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24 Cards in this Set
- Front
- Back
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Attributes of PM |
Informs decisions and aids the decision making process Structure and formality helps effective management Continuity (continuous monitoring) Project focus for performance and outcomes |
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Risk mgmt strategies |
Firefighting risk mitigation prevention eliminate root causes |
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PERT vs CPM |
both used to calculate duration and CP CPM = P's that are similar / low risk / high confidence PERT = unique P's / high risk / low confidence |
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The resource problem |
Project network times are not a schedule untilresources have been assigned Cost estimates are not a budget until they havebeen time phased |
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Resource constrainedscheduling |
the duration of a project many be increased bydelaying the late start of some of its activities if resources are not adequateto meet peak demands Can break sequence of events |
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Time constrained projects |
mustbe completed by an imposed datetime is fixed; resources are flexible additional resources are required to ensure P completion |
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Resource constrained project |
thelevel of resources cannot be exceeded resources are fixed; time is flexible inadequate resources can delay the project completion |
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Task related relationship |
Influence based on helping someone else do theirwork Eg requesting for more resources, manpower ortime to finish an activity |
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Position relatedrelationships |
Influence based on the ability to enhancesomeone else’ position with an org - Eg a PM giving someone a challenging task sothat their efforts can be recognized so that they can get a promotion by themanager |
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Inspiration related relationships |
Influence based on inspiration Derived from peoples burning desire to do good Doing work that can make people feel like theyhave one a good thing in the world |
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Friendship relatedrelationships |
Influence based on relationship - Strengthening the relationship as opposed todirectly completing tasks - Eg taking a break from work to get a lunch whenstressed |
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Personal relatedrelationships |
Influence based on enhancing another person’sself esteem |
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Dysfunctional conflict |
Disagreement that does not improve projectperformance Accept and control the conflict - Eliminate it |
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Functional conflict |
Disagreement that contributes to the objectives of the project - Bring in different points of view - Ask someone to be the devil’s advocate |
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CPI |
EV / AC + 1 = under cost = 1 = on cost - 1 = over cost cost efficiency of work accomplished to date |
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CV |
EV - AC |
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ETC |
estimated cost to complete work |
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EAC f |
Used for final costs in large projects used original budget is unreliable ETC + AC |
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EV |
percentage work completed x PV total used to see if we are on or off budget |
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SPI |
measures scheduling efficiency EV / PV +1= ahead = 1 = on - 1 = behind |
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SV |
EV - PV |
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TCPI |
To complete performance index value each remaining dollar must earn in order for the project to be on budget BAC - EV / BAC - AC |
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BAC |
budgeted cost at completion total baseline project cost |
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SCRUM |
Cross functional team collaborating to develop anew product using common goals as opposed to traditional sequential methods - Defines product features and deliverables –prioritizes them - Re-evaluates each feature after iteration –ensures a fully functional feature |
