Reading...
Play button
Play button
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;
152 Cards in this Set
- Front
- Back
|
ISO 9000
|
A set of standards governing the requirements for documentation of a quality program.
|
|
|
Program
|
A series of coordinated, related, multiple projects that continue over extended time intended to achieve a goal.
|
|
|
Project life cycle
|
he stages found in all projects—definition, planning, execution, and delivery.
|
|
|
Project Management Professional
|
An individual who has met specific education and experience requirements set forth by the Project Management Institute, has agreed to adhere to a code of professional conduct, and has passed an examination designed to objectively assess and measure project management knowledge. In addition, a PMP must satisfy continuing certification requirements or lose the certification.
|
|
|
Sociotechnical perspective
|
A focus on the interaction between tools/methods and people.
|
|
|
Project
|
A complex, nonroutine, one-time effort to create a product or service limited by time, budget, and specifications.
|
|
|
Implementation gap
|
The lack of consensus between the goals set by top management and those independently set by lower levels of management. This lack of consensus leads to confusion and poor allocation of organization resources.
|
|
|
Net present value (NPV)
|
A minimum desired rate of return discount (e.g., 15 percent) is used to compute present value of all future cash inflows and outflows.
|
|
|
Organizational politics
|
Actions by individuals or groups of individuals to acquire, develop, and use power and other resources to obtain preferred outcomes when there is uncertainty or disagreement over choices.
|
|
|
Payback
|
The time it takes to pay back the project investment (investment/net annual savings). The method does not consider the time value of money or the life of the investment.
|
|
|
Priority system
|
The process used to select projects. The system uses selected criteria for evaluating and selecting projects that are strongly linked to higher-level strategies and objectives.
|
|
|
Priority team
|
The group (sometimes the project office) responsible for selecting, overseeing, and updating project priority selection criteria.
|
|
|
Project portfolio
|
Group of projects that have been selected for implementation balanced by project type, risk, and ranking by selected criteria.
|
|
|
Project screening matrix
|
A matrix used to assess and compare the relative value of projects being considered for implementation.
|
|
|
"Sacred cow"
|
A project that is a favorite of a powerful management figure who is usually the champion for the project.
|
|
|
Strategic management process
|
The process of assessing "what we are" and deciding and implementing "what we intend to be and how we are going to get there." Strategy describes how an organization intends to compete with the resources available in the existing and perceived future environment.
|
|
|
Balanced matrix
|
A matrix structure in which the project manager and functional managers share roughly equal authority over the project. The project manager decides what needs to be done; functional managers are concerned with how it will be accomplished.
|
|
|
Dedicated project team
|
An organizational structure in which all of the resources needed to accomplish a project are assigned full time to the project.
|
|
|
Matrix
|
Any organizational structure in which the project manager shares responsibility with the functional managers for assigning priorities and for directing the work of individuals assigned to the project.
|
|
|
Organizational culture
|
A system of shared norms, beliefs, values, and assumptions held by an organization's members.
|
|
|
Projectitis
|
A social phenomenon in which project members exhibit inappropriately intense loyalty to the project.
|
|
|
Project office (PO)
|
centralized unit within an organization or department that oversees and improves the management of projects.
|
|
|
Strong matrix
|
A matrix structure in which the project manager has primary control over project activities and functional managers support project work.
|
|
|
Weak matrix
|
A matrix structure in which functional managers have primary control over project activities and the project manager coordinates project work.
|
|
|
Cost account
|
A control point of one or more work packages used to plan, schedule, and control the project. The sum of all the project cost accounts represents the total cost of the project.
|
|
|
Milestone
|
An event that represents significant, identifiable accomplishment toward the project's completion.
|
|
|
Organization breakdown structure (OBS)
|
A structure used to assign responsibility for work packages.
|
|
|
Priority matrix
|
A matrix that is set up before the project begins that establishes which criterion among cost, time, and scope will be enhanced, constrained, or accepted.
|
|
|
Process breakdown structure (PBS)
|
A phase-oriented grouping of project activities that defines the total scope of the project. Each descending level represents an increasingly detailed description of project work.
|
|
|
Responsibility matrix
|
A matrix whose intersection point shows the relationship between an activity (work package) and the person/group responsible for its completion.
|
|
|
Scope creep
|
The tendency for the scope of a project to expand once it has started.
|
|
|
Scope statement
|
A definition of the end result or mission of a project. Scope statements typically include project objectives, deliverables, milestones, specifications, and limits and exclusions.
|
|
|
Work breakdown structure (WBS)
|
A hierarchical method that successively subdivides the work of the project into smaller detail.
|
|
|
Work package
|
A task at the lowest level of the WBS. Responsibility for the package should be assigned for one person and, if possible, limited to 80 hours of work.
|
|
|
Apportionment method
|
method Costs allocated to a specific segment of a project by using a percent of planned total cost—for example, framing a house might use 25 percent of the total cost, or coding a teaching module 40 percent of total cost.
|
|
|
Bottom-up estimates
|
Detailed estimates of work packages usually made by those who are most familiar with the task (also called micro estimates).
|
|
|
Contingency reserve
|
Usually an amount of money or time set aside to cover identified and unforeseen project risks.
|
|
|
Delphi method
|
A group method to predict future events—e.g., time, cost.
|
|
|
Direct costs
|
Costs that are clearly charged to a specific work package–usually labor, materials, or equipment.
|
|
|
Function points
|
Points derived from past software projects to estimate project time and cost, given specific features of the project.
|
|
|
Learning curves
|
A mathematical curve used to predict a pattern of time reduction as a task is performed over and over.
|
|
|
Overhead costs
|
Typically organization costs that are not directly linked to a specific project. These costs cover general expenses such as upper management, legal, market promotion, and accounting. Overhead costs are usually charged per unit of time or as a percent of labor or material costs.
|
|
|
Macro and micro estimating
|
Macro estimates are topdown, rough estimates that use surrogates to estimate project time and cost and are used to determine project selection or go-ahead decisions. Bottom-up micro estimates are detailed estimates of work packages usually made by those who are most familiar with the task.
|
|
|
Overhead costs
|
Typically organization costs that are not directly linked to a specific project. These costs cover general expenses such as upper management, legal, market promotion, and accounting. Overhead costs are usually charged per unit of time or as a percent of labor or material costs.
|
|
|
Padding estimates
|
Adding a safety factor to a time or cost estimate to ensure the estimate is met when the project is executed.
|
|
|
Phase estimating
|
This estimating method begins with a macro estimate for the project and then refines estimates for phases of the project as it is implemented.
|
|
|
Ratio (parametric) methods
|
Uses the ratio of past actual costs for similar work to estimate the cost for a potential project. This macro method of forecasting cost does not provide a sound basis for project cost control since it does not recognize differences among projects.
|
|
|
Template method
|
Use of a prepared form to develop project networks, costs, and time estimates.
|
|
|
Time and cost databases
|
Collection of actual versus estimated times and costs of work packages over many projects that are used for estimating new project tasks and their expected possible error.
|
|
|
Top-down estimates
|
Rough estimates that use surrogates to estimate project time and cost (also called macro estimates).
|
|
|
Activity
|
Task(s) of the project that consumes time while people/equipment either work or wait.
|
|
|
Activity-on-arrow(AOA)
|
method for drawing project networks. The activity is shown as an arrow.
|
|
|
Activity-on-node(AON)
|
method for drawing project networks. The activity is on the node (rectangle).
|
|
|
Burst activity
|
An activity that has more than one activity immediately following it.
|
|
|
Concurrentengineering
|
Cross-functional teamwork in new-product development projects that provides product design, quality engineering, and manufacturing process engineering all at the same time.
|
|
|
Critical path
|
The longest activity path(s) through the network. The critical path can be distinguished by identifying the collection of activities that all have the same minimum slack.
|
|
|
Gantt chart
|
A graphic presentation of project activities depicted as a time-scaled bar line (also called a Gantt chart).
|
|
|
Hammock activity
|
A special-purpose, aggregate activity that identifies the use of fixed resources or costs over a segment of the project—e.g., a consultant. Derives its duration from the time span between other activities.
|
|
|
Lag relationship
|
The relationship between the start and/or finish of a project activity and the start and/or finish of another activity. The most common lag relationships are (1) finish-to-start, (2) finish-to-finish, (3) start-to-start, and (4) start-to-finish.
|
|
|
what are the 4 terrorist lvl threats
|
high, significant, moderate, and low
|
|
|
Network sensitivity
|
The likelihood that the critical path will change on a project.
|
|
|
Parallel activity
|
ne or more activities that can be carried on concurrently or simultaneously.
|
|
|
Slack—total and free
|
Time an activity can be delayed before it becomes critical.
|
|
|
Avoiding risk
|
Elimination of the risk cause before the project begins.
|
|
|
Budget reserve
|
Reserves set up to cover identified risks that may occur and influence baseline tasks or costs. These reserves are typically controlled by the project manager and the project team. See management reserve.
|
|
|
Change management system
|
A defined process for authorizing and documenting changes in the scope of a project.
|
|
|
Contingency plan
|
A plan that covers possible identified project risks that may materialize over the life of the project.
|
|
|
Management reserve
|
A percentage of the total project budget reserved for contingencies. The fund exists to cover unforeseen, new problems–not unnecessary overruns. The reserve is designed to reduce the risk of project delays. Management reserves are typically controlled by the project owner or project manager. See budget reserve.
|
|
|
Mitigating risk
|
Action taken to either reduce the likelihood that a risk will occur and/or the impact the risk will have on the project.
|
|
|
Risk
|
The chance that an undesirable project event will occur and the consequences of all its possible outcomes.
|
|
|
Risk breakdown structure (RBS)
|
A hierarchical depiction of the identified project risks arranged by risk category and subcategory that identifies the various areas and causes of potential risks.
|
|
|
Risk profile
|
A list of questions that addresses traditional areas of uncertainty on a project.
|
|
|
Risk severity matrix
|
A tool used to assess the impact of risks on a project.
|
|
|
Scenario analysis
|
A process in which potential risk events are identified and analyzed.
|
|
|
Sharing risk
|
Allocating proportions of risk to different parties.
|
|
|
Time buffer
|
A contingency amount of time for an activity to cover uncertainty—for example, availability of a key resource or merge event.
|
|
|
Transferring risk
|
Shifting responsibility for a risk to another party.
|
|
|
Heuristic
|
A rule of thumb used to make decisions. Frequently found in scheduling projects. For example, schedule critical activities first, then schedule activities with the shortest duration.
|
|
|
Leveling (smoothing)
|
A technique used to lower the maximum demand for a resource by using slack to realign resource.
|
|
|
Planned value (PV)
|
The planned time-phased baseline of the value of the work scheduled. Previously this was called budgeted cost of work scheduled (BCWS).
|
|
|
Resource-constrained project
|
A project that assumes resources are limited (fixed) and therefore time is variable.
|
|
|
Resource profile
|
A chart showing the usage of a resource in a project over time. It is common to try to reduce the peak of the resource usage by leveling or smoothing, thereby improving the utilization of the resource.
|
|
|
Splitting
|
A scheduling technique in which work is interrupted on one activity and the resource is assigned to another activity for a period of time, then reassigned towork on the original activity.
|
|
|
Time-constrained project
|
A project that assumes time is fixed and, if resources are needed, they will be added.
|
|
|
Time-phased baseline
|
A cost baseline that is derived from the WBS and project schedule. The budgeted costs are distributed to mirror the project schedule.
|
|
|
Crash point
|
The most a project activity time can realistically be compressed with the resources available to the organization.
|
|
|
Crash time
|
The shortest time an activity can be completed (assuming a reasonable level of resources).
|
|
|
Direct costs
|
Costs that are clearly charged to a specific work package—usually labor, materials, or equipment.
|
|
|
Fast-tracking
|
Accelerating project completion typically by rearranging the network schedule and using start-to-start lags.
|
|
|
Indirect costs
|
Costs that cannot be traced to a particular project or work package.
|
|
|
Outsourcing
|
Contracting for the use external sources (skills) to assist in implementing a project.
|
|
|
Project cost--duration graph
|
A graph that plots project cost against time; it includes direct, indirect, and total cost for a project over a relevant range of time.
|
|
|
Emotional intelligence (EQ)
|
The ability or skill to perceive, assess, and manage the emotions of one's self and others.
|
|
|
Law of reciprocity
|
People are obligated to grant a favor comparable to the one they received.
|
|
|
Leading by example
|
Exhibiting the behaviors you want to see in others.
|
|
|
Management by wandering around (MBWA)
|
A management style in which managers spend majority of their time outside their offices interacting with key people.
|
|
|
Organizational currencies
|
A set of currencies used as a medium of exchange within organizations to influence behavior.
|
|
|
Proactive
|
Working within your sphere of influence to accomplish something.
|
|
|
Project sponsor
|
Typically a high-ranking manager who champions and supports a project.
|
|
|
Social network building
|
The process of identifying and building cooperative relationships with key people
|
|
|
Stakeholder
|
Individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or completion. They may also exert influence over the project and its results.
|
|
|
Systems thinking
|
A holistic approach to viewing problems that emphasizes understanding the interactions among different problem factors.
|
|
|
Brainstorming
|
Generating as many ideas/solutions as possible without critical judgment.
|
|
|
Dysfunctional conflict
|
Disagreement that does not improve project performance.
|
|
|
Functional conflict
|
Disagreement that contributes to the objectives of the project.
|
|
|
Groupthink
|
A tendency of members in highly cohesive groups to lose their critical evaluative capabilities.
|
|
|
Nominal group technique (NGT)
|
A structured problem-solving process in which members privately rank-order preferred solutions.
|
|
|
Positive synergy
|
A characteristic of high-performance teams in which group performance is greater than the sum of individual contributions.
|
|
|
Project kickoff meeting
|
Typically the first meeting of the project team.
|
|
|
Project vision
|
An image of what the project will accomplish.
|
|
|
Team-building
|
A process designed to improve the performance of a team.
|
|
|
Team rituals
|
Ceremonial actions that reinforce team identity and value.
|
|
|
Virtual project team
|
Spatially separated project team whose members are unable to communicate face to face. Communication is usually by electronic means.
|
|
|
Best alternative to a negotiated agreement (BATNA)
|
Strong or weak BATNA indicates your power to negotiate with the other party.
|
|
|
Co-location
|
A situation in which project members including those from different organizations work together in the same location.
|
|
|
Escalation
|
A control mechanism for resolving problems in which people at the lowest appropriate level attempt to resolve a problem within a set time limit or the problem is "escalated" to the next level of management.
|
|
|
Met-expectations model
|
Customer satisfaction is a function of the extent to which perceived performance exceeds expectations.
|
|
|
Outsourcing
|
Contracting for the use external sources (skills) to assist in implementing a project.
|
|
|
Partnering charter
|
A formal document that states common goals as well as cooperative procedures used to achieved these goals, which is signed by all parties working on a project.
|
|
|
Principled negotiation
|
A process of negotiation that aims to achieve win/win results.
|
|
|
Baseline budget
|
The plan-budgeted value of the work scheduled.
|
|
|
Control chart
|
A chart that plots the difference between scheduled time on the critical path at the report date with the actual point on the critical path.
|
|
|
Cost performance index (CPI)
|
The ratio of budgeted costs to actual costs (BCWP/ACWP).
|
|
|
Cost variance (CV)
|
The difference between EV and AC (CV = EV – AC). Tells if the work accomplished cost more or less than was planned at any point over the life of the project.
|
|
|
Earned value (EV)
|
The physical work accomplished plus the authorized budget for this work. Previously this was called the budgeted cost of work performed (BCWP).
|
|
|
Estimated cost at completion (EAC)
|
The sum of actual costs to date plus revised estimated costs for the work remaining in the WBS. The text uses EACre to represent revisions made by experts and practitioners associated with the project.
|
|
|
Percent complete index
|
Indexes that compare the to-date progress to the end of the project. The implications underlying use of these indexes are that conditions will not change, no improvement or action will be taken, and the information in the database is accurate.
|
|
|
Schedule performance index
|
he ratio of work performed to work scheduled (EV/PV).
|
|
|
Schedule variance (SV)
|
The difference between the planned dollar value of the work actually completed and the value of the work scheduled to be completed at a given point in time (SV = EV – PV). Schedule variance contains no critical path information.
|
|
|
Scope creep
|
The tendency for the scope of a project to expand once it has started.
|
|
|
To complete performance index (TCPI)
|
An index that is useful as a supplement to the estimate at complete (EACf) computation. This ratio measures the amount of value each remaining dollar must earn to stay within the budget.
|
|
|
Tracking Gantt chart
|
A Gantt chart that compares planned versus actual schedule information.
|
|
|
Variance at completion (VAC)
|
Indicates expected actual cost over- or underrun at completion (VAC = BAC - EAC).
|
|
|
In-process project audit
|
Project audits early in projects that allow for corrective changes if they are needed on the audited project or others in progress.
|
|
|
Performance review
|
In general, all review methods of individual performance center on the technical and social skills brought to the project and team. These reviews stress personal improvement and are frequently used for salary and promotion decisions.
|
|
|
Postproject audit
|
These audits tend to include more detail and depth than in-process project audits. Project audits of completed projects emphasize improving the management of future projects.
|
|
|
Project audit report
|
A report that includes classification of the project, analysis of information gathered, recommendations, lessons learned, and an appendix of backup information.
|
|
|
Project closure
|
The end point of a project, usually defined in the project's scope statement, but which does not always correspond with the defined ending.
|
|
|
Team evaluation
|
Evaluating the performance of the project team using a minimum core of conditions in place before the project began. Evaluation practices should emphasize the team as a whole, while minimizing individual performance.
|
|
|
360-degree review
|
A multirater appraisal system based on performance information that is gathered from multiple sources (superiors, peers, subordinates, customers).
|
|
|
Cross-cultural orientations
|
Cultural variations in how different societies have responded to common issues or problems—including relation to nature, time orientation, activity orientation, basic nature of people, and relationships among people—that provide a deeper understanding of cultural differences.
|
|
|
Culture
|
The totality of socially transmitted behavior patterns, beliefs, institutions, and all other products of human work and thought characteristic of a community or country.
|
|
|
Culture shock
|
A natural psychological disorientation that most people suffer when they move to a culture different from their own.
|
|
|
Infrastructure
|
Basic services (i.e., communication, transportation, power) needed to support project completion.
|
|
|
International project
|
A project that includes tasks that will be completed in different countries.
|
|
|
Balanced scorecard method
|
Model that measures the long-run results of major program activities in four areas– customer, internal, innovation and learning, and financial.
|
|
|
Mentor
|
Typically a more experienced manager who acts as a personal coach and champions a person's ambitions.
|
|
|
Oversight
|
A set of principles and processes to guide and improve the management of projects. The intent is to ensure projects meet the needs of the organization through standards, procedures, accountability, efficient allocation of resources, and continuous improvement in the management of projects.
|
|
|
Phase gating
|
A structured process to review, evaluate, and document outcomes at each project phase and to provide management with information to guide resource deployment toward strategic goals.
|
|
|
Portfolio management
|
Centralized selection and management of a portfolio of projects to ensure that allocation of resources is directed and balanced toward the strategic focus of the organization.
|
|
|
Project management maturity
|
A model that strives for a never-ending goal to continuously improve the management of projects by enabling organizations to assess their progress in implementing the best practices in their industry and continually move to improvement.
|
|
|
Project office (PO)
|
A centralized unit within an organization or department that oversees and improves the management of projec
|
