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41 Cards in this Set

  • Front
  • Back
5 Rules of EVM
Start with EV
Variance means Subtract
Index means Division
Index >1 is bad
Negative Variance is bad
PV
Planned Value
EV
%Complete x BAC
CV
EV-AC
SV
EV-PV
CPI
EV/AC
SPI
EV/PV
EAC
BAC/CPI
ETC
EAC-AC
VAC
BAC-EAC
Organization Structures
1.Functional
2. Weak Matrix
3. Balanced Matrix
4. Strong Matrix
5. Projectized
WBS is an input for:
Define Activities
Plan Resources
Cost Estimating
Cost Budgeting
Risk Management Plan
Projects are temporary
True
Project Selection Methods
Benefit Measurement Method
Constrained Optimization Models
Product Scope vs Project Scope
Product Scope only pertains to product completed by Project
Lag
Wait between activities
Lead
Activities come close together or overlap
Free Float
Delay without delaying next
Total Float
Delay before Project Finish is Delayed
Float
Slack
Mandatory Activity Dependency
Specific Sequence
Discretionary Activity Dependency
Preferred Sequence
External Dependency
Dependent on a an outside force
FS
Predecessor finish before successor start
FF
Predecessor Finish before successor finish
SS
Predecessor must start before successor start
Bottom-Up Estimate
Takes Longest
Most Accurate
Analogous Estimate
Top Down
Comparison
Less Accurate
Expert Judgement
Parametric Estimate
Cost Per Unit Estimate
4 Types of Cost
Variable
Fixed
Direct
Indirect
Ishikawa Diagrams
Quality Management Tool
Fishbone
Finds Causes and Effects
Flowcharts
Track flow through System
Pareto Diagram
Identifies Problems and their Frequency
80/20 Rule
Control Charts
Plots Control Samples
Just-in-Time
Reduces inventory
Increases Risk
Maslow's Hieracrchy of Needs
5 Needs
Herzberg's Theory of Motivation
Hygiene vs Motivating
McGregor's X and Y Theory
X People are lazy
Y People are Self-Led
Ouchi's Theory Z
People are motivated by commitment opportunity and Advancement
McClelland's Needs
Achievement
Affiliation
Power
Expectancy Theory
People will behave based on expected reward