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100 Cards in this Set
- Front
- Back
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Facilitation Technique |
Brainstorm Problem Solve Conflict resolution |
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Project Management Information System |
Tool to direct and manage project work
Part of EEF: Hardware, software, databases, web interfacess, work authorization system.
How do you communicate information? |
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Work Performance Data |
Raw data from observations and measurements - lowest level of detail that gets passed on to monitor/control phase.
Does not provide PM with % complete
Ex: KPI report, actual cost, actual duration, performance measures. |
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Flow of Metrics:
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WPD (raw data) > WPI (lead creates) > WPR (PM creates)
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Rough Order of Magnetude |
Cost estimate during project charter
Project is similar to past project: -25% to +75%
Project is unique: -50% to +50% |
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Constraint |
Qualitative/quantitative (costs with proof)
Scope, time, cost, risk, resource, quality |
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Assumption |
Elements of risk without proof (known-unknown) ex: market changes |
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Stakeholder register |
A list of all internal/external stakeholders
Started in the project charter |
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Project Management Plan |
Project phases
Processes required for each phase
Process improvement, milestone list, resource calendar, scope/time/cost/quality baselines, and risk register |
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Enterprise Environmental Factors |
Internal and external factors that affect a project, used as an input for most planning processes
RISC: Resources - people, equipment Infrastructure - facilities, IT, processes Standards - regulations, code of conduct Culture - business/organization culture |
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Work Performance Information |
Actual of what is completed (% complete) and forecast report of estimate to completion
Team lead provides WPI to PM
Contains status, forecast, progress (ex: 50% complete, not "server installed") |
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Analytical Techniques |
Failure Mode Effect Analysis (FMEA) Fault Tree Analysis (FTA) Trend Analysis Variance Analysis Scheduling Tools Estimating Tools Methodology |
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Change Control Board |
Decision making body to approve or deny change requests.
PM is part of and in charge of CCB |
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Administrative Closure uses expert judgment to perform... |
CALA: Collect all records Audit success or failure Lessons Learned Archive
- Customers are not present during closure - Customer should accept w/o comments. If comments are made dont close |
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Explain integration management |
Integration of the subsidary plans (scope, time, cost, etc.).
Setting up guidelines |
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Statement Of Work |
High level details of project and business goal
Does not contain budget, only ROM |
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Cost Estimate Accuracy
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When more details are known
-5% to +10% |
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Explain the monitor and control process |
Monitor: Process of measuring actual against the plan/baseline
Control: Take corrective/preventative actions to control project performance |
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The Steps to close a phase or project are... |
Administrative closure: formally closing the project of phase.
Done even if the project/phase is terminated.
Must get final approval from customer (external) and sponsor (internal) without comments.
CALA: Collect, audit, lessons, archive |
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Phase Gates / Kill Points |
When the project is divided into phases, a phase gate sits between each phase for the sponsor/manager to determine whether the project should move forward or be terminated. |
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Scope Management Plan |
How scope is defined, developed, monitored, controlled, and approved.
Process to manage change to scope
Process for formal acceptance of deliverables |
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Requirements Management Plan |
How requirements will be analyzed, documented, and managed.
How activities are planned, tracked, and reported
Created during initiate scope process |
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Facilitated Workshops |
1. Cross functional participation (meeting of all stakeholders) 2. Voice of Customer (VOC) 3. Joint Application Development (JAD) 4. Quality Function Deployment (QFD) |
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Group Creativity Techniques |
Brainstorming Mind Mapping Affinity diagram (grouped ideas) Nominal group voting technique |
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Group Decision making techniques |
DELPHI technique: 1. develop questionaire 2. consult experts 3. maintain annonymity 4. Unanimity
Used in time estimates and scope planning |
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Prototype Techniques |
Working model Proof of concept (POC) Voice of cusomter (VOC) Cross functional participation |
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Requirements Documentation |
Project Management plan (high level) WITH a detail description of scope
Created during plan scope process |
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Requirement Traceability Matrix |
table providing traceability to business needs, scope, deliverables, etc. (ex: like accounting for every piece of an assembled plane)
Created during plan scope process |
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Product Analysis |
product breakdown structure of tangible deliverables |
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Alternative Generation |
Different approaches to achieve the same desired results |
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Project Scope Statement |
Describes what will be delivered and how, much more detailed than SOW. Created during plan scope by the customer.
ABCDE-AC Assumptions, Boundaries (scope), Constratints, Deliverables, Exclusions (out of scope), Acceptance Criteria |
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Decomposition Technique |
Dividing the deliverables into the lowest definable level (work packages = WPD) so cost and time can be better estimated. Used for execute scope (creating the WBS)
Divided into 8 or 80 hours work packages |
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Work Breakdown Structure |
Hierarhcy of all of the projects deliverables Man-hour based, not time (calendar) based Code of accounts Created during execute scope phase Developed by team, not PM Prevents scope creep Uses decomposition technique to divide deliverables into the work packages
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Code of Accounts |
Unique number assigned to each deliverable within the work breakdown structure |
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Work Authorization System |
Used to authorize execution of work packages, thus controlling scope within the work breakdown structure |
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Scope Baseline |
Approved project scope statement Approved work breakdown structure Approved work breakdown structure dictionary
Created during execute scope phase, in the project management plan |
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Work Breakdown Structure Dictionary |
Time based document created after WBS: work packages start/end date man hours order of magnetude staff assignments quality requirements |
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Explain Control Scope |
Weekly meeting that assures changes go through perform integrated change control (PICC) |
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Variance Analysis |
Comparing planned vs. actual (impact of change in scope/cost)
Find the cause of variance and take corrective action if needed
Used during Control Scope/Cost process
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What should be updated if the Work Performance Information is positive during the Control processes
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Project document updates (stakeholder registry, issue log)
Organizational Process Assets updates (lessons learned) |
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What should be updated if the Work Performance Information is negative during the control processes |
Change requests (to address variances) |
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The validate scope process is when... |
Customer accepts the delierables Customer pays for the deliverables Happens after User Acceptance Testing
*Is completed even for terminated projects |
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Verified/Accepted Deliverables are... |
Completed verified deliverables from UAT in the Control Quality Process |
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Inspection |
Verifying the results match the acceptance criteria which is performed by the external customer (as opposed to audits by the internal sponsor) |
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Scope Validation |
Performed after UAT is completed
Process of inspecting the results of the control quality process
Deliverable > UAT > Inspection > Accept/reject |
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Schedule Management Plan |
Created during Initiate Time process
Describes the activites for developing and managing the schedule |
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Rolling Wave Planning |
Progressive planning which elaborates activities as the project progresses |
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Activity List |
A breakdown of the WBS (but not part of WBS) that lists all of the schedule activites that are required to complete the project.
Has activity identifier, scope, and details of what needs to be done.
Output of Plan Time process |
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Activity Attributes |
Individuals responsible for each activity |
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Lowest level of activity list is... |
The activities within work packages |
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Lowest level of the WBS is... |
work packages |
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Precedence diagramming method |
Used in the Sequence Activities plan time process.
Uses activity on node (AON) to draw network diagram: Start to Start (SS) - activites begin at same time Start to Finish (SF) - start one to end another Finish to Start (FS) - end one to start another Finish to finish (FF) - both finish at the same time |
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Dependency Determination |
Used in sequence activities in the plan time management process.
Mandatory Dependency: Hard stop, must wait
Discretionary Dependency: Soft stop, advisable
External Dependency: government regulations |
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Lags vs. Leads |
Lags: delaying the start of activity after end of another (ex: +1)
Leads: starting activity before the end of another (ex: -1). Fast tracking/work in parallell, schedule compression, schedule acceleration |
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Graphical Evaluation Review Technique (GERT) |
Uses network diagram in the loop
For testing activities that need to be repeated
Two or more network diagrams connected without disturbing each other |
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Project Schedule Network Diagrams |
Diagrammatic display of scheduled activites (PDM/Network Diagram) |
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Bottom-Up Estimating |
Completed by the team (not PM)
If the resource estimation for a scheduled activity cannot be done, the activity must be divided into further smaller activities.
Activities resource estimates are then aggregated |
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Activity Resource Requirements |
Type and number of resources required for each activity of a work package which is then totaled to determine resources for each work package.
Created in the Plan Time (estimate activity) process
Can be done in parallel with activity duration estimates |
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Analogous Estimating |
Top-down activity duration/cost estimates by PM based on previous projects:
Faster, costs less, NOT accurate |
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Paramatric Estimating |
Bottom-up activity duration/cost estimates by team based on units (installations/hour)
Activity duration = quantity of work * productivity rate
More expensive and takes longer than analogous, still not accurate due to skills varying |
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Three Point Estimate |
Activity duration/cost estimates performed by team Most accurate since risk is considered Pessimistic (P), Optimistic (O), Most-Likely (M)
Beta (PERT) = (P + 4M + O) / 6 *Used for large volumes
Triangular = (P + M + O) / 3 |
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Program Evaluation and Review Technique |
PERT aka three point esimate
(P + 4M + O) / 6 |
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Reserve Analysis |
Time/cost buffer added on top of three point estimate.
Time/cost estimate contingency reserve performed by team for known-unknown (assumptions) regardless of the estimating technique used. |
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Activity Duration Estimates |
Quantitative estimates of time required to complete activities determined in the plan time process.
Includes range of possible results (2 weeks +/- 2 days with a 15% chance of exceeding 3 weeks)
Can be completed in parallel with resource estimate |
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Management Reserve |
Added on top of the three point estimate AND contingency reserve for "unknown-unknown" risks.
PM does not have access to this money.
Added during budgetting, not estimating |
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Resource Calendar |
A calendar that reflects the working hours, vacations, holidays, etc. of all resources required to complete the work packages activities |
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Critical Path Method |
Calculates the early start/finish and late start/finish for all activities on a network diagram using forward and backward pass technique on diagram.
Total float and Free float are calculated
Critical path has zero slack and float |
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Total Float |
Applies to all activities in a path - the amount of time an activity can be delayed without delaying the project (cannot be longer than the critical path).
TF = ES - LS or TF = EF - LF |
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Free Float |
Applies to one activity in a path - the amount of time an activity can be delayed without delaying the early start of the next activity.
Is zero unless there is a lag or it is the last activity in a path. |
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Resource Optimization Technique |
Resource leveling - borrowing non-critical path team resources to the critical path team (must have the skills needed)
Resource smoothing - adjusting the activites without changing scope to ensure completion time |
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Schedule Compression Technique |
Performed on the critical path to shorten the project schedule without changing the scope by using Crashing or Fast Tracking. |
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Resource Crashing |
Schedule Compression technique
Adding more resources to critical path: shortens time but increases cost |
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Fast Tracking (lead technique) |
Schedule compression technique
Adding lead to activites to work on them in parallel: reduces time and reduces quality (increases rework).
Can only be performed if the dependencies are discretionary and not mandatory. |
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Modeling Technique (What-if-scenarios / Monte-Carlo Analysis) |
Used to assess feasability of schedule under adverse conditions so that risk mitigation and contingency reserve can be planned during schedule development.
Calculating different project durations based on different activity scenario's |
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Critical Chain Method |
Duration buffers added to network diagrams (EF of 12 becomes 10+2).
Helps to modify the schedule to account for limited resources. |
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Project Schedule Baseline |
Output from developing schedule - resource details like duration and length of commitment
- Milestone schedule baseline (senior management) - Hammock - Summary of work packages in bar/gannt charts (middle management) - Detailed activity bar/gannt charts (lower mgmt) |
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Resource crashing vs. Optimization |
Crashing = adding resources
Optimization = moving resources |
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Performance Reviews
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Used to control the schedule/cost through earned value analysis, variance analysis, and trend analysis.
Comparing planned vs. actual |
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Cost of Quality |
Conformance + nonconformance = cost of quality
Conformance Cost = preventing failure Nonconformance cost = rework from failure |
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Activity Cost Estimates |
Likely costs of resources required
Definitive activity cost estimates = -5% to 10% accurate |
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Cost Aggregation |
Cost estimates of work packages calculated by aggregating the costs of the activities it contains |
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Funding Limit Reconciliation |
Rescheduling work = funding limits - planned expenditures |
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Budget/Cost Baseline (budget at completion)
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Basis to measure, monitor and control cost performance (Excludes management reserve)
Baseline is an S-Curve -10% to 10% accurate |
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Cost Estimate Accuracies |
Rough order of magnetude = -25% to +75%
Cost Estimate = -5% to +10%
Cost Budget/Baseline = -10% to 10% |
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Earned Value Management technique |
Helps to assess variance from baseline
Consists of: - Planned value vs. earned value - Actual cost - Schedule variance - Status Report (schedule variance / cost variance) - Progress Report (CPI / SPI)` |
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Schedule Performance Index |
Actual completion vs. Planned completion:
SPI = Earned value / Planned value |
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Cost Performance Index |
Actual cost vs. budgetted cost (for every dollar spent, what was earned)
CPI = Earned value / Actual Cost |
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Cost Variance |
Cost Variance = Earned value - Actual cost |
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Schedule Variance |
Schedule variance = earned value - planned value |
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Forecasting Technique |
Estimate at completion - are we on budget?
Estimate to completion - what is needed to finish?
To Complete Performance Index - cost performance on remaining work |
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Trend Analysis |
Used in performance reviews to trend if the planned vs. actual is improving or deteriorating |
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Earned Value Analysis |
Cost Variance
Cost Performance Index
Schedule Variance
Schedule Performance Index |
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To Completion Performance Index |
Calculated projection of cost performance on remaining work
Based on Budget at Completion: (BAC - EV) / (BAC - AC)
Based on Estimated at Completion: (BAC - EV) / (EAC - AC) |
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Net Present Value |
NPV = total benefits - cost
Always pick the highest NPV, despite timeframe |
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Expected Present Value |
Net Present Value but also assumes risk |
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Present Value |
Determining the value of resources N years from now with R as an interest rate:
PV = future value / (1 + R)^n |
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Sunk Cost |
Do not consider the money already spent in order to decide whether to continue with a troubled project |
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Internal Rate of Return |
The interest rate at which the project revenue and project outflows are equal.
Always select the project with the highest IRR |
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Return on Investment |
ROI = total costs - accrued value |
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Direct Cost vs. Indirect cost |
Direct cost can be measured and applied (ex: travel cost, team wages, supplies, etc.)
Indirect costs are administrative expenses not project specific (ex: rent for building, lighting, etc.) |
