Glossary / Notes Flashcards
1
Q
Critical Chain Scheduling (2)
A
Limited resources taken account of. and includes buffers to manage project
- project buffer before due date
- feeding buffer before tasks on critical path
2
Q
Pareto Chart
A
Histogram, ordered by frequency of occurrence, that shows how many results were generated by each identified cause.
3
Q
Precision vs Accuracy
A
- Precision is consistency little scatter & clustered
- Accuracy is correctness that measures close
4
Q
Quality vs Grade
A
- Quality is number of defects
- Grade is number of features
5
Q
“Total Quality Management” TQM (W.Edwards Deming)
A
Uses the Plan-Do-Check-Act cycle (PDCA). Focus on finding ways to continuously improve the quality
6
Q
“Zero defects” and “Right first time“
A
Advocated prevention over inspection - Philip **Crosby **(or Continuous Improvement)
Quality is planned in, not inspected in!
7
Q
Fitness for Use (Joseph Juran)
A
80% of problems are caused by 20% of the causes The vital few and the trivial many“
8
Q
Cost of Quality include
A
- Prevention costs
- Appraisal costs
- Failure costs
- Cost of poor quality, both internal and external
9
Q
Quality Control
A
- Quality Assurance checks standards and procedures are being followed,
- Quality Control uses specific measurements to check if the project and its processes are in control
10
Q
Quality Control Cause and Effect Diagram
A
Ishikawa diagram or “fish bone” diagram because of its shape Illustrates how various factors might be linked to potential problems or effects
11
Q
Quality Control Chart
A
statistically ‘out-of-control’ - data point falls outside the upper or lower control limit - ‘Rule of seven’
12
Q
3 or 6 Sigma
A
- 6 sigma represents less than 1.5 problems out of 1,000,000
- 3 sigma represents about 2,700 problems per 1,000,000
13
Q
Normal Distribution
A
Occurrences within limits
- +/- 6 sigma is 99.99985%
- +/- 3 sigma is 99.73%
- +/- 2 sigma is 95.46%
- +/- 1 sigma is 68.26%
14
Q
PMIS
A
Project Management Information System
15
Q
Delphi Technique
A
Used to build consensus of experts who participate anonymously. Facilitator send out a request for information to the group of experts
16
Q
SWOT Risk analysis
A
Strengths
Weaknesses
Opportunities
Threats
17
Q
EEF
A
Enterprise Environmental Factors
18
Q
Seller - Contract Life
A
- Bidder Selected Source
- Contracted Supplier
- Vendor
19
Q
Contracted Supplier or Vendor
A
- Cost-Plus-Fixed-Fee (CPFF)
- Cost-Plus-Incentive-Fee (CPIF)
- Cost-Plus-Award-Fee (CPAF)
20
Q
Contract Types
A
- Fixed Price (FP)
- Lump-Sum contracts
- Cost-reimbursable contracts
- Time and material (T&M) contracts
21
Q
Negotiation Tactics
Conduct Procurements
A
- Attacks : Attack on the company’s credibility
- Personal insults : Attack on the person’s cred
- Good Guy / Bad Guy
- Lying Deadline : Imposing a deadline to reach agreement
- Surprise : Surprising the other party with new information
- Limited authority : Claiming inability to decide
- Strategic delays : Request for a recess
- Fait accompli : Claiming that a topic of dispute has already been decided
22
Q
PDM (Precedence Diagram Method)
A
- Also know as AON (Activity on Node) S-S F-F F-S S-F (rare)
- Critical Path LF-LS or EF-ES=0
23
Q
Theory X
A
basically holds the belief that people do not like work and that some kind of direct pressure and control must be exerted to get them to work
24
Q
Theory Y
A
strong desires to participate in the decision making process. Theory Y workers are comfortable in a working environment which allows creativity and the opportunity to become personally involved in organisational planning
25
Theory Z
Short term and will rise and take their knowledge elsewhere.
26
Scope Baseline
* Scope Statement
* WBS
* WBS Dictionary
27
Project
* Temporary endeavor with a beginning and an end
* Creates a unique product, service, or result
28
**OPM** and **OPM3**
PMI's Organizational Project Management Maturity Model
29
Functional Organization
* + Easier management of specialists
* + Team members report to only one supervisor
* - No career path in project management
* - Project manager has little or no authority
30
Projectized Organization
* + Efficient project organization
* + More effective communication than functional
* - No home for team members at end of project
* - May result in less efficient use of resources
31
Matrix Organization
* + Improved project manager control over resources
* + Maximum utilization of scarce resources
* - Project team members have more than one boss
* - Higher potential for conflict
32
Project Selection Benefit Measurement
Comparative approach
* Murder board
* Peer review
* Scoring models
* Economic Models
33
Project Selection Constrained optimization methods
Mathematical approach
* Linear programming
* Integer programming
* Dynamic programming
* Multi-objective programming
34
Project Selection
Economic Models
* Present value (**PV**)
* Net present value (**NPV**)
* Internal rate of return (**IRR**)
* Payback period
* Cost-benefit analysis
35
Process for making changes (4)
* Evaluate the impact (cost, time, resources)
* Identify options
* Get CR approved internally
* Get customer buy-in (if required)
36
**RACI** Chart
HR chart shows
* Responsible
* Accountable
* Consult
* Inform
37
Team Building (5)
**Tuckman** Ladder
* Forming
* Storming
* Norming
* Performing
* Adjourning
38
Powers of the Project Manager (5)
* Formal (legitimate)
* Reward
* Penalty (coercive)
* Expert
* Referent (charisma)
39
Source of Conflict (7)
* Schedules
* Project Priorities
* Resources
* Technical opinions
* Administrative procedures
* cost
* personality
40
Conflict Resolution (5)
* Collaborating (Problem Solving)
* Compromising (Reconciling)
* Withdrawal (Avoidance)
* Smoothing (Accommodating)
* Forcing (Directing)
41
Maslow's Hierarchy of Needs (4)
* Self-actualization
* Esteem
* Social Safety
* Physiological
42
**McClelland**'s Theory of Needs
| (most are motivated by one of three)
* Achievement - Challenge and recognition
* Affiliation - work with others, seek approval
* Power - Effective leaders and should manage
43
Hygiene Factors
* Working conditions
* Salary
* Personal Life,
* Relationships at work
* Security
* Status
44
Motivating Agents
* Responsibilty
* Self-actualization
* Professional growth
* Recognition
45
Communication Types
* Formal written - PMP, Charter, long distance
* Formal verbal - presentation, speeches
* Informal written - email, sms. IM
* Informal verbal - meetings, conversations
46
Change Request Types (3)
* Corrective Action
* Preventive Action
* Defect Repair
47
Process for making changes (4)
* Evaluate the impact
* Identify options
* Get the change request approved internally
* Get customer buy-in (if needed)
48
Top-Down estimating types (4)
* One-point estimating
* Analogous estimating
* Parametric estimating
* Hueristics or generally accepted rule (80/20 w/probelwms & 3/1 testers
* 3 point (triangular & beta)
49
Bottom-up estimating +/-
* + More Accurate
* + Buy-in from Team
* + Basis for M&C performance management
* - Takes time and expense
* - Project must be defined well first
50
Benefit measurement methods (4)
comparative
* Murder Board (try to shoot down ideas)
* Peer review
* Scoring models
* Economic models
51
Constrained optimization methods (4)
math
* Linear programming
* Integer programming
* Dynamic programming
* Multi-objective programming
52
Economic models for project selection (5)
* Present value (**PV**)
* Net present value (**NPV**)
* Internal rate of return (**IRR**)
* Payback period
* Cost-benefit analysis
53
Depreciation (2)
* Straight Line Depreciation Accelerated Depreciation
* Double declining balance Sum of years digits
54
General Contract Types (4)
* Fixed Price **FP**
* Cost Reimbersable **CR**
* Time and Matererials **T&M**
* Purchase Order **PO**
55
** FPEPA****, FPIF, FPAF,**&**FP**
Seller high risk- Buyer low risk (order to end)
* Fixed Price Economic Price Adjustmant
* Fixed Price Incentive Fee
* Fixed Price Award Fee
* Fixed Price
56
Ccost Reimbersable **CPPC, CPFF, CPAF** & **CPIF**
Seller low risk- Buyer high risk (order from start))
* Cost Plus Percentage of Costs
* Cost Plus Fixed Fee
* Cost Plus Award Fee
* Cost Plust Incentive Fee
57
I TT O
Defintions
* Inputs - Thing
* TT - Actions
* Outputs - Thing
58
Seven basic quality tools
* Cause and effect diagrams
* Flowcharts
* Checksheets
* Pareto diagrams
* Histograms
* Controlcharts
* Scatter diagrams
59
Ishikawa's seven quality tools
* Prevention
* Inspection
* Attribute sampling
* Variables sampling
* Tolerences
* Control Limits
60
Project Documents
Any project-related documents that are not part of the project management plan.
61
Collect Requirements
Methods
Reviewing historical records, Interviews, Focus groups, Facilitated workshops, Brainstorming, Nominal group technique, Mult-criteria decision analysis, mind maps, Affinity diagrams, Questonaires and surveys, Observation, Prototypes, Benchmarking, Context diagrams, Group decision making, Delphi technique
62
Estimation Methods
* One point
* Analagous (top-down)
* Parametric (regression / scatter)
* Hueristics (5 designers to 1 tester)
* Three point (Trianular or simple average)
* Three point (Beta Distribution or wiegheted average)
63
**Kaisen**
Continuous Improvement
64
**W. Edwards Deming**
85 percent of a quality problems on a project are due to management environment and the system in which the team works.
65
Weighted Milestone
* Used when activity is \> 2 reporting periods
* EV used for \<= 2 0/25/100
66
Performance Reoporting
* Status report
* Progress report
* Trend report
* Forecasting report
* Variance report
* Ewarned value report
* Lessons lerned documenta
67
Scope management key points
* SMART - Specific, Measureable, Achievable, Realistic, and Time bound
* Scope statement
* WBS
* Verify scope
* Configuration management
* Change control
68
Constraints
* Time, Cost, Scope
* Resources, Risk, Customer satisfaction, Quality
69
Schedule Compression Techniques
* Fast tracking - doing activities in parallel
* Often results in reqork
* Usually increases risk
* Crashing technique
* May not produce viable alternative
* Often results in increased costs
