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PMBOK - Methods, Models, Artifacts > Models, Methords, & Artifacts > Flashcards

Models, Methords, & Artifacts Flashcards

Learn Models & Artifacts in PMBOK 7th

1
Q

Alternatives Analysis

A

Used to evaluate identified options in order to select the options of approaches to perform the work of the proj

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2
Q

Benchmarking

A

is the comparison of actual or planned prods processes and practices to those of comparable orgs which IDs best practices, generates ideas for improvement and provides basis for measuring performance.

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3
Q

Net Present Value

A

future value of expected benefits, expressed in the value those benefits have at the time of investment. It considers current and future costs and benefits and inflation.

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4
Q

Cost of quality

A

This analysis/technique includes all costs incurred over the life of the products by investment in preventing non-conformance to requirements, appraisal of the prod or service for conformance to requirements, and failure to meet requirements.

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5
Q

Check Sheet

A

a tally sheet that can be used as a checklist when gathering data. Can be used to create histograms or segregate data in categories.

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6
Q

Decision Tree analysis

A

a diagramming calculation method for evaluating the implications of a chain of multiple options in the presence of uncertainty. This method can use the info generated from an EMV analysis to populate its “branches “.

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7
Q

Earned value Analysis or Earned Value Management

A

a method that utilizes a set of measures associated with scope schedule and cost to determine the cost and sched performance of a project

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8
Q

Earned Monetary Value (EMV)

A

is the estimated value of an outcome expressed in monetary terms. Used to quantify the value of uncertainty such as risk or compare value of alternatives. Calculated bt mult the probability that an event will occur and the economic impact the even should it occur.

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9
Q

Influence Diagram

A

graphical representation of situations showing caual influences, time ordering of events and other relationships among variables and outcomes.

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10
Q

Life cycle assesment

A

a tool used to evaluate the total impact of a procedure, process, or system.

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11
Q

Probability and impact mtrix

A

a grid for mapping the probability of occurrence of each risk and its impacts on project objectives if that risk occurs

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12
Q

Regression analysis

A

an analytical technique where a series of input variables are examined in relation to their corresponding output results in order to develop a mathematical or statistical relationship

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13
Q

Reserve analysis

A

This analytical technique is used to evaluate the amount of risk on the project and the amount of schedule and budget reserve to determine whether the reserve is sufficient for the remaining risk. The reserve contribute to reducing risk to an acceptable level.

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14
Q

Root cause analysis

A

This analytical technique is used to determine the basic, underlying cause of a variance, defect, or a risk.

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15
Q

Sensitivity Analysis

A

This analytical technique is used to determine which individual project risk or other sources of uncertainty have the most potential impact on a project outcome by correlating, variations and project outcomes with variations and elements of quantitative risk analysis model

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16
Q

Simulations

A

This analytical technique uses models to show the combined effect of uncertainties in order to value their potential impact on objectives. Examples include the Monte Carlo.

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17
Q

Stakeholder analysis

A

This technique involves systematically gathering and analyzing quantitative and qualitative information about stakeholders to determine whose interest should be taken into account throughout the project

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18
Q

Trend analysis

A

This analysis uses mathematical models to forecast future outcome based on historical results

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19
Q

Value stream mapping

A

a lean enterprise method used to document, analyze, and improve the flow of information or materials required to produce a product or service for a customer

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20
Q

Variance analysis

A

Used to determine the cause and degree of difference between the baseline and the actual performance

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21
Q

Affinity grouping

A

Involves classifying items into similar categories or collections on the basis of likeness. Common groupings include T-shirt, sizing, and Fibonacci numbers.

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22
Q

Analogous estimation

A

assesses the duration or cost of an activity or a project using historical data from a similar project or activity

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23
Q

Function point

A

An estimate of the amount of business functionality in an information system. Used to calculate a functional size measurement of a software system

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24
Q

Multipoint estimating

A

Asses the cost or duration by applying an average or weighted, optimistic, pessimistic, and most likely estimates when there is uncertainty with an individual activity or estimates

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25
Parametric estimating
Uses an algorithm to calculate the cost or duration, based on historical data and project parameters
26
Wide Band Delphi
Variation of the Delphi, technique or subject matters, complete multiple rounds of producing estimates individually, with a team discussion after each round, until a consensus is achieved. wideband gets the people who created the highest and the lowest estimates to explain their rationale following which everyone re-estimates
27
Lessons learned meeting
A meeting used to identify and share the knowledge gained during a project, phase project, or iteration with a focus on improving project team performance. This meeting can address situations that could've been handled better in addition to good practises and situations that produced very favourable outcomes
28
Planning meeting
A meeting used to create elaborate or review a plan or plans and secure commitment for the plans
29
Project closeout
A meeting you to obtain final acceptance of the delivered scope from the sponsor, product, owner, or client. This meeting indicates that the product delivery is complete.
30
Project review
An event at the end of the phase or a project to assess the status, evaluate the value delivered, and determine if the project is ready to move to the next phase, or transition to operations
31
Impact mapping
A strategic planning method that serves as a visual roadmap for the organization during product development
32
Modelling
The process of creating, simplified representations of systems, solutions, or deliverables, such as prototypes, diagrams, or storyboards. It can further facilitate analysis by identifying gaps and information, areas of miscommunication, or additional requirements.
33
Prioritization schema
Are methods used to prioritize portfolio, program, or project components, as well as requirements, risks, features, or other product information. MoSCoW
34
Business case
Value proposition for a proposed project that may include financial and non-financial benefits
35
Business model canvas
A one page, visual summary, that describes the value preposition, infrastructure, customers, and finances. These are often used in lean start up situations.
36
Project brief
Provides a high-level overview of the goals, deliverables and processes for the project
37
Project vision statement
Concise high-level description of the project that uses purpose and inspires that project team to continue contributing to the project
38
Roadmap
Agile - A document that provides a high-level timeline, that depicts milestones, significant events, reviews, and decision points
39
Risk adjusted backlog
A backlog that includes work and actions to address, threats and opportunities
40
Change control plan
A component of the project management plan that establishes the change control board, documents, the extent of its authority, and describes how the change control system will be implemented
41
Communications management plan
This is a component of the project, program, portfolio management plan that describes how, when, and by whom information about the project will be administered disseminated
42
Cost management plan
A component of the project or program management plan that describes how costs will be planned, structured, and controlled
43
Project management plan
A document that describes how the project will be executed, monitored, and controlled and closed
44
Quality management plan
The plan is a component of the project or program management plan that describes how acceptable policies, procedures, and guidelines will be implemented to achieve the quality objectives
45
Release PLan
This plan set expectations for the dates, features, and or outcomes expected to be delivered over the course of multiple iterations
46
Requirements management plan
This plan is a component of the project or program management plan that describes how requirements will be analyzed, documented, and managed
47
Scope Management Plan
Component of the project or project management plan. Establishes how scope will be defined, developed, monitored, controlled and validated. Any procedure that formal lies the acceptance of deliverables is in this plan.
48
Schedule management plan
Component of the project or program management plan that establishes the criteria and activities for developing monitoring and controlling the schedule
49
Test plan
A document that describes the deliverables that would be tested, tests that will be conducted, and the processes that will be used in testing
50
Budget
The approved estimate for the project or any work breakdown structure component or any activity scheduled
51
Milestone schedule
The type of schedule presents milestones with planned dates
52
Scope Baseline
The approved version of a scope, statement, work breakdown structure, and it's associated WBS dictionary
53
Cumulative flow diagram
Diagram- Indicates features completed, overtime, features and development, and those in the backlog. Also includes ALL states (in work etc)
54
Cycle time chart
Chart that shows number of work items completed overtime shown as a scatter diagram or bar chart
55
Flow chart
Diagram - depicts inputs, process, actions, and output of one or more processes within the system
56
Lead time chart
Diagram shows the trend overtime of the average lead time of the items completed in work
57
Prioritization matrix
A scatter diagram, matrix effort is shown on the horizontal axis and value is shown on the vertical axis dividing into four quadrants
58
Project schedule network diagram
Graphical representation shows the logical relationships among the project schedule activities
59
Requirements traceability matrix
Matrix links product requirements from their origin to the deliverable stat satisfy them
60
Scatter diagram
Graph that shows the relationship between two variables. Lots of dots.
61
S curve
A graph that displays commutative costs over a specified period of time
62
Story map
A visual model of all the features and functionality desired for a given product, created to give the project team a holistic view of what they are building and why
63
Throughput Chart
Chart - That shows accepted deliverables over time may be a scattered diagram or bar chart
64
Use case
The artifact describes and explore how users interact with a system to achieve a specific goal
65
Value stream mapping
A lean enterprise method used to document, analyze, and improve flow of information or materials required to produce a service for a customer. Used to identify waste as well.
66
Quality report
Document includes quality management, issues, recommendations for corrective actions, and a summary of findings from quality control activities.
67
Impact mapping
Strategy plan method serves as visual roadmap
68
LSD - lean software development
Adaptation of lean manufacturing process to software development domain. Based on the principles for achieving quality, speed, customer alignment. Adapted from Toyota production systems.
69
Critical path
Sequence of activities that determines the longest path, which determines the shortest duration
70
Parametric estimation
Uses statistical relationship between historical data and project to determine correlation. Uses algorithm to calculate cost.
71
Acceptance test, driven development ATDD
A method of collaboration, creating acceptance test criteria, used to create acceptance test before delivery begins
72
Product owner value team
Includes product manager, and all related product owners for area of project. used for complex agile projects
73
Cost baseline
Approved version of the time phased project budget, excluding management reserves, can only be changed by formal request process used as a comparison for actual results
74
What reserve(s) included in Cost Baseline?
Contingency reserves are included in this baseline
75
What reserve(s) included in the project budget?
Contingency reserve, and management reserve
76
What are Contingency reserves used for?
Used for known unknown
77
What are Management Reserves used for?
unknown unknowns
78
Agile UP ≈
Performs iterative cycles across seven key disciplines, and incorporates associated feedback before formal delivery
79
Business case
Includes analysis of the situation, recommended solutions, and IDs alternative solutions
80
Refactoring
Product quality technique, where design of product by enhancing its maintaining ability and other desired attributes without altering expected behaviour
81
Levelling
Adjust the project schedule, even if it extends the duration. All about long-term. Delays non-critical activities.
82
Rational Unified Process (RUP)
An iterative software development framework that emphasizes an incremental approach, defined phases, roles, responsibilities, and employees, UML for visual representation and communications
83
Deterministic estimation
An estimate concentrates on one number
84
Probabalistic Estimation
Range of estimates and responsible probabilities developed by a computer or manually
85
Relative estimation
An estimation shown in comparison with others that needs context (planning poker)
86
Flow based estimation
Estimation technique that uses throughput and cycle time to estimate.
87
6 Parts of Agile Schedule Planning
One) product vision drives product, roadmap. 2) product roadmap drives release plans 3) release plan establishes iterations 4) iteration plants schedule feature development 5) prioritized features delivered by user stories 6) tasks (estimated in hours) deliver user stories
88
Leading indicator
This indicates changes on trends in project while or during occurrence . Can be quantifiable (size of proj, # of BL items)
89
Lagging indicator
Measures project, deliverables or events after the fact (# of deliverabels completed etc)
90
Business Requirements Document (BRD)
A document that lists all requirements for a project

PMBOK - Methods, Models, Artifacts (1 decks)

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