Terms Flashcards
Organizational Project Management
OPM
Organizational Project Management Maturity Model
OPM3
- It is temporal.
- It will produce a unique product, service or result.
- Both the requirements and the project management plan used to fulfill those requirements are subject to progressive elaboration.
- Approved project charter.
Project
Is something that influences a result but does not necessarily define a result.
Factor
Requires a facilitator. Used to help prevent “group think”. For a definition, please see the PMBOK Guide™ Glossary definition on page 537.
Delphi Technique
Human resources will utilize whatever resources that are allocated.
The Parkinson Law
An approved version of something. E.g., one may baseline the schedule (which really is a time forecast) and the budget (which is really a cost forecast). We would also baseline metrics as they are measured today in hopes of raising the bar
Baseline
Drucker - Does the right things.
Joe - Set’s scope.
Leadership
Intro
Drucker - Does things right.
Joe - Implements scope.
Management
Configuration Item - An asset that you want to formally control changes to or key in a constant state of being.
CI
Resource Assignment Matrix. The most common form of a RAM is a RACI Chart.
RAM
Responsible (Practitioners), Accountable (Owners), Consulted (SMEs: Subject Matter Experts), Informed (These individuals usually have a CI, i.e. Configuration Item, that may be impacted should a change occur to the referenced CI.
RACI Chart
Service Level Agreement will exist between a Supplier (either internal or external to an organization) and a Customer (i.e. the buyer).
SLA
Operational Level Agreement. This agreement exists between to functions within the same organization. An OLA allows an internal supplier to provide the value they need to their customers (either internal or external). Essentially, it is an agreement between two internal suppliers so that one of those suppliers will be able to meet their SLAs with their customers (whether internal or external to their own organization).
OLA
An Underpinning Contract exists between an internal supplier and a third party. The third party provides value that the internal provider needs to fulfill their SLAs.
UC
Project is to include all the work and only work required to fulfill the requirements.
100% Rule
Stop decomposition of the Scope statement into the WBS when the work packages represent what 8 team members are able to produce over 80 hours.
8/80 Rule
Stop decomposition of the Scope statement into the WBS when the work packages represent what 4 team members are able to produce over 40 hours.
4/40 Rule
Stop decomposition of the Scope statement into the WBS when the work packages allow for realistic estimates.
Decomposition
Code of accounts is a table of the account codes assigned to each and every node within a WBS.
Code of Accounts
Bring the [key] stakeholder representatives together when you gather the requirements and determine the design(s) to meet those requirements.
Concurrent Engineering
Quality Functional Deployment you will have the VOC (Voice of the Customer, i.e. what the customer wants) and the VOP (Voice of the Product, i.e. what is actually produced). Goal is to have alignment between the VOC and the VOP.
QFD
Essentially a subroutine. I.E. a template - part of a network diagram - that you are going to repeat in various locations throughout a network diagram.
Fragnet
Subnet
Earned Schedule is the moment in time for which the current Earned Value was predicted to be accomplished.
Earned Schedule
Internal Rate of Return - This is the rate of return where the NPV (Net Present Value) is equal to zero. For the exam, the bigger the IRR the better.
IRR
Designed For Six Sigma. This is when you take one management tool and modify it for a particular use.
DFSS
Plan, Do, Check, Act. Aka, The Deming Cycle. Used as the basis for just about every process improvement effort used today.
PDCA
Define, Measure, Analyze, Improve, Control. THE tool for doing major improvement efforts.
DMAIC
Define, Measure, Analyze, Design, Verify. A DFSS modification of DMAIC. Used to produce the initial product or process with the goal that it be the best it can be out of the starting gate and continually improved moving forward.
DMADV
Small incremental improvements (are better than large disruptive changes). Sometimes translated as “continual improvement”
Kaizen
Non-value added effort. Often translated as waste.
Muda
Card & [empty] Cart. The card represent an order. The empty cart represents capacity. When both conditions are true this would initiate a “pull” of the required components to be assembled.
Kan-Ban
This is a principle that states that one should optimize the slack or play (compliant specifications) to ensure that one produce
The Taguchi Principle
