |
| A WBS companion document that defines all of the characteristics of each element within the WBS. | WBS Dictionary |
| This is the approved scheduling methodology and project management information system that will help you develop the project schedule. | Project schedule model development |
| Depending on the confidence in the activity duration estimates, a level of tolerance for the project schedule should be identified, such as +/–10 percent. | Control Thresholds |
| What are the work packages broken down into? | Schedule Activities |
| a signal that decisions need to be made by a given date or instance. | Planning Package |
| The primary output of decomposing work | Activity List |
| the project maintenance type activities that have to be done over and over: budgeting, reporting, communicating. | Level of Effort |
| activities that can't be easily broken down into individual, traceable events. | Apportioned Effort |
| Updates to the WBS | Refinements |
| he most common method of arranging the project work visually by putting the activities in boxes or circles, called nodes, and connects the boxes with arrows. | Precedence Diagramming Method |
| This relationship means that Task A must be completed before Task B can begin. | Finish to Start (FS) |
| This relationship means that Task A must start before Task B can start. | Start to Start (SS) |
| This relationship means that Task A must be completed before Task B is completed | Finish to Finish (FF) |
| It requires that Task A start so that Task B may finish. | Start to Finish (SF) |
| These dependencies are the natural order of activities. | Mandatory Dependencies |
| These dependencies are the preferred order of activities. | Discretionary Dependencies |
| These are dependencies outside of the project's control | External Dependencies |
| values added to activities to slightly alter the relationship between two or more activities. | Leads and Lags |
| Is considered a negative value, because time is subtracted from the downstream activity to bring it closer to the start of the project. | Lead time |
| Is considered a positive value, since time is added to the project schedule. | Lag time |
| T or F: Lead time is always "accelerated time" and is negative time because the work is moving closer to the project start date. Lag time is always waiting time and is considered positive time because the project manager is adding time to the schedule. | True |
| let you know when individual resources are available | Resource Calendar |
| communicate when the project work may take place. | Project Calendar |
| Whenever more than one solution is presented, | Alternative Analysis |
| the most accurate time-and-cost estimating approach a project manager can use. | Bottom Up Estimating |
| This is a hierarchical breakdown of the project resources by category and resource type. | Resource Breakdown Structure |
| estimating that relies on historical information to predict current activity durations. | Analogous Estimating |
| se mathematical formulas to predict how long an activity will take based on the "quantities" of work to be completed. | Parametric Estimates |
| Reflect how long each activity will take to complete. | Activity duration estimates |
| The path with the longest duration to completion. | Critical Path |
| Is the amount of time an activity can be delayed without postponing the project's completion. | Float/Slack |
| This is the total time a single activity can be delayed without affecting the early start of any successor activities. | Free Float |
| This is the total time an activity can be delayed without affecting project completion. | Total Float |
| This is the total time the project can be delayed without passing the customer-expected completion date. | Project Float |
| Calculating ways the project can get done sooner than expected. | Schedule Compression |
| This approach adds more resources to activities on the critical path to complete the project earlier. | Crashing |
| activities that would normally be done in sequence are allowed to be done in parallel or with some overlap. | Fast tracking |
| a method to flatten the schedule when resources are overallocated. | Resource Leveling |
| When you're doing resource leveling on noncritical path activities, | Resource Smoothing |
| Method where deadlines associated with individual tasks are removed, and the only date that matters is the promised due date of the project deliverable | Critical chain Method |
| This illustrates the flow of work, the relationships among activities, the critical path, and the expected project end date. | Project Network Diagram |
| Scheduling bar charts are also called | Gantt Charts |
| a formal approach to managing changes to the project schedule. It considers the conditions, reasons, requests, costs, and risks of making changes. | Schedule Control System |
| any method applied to bring the project schedule back into alignment with the original dates and goals for the project end date. | Corrective Action |
| A predetermined range of acceptable variances, such as +/–10 percent off schedule | Control threshold |
| A project simulation approach named after the world-famous gambling district in Monaco. This predicts how scenarios may work out, given any number of variables. | Monte Carlo |
| theory that states: "Work expands so as to fill the time available for its completion." | Parkinson's Law |
| The activities don't necessarily have to happen in a specific order | Soft Logic |
| The activities have to happen in a specific order | Hard Logic |
| A representation of a project network diagram that is often used for outsourced portions of projects, repetitive work within a project, or a subproject. | Subnet |
| The study of the quality received in proportion to the cost to reach those quality expectations. | Cost Benefit Analysis |
| comparing two similar things to measure which one performs best. | Benchmarking |
| considers how much must be spent to achieve the expected level of quality within the project. | Cost of Quality |
| This is the cost associated with the monies spent to attain the expected level of quality | Cost of Conformance to Quality |
| This is the cost associated with not satisfying the quality expectations. | Cost of Nonconformance to Quality |
| A management process that defines the quality system or quality policy that a project must adhere to. | Quality Assurance |
| quantifiable terms and values to measure a process, activity, or work result | Quality Metric |
| aim is to identify and eliminate waste and non-value-added activity | Continuous Process improvement |
| the sum of the creation and implementation of the plans by the project manager, the project team, and management to ensure that the project meets the demands of quality | Quality Assurance |
| This diagram takes the breakdown of ideas, solutions, and project components and groups them together with likeminded ideas. | Affinity Diagram |
| This chart helps the project team define all of the steps to get from the current state to a desired goal. It facilitates a conversation about what must be completed to reach the goal. | Process Decision Program Chart |
| hese are used for complex solutions where the causes and effects of problems and benefits are intertwined with one another | Interrelationship diagraphs |
| show hierarchies and the decomposition of a solution, an organization, or a project team. | Tree Diagram |
| a table to rank and score project decisions and alternatives to determine the best solution for the project | Prioritization Matrices |
| data analysis table that shows the strength between variables and relationships in the matrix. | Matrix Diagram |
| These are also known as fishbone diagrams and Ishikawa diagrams,these diagrams show the relation between the variables within a process and how those relations may contribute to inadequate quality | Cause and Effect Diagrams |
| hows the sequence of events with possible branching and loopbacks to reach an end result of a process or a series of processes | FlowChart |
| A histogram that illustrates categories of failure within a project | Pareto's Diagram |
| a bar chart and can be used for frequency of problems, ranking of services, or any other distribution of data. | Histogram |
| A chart that maps the performance of project work over time. | Control Chart |
| These charts measure the relationship between a dependent project variable and an independent project variable. The closer the variables trend, the more likely there is a connection. | Scatter Diagram |
| a line graph that shows the results of inspection in the order in which they've occurred | Run Chart |
| uses a percentage of the results to test for quality | Statistical Sampling |
| chart shows the correlation between project team members and the work they've been assigned to complete. | Responsibility Assignment Matrix (RAM) |
| matrix chart that only uses the activities of responsible, accountable, consult, and inform | RACI |
| this denotes what a person is specifically responsible for in a project. | Role |
| plan details how project team members will be brought onto the project, managed, and released from the project team. | Human Resource Plan |
| It defines when project team members will complete their project work, the training needs for the project, certification requirements, and any labor compliance issues | Human Resource Plan |
| people will behave based on what they expect as a result of their behavior. | Vroom's Theory |
| theory states that workers are motivated by a sense of commitment, opportunity, and advancement. | Theory Z |
| Management believes that "X" people are bad and "Y" people are good. | McGregor's Theory of X and Y |
| the presence of hygiene factors will not motivate people to perform because these are expected attributes. However, the absence of these elements will demotivate performance. For people to excel, the presence of motivating factors must exist. | Herzberg's Theory of Motivation |
| people work to take care of a hierarchy of needs | Maslow's Heirarchy of Needs |
| Maslow's Heiarchy | Physiological, Safety, Social, Esteem, Self-Actualization |
| Theory based on a belief that a person's needs are acquired and develop over time. | McClelland's Theory of Needs (Three Needs Theory) |
| The logistics of the team locale, time zones, geographical boundaries, and travel requirements within a project. | Logistical Interfaces |
| A method to rate potential project team members based on criteria such as education, experience, skills, knowledge, and more. | Multicriteria Decision Analysis |
| his estimate is rough and is used during the initiating processes and in top-down estimates. The range of variance for the estimate can be from −25 percent to +75 percent. | Rough Order of Magnitude |
| his estimate is also somewhat broad and is used early in the planning processes and also in top-down estimates. The range of variance for the estimate can be from −10 percent to +25 percent. | Budget Estimate |
| This estimate type is one of the most accurate. It's used late in the planning processes and is associated with bottom-up estimating. You need the work breakdown structure (WBS) in order to create. The range is of variance can be from −5 to +10 percent. | Definitive Estimate |
| When there's only one vendor that can provide what your project needs to purchase. | Sole Source |
| When there's only one vendor that can provide what your project needs to purchase. | Single Source |
| This is a market condition in which the market is so tight that the actions of one vendor affect the actions of all the others. | his is a market condition in which the market is so tight that the actions of one vendor affect the actions of all the others. |
| A cost-estimating approach that uses a database, typically software driven, to create the cost estimate for a project. | Commercial Database |
| a term to describe the total amount of the project that was let go in lieu of the project that was selected. | Opportunity Cost |
| estimating relies on historical information to predict the cost of the current project. It is also known as top-down estimating and is the least reliable of all the cost-estimating approaches | Analogous Estimating |
| These costs are attributed directly to the project work and cannot be shared among projects | Direct Cost |
| These costs are representative of more than one project | Indirect Cost |
| These costs vary depending on the conditions applied in the project | Variable Cost |
| These costs remain constant throughout the life cycle of the project | Fixed Cost |
| estimating starts from zero, accounts for each component of the WBS, and arrives at a sum for the project. It is completed with the project team and is one of the most accurate | Bottom-Up Estimating |
| ses a mathematical model based on known parameters to predict the cost of a project. | Parametric Estimating |
| This is a statistical approach that predicts future values based on historical values. This analysis creates quantitative predictions based on variables within one value to predict variables in another | Regression Analysis |
| Estimate in where the cost per unit decreases the more units workers complete, because workers learn as they complete the required work | Learning Curve |
| A reserve traditionally set aside for cost overruns due to risks that have affected the project cost baseline. | Contingency Reserve |
| defines the monies the project must spend to reach the expected level of quality within a project | Cost of Quality |
| hese are the costs your project will pay if you don't adhere to quality the first time. | Cost of Nonconformance to Quality (Poor Quality) |
| Costs are parallel to each WBS work package. The costs of each work package are aggregated to their corresponding control accounts. Each control account is then aggregated to the sum of the project costs. | Cost Aggregation |
| are for unknown unknowns within a project. | Reserve Analysis (Management Reserves) |
| an organization's approach to managing cash flow against the project deliverables based on a schedule, milestone accomplishment, or data constraints. | Funding Limit reconciliation |
| Monies that have already been spent on a project | Sunk Cost |
| Is the budget of the project—usually in ratio to when the funds are needed and how far along the project has progressed. | Cost Baseline |
| 4 Change Control Systems | scope change control system, the schedule change control system, the cost change control system, and the contract change control system. |
| work scheduled and the budget authorized to accomplish that work. | Planned Value |
| the actual amount of monies the project has required to date | Actual Cost |
| the physical work completed to date and the authorized budget for that work | Earned Value |
| If you want to see if your project can meet the budget at completion | (BAC-EV)/(BAC-AC) |
| If you want to see if your project can meet the new estimate at completion | (BAC-EV)/(EAC-AC) |
| T or F: For the Total to complete index Anything greater than 1 in either formula means that you'll have to be more efficient than you planned in order to achieve the BAC or the EAC | True |
| This is the device that encodes the message to be sent. | Encoder |
| This is the device that decodes the message as it is being received. | Decoder |
| Anything that interferes with or disrupts the message | Noise |
| The location and culture of the environment where the project work will reside. | Project Environment |
| This is the most common and most effective approach to communication. It's where two or more people exchange information | Interactive Communication |
| his approach pushes the information from the sender to the receiver without any real acknowledgment that the information was really received or understood. | Push Communication (i.e. Widely disseminated emails) |
| This approach pulls the information from a central repository, like a database of information. | Pull Communication (i.e. Sharepoint) |
| the process of ensuring that the proper stakeholders get the appropriate information when and how they need it. | Managing Communication |
| he pitch, tone, and inflections in the sender's voice affect the message being sent | Paralingual |
| The sender confirms that the receiver understands the message by directly asking for a response, questions for clarification, or other confirmation of the sent message. | Feedback |
| The receiver confirms that the message is being received through feedback, questions, prompts for clarity, and other signs of confirmation. | Active Listening |
| he receiver is involved in the listening experience by paying attention to visual cues from the speaker and paralingual characteristics and also by asking relevant questions. | Effective listening |
| approximately 55 percent of communication is this | Nonverbal |
| Stakeholders are mapped on a grid based on their influence over the project in relation to their influence over the project execution. | Influence Impact Grid |
| n uncertain event or condition that can have a positive or negative impact on the project. | Project Risk |
| The amount of risk you'll take on in relation to the impact the risk event may bring | Risk Tolerance |
| how much risk you'll accept in relation to the reward the risk may bring | Risk Appetite |
| someone with a low tolerance for risk | risk averse |
| risks associated with new, unproven, or complex technologies being used on the project. | Technical, quality, or performance risks |
| risks deal with faults in the management of the project: | Project Management risk |
| An "act of God" that may have a negative impact on the project; consider fire, hurricanes, tornados, and earthquakes. | Force majeure |
| an anonymous method used to query experts about foreseeable risks within a project, phase, or component of a project. The results of the survey are analyzed by a third party, organized, and then circulated to the experts | Delphi Technique |
| ims to find out why a risk event may be occurring, the causal factors creating the risk events, and then, eventually, how the events can be mitigated or eliminated. | Root Cause Identification |
| Tese cause-and-effect diagrams are also called fishbone diagrams, They are great for analyzing the root causes of risk factors within the project. | Ishikawa Diagram |
| a component of the project management plan that contains all of the information related to the risk management activities (output of identify risk) | Risk Register |
| an uncertain event or condition that could potentially have a positive or negative effect on project success | Risk |
| warning signs or symptoms that a risk has occurred or is about to occur. | Trigger |
| examines and prioritizes the risks based on their probability of occurring and the impact on the project if the risks do occur. | Qualitative Risk Analysis |
| the likelihood that a risk event may happen | Risk Probability |
| the consequence that the result of the event will have on the project objectives. | Risk Impact |
| Identify the probability and impact on a numerical value, from .01 (very low) to 1.0 (certain). | Cardinal Scales |
| Identify and rank the risks from very high to very unlikely | Ordinal Scales |
| The matrix maps out the risk, its probability, and its possible impact | Probability Impact Matrix |
| Calculating Probability-Impact Matrix | multiplies the value for the risk probability by the risk impact, giving a total risk score |
| Scheduled Variance | SV=EV-PV |
| Schedule Performing Index | SPI-EV/PV |
| EV | % Complete * BAC |
| Cost Variance | CV=EV-AV |
| Cost Performance Index | CPI=EV/AC |
| ETC | BAC-AC |
| ETC @CPI | (BAC-EV)/CPI |
| EAC | BAC-AC |
| EAC@CPI | AC+(BAC-EV)/CPI |
| EAC@budget | AC+(BAC-EV) |
| TCPI | (BAC-EV)/(BAC-AC) |
| TCPI@new EAC | (BAC-EV)/(EAC-AC) |
| VAC | (BAC-EAC) |
| line of communication | N(N-1)/2 |
| analysis attempts to numerically assess the probability and impact of the identified risks. | Quantitative Risk Analysis |
| analysis examining each risk to determine which one has the largest impact on the project's success | Sensitivity Analysis |
| maps out all the variables in a situation from largest to smallest impact on the project or situation | Tornado Diagram |
| method used to determine which of two or more decisions is the best one. | Decision Tree |
| Risks within the project allow the project manager or other experts to predict the likelihood of project success | Probabilistic Analysis |
| entails developing a contingency plan should the risk occur. | Active Acceptance |
| examines the planned risk responses, how well the planned actions work, and the effectiveness of the risk owners in implementing the risk responses | Risk Response Audit |
| The quantification of the stakeholders' tolerance for risk | Utility Function |
| A risk response that takes advantage of the positive risks within a project | Exploit |
| This approach attempts to numerically assess the probability and impact of the identified risks. | Quantitative Risk Analysis |
| The individuals or entities that are responsible for monitoring and responding to an identified risk within the project. | Risk Owners |
| a formal agreement between the buyer and the seller | Contract |
| Contain an offer Have been accepted Provide for a consideration (payment) Be for a legal purpose Be executed by someone with the capacity and authority | For a contract to be valid |
| These contracts must clearly define the requirements the vendor is to provide. These contracts may also provide incentives for meeting or exceeding contract requirements—such as meeting deadlines—and require the seller to assume the risk of cost overruns | Fixed Price Contracts |
| These contract types pay the seller for the product. The payment to the seller includes a profit margin—the difference between the actual costs of the product and the sales amount | Cost Reimbursable Contract |
| Three types of Cost plus Contracts | Cost plus fixed fee Cost plus percentage of costs Cost plus incentive fee |
| sometimes called unit price contracts. They are ideal when an organization contracts out a small project or when smaller amounts of work within a larger project are to be completed by a vendor. | Time and Material Contract |
| the terms, conditions, and private nature of a contractual relationship | privity |
| Identify Stakeholders Prioritize Stakeholders Plan for managing the stakeholders | Stakeholder Analysis |
| his is a grid, as shown in that plots out the amount of power and influence a stakeholder has over the project. | Power Influence Grid |
| This grid also maps out stakeholders' power over the project, but considers their interest in the project as a consideration for prioritization of their project needs, expectations, and contributions. | Power Interest Grid |
| This classification model considers the influence the stakeholder may have over the project, but also considers the impact the stakeholder can bring to the project. | Influence Impact |
| his model maps out stakeholders' power, urgency, and legitimacy in the project. | Salience Model |
| Stakeholder identification tools | classification model Meetings Expert Judgement |
| Output of Stakeholder Identification | Stakeholder Register |
| Three things captured in Stakeholder Identification | Identification Assessment Information Stakeholder Classification |
| This is a table that defines all of the stakeholders and their engagement levels in the project. | Stakeholder Engagement Assessment Matrix |
| five engagement levels of stakeholder | Unaware Resistant Neutral Supportive Leading |
| Planning Stakeholder Mgmt Outputs | Stakeholder Mgmt Plan Project Document Updates |
| Stakeholder influence on the project objectives is usually highest when? | In the early parts of the project |
| Interpersonal Skills of a good PM | Trustworthiness Conflict Resolution Active listening Overcoming Resistance to Change |
| Management skills for a good PM | Negotiation Influence Facilitation Behavior Management |
| Managing Stakeholder Engagement Outputs | Issue log Change requests Project management plan updates Project documents updates Organizational process assets updates |
| Control Stakeholder Engagement inputs | Project Management Plan ssue log Work performance data Project Documents |
| Outputs of Stakeholder Engagement | Work performance information Change requests Project management plan updates Project document updates |
| takeholder is aware of your project, they want your project to be successful, and the stakeholder is working to make certain the project is a success. | Leading Stakeholder Status |
| These are charts and diagrams that help the project manager determine the influence of stakeholders in relation to their interest in the project. | Stakeholder Classification Models |
| Treating others with conduct that may result in harm, fear, humiliation, manipulation, or exploitation. | Abusive Manner |
| A project manager's responsibility to be loyal to another person, organization, or vendor. | Duty of Loyalty |
| A person who is serving in the capacity of a project manager or contributing to the management of a project, portfolio of projects, or program. | Practitioner |
| The activity characteristics such as the activity codes, predecessor and successor activities, leads and lags, resource requirements, dates, constraints, and assumptions. | Activity Attributes |
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