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Definition
| Expert and reward, worst is penalty. |
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| A formally constitued gorup of stakeholders responsible for reviewing , evaluating approving, delaying or rejecting changes to a project |
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| request to expand or reduce the project scope, modify policies, processes, plans or procedures, modify costs or budgets, or revise schedules. |
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| collect requirements is the process of defining and documentaing stakeholders' needs to meet project objectives. |
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| deals with causation, it is a cloudy day and there is a propbabality of rain. |
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| Directing/telling Leaders |
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| supervised closely. decisions are made by leader. |
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| Scope baseline, project scehduel , HR plan, risk register, enterprise environmental factors, organizational process assets |
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| activity cost estimates, basis of estimates, project document updates. |
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| help identify the process flow, logic or a method for performing a specific activity or group of activities. Can help ID failing process steps and identify process improvement opportunities. |
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| Forcing conflict resolution |
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| Authority over an organizational unit within a functional organization, makes a product or perform a service |
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| activity resource requirements, enterprise enviromental factors, organziational process assets. |
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| HR plan tools and techniques |
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Definition
| Organizational charts and position descriptions, networking, organizational theory. |
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| Herzeberg- hygiene theory |
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Definition
| motivation is divided with satisfiers (motivators) and dissatisfiers (do not create motivation). this theory must be satisfied before they can move forward. |
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| problem solving by experimental and especially trial and error methods- a rule of thumb |
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| follower decides when leader is involved. |
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| People are motivated to fulfill basic needs before moving to other needs. |
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| Maslow Heiracrchy of needs, herzberg hygiene theory, expectancy theory, achievement theory |
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Definition
| specialized histogram, frequency distribution. Shows how many results were generated by each identified cause. |
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| Plan Quality - Tools and techniques |
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Definition
| Cost benefit analysis, cost of quality, control charts, benchmarking, design of experiment, flowcharting |
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Definition
| Inputs: Scope baseline, stakeholder register, cost performance baseline, schedule baseline, risk register, enterprise environmental factos, organizational process assets |
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| Quality management plan, quality metrics, quality checklist, process improvement plan, project document updates |
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Definition
Integration 1. close project or phase
Procurment 1. Close procurements |
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Term
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Definition
Integration- Direct and Manage Project Execution
Quality Management- perform qaulity assurance
HR- 1. acquire project team
2. Develop team
3. Manage Project Team
Communications- 1. Distribute Information
2. Manage Stakeholders Expectations
Procurment Manag. 1. conduct procurements
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Term
| Process Group- Initiating Process Group |
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Definition
Integration- Develop Project Charter
Communications- ID stakeholders |
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| Process Group- Monitoring and controlling |
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Definition
Integration- 1. M and C project
2. Perform Integrated Change Control
Scope 1. Verify Scope
2. Control Scope
Project Time Managem. 1. Control schedule
Cost Management 1. Control Costs
Proj. Quality Management 1. perform quality control
Communictations 1. Report Performance
Project Risk Management 1. Mon and C Risks
Procurment 1. Adminster procurements
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| Process Group- Planning Group |
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Definition
Integration- Develop Managment Plan
Scope- 1. collect requirements
2. Define Scope
3. Create WBS
Time Management- 1. Define activities
2. sequence activities
3. estimate activity resources
4. Estimate Activity resources
5. Estimate Activity Duration
6. Develop Schedule
Cost Management 1. Estimate Costs
2. Determine budget
Project Quality 1. Plan quality
Management
HR 1. Develop HR plan
Communications 1. Plan communications
Project Risk Mang. 1. Plan Risk Mang
2. ID risks
3. Perform Qaulitative
4. Perform Quanative
5. Plan Risk Responses
Procurment 1. plan procurements |
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| Group of projects or portofolios |
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| PM has full authority ti assign priorities, apply resources, and direct the work of persons assigned to the project. |
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| Referent - Manager authority |
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Definition
| charisma and personality enables strong influence on the team by the PM. |
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| can i issue rewards, perks |
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| -50 to +50% in the intiating process |
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| Rule of 7 in stability anaylis |
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Definition
| seven consecutive data points on either side of the mean , may indicate an out of control situation |
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| Rule of 7 in stability anaylsis |
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Definition
| seven consecutive data points on either side of the mean , may indicate an out of control situation |
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| Rule of 7 in stability anaylsis |
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Definition
| seven consecutive data points on either side of the mean , may indicate an out of control situation |
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| Rule of 7 in stability anaylsis |
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Definition
| seven consecutive data points on either side of the mean , may indicate an out of control situation |
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| opposite of conditional probablity. It statses that the probablitity of one event occuring does not affect the probability of another event occuring. |
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| Team Development- Tuckman- forming |
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Definition
| high dependence on leader for guidance and direction. little agreement on team aims other than received from leader. Individual roles and responsibility are unclear. PM direction |
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| Team Development- Tuckman- storming |
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Definition
| team members fight for positions as they attempt to establish themselves in relation to other team members and leaders. |
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| Team Development- Tuckman-Norming |
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Definition
| agreement and consensus is largely forms among team, who respond well to faciliation by leader. Roles are clear and accepted. |
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| Team Development- Tuckman-adjourning |
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Definition
| the break-up of the group, hopefully when the tasks is completed successfully its purposed fulfilled. |
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| Team Development- Tuckman-performing |
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Definition
| team is strategically aware . Team knows clearly why it is doing what it is doing. |
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| Theory X- dislike work and attempts to avoid it, Theory Y- wants it, likes it , needs it! |
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| ouchi 's management to promote stable employment, high productivity, and high employee morale and satisfication |
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| Three point estimating (PERT and Triangular Divison) |
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Definition
| an analytical technique that uses three cost of duration estimates to represents the optimistic, most likely, and pessimitic scenarios. THis is technique is applied to improve the accuarcy of the estimate of cost or duration when the underlying activity or cost component is uncertain. |
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| achievement , power, affliation |
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| one or more numerical or text values that identify characteristics of work in or sin some way categories the schedule acitivity that allows filtering and ordering of act within reports. |
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| total costs actually incurred and recorded in accomplishing work performed during a given time period for a schedule activity or work breakdown structure component. Actual cost can sometimes be direct labor hours, direct cost, or all costs including indirect costs. |
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| uses parameters set from previous activity as a basis to estimate for same activity or measure future activity. |
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| represents an attribute , yes/no/pass/fail. Number of football jerseys or number of a bus route. |
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| calculations of late finish dates and late start dates for the uncompleted portions of all schedule activity. Determinded by workign backgwards through the scehdul network logic from the projects end date. |
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| an approved plan for a project, plus or minus approved changes. It is compared to actual performance to determine if performance is within acceptable variance thresholds. Gernally refers to current baseline but may refer to original or some other baseline. |
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| compares project practices used in the past to those that are being used in the present. One can identify best practices, guidelines for improvements and a method for measuring performance. |
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| highly detailed and uses the WBS to create the activity estimates for cost. |
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| data gathering nd creativity technique that can be used to ID risks, ideas, or solutions to issues by using a group of team members or subject matter experts. |
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| sum of all budgets established for the work to be performed on a project or a work breakdown structure component or schedule activity. |
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| -10% to +25% in the planning process |
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| define roles and tasks but seek ideas and suggestions from follower. communication is two way |
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| a source of variation that is inherent in the system and predictable. |
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| the amount of funds, budget or time needed above the estimate to reduce the risk of overruns of project objectives to a level acceptable ot the organization. |
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| comparing actual performance twith planned performance, anaylyzing variances, assesing trends to effect process improvements, evaluating possible alternatives, recommending appt. corrective action as needed. |
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Definition
| a management control point where scope, budget, actual cost and schedule are integrated and compared to earned value for performance measure. |
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Definition
| the process of montioring the status of the project to update project progress and managing changes to the baseline schedule. |
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Definition
| -5% or -10% to +10% in planning process |
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| estimate costs - tools and techniques |
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Definition
| expert judgement, analoguous estimating, parametric estimating, bottom-up estimating, three point estimate, reserve analysis, cost of quality, project management estimating software, vendor bid anaylsis |
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Definition
| juran created.. does the product or service meet customer's need- is it fit for use? |
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| ishikawa, root cause analysis, fishbone |
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Definition
| investigates root cause by drawing fishbone diagrams, asking why a least 5 times |
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| mcgregor's theory x and y, theory z, situational continum |
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| legitimate-manager authority |
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Definition
| based on your position and formal title |
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Definition
| provides project resources and SME s, participates in initial planning, manages project activities that fall to their area, may address team memeber performance with the project manager. |
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| organizational structure in which the PM shares responsiblity with functional managers for assigning priorities and for directing the work of persons assigned to the project. |
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| two events cannot occur at a single trial. throwing dice, you will only get one number. |
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| based on the use of parameter and repetitve units of identical work. |
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| protects from external influences, provides funding, approves the charter and PM plan, sets priorities between projects, identifies project manager and authority level, approves or rejects changes, formally accepts deliverables or product of project. |
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| avoids addressing the issue directly and applies a band-aid |
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| may have PM plan signoff responsibilities, verify scope and deliverables, may be part of the change control process, provides requirements. |
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| day to day decisions are to the follower |
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| enables us to perrform mathemetical functions for data. Ex: calculate average height of males in a population |
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| a complete avoidanec of the issue; postponign a decision- high emotion |
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| a deliverable or project work component at the lowest level of each branch of work breakdown structure |
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| based on brainstorming but adds a voting process to rank ideas for further brainstorming or prioritize ideas. |
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| Buzan created, making a visual representation of words, ideas, or other items arranged around central keywords or idea. |
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| major event in the project, key deliverable can include project plan, project scope statement, wbs dictionary |
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