Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
51 Cards in this Set
- Front
- Back
|
What is the difference between project life cycle and project management process? |
Life cycle is what you have to do to do the project; project management process is what you have to do to manage the project. |
|
|
What is a work performance report? |
Work performance information that is organized into reports to be given to various stakeholders.(Output of Monitor and Control phase) |
|
|
What is work performance information? |
Work performance data is analyzed to make sure they conform to the project management plan & assess what the data means for the project as a whole. (Controlling phase) |
|
|
What is a major topic of every team meeting? |
Risks |
|
|
What is work performance data? |
The initial measurements & details about activities gathered during project work. (Executing phase) |
|
|
Are lessons learned a input or output of project processes? |
Both |
|
|
What are organizational process assets? |
1) Historical information 2) Company procedures 3) Company processes |
|
|
What are Enterprise Environmental Factors? |
1) Company Culture 2) Existing systems
|
|
|
What must be completed before project cost & schedule can be finalized? |
Risk Management |
|
|
What is the major difference between a project expediter & a project coordinator? |
Coordinators can make some decisions, have some authority, and report to upper management. |
|
|
What term coorelates w/ Functional Organizational structure? |
Silo |
|
|
What are the five process groups? |
1) Initiating 2) Planning 3) Executing 4) Monitor and Controlling 5) Closing |
|
|
What are the 6 most common project constrants? |
1) Scope 2) Quality 3) Schedule 4) Budget 5) Resources 6) Risks |
|
|
When is a deliverable decomposition complete? |
When cost estimates can be developed for each work element. |
|
|
When managing a project what is a good order to deal with problems that arise? |
1) Resolve problems w/ resources you control 2) Go to Resource managers 3) Go to customers |
|
|
Who determines metrics to be used to measure quality? |
Project Manager |
|
|
What are the two types of project life cycles? |
1) Plan driven - ex. Construction project 2) Change driven - ex. software development |
|
|
What is the project life cycle? |
The logical breakdown of what you need to do to produce the deliverables of the project. |
|
|
What type of organization can project expediters and project coordinators be found in? |
Matrix organizations |
|
|
What is the difference between a strong and a weak matrix organization? |
Strong means project manager has overall power; weak means functional manager has overall power |
|
|
Lessons Learned are best completed by who? |
The stakeholders |
|
|
When is a project officially approved? |
During project initiating |
|
|
What is the business case? |
Why is the project being done? |
|
|
How Is the risk register an input to creating the schedule when risk management activities haven't occurred yet in the planning process? |
The initial risk register is created during the initiation phase and iterations are made later, so you can use the high-level risk register to create the schedule and refine later |
|
|
When are resources released from a project? |
Once their work is approved and accepted and they have completed any documentation or other activities that pertain to their work. |
|
|
When can changes to the project be requested? |
During both the executing and the monitoring and controlling processes |
|
|
What comes before creating a network diagram? |
Creating a activity list |
|
|
What is analogous estimating? |
A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project.
Analogous estimating is generally less costly and less time consuming but also less accurate. |
|
|
What is parametric estimating? |
A estimating technique relying on an algorithm to calculate cost or duration based on historical data and project parameters.
Ex. One computer takes 5 hrs to install, so if 10 are installed that is 50 hrs of labor. |
|
|
What are the three estimates of PERT? |
Most likely (tM) Optimistic (tO) Pessimistic (tP)
Also, tE stands for the total estimate |
|
|
What does PERT stand for? |
Program evaluation and review technique |
|
|
What are the two formulas for PERT? |
Triangular Distribution tE = (tO + tM + tP) / 3 Beta Distribution tE = (tO + 4tM + tP)/ 6 |
|
|
What is the primary difference between contingency reserves and management reserves on a project? |
Contingency reserves are for "known-unknowns" and management reserves are for "unknown-unknowns" |
|
|
What is the definition of the Develop Schedule process within Time management? |
Process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model |
|
|
Critical path method and critical chain method are techniques of what technique and of what process? |
They are techniques within "Schedule Network Analysis" which is part of the "Develop Schedule" process |
|
|
What is the critical path method used for? |
To estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model |
|
|
What is total float? |
Total float is the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint. |
|
|
What is free float? |
The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint |
|
|
What can be determined once total float is determined? |
Free float |
|
|
What is the primary difference between CPM (critical path method) and CCM (critical chain method) |
CPM disregards resource limitations; whereas CCM accounts for resource limitations and project uncertainities |
|
|
What is a feeding buffer? |
A buffer placed at points where a chain of dependent activities (that are not on the critical chain) feeds into the critical chain |
|
|
What is resource leveling? |
A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply - part of develop schedule process |
|
|
What is resource smoothing? |
Technique to ensure resource requirements don't exceed certain predefined resource limits. This ensures critical path is maintained, but it means potentially not all resources can be available for the project |
|
|
What is the simulation modeling technique? |
It is part of the schedule development process. It involves calculating multiple project durations with different sets of activity assumptions aka making mock schedules to compare to see the most probable. Three-point estimating is used. Most common simulation is Monte Carlo analysis.
|
|
|
What is Monte Carlo analysis? |
It is a analysis in which distribution of possible activity durations is defined for each activity and used to calculate a distribution of possible outcome for the total project. |
|
|
When are leads used? |
In limited circumstances to advance a successor activity with respect to the predecessor. |
|
|
When are lags used? |
In limited circumstances where processes require a set period of time to elapse between predecessors and successors without work or resource impact. Ex. wait for concrete to dry |
|
|
What are some examples of crashing a schedule? |
Approving overtime, bringing in additional resources, or paying to expedite delivery to activities on a critical path. |
|
|
What is a major downfall to fast-tracking? |
It may result in rework and increased risk |
|
|
What is the control schedule process concerned with? |
- Determining the current status of the project schedule - Influencing the factors that create schedule changes - Determining if the project schedule has changed - Managing the actual changes as they occur |
|
|
What is trend analysis? |
The technique of examining project performance overtime to determine whether performance is improving or deteriorating. Part of control schedule process |
