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138 Cards in this Set
- Front
- Back
- 3rd side (hint)
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Early finish minus late finish |
Total float |
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Critical path method |
Forward and backward pass Used to estimate minimum project duration and determine flexibility on network paths. Characterized by a zero float. Considers leads, lags, logical relationships, constraints. Does NOT consider resource limitations |
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CPI |
Cost Performance Index = EV/AC (getting X.X per dollar) use 3 decimal places |
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SPI |
Schedule Point Index = EV/PV (progressing at X% rate) use 3 decimal places |
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EAC |
Estimate at Construction = BAC/CPI (total cost continuing at current work effort) |
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ETC |
Estimate to Complete = EAC-AC ($X more cost to complete project) |
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VAC |
Variance at Completion = BAC-EAC (over/under budget if resumed planned pace) |
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ROM |
Rough order of magnitude -25% to +75% |
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Definitive estimate |
-5% to +10% |
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Ethics 4 PM traits |
Responsibility, fairness, respect, honesty |
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Development approach |
(selected in PL develop proj mgmt plan) Predictive (waterfall) Incremental Iterative Adaptive (agile) Hybrid |
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Ethical decision making |
5As: ASSES facts; consider ALTERNATIVES; ANALYZE validity of decision; APPLY ethic principles to decision; ACTION (make a decision) |
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Project Information |
Work performance data (raw); work performance information (analyzed); work performance reports (published) |
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Competing constraints |
Scope Schedule Cost Quality Resources Risk |
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Business documents |
Needs assessment (goals, obj, opp/constraints) Project business case (econ feasibility) Project benefits mgmt plan (how maximizing and sustaining benefits) |
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Project selection methods |
Constrained optimization (math calcs, algorithms) Benefit Measurement Method (comparative, ie. ROI, NPV) |
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Economic model interpretation |
ROI, IRR, NPV, present/future value, BCR - biggest number, percentage or ratio Opportunity cost - biggest number NOT selected Payback period - shortest duration |
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Project success |
Met business case Organization moved from present to future state Achieved organization objectives Fulfilled contract terms Achieved stakeholder satisfaction Acceptable user adoption Achieved quality of delivery and success criteria |
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PMO structures |
Supportive (low control, provides policies and templates) Controlling (moderate control, provides support and requires compliance) Directive (high control, directly manages projects, provides PMs, responsible for outcomes) |
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Organizational structures |
Organic, Functional, multi divisional Matrix - strong, balanced, weak Project oriented PMO |
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Functional or multi-divisional org structure influence |
Grouped by - job done (engineering) process, org function, region PM authority - little, none PM role - part-time Manages budget - functional mgr PM admin - part-time |
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Matrix org structure influence strong to weak |
Group arranged - job function PM authority - high, mod, low PM role - full, PT, PT Manages budget - PM, mixed, functional PM admin - full, PT, PT |
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Project-oriented or PMO org. structure influences |
Grouped by - project or mixed PM authority - high PM role - full-time Manages budget - PM PM admin - full-time |
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Initiation processes |
Develop project charter (Integration) Identify stakeholders (Stakeholder) |
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Planning Processes |
(Initiate) Dev PM Plan (Scope) Plan scope mgmt Collect req Define scope Create WBS (schedule) Plan sched mgmt Define activities Sequence activities Estimate activity duration Dev sched (cost) Plan cost mgmt Estimate costs Determine budget (Quality) Plan quality mgmt (Resource) plan resource mgmt Estimate activity resources (Communications) plan com. mgmt (Risk) plan risk mgmt Identify risks Perform qual risk analysis Perform quan risk analysis Plan risk response (Procurement) plan proc mgmt (Stakeholders) plan stake engagement |
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Executing Processes |
(integration) Direct and manage project work Manage proj knowledge (Quality) manage quality (Resource) acquire resources Develop team Manage team (Communications) manage communications (Risk) implement risk response (Procurement) conduct procurements (Stakeholder) manage stake engage |
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Monitoring and controlling processes |
(integration) monitor & control proj work Perform change control (Scope) validate scope Control scope (Schedule) control schedule (Cost) control cost (Quality) control quality (Resources) control resources (Communication) monitor communications (Risk) monitor risks (Procurements) control procurements (Stakeholder) monitor stake engage |
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Leadership styles |
Laissez-faire (team makes own decisions) Transactional (goals, feedback, rewards) Servant leader (other people first) Transformational (inspirational motivation) Charismatic (energetic, confident, strong convictions) *Interactional (combo transactional, transformational, charismatic) |
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Project Charter |
Formally authorize project name PM (and authority) signed by sponsor Co-developed w sponsor and PM
High level description, key deliverables Milestone summary Key stakeholder list Project risk Measurable objectives w success criteria Project approval and exit criteria Pre-approved financial resources |
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Business case |
Used to create the project charter States expected outcomes to justify investment Includes business needs & cost benefit analysis |
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Expert judgement |
ALWAYS a T&T (never input or output) |
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Project Management Plan |
(10 mgmt plans) Scope Requirements Schedule Cost Quality Resources Communication Risk Procurement Stakeholder (baselines) Performance measurements baseline= - Scope - Schedule - Cost (Additional elements) Change plan Configuration plan Project life cycle Development approach Management reviews |
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Issue log is created...? |
(E) direct and manage project work |
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Lessons learned register is created...? |
in (E) manage project knowledge |
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Assumptions log is created...? |
In (IN) develop project charter |
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Change log is created...? |
In (MC) perform integrated change control |
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Scope baseline contents |
Scope statement Work breakdown structure (WBS) WBS dictionary |
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Requirements documentation is created...? |
In (PL) collect requirements output |
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Requirements traceability matrix is created...? |
In (PL) collect requirements output |
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Project scope statement is created....? |
In (PL) define scope output |
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Joint application development (JAD) |
Used in collect project requirements - in software development |
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User stories are created...? |
In (PL) collect requirements, for role, goal and motivation |
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Project scope statement contains... |
(like in a contract) Project scope description Project deliverables Acceptance criteria Project exclusions |
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Work breakdown structure (WBS) |
Organized by phase/deliverable/contract into control account > planning package > work package (NO tasks or activities)
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Activity list is created...? |
In (PL) define activities as an output |
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Activity attributes are created...? |
In (PL) define activities as an output |
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Milestone list is created...? |
In (PL) define activities as an output |
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Process diagramming methods (PDM) for schedule dependencies |
FS (most common) FF SS SF (rarely used) |
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Schedule dependencies |
Mandatory or hard logic (legally/ contractually required) Discretionary or preferred/soft logic (could be best practices) ------ External (to project) Internal (to project) |
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Project schedule network diagram is created...? |
In (PL) sequence activities as an output |
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Configuration management plan |
Defines documents that require formal changes and how to record and report changes to them (output in PL develop PM plan) |
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WBS dictionary |
Detailed chart/list of deliverable, activity and schedule info |
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Reserve analysis (for costs) |
Contingency - for known unknowns (included in cost baseline) Management - for unknown unknowns (NOT in schedule/cost baselines) |
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Duration estimates are created...? |
In (PL) estimate activity duration as output, does not include lags |
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Basis of estimates is created...? |
In (PL) estimate activity duration + estimate costs + estimate activity resources outputs. Constraints/assumptions/methods supporting how the estimate was developed |
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Monte carlo analysis |
'simulation' Quantitative risk data analysis for cost, schedule and risk processes (by computer program) to evaluate impact Output: Histogram or probability distribution |
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Schedule data is created...? |
In (PL) develop schedule as an output, for describing and controlling |
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Project calendar is created...? |
In (PL) develop schedule as an output |
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Schedule baseline contains |
Project schedule Schedule data Project calendar |
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Project schedule is created |
In (PL) develop schedule as an output, could be milestone chart, or more detailed bar chart or dependency diagram |
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Schedule forecasts are created...? |
In (MC) control schedule as an output |
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Cost estimates are created ...? |
In (PL) estimate costs as an output |
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Quality metrics are created...? |
In (PL) plan quality management output |
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Quality reports are created...? |
In (EX) manage quality output |
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Quality control measurements are created...? |
In (MC) control quality output |
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Quality vs Grade |
Q- degree a set of characteristics fulfill requirements (is it defective or not?) G- deliverables having same use but different characteristics (waygu steak vs sirloin) |
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Attribute vs variable sampling |
A- conforms or not V- rated on a degree of conformity |
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Quality and/or resource management methodology history |
Deming (focus on quality over costs) Plan-do-check-act (PDCA) Total quality management (TQM) Kaizen / continual improvement / lean manufacturing
Juran (identify customer needs) Pareto principle/ 80-20 rule Resistance to change
Crosby (prevention) Zero defects Fitness for use Doing it right the first time (DRIFT) Cost of quality (COQ) |
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Resource requirements are created...? |
In (PL) estimate activity resources output |
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Resource breakdown structure is created...? |
In (PL) plan resource management then in estimate activity resources output |
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Physical resource assignments are created...? |
In (EX) acquire resources output |
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Project team assignments are created...? |
In (EX) acquire resources output |
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Resource calendars are created...? |
In (EX) acquire resources output |
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Team charter is created...? |
In (PL) plan resource management output |
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Type of Responsibility Assignment Matrix (RAM) |
RACI - responsible, accountable, consult, inform |
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Project communications are created...? |
In (EX) manage communications output |
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Test and evaluation documents are created...? |
In (EX) manage quality output |
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Push communication |
Sent directly without ensuring it reached or was understood Ie. Memos, reports, emails, blog, press releases |
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Pull communication |
For large info and/or audiences, recipients access of their own volition Ie. PMIS, elearning, databases |
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Risk register is created...? |
In (PL) identify risks output |
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Risk report is created...? |
In (PL) identify risks output |
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Change management plan |
How change requests will be authorized & incorporated (output in PL develop PM plan) |
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Performance measurement baseline (PMB) |
Integrated scope/schedule/cost plan to measure performance (output in PL develop PM plan) |
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Management reviews |
Milestones for PM & stakeholders to review progress (output in PL develop PM plan) |
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Variability vs ambiguity risks (non-event) |
V- uncertainty about specific key event/activity ie. Productivity below target - DECISION USE monte carlo A- uncertainty about future ie. Changes in regulations DECISION USE expert judgement or benchmarking w best practices |
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Prompt lists |
T&T used in identify risks, lowest level of risk breakdown structure (RBS) Brainstorming categories: PESTLE TECOP VUCA |
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Qualitative vs quantitative risk analysis |
Qual- subjective, rank/prioritize individual risks Quant- numerical, analyze effect on overall project objectives ($ and/or probability) |
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Risk responses threat/opportunity/project |
T & O: Escalate, accept T: avoid, transfer, mitigate O: share, enhance, exploit Proj: same as T&O (sans escalate) |
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Fixed-Price (FP) contracts |
Use w detailed scope and no changes expected, seller bares risk FFP - firm fee FPIF- incentive, % of profit (over/under) FP-EPA - Economic price adjustment Purchase order - commodity |
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Cost-reimbursable (cost +) contracts |
Use when no detailed scope or expecting changes. Buyer accepts more risk. CPFF - fixed fee CPIF - incentive, % of profit (over/under) CPAF - award, set amount |
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Time & materials contract |
Use when beginning quickly without a detailed scope, usually with a 'not-to-exceed'. Buyer accepts more risk |
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Dispute resolution |
Negotiation, mediation, arbitration, court |
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Stakeholder register is created...? |
In (IN) identify stakeholders output |
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Stakeholder matrix (SEAM) categories |
leading, supportive, neutral, resistant, unaware |
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Communication vs Stakeholder plans |
C - how S - what, when, why |
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Cost baseline |
Includes contingency reserve Excludes management reserve |
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Design for x |
Used in manage quality analysis - design optimization |
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Quality management vs control |
M= analysis, problem solving & reporting C= inspection, testing and measurements, verify deliverables |
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Develop team - tuckman model |
Forming Storming Norming Performing Adjourning |
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Progress vs status report |
P= work accomplished since last report S= all topics |
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validate vs control scope vs quality control |
VS= acceptance of deliverable CS= monitoring scope status and changes QC= verify correctness of deliverable |
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Retrospectives vs backlog vs time boxing vs user stories |
R= reviews recording lessons learned B= work plan, ordered list of work in story form T= iteration/release lengths (periods of work) US= features/deliverables/requirements |
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Zero inventory |
JIT (just in time) - quality assurance, efficient ordering system |
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Requirements management plan is created...? |
In (PL) plan scope mgmt output. Also called business analysis plan, how project requirements will be analyzed, documented and managed. |
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Cost of quality categories |
Cost of conformance - prevention (training, process, time) - appraisal (testing, destructive test, inspection) Cost of nonconformance - internal failure (rework or scrap) - external failure (found by customer: liability, warranty, lost business) |
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Cost estimates includes...? |
Quantitative assessment of probable costs Contingency Management reserve Labor Materials Equipment Services Facilities Info tech Cost of financing Inflation allowance Exchange rates Cost contingency reserve Indirect costs |
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Progressive elaboration |
Ongoing refinement of the PM plan, iterative activities |
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Product requirements are created...? & analyzed how...? |
In (PL) define scope output, used to define products and services through: Product breakdown Requirements analysis Systems analysis Value analysis Value engineering |
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Communication T&Ts |
Expert judgement, communication technology/models/methods/skills, PMIS, interpersonal and team skills, data representation, project reporting, meetings |
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Conflict resolution techniques |
1. Withdrawal/avoid - retreat or postpone 2. Smooth/accommodate - emphasize agreement and conceding ones position 3. Compromise/reconcile - solutions to temporarily or partially resolve (lose-lose) 4. Force/direct - pushing ones viewpoint usually through power (win-lose) 5. Collaboration/problem solve - incorporating different perspectives, cooperative (win-win) |
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Salience model |
Classes of stakeholders based on: Power Urgency Legitimacy (or proximity) |
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Nominal group technique |
Used for brainstorming requirements, uses voting to rank (from 1-5) most useful ideas for further prioritization/brainstorming |
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Pre-assignment |
For resources identified in a proposal or with specific expertise. Can be assigned in develop project charter or before initial resources management plan. |
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develop vs manage team |
D: training, recognitions/rewards, locate and organize set up, team assessment M: tracking performance, providing feedback, resolving issues, managing changes |
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Time-boxing is used for...? |
In adaptive life cycle, time periods for releases or iterations focused on a goal, minimizes scope creep |
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Avoid vs mitigate risks |
A: eliminate through changing something to avoid M: reduce probability by adopting processes, more tests, creating prototypes |
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Communication vs Stakeholder vs project integration mgmt |
C: ensuring collection, creation, distribution, retrieval and management of ALL project information - project reporting S: communicating and working with stakeholders, engaging at project stages, clarifying/resolving issues PI: leading and performing all work, documents performance data, aimed at producing deliverables, issue log |
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Funding limit reconciliation |
Variance between funding & planned expenditures - rescheduling of work to level rate by date constraints for work |
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Resource management plan categories |
Role - function, title Authority - right to apply resources, make decisions, accept deliverables Responsibility - assigned duties, to perform Competence - skill and capacity |
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Active vs passive acceptance |
A: establish a contingency reserve P: no action, only periodic review |
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To acquire resources, negotiate with....? |
Functional managers Other PM teams External organizations/suppliers |
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Change actions/types |
Corrective - realigns performance Preventative - ensures future performance Defect repair - modify nonconformance Updates - changes project documents |
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Unplanned training |
Observation, conversation, PM appraisals |
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Decision tree inputs and outputs |
Decision node: in- cost, out- decision made Chance node: in- scenario probability/reward (if occurs), out- EMV Net Path Value: payoff minus cost |
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Use to prevent bias in qualitative assesment |
Facilitator |
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Consideration in make-or-buy analysis |
Current resource allocation Resource skills & abilities Need for specialized/independent expertise Expansion possibilities Risks |
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Team performance assessment vs performance reviews |
Team: overall team effectiveness during 'develop team' Perform review: measures project performance against performance measurement baseline (combined scope, schedule, cost) |
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Collective bargaining agreement vs mandate plan |
CBA: between employer & union re: hours, wages MP: organizational re: takes, activities |
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Delphi technique |
Anonymous questionnaires used to find consensus or agreement |
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Close phase/project trigger |
Once authorized, product/service/result is delivered or handed over to operations/client/group |
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Scope mgmt plan contains? |
PROCESSES for preparing/establishing - scope statement - WBS - scope baseline - formal acceptance of deliverables |
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Specification vs control limits (control chart) |
S: represent customer or contractual requirements; outside of control limits C: statistically calculated |
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OBS vs RACI/RAM |
O: organized by department or team with work packages and project activities listed R: specific resources assigned to each work packages or activities, can include responsibilities |
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Simulation is used for...? |
Data analysis, effects of project risks - Monte Carlo |
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Decision matrix is used for....? |
Decision making, used for stakeholders and assessing risk responses |
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Technical performance analysis is used...? |
T&T in Monitor Risks |
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Sensitivity analysis is used for...? |
Measuring potential risk impact Output: tornado diagram |
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Influence diagram |
Time ordering risk in quantitative Then analyzed in monte carlo |
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