Brainscape's Knowledge GenomeTM

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


See full index

JS - PMP Flash > Project Environment Tools & Techniques (5) > Flashcards

Project Environment Tools & Techniques (5) Flashcards

1
Q

What is Data Handling 3 step process?

A

1) Data Gathering / Collection 2) Data Analysis 3) Data Presentation

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

What are steps to effective Data Gathering / Collection?

A

1) identify issues or opportunities to collect data
2) select issues and/or opportunities and set goals, prepare a plan, approach and methods to collect the data and finally collect data

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

What are the Data Gathering techniques?

A
  • Benchmarking; Brain storming, focus groups
  • Interviews
  • Questionnaires and surveys
  • Check lists
  • Check sheets
  • Brain writing (6-3-5)
  • Statistical sampling
  • Decision Making; multi-criteria decision making
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

DG: Benchmarking

A

Comparing busines processes and performance metrics to industry bests and best practices from other companies

A lot of techniques are available for benchmarking..

A couple of them are: Brainstorming and Focus Groups

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

DG: BM: Brainstorming

A

Where a group of people meet to generate new ideas and solutions around a specific domain of interest.

Ideas of all kinds are gathered without prejudice and then evaluated.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

DG: BM: Focus Groups

A

Gathering of selected but diverse people that participate in a planned discussion/research in guided or open discussion in area of interest

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

DG: Interviews

A

usually face to face and in person

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

DG: Questionnaires and surveys

A

Basically it is a list of survey questions asked to respondents and designed to extract specific information

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

DG: Brain writing (generating ideas)

A

it is called 6-3-5 technique.

It consists of 6 participants supervised by a moderator who are required to write down 3 ideas on a specific worksheet within 5 minutes.

The result/outcome after 6 rounds, during which participants swap their worksheets passing them on to the team members sitting at their right, is 108 ideas generated in 30 minutes.

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

DG: Check sheets

A

“Tally sheet” worksheet

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

DG: Check list

A

“To-do” list

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

DG: Multicriteria decision making (MCDM)

A

Considered a complex decision-making (DM) tool involving both quantitative and qualitative factors.

(Conflicting criteria are typical in evaluating options i.e.. cost v quality)

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

DG: Voting/group decision making

A

- Unanimity: everyone agrees

- Majority: More than 50% agree

- Plurality: largest block in a group agrees

- Dictatorship: one person makes the decision

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

DG: Statistical Sampling

A

a predetermined number of observations are taken from a larger population.

In statistics quality assurance, and survey methodology, sampling is the selection of a subset of individuals in a population to estimate characteristics of the entire population

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

DA: Data Analysis Techniques

A
  • Alternative Analysis
  • Assumptions and constraints Analysis
  • Cost and quality
  • Quality Cost
  • Cost benefit Analysis
  • Decision Tree Analysis
  • Document Analysis
  • Earned Value Analysis
  • performance review Analysis
  • influence diagrams
  • Iteration Burn Down Chart
  • Iteration Burn Up Chart
  • Make or Buy Analysis
  • process Analysis
  • Root Cause Analysis
  • Reserve Analysis
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

DA: Alternative analysis

A

Evaluation of different choices available to achieve a PM objective.

Analytical comparison of factors like (cost, risks, effectiveness, shortfalls, etc.)

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

DA: Assumptions and constraints analysis

A

Assumptions are planning statements or hypothesis, scenarios.

Identifies risk from inaccuracy, instability, inconsistency, or incompleteness of assumptions.

Constraints are restrictions and they are numbers

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

DA: Cost benefit analysis

A

Used to compare the expected costs of the project with its expected benefits using common metrics

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

DA: Cost of Quality

A

All costs incurred over the life of the product by investment in preventing nonconformance to requirements and failing to meet requirements

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

DA: Quality Cost

A

All costs incurred to maintain the same level of quality

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

DA: Decision Tree Analysis

A

These clearly lay out the problem so that all options can be challenged

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

DA: influence diagram analysis

A

Closely related to decision trees and often used in conjunction with them.

It contains a summary of information contained in the decision tree.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

How are decision trees different from influence diagrams?

A

Influence diagrams show the dependencies among variable.

Decision trees offer much more detail about each possible decision.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

DA: Earned Value Analysis/Earned Value Management (EVM)

A

An effective tool for project performance measurement on Schedule, Cost and Scope baselines

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

DA: EVM: Planned Value (PV)

A

According to the schedule, it’s the total amount of money planned to spend for the work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

DA: EVM: Actual Cost (AC)

A

The actual cost of completed tasks

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

DA: EVM: Budget at Completion (BAC)

A

Original budget for the entire project

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

DA: EVM: Earned Value (EV)

A

EV = BAC x %complete

“The worth of the work done”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

DA: EVM: Schedule Variance (SV)

A

How are we doing time-wise?

SV = EV - PV

>= 0 (ahead of schedule)

< 0 behind schedule

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

DA: EVM: Schedule Performance Index (SPI)

A

SPI = EV/PV

>=1 ahead of schedule

< 1 behind schedule

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

DA: EVM: Cost Variance (CV)

A

CV = EV - AC

>= 0 under budget

< 0 over budget

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

DA: EVM: Cost Performance Index (CPI)

A

CPI = EV / AC

>= 1 under budget

< 1 over budget

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

DA: EVM: Variance at Completion (VAC)

A

VAC = BAC - EAC

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

DA: EVM: Estimate At Completion (EAC)

A

EAC = AC / %completed

If the CPI is expected to be the same then… BAC/CPI

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

DA: EVM: Estimate to Complete (ETC)

A

ETC = EAC - AC

36
Q

DA: EVM: To Complete Performance Index (TCPI)

A

TCPI = (BAC-EV) / (BAC-AC)

This is the projection of resource efficiency that must be achieved on the remaining work to meet the specified goal.

37
Q

DA: EVM: “S” Curve analysis

A

A time series cumulative representation (line chart) of all PVs (comprised to = BAC) and tracking of cumulative expenses against planned values.

Expense to remain on or below to indicate below budget

38
Q

DA: Performance Review Analysis

A

A technique that’s used to measure, compare, and analyze actual performance of working progress on the project against the baseline.

This uses EVM.

It integrates scope, cost and schedule measures to help the PM assess and measure project performance and progress

39
Q

DA: Make or buy analysis

A

Should it be done internal or purchased external? I.e.. rent vs buy analysis

40
Q

DA: Process Analysis

A

Identifies opportunities for process improvements.

It also examines problems, constraints, and non-value added activities that occurs during a process.

41
Q

DA: Reserve analysis / contingency

A

Contingency refers to a future event or condition that is possible but cannot be predicted with certainty

Reserve analysis is used to determine the amount of contingency and management reserve needed for the project

2 types of contingency: Cost & Schedule

42
Q

DA: Document Analysis

A

Qualitative research in which reports from various outputs of project control processes such as quality reports, test reports, performance report are interpreted by the researcher to give voice and meaning around an assessment.

Primary Source: first-hand account of event

Secondary Source: interpretation of events using research

43
Q

DA: Iteration Burn Down Chart (agile methodology)

A

Tracking mechanism tool

Graphical representation of outstanding work. Work LEFT to do vs time

Useful to predict when all the work will be completed

Used to measure the teams progress in completing the project work

*It DOES NOT show the impact of scope creep from the project teams progress

44
Q

DA: Iteration Burn Up Chart (agile methodology)

A

Tracking mechanism tool

Representation of work that HAS been completed

*The advantage of a burn up chart is the inclusion of the scope line

45
Q

DA: Root Cause Analysis

A

Root Cause Analysis is a systematic process for identifying the root cause of problems.

The “5-whys” analysis.. Beginning with Why? And What cause the problem?

Then prompting many more “Why’s?”

46
Q

Data Representation Techniques

A
  • Affinity Diagram
  • Cause and Effect diagrams
  • Control Charts
  • Flow Charts
  • Histograms
  • Logical Data Model
  • Matrix Diagrams
  • Mind Mapping
  • Scatter Diagrams
  • SIPOC Charts
  • Run Charts
  • Pareto Charts
  • Tree Diagrams
  • Interrelationship Diagrams
47
Q

DR: Affinity Diagrams

A

Commonly used within PM.

Allows large numbers of ideas from brainstorming to be sorted into groups, based on their natural relationships, for review and analysis

48
Q

DR: Cause and Effect Diagrams

A

aka. Fishbone diagram and Ishikawa diagrams

Stimulates thinking

Used to figure out what caused a defect

49
Q

DR: Control Chart

A

Aka. Shewhart chart or process behavior charts

Specification limits are provided by the customer and the control limits are usually set by the team

If point within UCL and LCL then process is IN control

Rule of 7 - when 7 consecutive points fall within the CLs but on the same side of the mean, they must be addressed

Assignable Cause - a point that requires investigation (i.e.. rule of 7 applies)

50
Q

DR: Flow Charts

A

Graphical rep of a process, showing how various elements of a system interrelate

51
Q

DR: Histogram

A

graphical rep of a distribution of data (over relative frequencies)

52
Q

DR: Hierarchical charts

A

Simply a way of organizing things that go from high to low 3 primary forms to consider in PM:

Work Break Down Structure (WBS)

Resource Break Down Structure (RBS)

Organizational Break Down Structure (OBS)

53
Q

DR: SIPOC Charts

A

SIPOC = Suppliers, Inputs, Process, Outputs, Customers

Helps the owners agree on the boundaries for what will be worked on

Used in replacing software solution

54
Q

DR: Logical Data Model

A

Logical schema Is a data model of a specific problem domain (think DB architecture schema and table relationships)

These represent the abstract structure of a domain of information

55
Q

DR: Matrix Diagrams

A

Show the strengths of relationships between factors, causes and objectives that exist between the rows and columns that form the matrix

56
Q

DR: Stakeholder Engagement Assessment Matrix

A
  • Table View Format:*
    1) Classify Each Stakeholder
    2) Current Level of Engagement
    3) Desired Level of Engagement

Example of assessing: Unaware, resistant, neutral, supportive, leading

57
Q

DR: Probability and Impact Matrix

A

Conditionally formatted to indicate where risk is greatest.

It provides scores in areas for easy handling of these risks

58
Q

DR: RACI / Responsibility Assignment Matrix

A

Responsible, Accountable, Consult, Inform

Roles and responsibilities chart

In a given row there can be an number of R, C, I’s but there should only be 1 A

Not associated with time

59
Q

DR: Activity network diagram

A

Widely used in PM

Shows project progress

Advantages are: helps justify time estimate for project; shows interdependencies; helps in planning, organizing and controlling; shows workflow; identifies opportunities to compress the schedule

60
Q

DR: TREE Diagram

A

Probability trees are useful for calculating combined probabilities.

61
Q

DR: Scatter Diagram

A

Shows pattern of relationships (correlation)

Identify possible relationships between dependent and independent variables

62
Q

DR: RUN Chart

A

Shows the history and pattern of variation

Tells you about trends in te Project by showing you what your data looks like on a line Chart

63
Q

DR: Pareto Chart

A

Also called 80-20 rule

80% of defects are often cause by 20% of the causes

Histogram ordered by frequency of occurrences that show how many defects were generated by type or category of identified cause

64
Q

DR: Interrelationship Diagrams

A

Drawn to show all the different relationships between factors, areas, or processes

65
Q

Estimates Techniques - what 6 project constraints is the PM often challenged to align?

A

Scope, Time, Cost, Quality, Resources, Risk

66
Q

What are some of the various estimate techniques?

A
  1. Expert Judgement
  2. Delphi Technique
  3. Analogous Estimation also called Top Down
  4. Bottom up Estimation
  5. Parametric Estimation
  6. 3 Point Estimate also called PERT Estimation
  7. Agile Estimating Technique (Story Point Count)
    a. T-shirt sizes
    b. Planning Poker
    c. Affinity mapping / sizing
67
Q

ET: Expert Judgement

A

SMEs (industry knowledge)

Advantage is no need to spend money

Useful when you do not have enough time to conduct detailed analysis

68
Q

ET: Delphi Technique

A

SMEs but they would like to be anonymous

69
Q

ET: Top-Down / Analogous

A

Using actual cost of previous, similar activities as the basis for estimating the cost of a future activity

70
Q

ET: Bottom-up Estimating

A

Used when the project work is well defined. It uses WBS and activity list

71
Q

ET: Parametric Estimating

A

Using Mathematical model as basis to estimate

72
Q

ET: 3 point / PERT estimating

A

Using Pessimistic (P) Optimistic (O) and Most Likely (M) numbers

Easy and accurate approach

PERT = (P + 4M + O) / 6

73
Q

Most Agile estimation techniques use relative units. Instead of estimate dollars or days directly they use “points”. What is a “Story Point”?

A

In simple terms, it is a number that tells the team about the difficulty level of the story

74
Q

ET: Agile Estimating Techniques

A
  1. T-Size Estimation (XS, S, M, L, XL)
  2. Planning Poker (Fibonacci sequence)
  3. Affinity Estimate (Grouping similar items)
75
Q

ET: Agile: T-Size

A

Items are categorized into t-shirt sizes.

If needed, the sizes can be given numerical values once complete.

The decision about the size is based on an open and mutual collaborative discussion.

76
Q

ET: Agile: Planning Poker

A

All participants use Fibonacci sequence.

Voting is done anonymous and discussion is raised when there are large differences.

Voting is repeated until the whole team reaches consensus about the accurate estimation

77
Q

ET: Agile: Affinity Estimate

A

Items are grouped by similarity where similarity is some dimension that needs to be estimated.

This is usually very physical activity and requires a small number of items (20-50 is good range).

The groupings are then associated with numerical estimates if desired

78
Q

What is work performance data?

A

Raw data of The projects status

Current status of various Project parameters

This info is a prerequisie to creating work Perofomance information

79
Q

What is work performance information?

A

Analyzed in context and integrated based on relationships across areas.

Examples- CV, SV, CPI, SPI, etc.

80
Q

What is Work performance report(s)?

A

Representation of work performance information intended to generate decisions or raise issues, actions/awareness.

Examples:

status reports

recommendations

electronic dashboards

updates

81
Q

Performance Reports: Status Report

A

What the project team has accomplished in relation to schedule and budget

82
Q

Performance Reports: Variance Report

A

Compares actual project results with planned or expected results.

Widely used to analyze cost and schedule variances.

83
Q

Performance Reports: Trend Analysis Report

A

Inspects project results over a period of time, to predict future variances

84
Q

Performance Reports: Progress Report

A

Contains how much the project team has accomplished

85
Q

Performance Reports: Forecast Report

A

Predicts future project status and progress

86
Q

Performance Reports: Earned Value Analysis Report

A

Integrates scope, cost (or resources), and schedule measures to help the project team assess project performance

JS - PMP Flash (10 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions