CAPM® Exam Free Resources

An effective tool for root cause analysis in which the question “Why?” is asked of a problem in succession until the root cause is found. Developed by Sakichi Toyoda, a Japanese inventor and industrialist, the 5 Whys method is an integral part of the Lean philosophy.

A general guideline with many applications; in terms of controlling processes, it contends that a relatively large number of problems or defects, typically 80 percent, are commonly due to a relatively small number of causes, typically 20 percent. This rule is also known as Pareto analysis and the results displayed on a Pareto Chart.

A principle stating that the total of the work at the lowest levels of a work breakdown chart (WBS) rolls up to the higher levels. The 100 percent rule ensures that a WBS captures all known scope and project deliverables.

A strategy for managing negative risks or opportunities that involves acknowledging risk and not taking any action until the risk occurs.

A set of conditions required to be met before deliverables are accepted.

Deliverables that meet the acceptance criteria and have been formally signed off and approved by the customer or sponsor as part of the scope validation process.

A communication technique that involves acknowledging the speaker’s message and the recipient clarifying the message to confirm that what was heard matches the message that the sender intended.

A distinct, scheduled portion of work performed during a project. Activities have a duration, with a beginning and an end. Also known as a schedule activity.

Each task is assigned a budget, and the aggregate of these estimates results in the project budget. Activity cost estimates include labor, materials, equipment, and fixed cost items like contractors, services, facilities, financing costs, and so on. This information can be presented in detailed or summarized form.

A logical relationship that exists between two project activities. The relationship indicates whether the start of an activity is contingent upon an event or input from outside the activity.

Quantitative assessments of the likely number of time periods that are required to complete an activity.

A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope-of-work description so project team members understand what work is to be performed.

Material and human resources that are needed to complete an activity; often expressed by a probability or range.

The resources (physical, human, and organizational) required to complete the activities in the activity list.

Earned value management (EVM) term for the realized cost incurred for the work performed on an activity during a specific time.

A type of project life cycle or methodology that values responding to change over following a set plan. Adaptive methodologies seek solutions that deliver maximum value to the customer.

Involves verifying and documenting project results to formalize project or phase completion.

A technique that allows large numbers of ideas to be classified into groups for review and analysis.

A technique designed to rapidly estimate large stories (epics or features) in the backlog. Examples include T-shirt sizes, coffee cup sizes, or a Fibonacci sequence.

A term used to describe a mindset of values and principles as set forth in the Agile Manifesto. See also Agile Life Cycle, Agile Manifesto, Agile Practitioner, and Agile Principles.

A process role on a project team that helps organizations achieve true agility by coaching teams across the enterprise on how to apply agile practices and choose their best way of working. See also Scrum Master.

An approach that assists with planning a project appropriately from the beginning to ensure the team can focus on the quality of each deliverable.

An approach that’s both iterative and incremental to refine work items and deliver frequently.

In 2001, a group of 17 software developers met in Snowbird, Utah to discuss

lightweight software development. Based on their experiences, they came up with

the four core values of agile software development that make up the Agile Manifesto: 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.

A person embracing the agile mindset who collaborates with like-minded colleagues in cross-functional teams. Also referred to as an agilist.