Final 2

Assignable Cause — [Project Quality Management] is an identifiable and specific cause for the variation in the control chart. Assignable causes must be investigated and remedied.

Discounted 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.

Discretionary 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.

Internal 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.

Kaizen —[Project Quality Management] a management theory promoting incremental changes for continuous improvement, originated in Japan.

Organizational 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.

Probability and Impact Matrix — [Project Risk Management] a visual representation of the results from Risk Probability and Impact Assessments that assists the project team to prioritize risks.

Procurement Negotiations — [Project Procurement Management] a technique to resolve issue and disputes in a procurement contract; “alternative dispute resolution (ADR)” methods are frequently used before legal proceedings.

the five stages of product life cycle are Development > Introduction > Growth > Maturity > Decline

ELAPSED TIME is the time inclusive of NON working days

PERT Is also a NETWORK DIAGRAM

PMBOK Guide process groups Interact based on DEMING SHEWARTS PLAN DO CHECK ACT cycle.

Code of Ethics of PMI = RRFH Responsibility, respect, Fairness, honesty