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PMP > Glossary / Notes > Flashcards

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
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2
Q

Pareto Chart

A

Histogram, ordered by frequency of occurrence, that shows how many results were generated by each identified cause.

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3
Q

Precision vs Accuracy

A
  • Precision is consistency little scatter & clustered
  • Accuracy is correctness that measures close
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4
Q

Quality vs Grade

A
  • Quality is number of defects
  • Grade is number of features
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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

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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!

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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“

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8
Q

Cost of Quality include

A
  • Prevention costs
  • Appraisal costs
  • Failure costs
  • Cost of poor quality, both internal and external
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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
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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

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11
Q

Quality Control Chart

A

statistically ‘out-of-control’ - data point falls outside the upper or lower control limit - ‘Rule of seven’

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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
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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%
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14
Q

PMIS

A

Project Management Information System

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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

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16
Q

SWOT Risk analysis

A

Strengths

Weaknesses

Opportunities

Threats

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17
Q

EEF

A

Enterprise Environmental Factors

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18
Q

Seller - Contract Life

A
  • Bidder Selected Source
  • Contracted Supplier
  • Vendor
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19
Q

Contracted Supplier or Vendor

A
  • Cost-Plus-Fixed-Fee (CPFF)
  • Cost-Plus-Incentive-Fee (CPIF)
  • Cost-Plus-Award-Fee (CPAF)
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20
Q

Contract Types

A
  • Fixed Price (FP)
  • Lump-Sum contracts
  • Cost-reimbursable contracts
  • Time and material (T&M) contracts
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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
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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
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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

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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

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25
Q

Theory Z

A

Short term and will rise and take their knowledge elsewhere.

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26
Q

Scope Baseline

A
  • Scope Statement
  • WBS
  • WBS Dictionary
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27
Q

Project

A
  • Temporary endeavor with a beginning and an end
  • Creates a unique product, service, or result
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28
Q

OPM and OPM3

A

PMI’s Organizational Project Management Maturity Model

29
Q

Functional Organization

A
    • 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
Q

Projectized Organization

A
    • 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
Q

Matrix Organization

A
    • Improved project manager control over resources
    • Maximum utilization of scarce resources
    • Project team members have more than one boss
    • Higher potential for conflict
32
Q

Project Selection Benefit Measurement

Comparative approach

A
  • Murder board
  • Peer review
  • Scoring models
  • Economic Models
33
Q

Project Selection Constrained optimization methods

Mathematical approach

A
  • Linear programming
  • Integer programming
  • Dynamic programming
  • Multi-objective programming
34
Q

Project Selection

Economic Models

A
  • Present value (PV)
  • Net present value (NPV)
  • Internal rate of return (IRR)
  • Payback period
  • Cost-benefit analysis
35
Q

Process for making changes (4)

A
  • Evaluate the impact (cost, time, resources)
  • Identify options
  • Get CR approved internally
  • Get customer buy-in (if required)
36
Q

RACI Chart

A

HR chart shows

  • Responsible
  • Accountable
  • Consult
  • Inform
37
Q

Team Building (5)

Tuckman Ladder

A
  • Forming
  • Storming
  • Norming
  • Performing
  • Adjourning
38
Q

Powers of the Project Manager (5)

A
  • Formal (legitimate)
  • Reward
  • Penalty (coercive)
  • Expert
  • Referent (charisma)
39
Q

Source of Conflict (7)

A
  • Schedules
  • Project Priorities
  • Resources
  • Technical opinions
  • Administrative procedures
  • cost
  • personality
40
Q

Conflict Resolution (5)

A
  • Collaborating (Problem Solving)
  • Compromising (Reconciling)
  • Withdrawal (Avoidance)
  • Smoothing (Accommodating)
  • Forcing (Directing)
41
Q

Maslow’s Hierarchy of Needs (4)

A
  • Self-actualization
  • Esteem
  • Social Safety
  • Physiological
42
Q

McClelland’s Theory of Needs

(most are motivated by one of three)

A
  • Achievement - Challenge and recognition
  • Affiliation - work with others, seek approval
  • Power - Effective leaders and should manage
43
Q

Hygiene Factors

A
  • Working conditions
  • Salary
  • Personal Life,
  • Relationships at work
  • Security
  • Status
44
Q

Motivating Agents

A
  • Responsibilty
  • Self-actualization
  • Professional growth
  • Recognition
45
Q

Communication Types

A
  • Formal written - PMP, Charter, long distance
  • Formal verbal - presentation, speeches
  • Informal written - email, sms. IM
  • Informal verbal - meetings, conversations
46
Q

Change Request Types (3)

A
  • Corrective Action
  • Preventive Action
  • Defect Repair
47
Q

Process for making changes (4)

A
  • Evaluate the impact
  • Identify options
  • Get the change request approved internally
  • Get customer buy-in (if needed)
48
Q

Top-Down estimating types (4)

A
  • One-point estimating
  • Analogous estimating
  • Parametric estimating
    • Hueristics or generally accepted rule (80/20 w/probelwms & 3/1 testers
  • 3 point (triangular & beta)
49
Q

Bottom-up estimating +/-

A
    • More Accurate
    • Buy-in from Team
    • Basis for M&C performance management
    • Takes time and expense
    • Project must be defined well first
50
Q

Benefit measurement methods (4)

comparative

A
  • Murder Board (try to shoot down ideas)
  • Peer review
  • Scoring models
  • Economic models
51
Q

Constrained optimization methods (4)

math

A
  • Linear programming
  • Integer programming
  • Dynamic programming
  • Multi-objective programming
52
Q

Economic models for project selection (5)

A
  • Present value (PV)
  • Net present value (NPV)
  • Internal rate of return (IRR)
  • Payback period
  • Cost-benefit analysis
53
Q

Depreciation (2)

A
  • Straight Line Depreciation Accelerated Depreciation
  • Double declining balance Sum of years digits
54
Q

General Contract Types (4)

A
  • Fixed Price FP
  • Cost Reimbersable CR
  • Time and Matererials T&M
  • Purchase Order PO
55
Q

** FPEPA, FPIF, FPAF,&FP**

Seller high risk- Buyer low risk (order to end)

A
  • Fixed Price Economic Price Adjustmant
  • Fixed Price Incentive Fee
  • Fixed Price Award Fee
  • Fixed Price
56
Q

Ccost Reimbersable CPPC, CPFF, CPAF & CPIF

Seller low risk- Buyer high risk (order from start))

A
  • Cost Plus Percentage of Costs
  • Cost Plus Fixed Fee
  • Cost Plus Award Fee
  • Cost Plust Incentive Fee
57
Q

I TT O

Defintions

A
  • Inputs - Thing
  • TT - Actions
  • Outputs - Thing
58
Q

Seven basic quality tools

A
  • Cause and effect diagrams
  • Flowcharts
  • Checksheets
  • Pareto diagrams
  • Histograms
  • Controlcharts
  • Scatter diagrams
59
Q

Ishikawa’s seven quality tools

A
  • Prevention
  • Inspection
  • Attribute sampling
  • Variables sampling
  • Tolerences
  • Control Limits
60
Q

Project Documents

A

Any project-related documents that are not part of the project management plan.

61
Q

Collect Requirements

Methods

A

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
Q

Estimation Methods

A
  • 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
Q

Kaisen

A

Continuous Improvement

64
Q

W. Edwards Deming

A

85 percent of a quality problems on a project are due to management environment and the system in which the team works.

65
Q

Weighted Milestone

A
  • Used when activity is > 2 reporting periods
  • EV used for <= 2 0/25/100
66
Q

Performance Reoporting

A
  • Status report
  • Progress report
  • Trend report
  • Forecasting report
  • Variance report
  • Ewarned value report
  • Lessons lerned documenta
67
Q

Scope management key points

A
  • SMART - Specific, Measureable, Achievable, Realistic, and Time bound
  • Scope statement
  • WBS
  • Verify scope
  • Configuration management
  • Change control
68
Q

Constraints

A
  • Time, Cost, Scope
  • Resources, Risk, Customer satisfaction, Quality
69
Q

Schedule Compression Techniques

A
  • 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

PMP (11 decks)

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