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Project Management > PM Final > Flashcards

PM Final Flashcards

1
Q

Quality

A

The degree to which a set of inherent characteristics of an object fulfills requirements

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2
Q

Quality Assurance

A

focuses on methods, procedures, materials, and processes necessary to perform the work (management and strategy of quality)

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3
Q

Quality Control

A

Identifying and recording results

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4
Q

Quality Management Process

A

Pencils down deadline → Self-Certification → QC Submission → QC Review → QC Return → Response and Corrective Actions → Submission Deadline

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5
Q

Quality v. Grade

A

The degree in which a set of inherent characteristics fulfills requirements (poor quality is unacceptable

Category used to distinguish items with the same functional use (various grades can be acceptable)

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6
Q

PDCA

A

Plan, Do, Check, Act - continuous improvement cycle

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7
Q

The Toyota Way (Jeffery Liker)

A

Philosophy: Think long term
Process: Eliminate waste in value streams
People: Develop, grow and challenge employees
Problem-Solving: Engage employees in
continuous learning

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8
Q

Kaizen

A

“change for the better”

  • Good processes yield good results
  • See for yourself, understand
  • Collect data, communicate with information
  • Identify root cause of problems
  • Work as a team
  • Don’t wait for perfection, aim for solutions
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9
Q

Quality Improvements with Root Cause Analysis

A

Five Whys
- Problem identification that drills down to source
Fishbone Diagram (Ishikawa Diagram)
- Built from the head (problem) to identify causes
Process Flow Diagrams

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10
Q

Quality Management Key Takeaways

A
  • Emphasize customer satisfaction
  • Continual improvement
  • Management Responsibility
  • Partnership with Suppliers
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11
Q

Cost Categories

A
  • Prevention - quality planning, documentation, training
  • Appraisal/testing - testing, surveys, inspection of work-in-process
  • Failure/nonconformance - internal (rework, scrap), external (liabilities, warranties, lost business)
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12
Q

Performance (Dimensions of Quality)

A

does the deliverable function as intended

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13
Q

Conformity (Dimensions of Quality)

A

does it meet specifications

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14
Q

Reliability (Dimensions of Quality)

A

is the performance or product consistent

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15
Q

Resilience (Dimensions of Quality)

A

is deliverable able to recover from unforeseen conditions

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16
Q

Satisfaction (Dimensions of Quality)

A

is there a positive user feedback

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17
Q

Uniformity (Dimensions of Quality)

A

does the deliverable show parity with other deliverables

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18
Q

Efficiency (Dimensions of Quality)

A

greatest output with least input/effort

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19
Q

Sustainability (Dimensions of Quality)

A

positive impact on economic, social, and environmental

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20
Q

Control Quality Outputs

A

Prevention
Inspection
Attribute Sampling
Variable Sampling
Tolerances
Control Limits

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21
Q

Data Representations

A

Affinity Diagrams
Case-and-effect diagrams
Flowcharts
Histogram
Matrix
Scatter Diagram

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22
Q

Design for X (DFX)

A

what is the company known for? What do they want to accomplish?
i.e. Ford trucks are tough, Apple products are intuitive

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23
Q

Integrated Change Control

A

Change Requests
Configuration Management System
Change Management Plan
Change Control Board

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24
Q

Agile Manifesto

A
  • Individuals and interactions over processes and tools; People create projects
  • Working software over comprehensive documentation
  • Customer collaboration over contract negotiation
  • Responding to change over following a plan
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25
Agile Roles
Product Owner - Guides the direction of the product - Prioritizes work based on value, creates the backlog Team Facilitator - Servant leader (pseudo PM), or scrum master Cross-Functional Team Members - Self-organizing teams with complementary skill sets
26
Team Charter
Serves as a social contract that might include: - Team values, such as pace and core hours - Working agreements on what ‘ready’ and ‘done’ mean, use of processes - Ground rules (i.e. how meetings are facilitated) - Group norms (i.e. team member interactions)
27
Sources of Waste
Partially Done Work Extra Features Relearning Task Switching Waiting Handoffs, Motion Defects
28
Predictive Environment
focus are resistant to change, relying heavily on a planned scope, schedule, and resource availability. Scope is defined early and held as a constant, with some expectations the budget and time estimates will waver
29
Adaptive Environment
welcome to change, with mechanisms that balance scope and schedule. List of desired scope items are prioritized by value and most important items completed in a set budget and time
30
Business Requirements
Higher-level needs of an organization, define why a project is undertaken * Return on investments, profitability, growth of organization
31
Stakeholder Requirements
Needs of customers, suppliers, partners, or internal business
32
Solutions Requirements
Features, functions and characteristics (grouped as func/nonfunc)
33
Functional Requirements
Behavior of a product * Marketable product, attractive,
34
Nonfunctional Requirements
Environmental conditions required of the product * Meets permit requirements, safe
35
Transition Requirements
Temporary capabilities, such as data conversion or training * Accessible, low maintenance
36
Discretionary Dependency
A relationship that is established based on best practices, represents a “should” condition
37
Mandatory Dependency
A required order of events, based on contractual requirements or inherent nature of work
38
START TO FINISH
MUST START ‘A’ TO FINISH WITH ‘B’
39
FINISH TO START
COMPLETE ‘A’ BEFORE STARTING ‘B’
40
FINISH TO FINISH
WHEN FINISHED WITH ‘A’ THEN FINISHED WITH ‘B’
41
START TO START
TO START ‘A’ MUST START ‘B’
42
Project Schedule Network Diagram
- Provides the general relationship between project activities. - Used to understand dependencies.
43
Critical Path Method
- Used to identify the minimum project duration - Float is used to identify the longest path, typically at 0 for activities - Benefit of this method is understanding the available float with activities, and tracing the critical path
44
User Stories
a focus on deliverable features, with a brief description of who/what/why when delivering value. Should be concise enough to fit on a 3x5 card, often with acceptance criteria (on back) as a (role), I want to (action) so that (value).
45
INVEST
Independent Negotiable Valuable Estimable Small Testable
46
Epics
Global and broad concept
47
Feature
A function of the software
48
Story
What the user wants to do, and the value
49
Tasks
Work assignment to fulfill the story
50
Velocity
measure of the productivity rate of the project team with respect to the produced, validated and accepted deliverables is determined by identifying how much work (story points) are completed at a given interval, such as each sprint. User stories gets points assigned, used to decide how much work can get done/delivered value
51
Technique: Resource Optimization
leveling - slicing off the top, pushing things out smoothing - get people as close as possible to a normal work week
52
Technique: Schedule Compression
crashing - compressed amount of time, assign more people fast tracking - do multiple tasks as once, overlap
53
Opportunities
* Risks with a positive effect on one or more objective * RM used to identify and assess opps and to improve an orgs ability to pursue opps
54
Threats
* Risks with a negative effect on one or more objective * RM used to identify, describe, analyze, evaluate probability of risks; implement planned responses
55
Risk Parameter: Threat
the probability that a specific target is attacked in a specific way during a specified period
56
Risk Parameter: Vulnerability
the probability that damage occurs given a threat
57
Risk Parameter: Consequence
the magnitude and type of damage resulting from an attack or disaster
58
Risk Identification
Interviews Assumption Analysis Checklists Root Cause Analysis Document Review SWOT Analysis Delphi Technique Brainstorming - Traditional Approach - Nominal Group Technique
59
Risk Response: Threats
Escalate Avoid Transfer Mitigate (most common) Accept
60
Risk Response: Opportunities
Escalate Exploit Share Enhance Accept
61
Quantitative Risk Analysis Techniques
Expected Monetary Value (EMV) Contingency Reserve Estimation Decision Tree Analysis Fault Trees Monte Carlo Simulation
62
Qualitative Risk Analysis Techniques
Risk Data Quality Assessment Risk Probability Impact Assessment Probability and Impact Matrix Hierarchical Charts Affinity Diagrams
63
Communication Model
encode → transmit (noise) → decode → acknowledge → feedback
64
Internal Communication
Stakeholders within the project team and organization
65
External Communication
External stakeholders (customers, vendors, other teams, etc.)
66
Formal Communication
Reports, formal meetings, meeting minutes, stakeholder briefings, presentations
67
Informal Communication
General communication through email, social media, website, discussions
68
Official Communication
Annual reports, reports to government
69
Unofficial Communication
Communication focused on project activities, building relationships, and other flexible and informal communication
70
Communication Method: Interactive
Multidirectional, such as meeting, phone call, instant messaging
71
Communication Method: Push
Distribution to specific recipients, such as letters, press release, emails
72
Communication Method: Pull
Best for large audiences, active pull from receiver from a website, database, knowledge repository
73
Tailoring Communications
Active Listening Conflict Management Cultural Awareness Discussion/Meeting Management Networking Political Awareness
74
Stakeholder Analysis Steps
Identification Prioritization Engagement Strategy
75
Tailoring Stakeholder Engagement
Diversity Complexity of Relationships Communication Technology
76
Power
Level of authority
77
Interest
Level of concern
78
Influence
Ability to change outcomes
79
Power/Interest Grids
High interest, low power: keep informed Low interest, low power: monitor Low interest, high power: keep satisfied High interest, high power: manage closely
80
Work Performance Data
Raw observations and measurements identified during activities being performed to carry out the project work.
81
Work Performace Information
The collected data is analyzed in comparison with project management plan components, project documents, and other work performance information.
82
Work Performance Reports
Physical or electronic representation of work performance information compiled in project documented, intended to generate decisions, actions, or awareness.

Project Management (2 decks)

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