Project Mgt.

Front 1

What are the two areas quality falls into

Back 1

1. The quality of the deliverable

2. The quality of the process to produce the deliverable

Front 2

What did it cost the company to create the solution, and what are the measurable results?

Back 2

Value of implementation

Front 3

How well did the deliverables work?

Back 3

Value of the experience

Front 4

How long will the service stay implemented?

Back 4

Value of longevity

Front 5

How reliable is the implemented service?

Back 5

Value of reliability

Front 6

Is the product worth the cost?

Back 6

Value of the product

Front 7

Is the product usable?

Back 7

Value of the usability

Front 8

Is the product reliable?

Back 8

Value of the reliability

Front 9

What is the product's life cycle?

Back 9

Value of the longevity

Front 10

The capability of the project to meet the requirements of the project customer

Back 10

quality

Front 11

the ranking or classification of a thing or service

Back 11

grade

Front 12

Thedeliverables are a reflection of the ability of the project manager to manageand complete a project.

Back 12

Results

Front 13

Is the quality of the process directly related to the quality of the deliverables?

Back 13

Yes

Front 14

Mustbe able to see the big picture, coordinateall of the moving parts, and decomposethe project end results into manageablecomponents.

Back 14

Agility

Front 15

Aproject manager works for his managerand the project customers.

Back 15

Service-oriented

Front 16

Another word for Project Information Center

Back 16

War Room

Front 17

This centralized room is a collection ofall materials related to the project.

Back 17

project information center or war room

Front 18

Witha THIS, a project manager can organize, track, complete estimates, and scheduleevents to happen. A project manager can use traditional project managementtechniques with THIS as the catalyst for reaching the project’s end

Back 18

PMIS

Front 19

What are the 5 process groups within a project?

Back 19

1.Initiating

2. Planning

3.Executing

4.Controlling

5.Closing

Front 20

Qualityisaffected from the start. If the expectations of the quality aren’t set,aren’t plannedfor, or aren’t quantified, the project’s success is doomed.

Back 20

Initiating

Front 21

Qualitydoesn’thappen on accident. During this process theproject managementand the project team must plan how the qualitydemands willbe met.

Back 21

Planning

Front 22

Qualitymust beexecuted as part of the work. The project team must follow thespecifics tomeet quality demands as defined in the project plan.

Back 22

executing

Front 23

Inthisphase, more than any other, the project managerensures qualitythrough quality control. The processof managing the project must be of quality as well. Quality controlis inspection-driven.

Back 23

Controlling

Front 24

Acomplete and final review of the project, its ability to meetthe qualityobjectives, and the quality of the project management experienceis required.

Back 24

Closing

Front 25

Work completed must be proven to be in alignment with what?

Back 25

project deliverables

Front 26

alaworpractice thatis not optional in your industry.

Back 26

regulation

Front 27

arule orgenerally accepted practice within an industry.

Back 27

Standard

Front 28

considersthe costto reach the level of quality in relation to the benefits of obtainingthe quality.

Back 28

Benefit-cost analysis

Front 29

Thisapproach uses other projects as a measure of performanceon yourcurrent project. It examines the deliverables, the project managementprocesses, andthe successes and failures within each project to measure howthe currentproject is performing.

Back 29

benchmarking

Front 30

showshow the components within a systemare related

Back 30

flowcharting

Front 31

Thisapproach relies on statistical what-if scenariosto determinewhich variables will resultin the best outcome

Back 31

Design of experiments

Front 32

thesum of all the costs to achievethe expectedquality the customer demands in the project deliverables.

Back 32

cost of quality analysis

Front 33

What are the 3 costs of quality

Back 33

prevention

appraisal

failure

Front 34

aseries of actions and requirements to assure the organizationthat eachproject will meet the relevant quality standards

Back 34

Quality Assurance

Front 35

aformal review of the quality managementactivities youhave in place within your project.

Back 35

quality audit

Front 36

isconcerned with the quality of the actions and deliverables within a project

Back 36

quality control

Front 37

keepsquality errors out of the project. Inspection keeps qualityerrors awayfrom the customer.

Back 37

prevention

Front 38

meansthe results meet the expected quality standards orthey don’t.

Back 38

attribute sampling

Front 39

tracksthe level of acceptability of the resultsover time.

Back 39

variable sampling

Front 40

wherequality excels or diminishesdue toanomalies this typicalvariance is simply called

Back 40

random causes

Front 41

anacceptable range of quality for the project or deliverable

Back 41

tolerance

Front 42

arethe outer and upper limits that the quality results must fallwithin.

Back 42

control limits

Front 43

Themost accessible method to ensure quality is

Back 43

inspection

Front 44

istheprocess of allowing team members to review each other’swork.

Back 44

peer review

Front 45

isthe process of choosing a percentage of results at random, and must be on a consistent basis.

Back 45

statistical sampling

Front 46

displaysthe results of your inspections over time. The results ofinspections areplotted out against a mean, an upper control limit, and a lowercontrol limit.

Back 46

control chart

Front 47

Whenresults of a measurement fall out of control

Back 47

assignable cause

Front 48

80percent of the problemscome from20 percent of the issues. This is also known as the “80/20 rule.”

Back 48

Pareto's law

Front 49

isthe science of taking past results to predictfutureperformance.

Back 49

trend analysis

Front 50

Trendanalysis can ask, “How many errors havebeen experiencedby this point in the project schedule, and how manyadditional errorswere encountered?”

Back 50

Technical performance

Front 51

Trendanalysis can ask, “If we are $4,000over budgetnow, what is our final cost likely to be?”

Back 51

Cost and schedule performance

Front 52

aprocess that involves allemployees withinan organization working to fulfill their customers’ needs while alsoworking toincrease productivity.

Back 52

Total quality Management

Front 53

issimply aformal, informative method of summarizing the status of work completed.

Back 53

progress report

Front 54

arequick news on the workcompleted, ornot, since the last status report.

Back 54

current status reports

Front 55

focuson thework fromthe beginning of the project until the current date

Back 55

cumulative reports

Front 56

detailtheoverall statusof the project, changes from the original plan, changes in execution, orcost varianceswithin the budget. Created on an as-needed basis and are quick and to the point

Back 56

management summary reports

Front 57

summariesof any variances within theproject,mainly time and cost, but they can also be reports on scope variances. Theyrequire theproject manager to evaluate the cumulative work against the originalproject implementationplan.

Back 57

Variance reports