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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
Q

Agile Roles

A

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

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26
Q

Team Charter

A

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)

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27
Q

Sources of Waste

A

Partially Done Work
Extra Features
Relearning
Task Switching
Waiting
Handoffs, Motion
Defects

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28
Q

Predictive Environment

A

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

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29
Q

Adaptive Environment

A

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

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30
Q

Business
Requirements

A

Higher-level needs of an organization, define why a project is undertaken
* Return on investments, profitability, growth of organization

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31
Q

Stakeholder
Requirements

A

Needs of customers, suppliers, partners, or internal business

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32
Q

Solutions
Requirements

A

Features, functions and characteristics (grouped as func/nonfunc)

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33
Q

Functional
Requirements

A

Behavior of a product
* Marketable product, attractive,

34
Q

Nonfunctional
Requirements

A

Environmental conditions required of the product
* Meets permit requirements, safe

35
Q

Transition
Requirements

A

Temporary capabilities, such as data conversion or training
* Accessible, low maintenance

36
Q

Discretionary Dependency

A

A relationship that is established
based on best practices, represents
a “should” condition

37
Q

Mandatory Dependency

A

A required order of events, based on
contractual requirements or inherent
nature of work

38
Q

START TO FINISH

A

MUST START ‘A’ TO FINISH WITH ‘B’

39
Q

FINISH TO START

A

COMPLETE ‘A’ BEFORE STARTING ‘B’

40
Q

FINISH TO FINISH

A

WHEN FINISHED WITH ‘A’ THEN FINISHED WITH ‘B’

41
Q

START TO START

A

TO START ‘A’ MUST START ‘B’

42
Q

Project Schedule Network Diagram

A
  • Provides the general relationship between project activities.
  • Used to understand dependencies.
43
Q

Critical Path Method

A
  • 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
Q

User Stories

A

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
Q

INVEST

A

Independent
Negotiable
Valuable
Estimable
Small
Testable

46
Q

Epics

A

Global and broad concept

47
Q

Feature

A

A function of the software

48
Q

Story

A

What the user wants to do, and the value

49
Q

Tasks

A

Work assignment to fulfill the story

50
Q

Velocity

A

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
Q

Technique: Resource Optimization

A

leveling - slicing off the top, pushing things out
smoothing - get people as close as possible to a normal work week

52
Q

Technique: Schedule Compression

A

crashing - compressed amount of time, assign more people
fast tracking - do multiple tasks as once, overlap

53
Q

Opportunities

A
  • 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
Q

Threats

A
  • Risks with a negative effect on one or more objective
  • RM used to identify, describe, analyze, evaluate probability of risks; implement planned responses
55
Q

Risk Parameter: Threat

A

the probability that a specific target is attacked in a specific way during a specified period

56
Q

Risk Parameter: Vulnerability

A

the probability that damage occurs given a threat

57
Q

Risk Parameter: Consequence

A

the magnitude and type of damage resulting from an attack or disaster

58
Q

Risk Identification

A

Interviews
Assumption Analysis
Checklists
Root Cause Analysis
Document Review
SWOT Analysis
Delphi Technique
Brainstorming
- Traditional Approach
- Nominal Group Technique

59
Q

Risk Response: Threats

A

Escalate
Avoid
Transfer
Mitigate (most common)
Accept

60
Q

Risk Response: Opportunities

A

Escalate
Exploit
Share
Enhance
Accept

61
Q

Quantitative Risk Analysis Techniques

A

Expected Monetary Value (EMV)
Contingency Reserve Estimation
Decision Tree Analysis
Fault Trees
Monte Carlo Simulation

62
Q

Qualitative Risk Analysis Techniques

A

Risk Data Quality Assessment
Risk Probability Impact Assessment
Probability and Impact Matrix
Hierarchical Charts
Affinity Diagrams

63
Q

Communication Model

A

encode → transmit (noise) → decode → acknowledge → feedback

64
Q

Internal Communication

A

Stakeholders within the project team
and organization

65
Q

External Communication

A

External stakeholders (customers,
vendors, other teams, etc.)

66
Q

Formal Communication

A

Reports, formal meetings, meeting minutes, stakeholder briefings, presentations

67
Q

Informal Communication

A

General communication through email,
social media, website, discussions

68
Q

Official Communication

A

Annual reports, reports to government

69
Q

Unofficial Communication

A

Communication focused on project activities, building relationships, and other flexible and informal communication

70
Q

Communication Method: Interactive

A

Multidirectional, such as meeting,
phone call, instant messaging

71
Q

Communication Method: Push

A

Distribution to specific recipients,
such as letters, press release,
emails

72
Q

Communication Method: Pull

A

Best for large audiences, active pull
from receiver from a website,
database, knowledge repository

73
Q

Tailoring Communications

A

Active Listening
Conflict Management
Cultural Awareness
Discussion/Meeting Management
Networking
Political Awareness

74
Q

Stakeholder Analysis Steps

A

Identification
Prioritization
Engagement Strategy

75
Q

Tailoring Stakeholder Engagement

A

Diversity
Complexity of Relationships
Communication Technology

76
Q

Power

A

Level of authority

77
Q

Interest

A

Level of concern

78
Q

Influence

A

Ability to change outcomes

79
Q

Power/Interest Grids

A

High interest, low power: keep informed
Low interest, low power: monitor
Low interest, high power: keep satisfied
High interest, high power: manage closely

80
Q

Work Performance Data

A

Raw observations and measurements identified during activities being performed to carry out the project work.

81
Q

Work Performace Information

A

The collected data is analyzed in comparison with project management plan components, project documents, and other work performance information.

82
Q

Work Performance Reports

A

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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