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PMI Study Hall - Focused

Set Type # of Cards Provider
Default 198 cards pmi

Side 1 Side 2 Category

1 In which stage of the Tuckman ladder of team Performing

development would an escalation of conflict with a
new team member likely have the most costly
impact?

2 Context: A disagreement among eight senior Collaborate/problem solve

stakeholders about prioritization of deliverables is
blocking project planning. The project manager
prefers a win/win resolution to the conflict to
maintain or boost stakeholder support.
Question: Which conflict resolution should be used?

3 Context: The project manager is spending too much Stakeholder power/interest grid
time on communications with the numerous and
varied stakeholders.
Question: What stakeholder analysis tool displays
prioritized quadrants of stakeholder groups, useful to
optimize the engagement strategy?

4 Match the 4 characteristic behavior examples in A: Leaders Inspire trust, Innovate, Develop, Challenge status quo
boxes A and B to either managers or leaders: B: Managers Rely on control , Administrate, Maintain, Accept status quo
A: Inspire trust, Innovate, Develop, Challenge status
quo
B: Rely on control, Administrate, Maintain, Accept
status quo

5 Which prioritization method is based on a quickly Return of Investment (ROI)

producing valuable deliverables?

6 What is another term defining Network Virtual Organizations

Organizations?

7 Context: One of the main socialization needs for most Testing opinions against facts and encouraging debate based upon merit.
people is s positive perception from superiors.
Question: What can the Project Manager do to fulfill
this desire without compromising the outcome?

8 Context: Quality Assurance mandate constant Contract or SOW

monitoring during the project to ensure that the Scope Baseline
project objectives will be met. Change Control Process
Question: What project management processes Communication Plan
should be in place to prepare the final verification Testing Strategy
process?

9 What is BATNA? Best Alternative to Negotiated Agreement

10 Context: Quantitative methods have an important role The formula for EMV (Schuyler, 1993) is: EMV(x) =S [PV(x) * p(x)], where: x = possible outcome, PV(x) = present value of outcome, p(x) =
to play in the decision making process. providing probability of outcome.
possible outcomes of diverse courses of action
Question: What is the Decision Making Matrix
process?

11 Activity Cost Estimates Each task is assigned a budget, and the aggregate of these estimates results in the project budget. _____ include labor, materials, equipment, and fixed
cost items like contractors, services, facilities, financing costs, etc. This information can be presented in detail or summarized.

12 Agile Estimating _____ can help you plan your project appropriately from the beginning to ensure that you are able to focus on the quality of each deliverable.
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13 Agile Manifesto The four core values of Agile software development as stated by the _____ are: individuals and interactions over processes and tools; working software
over comprehensive documentation; customer collaboration over contract negotiation; and. responding to change over following a plan.

14 Benefits Management Plan A _____ is a document that describes how and when the benefits of a project will be derived and measured

15 Brainstorming _____ is a simple technique used to generate a list of ideas. It should be led by a facilitator with a group consisting of stakeholders, team members, and
subject matter experts. After quickly generating a list of alternatives, the group then performs analysis of the alternatives and generally chooses a
particular option for action.

16 Burndown Chart A chart that shows how much work is completed, and how much work remains, in the current iteration

17 Backlog The list of user stories that are not currently being worked on. They should be in priority order and ready for development in a future iteration.

18 Capability Maturity Model Integration (CMMI) The ______ provides a framework for the integration of process improvement for multiple process areas.

19 Change Request(s) When a stakeholder requests that the project manager makes changes to the project, a ______ form is filled out and filed within the project management
plan.

20 Contingency Reserve A _____ is allocated to respond to the “known unknowns.” These “known unknowns” are risks in the risk register that have planned responses.

21 Control Charts and Variability Control Charts _____ are used to analyze and communicate the variability of a process or project activity over time.

22 Cost-Benefit Analysis A _____ allows project managers to compare if the benefits of an action outweigh the costs or, conversely, if the costs outweigh the benefits. This can
be an important criterion in decision making.

23 Daily Standup Also known as the daily scrum, a brief meeting for agile teams to discuss progress from previous day, intentions for current day and impediments
encountered or anticipated.

24 Decision Tree Analysis An assessment of the data obtained using the decision tree method to evaluate various possible outcomes.

25 Decomposition Process The process of breaking user stories down into smaller, more executable user stories or tasks.

26 Design for X (DfX) _______ is a set of technical guidelines that may be applied during the design of a product for the optimization of a specific aspect of the design. ______
can control or even improve the product’s final characteristics.

27 Engagement Roadmap A stakeholder _____ is a guideline based on the stakeholder analysis that sets forth processes for engaging with stakeholders at current and all future
states of the project.

28 Enterprise Environmental Factor(s) (EEF) ______ are any or all environmental factors either internal or external to the project that can influence the project's success. ______ includes culture,
weather conditions, government regulations, political situations ,and market conditions.

29 Expected Monetary Value (EMV) _____ is a method of calculating the average outcome when the future is uncertain. Opportunities will have positive values and threats will have
negative values.

30 Five Stages of Change Management Change identification: Involves identifying the changes that must be made to a project. The changes may positively or negatively impact the
planned project deliverables and performance. The requirement for change can be identified by anyone involved in the project.
Change documentation: Involves documenting the changes in the change control form, initiating a formal request for the change.
Analyzing the impact of the change: Involves identifying and assessing issues that may arise and adversely impact the various aspects of the
project. This will usually be done by the project manager or any other requester.
Course of action: Involves coordinating with the appropriate stakeholders to select the necessary actions to be taken and implementing the
approved changes.
Updating related plans: Involves updating the project management plan components related to the approved change requests.

31 Information Radiator In agile practices, ________ (s) are a shared site or location in which important information can be shared.

32 Governance _____ as applied to cost estimates, can be described as managing project phases.

33 Internal Rate of Return (IRR) The _____ is the interest rate that makes the net present value of all cash flow equal to zero.

34 Issue Log An _____ is a documentation element of project management that contains a list of ongoing and closed issues of the project. Issue logs can be used to
order and organize current issues by type and severity in order to prioritize issues associated with the current milestone or iteration.

35 Kanban Boards _____ visually depict work at various stages of a process. Cards represent work items and columns to represent each stage of the process, they are
moved from left to right to show progress and to help allocate resources and coordinate teams performing the work.
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36 Key Performance Indicators (KPIs) _______ used to align team performance with vision and objectives. ______ metrics help assure the team that they are progressing toward project goals.
There are key indicators to let the team and others know that their performance is feeding into project success.

37 Lessons Learned The________ register is used to record knowledge gained during a project that can be used for improving that team's project performance, and
potentially other teams and other projects.

38 Management Reserve A _____ includes funds that are to be allocated at a high level for the “unknown unknowns.”

39 Minimum Viable Product (MVP) A simplified product released to a limited audience to test the audience’s reactions and gain feedback. This feedback may be used to continuously
modify and iterate the product before releasing it to the broader market.

40 Pareto Chart A _____ is a histogram that is used to rank causes of problems in a hierarchical format. The goal is to narrow down the primary causes of variance on a
project and focus the energy and efforts on tackling the most significant sources of variance.

41 Organizational Process Assets (OPAs) These assets are often processes, products, or artifacts that are used within any given organization and sometimes these are the results of other projects.

42 Pairing and Mentoring Training alone may not ensure that the required knowledge and skills are translated. In some cases, the training can be augmented by pairing team
members or creating mentoring situations to ensure the learning is transferred appropriately into performance.

43 Present Value (PV) The _____ is the current value of a future sum of money or stream of cash flows given a specific rate of return.

44 Process Improvement Plan A component of the project management plan, this document describes the processes used in the production of the project’s deliverables, how they will
be monitored, and under what conditions they might be changed.

45 Project Charter A document, issued by the project sponsor, that contains information on project purpose, objectives, and success criteria that can be taken into
consideration when engaging stakeholders.

46 Project Management Plan (Update) This document outlines how the project will be managed, and includes the project schedule, budget, quality standards, project team requirements, project
control, and anything else that is necessary to communicate how the project will be managed.

47 Quality Management Plan A _____ combines the efforts of quality assurance and quality control to establish, maintain, and evaluate the total quality management of the project,
process, and deliverables.

48 Quality Metrics Often included within the quality or process management plans, this document outlines the project or product attributes that will be monitored and
controlled, and how the Control Quality process will control them.

49 RACI An acronym derived from the four key responsibilities most typically used: Responsible, Accountable, Consulted, and Informed. It is used for clarifying
and defining roles and responsibilities in cross-functional or departmental projects and processes.

50 Relative Estimating _____ is the process of estimating stories or backlog tasks in relation to each other instead of in units of time.

51 Requirements Traceability Matrix This is the central part of the requirements management plan. It tracks each requirement to ensure all of the small details are addressed and the
requirements are satisfied.

52 Return on Investment (ROI) _____ is a financial metric of profitability that measures the gain or loss from an investment relative to the amount of money invested.

53 Request for Proposal (RFP) A ______ is a business document that announces and provides details about a project, as well as solicits bids from contractors who will help complete
the project.

54 Risk Register A record of all risks identified on a project. It is usually reviewed regularly by the team and contains information on score, management approach,
analysis, etc. It is maintained by the project manager.

55 Risk Response Plan This plan involves reducing and eliminating risks and their potential impacts through appropriate mitigation techniques.

56 Scope Management Plan The _____ is a component of the project management plan, which outlines how the project scope will be managed, how scope changes will be
addressed, and how the project scope will be monitored and controlled to ensure scope changes do not happen unless they are required.

57 Scope Statement(s) _______ detail project deliverables and the major objectives of a project, including measurable outcomes.

58 Service-Level Agreement (SLA) A ______ is an agreement between a service provider and a stakeholder, often a customer. Aspects of the service such as quality, availability, and
responsibilities are detailed in this agreement.

59 Skills List The _____ details all the skills your team possesses. This includes interpersonal skills needed to establish and maintain relationships with other people.
Some of the skills may be irrelevant to you or your project team, while some are highly relevant to your goals.

60 Stakeholder Analysis A technique of gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout
the project.
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61 Stakeholder Engagement Plan The _____ is a component of the project management plan that identifies the strategies and actions required to promote productive involvement of
stakeholders in project or program decision making and execution.

62 Stakeholder Register Stakeholder involvement and management is often documented in a _____. The _____ is a project document that includes the identification, assessment,
and classification of project stakeholders.

63 Statement of Work (SoW) A _______ is a document used to describe the project’s work. The ______ identifies requirements, deliverables, scope, project details, and timelines for
delivery.

64 Statistical Sampling _____ is defined as choosing part of a population of interest for inspection. It's a technique that is used to determine the characteristics of an entire
population based on the actual measurement of a representative sample of that population.

65 Story Points _____ are used in agile practice to estimate the amount of time it will take to complete a story item from the project backlog.

66 SWOT Analysis SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. A _____ is a technique for assessing these four aspects of a business.

67 Team Charter The _____ is a document that enables the team to establish its values, agreements, and practices as it performs its work together.

68 Training Gap Analysis Based on your project’s stakeholder analysis, you will need to assess current skills, the required skills based on the project’s deliverables, and the
changes this will make to customer workflows and roles.

69 Variance Analysis The project manager may produce different kinds of _____ as the team carries out its work, including team estimates, deliveries, and performance.

70 Vision _____ is a desired end state, often described as a set of desired objectives and outcomes.

71 WBS (work-breakdown structure) A _______ is a deliverable-oriented breakdown of a project into smaller components. A _____ is a key project deliverable that organizes the team’s
work into manageable sections.

72 Work Packages _____ are defined as the smallest elements from the work breakdown structure. Each ______ is a deliverable within the full project.

73 XP Metaphor A common Extreme Programming (XP) technique describes a common vision of how a program works, which is called the ______.

74 360-degree feedback A self-evaluation process, and feedback from subordinates, colleagues, and supervisor.

75 Retrospective A recurring meeting in agile environments for teams to discuss things to keep doing or stop doing and new ideas for improvements to their processes.

76 What are the strategies in practice to manage external 1. Persuasion

stakeholders in mega projects? 2. Deputation
3. Give and take
4. Extra work for stakeholders
5. Flexibility

77 What are the four well known styles of group 1. Command Style
decision making? 2. Consultative Style
3. Consensus Style
4. Majority Vote

78 What makes leaders blind to the shared leadership 1. Traditional understanding of leadership
potential in their teams? 2. Over confidence in their own role
3. Fear of becoming dispensable

79 Context: Caren's company has shifted from working Projectized organization

on waterfall to agile methodology.
Question: What kind of organization hopes team
dynamics will improve as the project progresses from
one phase to the next and rely upon teamwork to get
the job done?

80 Project success depends upon which of the The project manager`s ability to recognize what motivates team members
following:
The project manager's ability to recognize what
motivates team members
The project team being responsible for the quality of
the project delivery
The stakeholders for their engagement with the
project team
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The sponsor's ability to build pride, team spirit and
overall morale

81 Assign the following behaviors to a Resonant or Resonant Leaders: Protect others, engage others, encourages others, excite others
Dissonant Leaders: Dissonant Leaders: Hostile with others, blame others, are self-centric
Protect others, hostile with others, engage others,
encourages others, blame others, excite others, are
self-centric

82 A project has to be finished three weeks before the Theory of Expectancy

planned end date. The project manager promised their
team an economic incentive and a week paid vacation
in compensation.
What type of motivation is the project manager
using?

83 Context: A large company is scaling agile and Agile Release Trains (ARTs)
creating multiple teams.
Question: Planning is incorporated at the levels of
team, program and portfolio and teams are organized
around value stream and develop in cadence. What
feature has been defined?

84 Context: A project manager is identifying the risks of In all life cycle phases
a project with their team.
Question: In which phase is the project manager
doing this process?

85 Context: As a project leader, it's been detected that a Change management

stakeholder of considerable influence has a natural
human aversion to change.
Question: Which practice and its tools can the project
manager use?

86 Context: After stakeholder data and information Low power/Low interest

collection is complete, analysis of the collected data
begins. The project manager uses power/interest grid
to visualize the analysis. The project manager
identifies 3 stakeholders that require minimal
management effort.
Question: In which quadrant of the tool can the
project manager visualize them?

87 What are the steps in order to assess a project change 1. Log change request.
request? 2. Impact assessment
3. Define options and Create response document.
4. Final decision /approval.
5. Implement change
6. Monitor implementation and report on progress

88 Why is it important to understand the corporate Team members who understand their corporate culture have a better grasp of the company and project goals and are more in line with the needs of their
culture as a project team member? managers, team members and customers.

89 Which are the main factors to consider when doing P= Political

an environmental scan for a project? E = Economic
S = Social
T= Technological
L = Legal
E= Environmental

90 How is the project payback period calculated? By subtracting each individual annual cash inflow from the initial cash outflow until the initial cash is recovered.

91 What are good components of a good measurement Accuracy

system? Precision
Repeatability
Reproducibility
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92 What are five signs of a dysfunctional team? Absence of trust
Fear of conflict
Lack of commitment
Avoidance of accountability
Lack of attention to results

93 What is the tool, technique or document that is used Project charter

as a starting point for WBS creation?

94 Context: Business value can be more important than The project sponsor authorizes the project, secures project funding, and champions the project. They monitor the project and approve change requests
meeting arbitrary budget and deadlines set early in and are the first line in ensuring that selected projects will bring value to the business.
the initiation and planning phase of the project.
Question: What is the role of the Project Sponsor in
delivering business value?

95 What constant of change stipulation that if an Organizations change when the people within them change
organization is going to change, a critical mass of the
people within that organization need to go through
their own individual change process?

96 Context: Low economic growth, changing global The purpose of “integrated change management” is to achieve the desired target state by integration of the organizational and individual change
market conditions, innovation, and cost pressure lead processes on the one hand and by the integration of project and change management on the other hand.
to a complex and dynamic company environment. To
be competitive, companies must live and manage the
constant change..
Question: What is the purpose of Integrated Change
Management?

97 Context: A project sponsor has asked the project Procurement Management Plan
manager what type of contract the vendor is engaged
in.
Question: Where should the project manager look for
this information?

98 Context: Theory and research defined several models In the institutional dimension new possibilities for trust exist through new expertise, trends, and debates. Jurisdictions and best practices would be
of trust, some of them categorize trust into three included in this dimension as well. The legitimacy given between parties is given through surrounding factors.
areas: individual, organizational, and institutional
trust.
Question: How can Institutional trust be achieved?

99 Context: The project team has engaged in a vendor Time & Material
contract as a result of zero-sum negotiations, leaving
the project team underfunded and understaffed.
Question: Which type of contract the project team
has engaged in?

100 Context: The project team has started using agile Inspect and Adapt
processes but they are not becoming better iteration
over iteration.
Question: Based on the observations of reality, which
pillars of empiricism the team should focus on?

101 Context: As part of the project initiation phase, what Project Charter
is the mandatory document that explicitly captures
the rules, regulations, or standards that the project
covered by the product or service must meet called as
'Critical Success Factor' or 'Compliance objectives'?

102 One of the critical success factors for a organization Business survival and continuity management
is its ability to achieve compliance on time. What is
the most far-reaching implication of non-compliance
of government mandated requirement of a project on
organization?

103 In soliciting a new vendor during transition, which Request for Proposal (RFP)
process helps the project gather the most amount of
information from the vendor?
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104 The type of the knowledge that can be documented, Explicit Knowledge
public, structured, externalized, and conscious and
has a fixed content that can be captured and shared
through information technology

105 Sponsor A person or group who provides resources and support for the project and is accountable for enabling success.

106 Stakeholder An individual, group, or organization that may positively or negatively affect or be affected by a decision, activity, or outcome of the project.

107 Stakeholder Identification The process of identifying project stakeholders regularly and analyzing and documenting relevant information regarding interests, involvement,
interdependencies, influence and potential impact on success.

108 Stakeholder Analysis A technique of gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout
the project.

109 Stakeholder Engagement The ongoing process of communicating and working with stakeholders to meet their needs and expectations, address issues, and foster involvement,
thereby increasing support and minimizing resistance.

110 Stakeholder Register A document containing stakeholder information that includes identification (name, project role); assessment (expectations, potential for influencing
outcomes, etc.); and classification (internal/external, or other designations).

111 Authority The right to apply project resources, expend funds, make decisions or give approvals.

112 Buy-in The cooperation, consensus, commitment, or positive participation of stakeholders, and the preferred condition for any successful project.

113 Objective Something toward which work is to be directed, a strategic position to be attained, a result to be obtained, a purpose to be achieved, a product to be
produced, or a service to be performed.

114 Project Business Case A document used throughout the project life cycle that lists the objectives and reasons for project initiation, generally developed and maintained by the
project sponsor.

115 Project Charter A document, issued by the project sponsor, that contains information on project purpose, objectives and success criteria that can be taken into
consideration when engaging stakeholders.

116 Project Organization Chart A document that graphically depicts the project team members and their interrelationships for a specific project.

117 Agile Refers to a family of development approaches that focus on iterative development, customer feedback and embracing change.

118 Backlog The list of user stories that are not currently being worked on. They should be in priority order and ready for development in a future iteration.

119 Grooming The act of making user stories well-understood and ready for the development team to act upon.

120 Burndown Chart A chart that shows how much work is completed, and how much work remains, in the current iteration

121 Continuous Deployment A deployment strategy that focuses on frequent small releases, rather than large deployment packages

122 Daily Scrum A meeting of the development team that occurs every day where team members discuss their progress and impediments.

123 Done (in regard to project tasks) A list of tasks that must be completed in order for a story to be considered truly finished and ready to be marked done.

124 Epic A collection of user stories and tasks that when combined represent a meaningful feature or unit of value to the customer or business.

125 Kanban A version of agile where instead of planning a full iteration, the only decision made is what to work on next, repeatedly.

126 Retrospective A meeting where the team gathers to discuss things to keep doing or stop doing and propose new ideas for improvements to the team’s process.

127 Minimum Viable Product The minimum amount of features that need to exist in order to create enough value to the customer for them to use a product.

128 Planning Poker A strategy for estimating effort in which the entire development team simultaneously votes on how many story points a story would take to complete.

129 Sizing An estimation method where the effort to complete a story is determined in a relative rather than absolute fashion, and can then be compared.

130 Story A description of a feature or activity from the user’s perspective, describing the user, what they are trying to do, and the expected outcome.
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131 Story Point Estimation A process where stories are sized relative to each other using “points,” usually in the Fibonacci sequence (1, 2, 3, 5, 8, 13, 21, 34).

132 Product Owner A role in agile for the single point of contact for defining what should be built and what the priority of that item is.

133 Scrum A brand of agile where a list of user stories are “accepted” into an iteration and then worked on until the iteration completes.

134 Scrum Master A role in agile for someone who helps the development team remove impediments to delivery and helps to define user stories.

135 Sprint A time-bound unit of development in scrum, often between two and four weeks. At the end of each sprint, work completed should be demonstrated.

136 Iteration Similar to sprint, an iteration is a time-bound unit of duration. It is a more generic term than sprint, though they are logically equivalent.

137 Sprint Planning A meeting that occurs once a sprint where the work that will be committed to is discussed, defined and added to the current iteration.

138 Vertical Slicing The act of “slicing” a story such that enough work is complete to fully demonstrate the feature using real software.

139 User Story A process of writing requirements such that it describes an action that a real user would like to accomplish, from start to finish.

140 Velocity The average amount of work that an agile team can accomplish every iteration, as measured in story points.

141 Waterfall Also known as predictive, it’s a project management approach that follows a sequential design and development process.

142 Requirements Analysis A process of discovering unknown requirements and turning them into known requirements.

143 Gantt Chart A simple visual tool to give you a snapshot of all the important elements of a project, including project tasks, duration, overlap, and resourcing.

144 Code Freeze A period of time in which no changes are allowed to software in development.

145 Initiation The process group in which the project idea is examined and its feasibility is determined.

146 Planning The process group in which project details are defined.

147 Execution The process group in which the project is carried out.

148 Monitor and Control The process group in which progress on the project’s deliverables is monitored and corrective action is taken when necessary.

149 Closing The process group in which the project deliverables are accepted and the project assets are archived.

150 Meeting Management Steps to ensure meetings meet objectives effectively and efficiently, including preparing agendas; inviting appropriate participants; managing
expectations, issues and conflicts; and recording actions and their owners.

151 Agenda A list of meeting topics/activities in the order to be addressed; ideally distributed in advance, it may include specific owners and times for each item.

152 Action Item A task or activity to be accomplished by an individual or small group, created and assigned during a meeting, and documented in the meeting minutes.

153 Minutes The written notes or summary of a meeting, which may include a list of attendees, issues considered, responses, action items, and decisions made.

154 Brainstorming A technique to quickly generate ideas or gather data for analysis, led by a facilitator in a group environment with subject matter experts, stakeholders or
team members.

155 Facilitation The process of guiding a meeting to a decision, solution, or conclusion by ensuring participation, mutual understanding, and consideration of all
contributions.

156 Round Robin A technique for generating and developing ideas in a brainstorming meeting by building off consecutive contributions from each participant, in written
or verbal variations.

157 Kickoff A meeting to communicate project objectives, gain team commitment and explain roles/responsibilities; usually coincides with the end of planning and
the start of execution.

158 Retrospective A recurring meeting in agile environments for teams to discuss what needs to be done and new ideas for improvements to their processes.
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159 Status Review/Update A meeting to exchange project information (tasks, schedule, budget, scope, current/anticipated issues, next steps); held with team, customers, and/or
sponsors at appropriate frequencies.

160 Daily Standup Also known as the daily scrum, a brief meeting for agile teams to discuss progress from previous day, intentions for current day and impediments
encountered or anticipated.

161 Lessons Learned The knowledge gained during a project that shows how events were addressed or should be addressed in the future to improve performance.

162 Risk An uncertain event which, if it happens, will impact the project either positively or negatively.

163 Opportunity A positive risk.

164 Threat A negative risk.

165 Risk Management The process of actively managing prioritized risks (based on risk score) to try to limit either the impact, likelihood of occurring or both.

166 Risk Identification The process of identifying all of the risks on a project. It requires involvement from the full project team

167 Risk Analysis The process of analyzing the risks from risk identification to determine their impact and likelihood of occurring.

168 Impact The effect a risk will have if it triggers, determined during risk analysis. This should involve a description and a quantification (high/medium/low, time,
cost, etc.).

169 Likelihood of occurring The probability that a risk will be triggered, determined during risk analysis. This is usually expressed either as a percentage or using a
high/medium/low rating.

170 Risk Score The score given to each risk during risk analysis by combining impact and likelihood of occurring. Higher-scoring risks are prioritized for management.

171 Trigger The event that causes a risk to become real. Examples include a missed deadline, failed test, etc.

172 Mitigation A risk management technique focused on controlling the severity of a negative risk if it is triggered. This is the most common approach to risk
management.

173 Enhance A risk management technique focused on increasing the impact of a positive risk. This is the equivalent to mitigation for negative risks.

174 Transference A risk management technique focused on limiting the financial impact of a negative risk if it is triggered. Insurance is an example of risk transference.

175 Share A risk management technique that seeks to increase the impact of a positive risk by sharing the benefits with a third party. This is similar to transference
for negative risks.

176 Elimination A risk management technique that stops a negative risk from being an issue. This is usually only possible by changing something within the project,
which may create new risks.

177 Exploitation A risk management technique that seeks to ensure a positive risk happens. This is the pair to elimination for negative risks.

178 Acceptance A risk management technique that involves nothing more than monitoring the risk. This is usually used when it is not possible to apply any other
management technique or where the cost of managing is too high. It can be used for positive and negative risks.

179 Contingency The action or actions that will be undertaken if the risk is triggered. Contingency can be thought of as a management approach that occurs after
triggering, aimed at limiting impact or recovering from problems.

180 Risk Reserve The amount of time and/or money put aside on a project for dealing with the impact of risks.

181 Risk Register A record of all risks identified on a project. It is usually reviewed regularly by the team and contains information on score, management approach,
analysis, etc. It is maintained by the project manager.

182 Risk Owner The individual tasked with monitoring and managing risk. This is usually someone on the project team or a stakeholder.

183 Scope The total of all of the things the project must build — functional and non-functional requirements

184 Functional Requirements The features that have to be built as part of the project—what the finished product or service will do.

185 Non-functional Requirements The characteristics of the thing that will be built by the project—quality, speed, security, etc. These supplement the functional requirements and
describe how the features work.
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186 Scope Creep Uncontrolled addition of features or requirements during the project without going through formal change management processes.

187 Feature A subset of the scope that represents one of the things the product or service must perform.

188 Business Analyst The member of the project team responsible for working with the customer, their representative and/or users to identify the functional and non-
functional requirements.

189 Customer The person or group that the project is being conducted for. They may be internal or external to the organization and are usually the people who pay for
the project.

190 User The person or people (users) who will be using the product. They usually start off as a"customer".

191 Requirements Gathering The process by which the business analyst captures the functional and non-functional requirements from the customer and users.

192 Brainstorming A requirements gathering approach that is common on projects. It involves a group of users and customers working with the business analyst to share,
elaborate, and capture the things that must form part of the scope.

193 Progressive Elaboration A technique used in a number of areas of project management, especially for agile projects. In requirements gathering it is used to break the product or
service down into smaller pieces until all of the functional and non-functional requirements are completed.

194 Scope Prioritization A process to prioritize the various features, usually based on the value they deliver. This is very common in agile approaches and determines which
features will be built first.

195 Business Requirement Document (BRD) The document produced by the business analyst after requirements gathering that summarizes the functional and non-functional requirements and is
approved by the customer.

196 Scope Baseline The scope of the project at the start of the project as approved by the customer through the business requirements document. This may change over time
due to approved change requests but is otherwise an element of the triple constraint (along with the cost baseline and schedule baseline) that the project
manager must manage to.

197 Change Request A formal request to change something about the project. For scope, it is usually a request from a customer to add, remove or change something within
the approved business requirements document. If approved, the change request causes a change in the scope baseline.

198 Visual Modeling A way to convey project requirements in a visual format that is easy to understand.