Index_S

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S

Sapir-Whorf Hypothesis, explanation of, 512

Schedule Change Control Board, purpose of, 161

schedule control

enforcing, 98–99

managing inputs to, 260

purpose of, 110

Schedule Control Systems, applying, 260

schedule development process

outputs of, 258–260

purpose of, 106, 133

schedule management plans

content of, 143, 145

using with Project Time Management, 259

schedule variance, examining, 261

schedules

creating, 91

impact of change requests on, 156

scheduling, rules of, 254

scope change control

examining inputs to, 205–206

implementing, 97–98

purpose of, 110

Scope Change Control Systems, implementing, 206–208

scope definition process

examining inputs to, 197

purpose of, 105, 133

Scope Management. See Project Scope Management

Scope Management Plan

content of, 143–144

implementing, 195

relying on, 206

scope planning process

inputs of, 192–193

purpose of, 105, 133

tools and techniques of, 193

scope statements

creating, 89–90

examining, 194–195

and Project Cost Management, 280

purpose of, 141

relationship to Project Time Management, 225

updating, 201

using with Project Procurement Management, 475

scope verification

completing, 100

examining inputs to, 202–203

explanation of, 25, 202

providing, 97

purpose of, 110

scoring models, purpose of, 186–187

secondary risks, accounting for, 451

Self Test answers

Introducing Project Management, 39–42

PMP Code of Professional Conduct, 522–525

Project Communications Management, 417–419

Project Cost Management, 314–316

Project Human Resource Management, 384–387

Project Integration Management, 174–177

Project Management Framework, 80–82

Project Management Processes, 122–125

Project Procurement Management, 504–507

Project Quality Management, 347–350

Project Risk Management, 467–470

Project Scope, 219–222

Project Time Management, 274–276

Self Test questions

Introducing Project Management, 34–38

PMP Code of Professional Conduct, 516–521

Project Communications Management, 412–416

Project Cost Management, 308–313

Project Human Resource Management, 379–383

Project Integration Management, 169–173

Project Management Framework, 75–79

Project Management Processes, 117–121

Project Procurement Management, 499–503

Project Quality Management, 341–346

Project Risk Management, 461–466

Project Scope, 213–218

Project Time Management, 267–273

sender, relationship to communication models, 394–395

sensitivity analysis, applying to quantitative risk analysis, 443

SF (Start-to-Finish) PDM relationship,

explanation of, 232

sigma values in control charts, example of, 332, 337

single source, relationship to Project Procurement Management, 476

skills, applying, 153

slack

calculating in PNDs, 250–252

relationship to CPM (Critical Path Method), 249

SMEs (Subject Matter Experts), relationship

to integration management, 15

SNET (Start No Earlier Than) time constraint, explanation of, 245

SNLT (Start No Later Than) time constraint, explanation of, 245

social project influences, managing, 69–70

sole source, relationship to Project Procurement Management, 476

solicitation

completing, 487–488

completing source selection process, 489–490

determining source selection for, 488–489

examining results of, 488–491

preparing for, 487

preparing for source selection, 489

purpose of, 108

solicitation planning process

completing, 483–484

examining results of, 484–485

purpose of, 107, 134

source selection

completing process of, 488–489

determining for solicitation, 488–489

examining results of, 490

preparing for, 488–489

purpose of, 108

SOW (Statement of Work), using in Project Procurement Management, 483

SPI (Schedule Performance Index)

formula for, 404

relationship to Project Communications Management, 402

sponsors as stakeholders, role of, 57

SS (Start-to-Start) PDM relationship,

explanation of, 232

staff acquisition process, 364–366

and Project Human Resource Management, 363–364

purpose of, 107, 133

Staffing Management Plan

content of, 144, 146

creating for Project Human Resource Management, 360–361

referring to, 363

staffing pool, examining, 363–364

staffing requirements, determining, 142, 354

stage gates

completing, 49

overview of, 48–49

stakeholder analysis

completing, 93

completing for Project Human Resource Management, 359

stakeholder expectations, managing, 57–58

stakeholder tolerance, examining in Project

Risk Management, 424

stakeholders

interviewing for quantitative risk analysis, 442–443

relying on skills and knowledge of, 138

role of, 54–57

types of, 56–57

standards

dealing with, 70–71

reviewing for Project Quality Management, 322

statistical sampling, completing for Project Quality Management, 334

Status Review Meetings, hosting, 154

straight-line depreciation, explanation of, 285

strategic plans, working with, 184–185

strong matrix structures

completing projects in, 63

pros and cons of, 65

subproject implementation, overview of, 30–31.

See also projects

subsidiary plans, purpose of, 143

sunk costs

advisory about, 48

explanation of, 19, 301

supporting detail

considering in Project Cost Management, 290–291

documenting for Project Human Resource Management, 362–363

organizing for Project Time Management, 228

supporting detail, examining, 195

SV (Schedule Variances)

formula for, 404

relationship to Project Communications Management, 402

SWOT (strengths, weaknesses, opportunities, and threats), role in identifying project risks, 432

system flow charts, using in Project Quality Management, 325

systems engineering, accomplishing product analysis with, 193

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