Pmp Offpeak Ch. 1

Front 1

Earned Value (EV) =

Back 1

% complete * BAC

Front 2

Cost Variance (CV) =

Back 2

EV - AC (>0 good)

Front 3

Schedule Variance (SV) =

Back 3

EV - PV (>0 good)

Front 4

Cost Performance Index (CPI) =

Back 4

EV / AC (>1 good)

Front 5

Schedule Performance Index (SPI) =

Back 5

EV / PV (>1 good)

Front 6

Estimate at Completion (EAC) =

Back 6

AC / %Comp., BAC / CPI

Front 7

Estimate to Completion (ETC) =

Back 7

EAC - AC

Front 8

Variance at Completion (VAC) =

Back 8

BAC - EAC

Front 9

Normal Distribution
1 sigma = 6 sigma =
2 sigma =
3 sigma =

Back 9

1 = 68.26%
2 = 95.46%
3 = 99.73%
6 = 99.9999%

Front 10

PERT stands for ? and what is the formula

Back 10

Program Evaluation Review Technique

PERT = (O+4M+P)/6

Front 11

PERT Project Duration =

Back 11

Sum of PERTS

Front 12

STD of activity =

Back 12

(P-O)/6

Front 13

Variance of activity =

Back 13

[STD]^2 or [(P-O)/6]^6

Front 14

Proj STD =

Back 14

√( var1+var2+....)

Front 15

Project Duration =

Back 15

Sum of PERTS +/- Proj STD

Note: the Proj STD may be 2,3, 6...etc

Front 16

Communication Channels =

Back 16

N (N-1) /2

Front 17

EMV =

Back 17

Expected Monetary Value

EMV = Impact * Probability

Front 18

PERT Project Duration =

Back 18

Sum of PERTS

Front 19

STD of activity =

Back 19

(P-O)/6

Front 20

Variance of activity =

Back 20

[STD]^2 or [(P-O)/6]^6

Front 21

Proj STD =

Back 21

√( var1+var2+....)

Front 22

Project Duration =

Back 22

Sum of PERTS +/- Proj STD

Note: the Proj STD may be 2,3, 6...etc

Front 23

Communication Channels =

Back 23

N (N-1) /2

Front 24

EMV =

Back 24

Expected Monetary Value

EMV = Impact * Probability

Front 25

What is a Project?

Back 25

Always has a start and an end.

A "Temporary Endeavor" used to create a unique deliverable (product, service, result) - Projects are typically undertaken to achieve an organization's Strategic Plan.

Front 26

Why is the project Unique?

Back 26

Because every project is different.

Front 27

Project Management is :

Back 27

the application of knowledge, skills, tools, and the resources to obtain the desired product, service, or result. To achieve a desired level of quality - the Triple Constraint must be balanced.

Front 28

What is the Triple Constraint?

Back 28

Cost - Scope - Time
∆
(new PMPBOK has a hexagon--adds in Risk, Resources, and Quality)

Front 29

Progressive Elaboration:

(is not slope creep) - merely add more detail as you go and Plan to do so

Back 29

means that a project team does not know all variables and details about a project from the start, so updates and revisions must be made to plans throughout the project lifecycle. As a team learns more about the project, a greater level of detail can be used in the management of the project.

Front 30

A program is:

Back 30

a group of related projects coordinated strategically to benefit the organization.

Front 31

A portfolio is:

Back 31

a group of projects and programs facilitating effective management for the organization. (see illustration in book)

Front 32

Project Mangagement Office (PMO):

Back 32

is a centralized unit that coordinates projects based on the organizations overall business objectives. --helps facilitate better PM. (think about graphic)

Front 33

Product Life Cycle

Back 33

is the collection of project phases that connect the start of a project to the completion. The review and acceptance of deliverables often marks the completion of one project phase and the beginning of the next.

Front 34

Deliverable

Back 34

a measurable work product such as a specification, design document, or prototype.

Front 35

*Graph of Risk and Stakeholder Influence (describe)

Back 35

Stakeholder influence and risk are high at the beginning of project and decrease.

Front 36

*Graph of Cost of Changes (describe)

Back 36

Cost and staffing levels are low and increase over time.

Front 37

Stakeholder

Back 37

is an individual or organization that influences or are affected by the execution of the project. (Can be positive or negative)

Front 38

Project Manager

Back 38

is a member of the performing organization and is responsible for managing the project.

Front 39

Risk =

Back 39

uncertainty

Front 40

Sponsor - does?

Back 40

funds the project, develops and or approves the project charter, and approves changes to the project objectives.

Front 41

Customer

Back 41

uses the final deliverable and may contribute to stakeholder analysis, QA, or quality policy

Front 42

Functional Organization - how grouped and how do PMs work?

Back 42

staff is grouped by specialty(department) and has one clear supervisor(department manager). --PMs must coordinate across the functional department managers.

Front 43

Projectized Organization

Back 43

staff typically reports directly to the PM. PMs have nearly total authority and access to resources.

Front 44

Matrix Organization

(how many/what are the classifications?)

Back 44

are a mix between Functional and Projectized organizations and can be classified as Weak, Balanced, or Strong.

Front 45

How many types of organizations are there and what are they?

Back 45

5 -Functional, Weak Matrix, Balanced Matrix, Strong Matrix, Projectized

(graphic)

Front 46

Weak vs. Strong Matrix

Back 46

Weak matrix is closer to a Functional Org. while Strong matrix is closer to a Projectized Organization

Front 47

A project phase is a: (2 things)

Back 47

is a component of a product life cycle (graphic)
is NOT a Project Management Process Group

Front 48

Sequential Relationship

Back 48

A phase can only begin when the preceding phase is complete. This reduces risk, reduces compression.

Front 49

Overlapping Relationship

Back 49

A phase may begin before the preceding phase has been fully completed. Increases compression and risk.

Front 50

Iterative Relationship

Back 50

Only one phase is planned at a given time, and the planning for the next phase takes place during the completion of work of the current phase. Good when there is a large degree of uncertainty or the project is quickly changing. Watch PROJECT SCOPE closely and know outcomes.

Front 51

How many project management processes are there?

Back 51

42

Front 52

There are 5 process groups : name them

Back 52

Initiating, Planning, Executing, M&C, Closing

Front 53

Inputs -
Tools and Techniques -

Back 53

-Any item needed to complete a process
-Tangible items...software/knowledget applied to inputs to receive outputs

Front 54

Outputs -
(graphic)

Back 54

-documents or other items that are the result of a process
(graphic) relationship b/w Inp+Too=Out

Front 55

Enterprise Environmental Factors

Back 55

Any or all external environmental factors and internal organizational environmental factors that surround or influence the project's success.
--earthquakes/hurricane/culture

Front 56

Organizational Process Assets

Back 56

Any or all process related assets from any or all of the organizations involved in the project that are or ccan be used to influence the project's success. (plans, procedures) PMO

Front 57

WPI -

Back 57

Work Performance Indicators (HOW) - information and data on the status of the Direct and Manage Project Execution process. Output of execution! measures, estimates, work done..etc.

Front 58

Expert Judgement ?
- when do we use this?

Back 58

-Judgement provided upon expertise in an application area, knowledge are, discipline, industry, etc.
- Always used...in PM.

Front 59

Change Requests -

Back 59

part of M&C - used to expand or reduce the project scope, modify policies, processes, plans, or procedures, modify costs or budgets, or revise schedules