Close Procurements process output
Cost of conformance
SWOT analysis
Forecasting - time series methods
Control chart out-of-control
Executing process
Project phases
Collect Requirements description
Fixed Price with Economic Price Adjustment Contract
Anonymous consensus for risk identification
Track team member performance and provide feedback
Disclose project budget to vendor
Active acceptance response strategy
Passive acceptance response strategy
Exploit response strategy
Collect Requirements tools and techniques
Process for risk audits
Distribute Information process
Negotiating project team
Team members assigned before project start
Accepted deliverables
Integration tool and technique
Person who funds the project
Number of defects in six sigma
Long-term project outcomes
Enhance risk response strategy
Transfer risk response strategy
Report Performance process output
Identify Stakeholders process output
Stakeholder analysis models
Exploit risk strategy
Avoid risk strategy
Verify Scope input
Collect Requirements outputs
Least accurate estimating type
Calculating Cost Variance (CV)
Calculating Schedule Variance (SV)
Calculating Cost Performance Index (CPI)
Calculating Schedule Performance Index (SPI)
Two things cannot happen at once
Probability of defect
Total Quality Management (TQM)
Sharing information with new employer
Estimating type that takes the most amount of time
Estimating type that takes the least amount of time
Cost of making changes
How much more the project is expected to cost from here on out
How much the project is expected to cost at completion
Rating someone highly all the time
Example of fringe benefits
Examples of perquisites
Herzberg's Theory - motivation factors
Herzberg's Theory - hygiene factors
Contractor money problems
Reasons for a change request
Processes in Closing process group
Processes in Initiating process group
Time and material contract disadvantage
Fixed price contract disadvantage
Activity sequencing using arrows
Activity sequencing using nodes
Activity-on-Arrow (AOA) disadvantage
Contract for project without defined scope
Contract for project that spans many years
Contract to reimburse costs and meeting objectives
Public responsibility
PMP responsibilities
Functional organization advantage
Projectized organization advantage
Manage Project Team tool for feedback
Reason for RAM
SPI — what does it mean?
Organization type with least PM power
Prepare for project in another country
Unfamiliar social environment
Theory Z
Sunk costs
GERT
Level resources
Over-allocated resources
Scope verification deliverable
Gantt chart weakness
Scope management plan
Work package size
Management skills
Interpersonal skills
Earned value chart
Improving capabilities of colleagues
Improving personal project management competencies
Monte Carlo technique
Three point estimate
Reducing project duration without cost in mind
Reducing project duration with cost in mind
Prevention over inspection
When to sample
Low grade and low quality
Expected monetary value for a project
Expected monetary value for a risk
Cost variance and schedule variance
Administrative closure activities
Project manager power using gift
Project manager power using title
Accelerated depreciation
Gold plating
Net present value (NPV)
Internal rate of return (IRR)
Zero defects
Project charter functions
Sources of conflict
Submitting project budget reports
Project scope vs. product scope
Time management planning
Best contract for staff augmentation
Variance at Completion
Estimate to Complete
Estimate at Completion
Perform Integrated Change Control process
Expected monetary value analysis
Develop Human Resource Plan output
Scheduling with limited resource availability
Which project requires Close Project tasks?
Distribute Information process
Quality control tool with one variable
Reimbursable contract
Contingency reserve
Matrix organizations
Estimating by scaling historical information
McGregor's Theory X and Theory Y
WBS control
Risk process output
Collect Requirements process inputs
Lunch with vendors
Project Management Office (PMO)
Team working close together
Conflict management
Initiating processes
Which process are you in if you just selected your seller?
Joint venture risk response strategy
Probability and impact of risks
Progressive elaboration planning
Does increasing a task duration affect the project end date?
Fitness for use
Lowest level WBS components
Cost of nonconformance
Earned Value Management requirement
Purpose of the PMBOK® Guide
RACI
Activity dependencies
Requirements output
Projects vs. operations
Develop Project Charter
Procurement process
Monitor and control risks tool
Sequence Activities process
Communication channels
Most accurate estimating type
Cause and effect
Benefit cost ratio (BCR)
Activity sequencing, part II
Activity sequencing, part I
Close project output
Communication model
Conceptual models
Estimating tool for a project similar to another
SV explained
CV explained
Wait, what do you mean our RFP isn’t good?
Enterprise environmental factors
Organizational process assets
Surprise! Project Managers may need management skills.
It’s risky if we don’t document the risks
Stages of team development
Formal project authorization
Quality audit
Project — what’s the official definition anyway?
Defect frequency
Risk response strategy
Test the deliverable
False information on the PMP® application
Situational heuristic
Labor cost
Contract communications
Getting better over time
WBS breakdown
Lag or lead? Critical path or non-critical path?
Contract types 101
Opportunity cost
Customary gifts
Maslow’s Hierarchy of Needs
One sigma, two sigma, three sigma, six sigma!
PERT formula
Critical path, show us the way
Why am I creating a risk management plan again?
Win-win conflict resolutions
CPI and SPI: The under-rated indicators
CPI — what does it mean?
Continuous improvement
Organization type with most PM power
PM Test Center Archives
About Gabe Young
Earning PDUs
PMP exam tips
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