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
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