Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Amy's PMP > Module 4 > Flashcards

Module 4 Flashcards

1
Q

Salience Model

A

A classification model that groups stakeholders on the basis of their level of authority, their immediate needs, and how appropriate their involvement is in terms of the project.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Power/Interest Grid

A

Groups stakeholders on the basis of their levels of authority and interest in the project.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Power/Influence Grid

A

A classification model that groups stakeholders on the basis of their levels of authority and involvement in the project.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

SMART Objectives

A

Used to define key performance indicators
S-Specific: goal is focused and targeted
M-Measurable: must be able to measure target
A-Achievable: goal/peek performance must be doable
R-Relevant: target needs to be related to success
T-Time Bound: goal is not open-ended

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Tuckman’s Ladder

A
  1. Forming: team members are making initial judgments about skills and personal qualities
  2. Storming: team members start to assert themselves and control issues as they emerge
  3. Norming: team starts to work productively without worrying about personal acceptance issues
  4. Performing: team is working at optimal productivity
  5. Adjourning: team completes project and shifts to the next one
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Earned Value Management (EVM)

A

A methodology that combines scope, schedule, and resource measurements to assess project performance and progress during project execution.
EMV= I ($) * P

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Earned Value (EV)

A

Tracking cost and effort performance against a planned value.
EV=% Complete X BAC

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Cycle Time

A

Measurement of work that has progressed all the way from plan to completed or delivered.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Velocity

A

Measurement of total output form an iteration to attempt to predict future iteration outputs.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Throughput Metrics

A

Measurement of the team’s work that has moved form one stage to another stage over a certain time.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Planned Value (PV)

A

The authorized budget assigned to scheduled work.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Actual Cost (AC)

A

The realized cost incurred for the work performed on an activity during a specific time period.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Schedule Variance (SV)

A

A measure of schedule performance expressed as the difference between the earned value and the planned value.
SV=EV - PV

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Schedule Performance Index (SPI)

A

A measure of schedule efficiency expressed as the ratio of earned value to planned value.
SPI=EV/PV

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Cost Variance (CV)

A

The amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual costs.
CV=EV - AC

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Cost Performance Index (CPI)

A

A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.
CPI=EV/AC

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Estimate at Completion (EAC)

A

The current projected final cost of the project.

EAC=BAC/CPI

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Budget at Completion (BAC)

A

The sum of all budgets established for the work to be performed.

19
Q

Burnup Chart

A

A graph to show the progress and gains made by the project team over time.

20
Q

Burndown Chart

A

A graph to show the progress by plotting the burning down of work during an iteration or other time period.

21
Q

Value Stream Map

A

A visual representation of a process and the actions in each step to spot efficiencies as well as wasteful efforts. A technique used to document analyze and improve the flow of information or materials required to produce a service or product for a customer.

22
Q

Emotional Intelligence

A

An interpersonal skill of all PM’s to help you understand your emotions and those of others to help minimize conflict.

23
Q

Active Listening

A

A communication technique that involves acknowledging what you hear and clarifying the message to confirm that what you heard matches the message the sender intended.

24
Q

Marlow’s Hierarchy of Needs

A

A popular theory that places the needs of an individual in a pyramid or triangle. The theory states that a lower level need must be satisfied before a higher level one can be addressed.

25
Q

McGregror’s Theory X and Theory Y

A

The management of labor. Theory X states that people generally do not want to work and not motivated. Management has to supervise work. Theory Y is the opposite where people want to work an enjoy it so management doesn’t have to hover or supervise closely.

26
Q

McClelland’s Achievement Theory

A

Three components:

  1. Achievement - relates to success
  2. Power - relates to influence
  3. Affiliation - relates to belonging to a team
27
Q

Herzberg’s Motivation Theory

A

Theory that believes people are not motivated by money. Says success in the workplace is based on hygiene factors, working conditions, feelings of achievement, recognition, and career advancement.

28
Q

Risk Register

A

A document used to track and manage risks. Includes:

the identified risk, risk owners, impact if the risk is realized, and risk responses.

29
Q

Business Management Plan

A

A document that describes how and when the benefits of a project ill be delivered and measured. A business document.

30
Q

Present Value (PV)

A

The current value of future sum of money or steam of cash flow given a specific rate of return.
PV=FV(future value)/(1+r)n

31
Q

Return on Investment (ROI)

A

A financial metric of profitability that measures the gain or loss from an investment relative to the amount of money invested.

32
Q

Net Present Value

A

A financial tool that is used in capital budgeting. It is the present value of all cash outflows minus the present value of all cash inflows. (Takes into consideration inflation and discount rates)

33
Q

Internal Rate of Return (IRR)

A

A financial tool often used in capital budgeting. It is the interest rate that makes the net present value of all cash flow equal to zero.

34
Q

Net Promoter Score (NPS)

A

Measures a customer’s willingness to recommend a providers products or services to another. (Calculated as the % of the Promoters - % of the Detractors)

35
Q

A/B Testing

A

Different sets of users are shown services with one difference known as the independent variable.

36
Q

PESTLE

A 
External factors that can effect the projects value:
Political
Economic
Social
Technical
Legal
Environmental
37
Q

Types of Organizational Structures

A
  1. Functional: Each dept. is responsible for carrying out a specific set of activities
  2. Matrix: A blend of functional and projectized structures; individuals report upward and horizontally
  3. Projectized: The PM and a core project team operate separate of the organizational unit.
  4. Composite: Most modern; all structures combined
38
Q

Project Management Office (PMO)

A

A management structure that standardizes the project related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. (More common in larger organizations with multiple projects)

39
Q

Organizational Process Assets (OPA’s)

A

Plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization. (2 types: processes and procedures and knowledge base)

40
Q

Enterprise Environmental Factors (EEF’s)

A

The conditions not under the immediate control of the team that can influence, constrain, or direct the project, program, or portfolio

41
Q

Continuous Improvement

A

An ongoing effort to improve products, services, or processes.

42
Q

Kaizen

A

A continuous improvement approach includes:

  1. Improvements are based on many small changes
  2. Small ideas
  3. All employees should work on themselves
  4. Workers should be encouraged to take ownership of their work.
43
Q

Servant Leadership

A

Leading by supporting the team and addressing their needs.

Amy's PMP (5 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions