Question | to design quality Answer |
6 Processes in Project Time Management | Define Activities, Sequence activities, Estimate Activity Resource, Estimate Activity Duration, Develop Schedule, Control Cost |
Scheduling Methodology definition | defines the rules and approaches for scheduling processes |
2 common scheduling methodologies. | CPM (Critical Path Methodology) & Critical Chain |
What plan documents the project time management processes and their associated tools and techniques | schedule management plan |
Schedule Management plan is a subsidary of or contained in what plan? | Project Management Plan |
3 Inputs to Define Activities Process | Scope Baseline, EEF, OPA |
3 outputs of Define Activities Process | Activity List, Activity Attributes, Milestone List |
5 Inputs to Sequence Activities Process | Activity List, Activity Attributes, Milestone List, Project Scope Statement, OPA |
2 Outputs from Sequence Activities? | Project Schedule Network Diagrams, Project Document Updates |
5 Inputs to Estimate Activity Resources? | Activity List, Activity Attributes, Resource Calendars, EEF,OPA |
3 Outputs of Estimate Activity Resources? | Activity resource requirements, Resource Breakdown Structure, Project Document Updates |
7 Inputs to Estimate Activity Durations | Activity List, Activity Attributes, Activity Resource Requirements, Resource Calendars, Project Scope Statement, EEF, OPA |
2 outputs of Estimate Activity Durations | Activity Duration Estimates, Project Docuiment Updates |
9 Inputs to Develop Schedule? | Activity List, Activity Attributes, Project Schedule Network Diagrams, Activity Resource Requirements, Resource calendars, Activity Duration Estimates,Project Scope Statement, EEF, OPA |
4 Outputs of Develop Schedule | Project Schedule, Schedule baseline, Schedule Data, Project Document Updates |
4 Inputs to Control Schedule | Project Management Plan, Project Schedule, Work performance information, OPA |
5 Outputs of Control Schedule | Work Performance Measurements, OPA updates, Change Requests, Project Management Plan Updates, Project Document Updates |
Tools and Techniques used in Define Activities | -Decomposition -Rolling Wave Planning -Template -Expert Judgement |
Tools & Techniques used in Sequence Activities | -Precedence Diagramming method (PDM) -Dependency Dettermination -Applying leads and lags -Schedule network templates |
Tools and Techniques used in Estimate Activity Resource | -Expert Judgement -Alternatives Analysis -Published Estimating Data -Bottom up estimating -Project Management Software |
Tools and Techniques used in Estimate Activity Durations | -Expert Judgement -Analagous Estimating -Parametric Estimating -Three Point Estimates -Reserve analysis |
Tools & Techniques used in Develop Schedule | -Schedule network Analysis -Critical path method -Critical chain method -Resource leveling -What if scenarion analysis -Applying leads anfd lags -Schedule compression -Scheduling tool |
Tools & Techniques in Control Schedule | -performance reviews -variance analysis -project management software -resource leveling -what if scenarion analysis -adjusting leads and lags -schedule compression -scheduling tool |
What is PDM? | Precedence Diagramming Method |
What is a common technique of PDM? | Activity on Node (AON) |
Three dependencies (types of logic) with AON | Mandatory - Hard logic Discretionary - Soft logic External - Depends on input from outside the project activities |
Four relationship Types | -SS -FS -SS -SF |
Define Lag | modification of a logical relationship that directs a delay in the successor activity |
define Lead | modification in a logical relationship that allows an acceleration of the successor activity |
6 Estimate Activity Durations Methods | -One Time -Three Point -Monte Carlo -Analogous Estimating (Top-Down) -Bottom up -Parametric |
Rolling Wave Planning | More detail to near term deliverables while future at a more general level |
3 Schedule Formats? | -Bar Chart -Milestone chart -Network Diagram with Dates |
Wait inserted between tasks | Lag |
Amount of time a task can be delayed without delaying project | Float or slack |
Which Scheduling term considers resource limitations and adjusts the schedule to work within those functions | Critical Chain Methods |
2 Schedule compression techniques | -Crashing -Fast tracking |
3 Processes in Project Cost Management | -Estimate Costs -Determine Budget -Control Costs |
6 Inputs to Estimate Costs | -Scope Baseline -Project Schedule -Human Resources Plan -Risk Register -EEF -OPA |
9 Tools and Techniques of Estimating costs | -Expert Judgement -Analogous estimating -Parametric estimating -Bottom up estimating -Three point estimates -Reserve analysis -Cost of quality - Project Management Estimating software -Vendor bid analysis |
3 outputs of Estimate Costs | -Activity Cost Estimates -Basis of Estimates -Project Documetn Updates |
7 Inputs to Determine Budget | -Activity Cost Estimates -Basis of estimates -Scioe Baseline =Project Baseline -Resource Calendars -Contacts -OPA |
5 Tools and Techniques of Determine Budget | -Cost Aggregation -Reserve analysis -Expert Judgement -Historical relationships -Funding Limit reconciliation |
3 outputs of determine budget | -Cost performance Baseine -Project funding requirements -projet document updates |
4 Inputs to Control costs | -Project Management Plan -Project funding Requirements -Work performance information -OPA |
6 Tools and techniques to Control Costs | -Earned value management -Forecasting -To-Complete Performance Indes (TCPI) -Performance reviews -Variance analysis -Project management software |
6 outputs of Control costs(Exapmle of each as well) | -Work performance measurements(CV,SV,CPI,SPI for WBS components) -Budget Forecasts(Calculated EAC value or Bottom Up Estimation )-OPA Updates(Variance cause, documented lessons) -Change requests -Project management plan updates -Project document updates |
What process enables PM to know if they should include funds above estimate to reduce risk of overruns & what are these funds called | Reserve analysis, Contingency reserves |
What happens to Contingency as project/Activity progresses? | Decreases |
What are three elements of Scope Baseline | -Scope Statement -WBS -WBS Dictionary |
6 Elements of Scope Statement | -Product Description -acceptance criteria -key deliverables -project boundaries -assumptions -constraints about project |
Define Basis of estimates | Basis of estimate is basically a definition of how the estimates were derived. |
Define Cost Aggergation | Aggregate cost estimates for work packages in WBS |
Reserve analysis can establish what? | Contingency reserves & Management reserves |
Define Management reserves | budgets reserved for unplanned changes to project scope and cost |
What is funding limit reconciliation? | determining if the variance between funding limits and planned expenditures warrents rescheduling |
What is the authorized time-phased BAC? | CPB - Cost performance baseline |
Shape of CPB? | S-Curve |
Define EVM | Earned Value Management - Method of performance measurement that integrates project scope, cost and schedule measurements to help the project management team asses and measure project performance |
Three deminsions of EVM | -Planned Value -Earned Value -Actual Cost |
Define PV | Planned Value - authorized budget assigned to the work to be accomplished |
Total project PV (Two terms) | PMB - Performance measurement baseline BAC - Budget at completion |
Define EV | Earned Value - value of workperformed expressed in terms of the approved budget assigned to the work activity or WBS component. |
Define AC | Actual Cost- total cost actually incurred and recorded on accomplishing work performed for an activity |
Define SV & Give formula | Schedule Variance - measure of schedule performance on a project |
When does SV always = 0 | When project is completed |
Define CV & Give formula | Cost Variance - Measure of cost performance of project. EV-AC |
Define SPI and give formula | Schedule Performance Index - Measure of progress achieved compared to progress planned -SPI=EV/PV |
Define CPI and give formula. | Cost performance Index - Measure of the value of the work completed to the actual cost or progress made -CPI=EV/AC |
What is the most important EVM metric | CPI |
What does the CPI represent in relation to 1 | CPI <1 = cost overrun CPI>1 = cost underrun |
What does PM do when BAC is no longer viable | Develop forecasted EAC |
What is EAC based on? | Actual cost of work performed plus and ETC (Estimate to Complete) -EAC=ETC(Bottom up) +AC |
EAC forecast for ETC work performed at the budgeted rate - formula and when used | EAC = AC + BAC - EV (Only use when assuming improved project performance determined by risk analysis) |
EAC forecast for ETC work performed at present CPI - formula and when used | EAC=BAC/Cumulative CPI -(when assuming consistent performance |
EAC forecasts for ETC work considering both SPI and CPI- formula and when used | AC+[(BAC-EV)/Cumulative CPI * Cumulative CPI] (Used when negative cost performance and requirement to meett firm requirement) |
TCPI - Formula and definition | BAC:(BAC-EV)/(BAC-AC) EAC: (BAC-EV)/(EAC-AC) - Projection of cost performance that must be achieved on remaining work to meet a specific management goal |
3 types of analysis for performance reviews under EVM | earned value performance trend analysis Variance analysis |
In variance analysis, what are CV and CPI used to asses? | Magnitude of variation to the cost baseline |
3 Processes in Quality Management | -Plan Quality -Perform Quality Assurance -Perform Quality Control |
What is involved in Performing Quailty Assurance | Auditing quality requirements and the results from Quality control measurements |
Quality Vs Grade | Defect Rate Vs Feature list |
7 Inputs to Plan Quality | -Scope Baseline -Stakeholder Register -Cost Performance Baseline -Schedule Baseline -Risk Register -EEF -OPA |
9 Tools and Techniques to Plan Quality | -Cost benefit analysis -Cost of quality -Control Charts -Benchmarking -Design of experiments -Statistical Sampling -Flowcharting -Proprietary quality management methodologies -Additional Quality planning tools |
5 outputs of planning quality | -Quality management plan -quality metrics -quality checklists -Process improvement plan -project document updates |
4 Inputs to Perform Quality Assurance | -Project management plan -Quality Metrics -Work performance information -quality control measurements |
3 tools and techniques to perform quality assurance | -paln quality and perfiorm QC tools and techniques -Quality audits -Process analysis |
4 outputs of perform quality assurance | -OPA Updates -Change requests -Project management plan update -Project documents |
7 Inputs to Perform Quality Control | -Project management Plan -Quality Metrics -Quality Checklist -ork percormance measurements -Approved Change requests -Deliverables -OPA |
10 tools and techniques to Perform QC | -Cuase and effect diagram -Control charts - Flowcharting -Histogram -Pareto Chart -Run Chart -Scatter Diagram -Statistical sampling -Inspection -Apprioved Change Request review |
7 outputs to Perform QC | QC Measurements -Validated Changes -Validated deliverables -OPA Updates -Change REquests -PMP Updates -Project document updates |
2 divisions of COQ | -Cost of conformance -cost of nonconformance |
Who bears responsibility of quality | entire organization |
define quality in relation to requirements | degree to which a set of inherent characteristics xatisfies requirements |
Acuracy vs precision | Accuracy = hitting target, precision= consistency |
define plan quality and when is it performed? | process of identifying quality requirements and documenting how project will maintain compliance. Throughout project |
List and define 3 types of qulity costs | -Prevention - upfront costs to design quality -Appraisal - Costs associated with evaluating whether the programs or processes meet the requirements |
3 elements of a HR Plan | -Roles and Resp -Staffing Mgt Plan -Org charts |
who is responsible for managing triple constraints | Senior mgt |
3 types of responsibility chart | -RAM - Shows who does what, but not when -Resource histogram/Staffing mgt plan - Resource allocated/time period -Gantt Chart - Shows when staff is allocated to task |
RAM uses What to assign responsibilities | RACI |
Common format of staffing management plan | histogram |
Schedule variance (Formula) | SV=EV-PV |
Cost Variance(Formula) | CV=EV-AC |
Cost Performance Index (Formula) | CPI=EV/AC |
Schedule Performance Index | SPI=EV/PV |
EAC Formula | AC+Estimate to complete |
EAC if past variances are expected to be atypical | EAC=AC+BAC-EV |
EAC if past variances are expected to be typical | EAC=BAC/Cumulative CPI |
To calculate the budget that will be required to increase the amount of resources to a level that will allow the work to be completed in the remaining time: | EAC = AC + [(BAC - EV) / (cumulative CPI x cumulative SPI)] |
To-complete performance index (TCPI) When using the BAC | TCPI = (BAC - EV) / (BAC - AC) |
To-complete performance index (TCPI) When using the EAC | TCPI = (BAC - EV) / (EAC - AC) |
harassment | Conduct that results in physical harm or creates intense feelings of fear, humiliation, manipulation, or exploitation in another person is defined as harassment by the PMI code. |