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PREDICTIVE Terms 3

TermDefinition
OUTCOME OF HUMAN BEHAVIOR, SYSTEM INTERACTIONS, UNCERTAINTY, & AMBIGUITY THAT CAN BE INTRODUCED BY EVENTS OR CONDITIONS COMPLEXITY PRINCIPLE
UNCERTAIN EVENT OR CONDITION THAT, IF IT OCCURS, CAN HAVE A POSITIVE OR NEGATIVE EFFECT ON ONE OR MORE OBJECTIVES RISK PRINCIPLE
ABILITY TO RESPOND TO CHANGING CONDITIONS ADAPTABILITY PRINCIPLE
ABILITY TO ABSORB IMPACTS & TO RECOVER QUICKLY FROM A SETBACK OR FAILURE RESILIENCY PRINCIPLE
STRUCTURED APPROACH THAT HELPS INDIVIDUALS, GROUPS, & ORGANIZATIONS TRANSITION FROM THE CURRENT STATE TO A FUTURE DESIRED STATE CHANGE PRINCIPLE
GROUP OF RELATED ACTIVITIES THAT ARE CRITICAL FOR THE EFFECTIVE DELIVERY OF PROJECT OUTCOMES PERFORMANCE DOMAINS
ADDRESSES ACTIVITIES & FUNCTIONS ASSOCIATED WITH STAKEHOLDERS STAKEHOLDER P.D.
ELEMENTS OF STAKEHOLDER PERFORMANCE DOMAINS - IDENTIFY - UNDERSTAND & ANALYZE - PRIORITIZE - ENGAGE - MONITOR
DEALS W/ ACTIVITIES & FUNCTIONS ASSOCIATED WITH THE PEOPLE WHO ARE RESPONSIBLE FOR CREATING PROJECT DELIVERABLES THAT REALIZE BUSINESS OUTCOMES TEAM P.D.
LEADERSHIP METHOD THAT IS BASED ON UNDERSTANDING & ADDRESSING THE NEEDS & DEVELOPMENT OF PROJECT TEAM MEMBERS SERVANT LEADERSHIP
DEALS W/ ACTIVITIES & FUNCTIONS ASSOCIATED WITH THE DEVELOPMENT OF APPROACH, CADENCE, & LIFE CYCLE PHASES OF THE PROJECT DEVELOPMENT APPROACH & LIFE CYCLE P.D.
DEALS W/ ACTIVITIES & FUNCTIONS ASSOCIATED W/ THE INITIAL, ONGOING, & EVOLVING ORGANIZATION & COORDINATION NECESSARY FOR DELIVERING PROJECT DELIVERABLES & OUTCOMES PLANNING P.D.
DEALS W/ ACTIVITIES & FUNCTIONS ASSOCIATED W/ ESTABLISHING PROJECT PROCESSES, MANAGING PHYSICAL RESOURCES, & FOSTERING A LEARNING ENVIRONMENT PROJECT WORK P.D.
DEALS W/ ACTIVITIES & FUNCTIONS ASSOCIATED W/ DELIVERING THE SCOPE & QUALITY THAT THE PROJECT WAS UNDERTAKEN TO ACHIEVE PROJECT DELIVERY P.D.
DEALS W/ ACTIVITIES & FUNCTIONS ASSOCIATED W/ ASSESSING THE PROJECT PERFORMANCE & TAKING APPROPRIATE ACTIONS TO MAINTAIN ACCEPTABLE PERFORMANCE MEASUREMENT P.D.
TWO TYPES OF KPI'S - LEADING INDICATORS - LAGGING INDICATORS
S.M.A.R.T METRICS - SPECIFIC - MEANINGFUL - ACHIEVABLE - RELEVANT - TIMELY
MEASUREMENT PITFALLS - HAWTHORNE EFFECT - VANITY METRIC - DEMORILIZATION - MISUSING THE METRICS - CONFIRMATION BIAS
DEALS W/ ACTIVITIES & FUNCTIONS ASSOCIATED W/ RISK & UNCERTAINTY UNCERTAINTY P.D.
5 TRADITIONAL PROCESS GROUPS - INITIATING - PLANNING - EXECUTING - MONITORING & CONTROLLING - CLOSING
PROCESS ITTO'S - INPUT - TOOLS & TECHNIQUES - OUTPUT
THINGS THAT IMPACT THE PROJECT BUT ARE NOT PART OF THE PROJECT ITSELF ENTERPRISE ENVIRONMENTAL FACTORS (INPUT)
THINGS SUCH AS INFORMATION, POLICIES, PROCEDURES, DOCUMENTS, OR KNOWLEDGE BASES WHICH ARE MEANT TO HELP THEM IN ACHIEVING THEIR OBJECTIVES ORGANIZATION PROCESS ASSETS (INPUT)
ANY DOCUMENTS RELATED TO THE PROJECT, BUT ARE NOT PART OF THE PROJECT PLAN PROJECT DOCUMENTS (INPUT)
DEFINES HOW THE PROJECT IS EXECUTED, MONITORED, CONTROLLED, & CLOSED PROJECT MANAGEMENT PLAN
ONE OF THE MOST COMMON TOOLS IN THE PLANNING PROCESS EXPERT JUDGMENT (TOOL)
ON CERTAIN PROCESSES, YOU'LL NEED TO GATHER ADDITIONAL DATA BEFORE CREATING AN OUTPUT FOR THAT PROCESS DATA GATHERING
ANALYZING THE GATHERED DATA DATA ANALYSIS
METHODS OF DATA GATHERING - ALTERNATIVE ANALYSIS - ROOT CAUSE ANALYSIS - VARIANCE ANALYSIS - TREND ANALYSIS
ILLUSTRATE DIFFERENT WAYS DATA CAN BE SHOWN TO STAKEHOLDERS DATA REPRESENTATION
EXAMPLES OF DATA REPRESENTATION - MATRIXES - FLOWCHARTS - FISHBONE DIAGRAMS - HISTOGRAMS
MAKE A DECISION BASED ON THE DATA DECISION MAKING
METHODS OF DECISION MAKING - VOTING - MULTICRITERIA DECISION ANALYSIS - AUTOCRATIC DECISION MAKING
THE MOST IMPORTANT TOOL IN REAL-LIFE PROJECT MANAGEMENT INTERPERSONAL & TEAM SKILLS
METHODS OF INTERPERSONAL & TEAM SKILLS - ACTIVE LISTENING - CONFLICT MANAGEMENT - FACILITATION - MEETING MANAGEMENT
AUTOMATED SYSTEM USED TO HELP THE PROJECT MANAGER OPTIMIZE THE SCHEDULE OR KEEP TRACK OF ALL THE DOCUMENTS & DELIVERABLES PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS)
PROPOSAL TO CHANGE A DOCUMENT, DELIVERABLE, OR BASELINE CHANGE REQUEST
Created by: justin.olive1
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