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SPI
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CPI
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QuestionAnswer
SPI EV/PV - <1=behind schedule, >1=ahead of schedule
CPI EV/AC - <1=over budget, >1=under budget
SV EV-PV
CV EV-AC
Communications Channels N(N-1)/2 where N= the number of team members/stakeholders on a project
SV>0?SV<0? -ahead of schedule- behind schedule (negative bad!!!!)
CV>0CV<0 - under budget- over budget (negative bad!!!!)
Remaining Budget BAC-EV
BAC Planned amount for entire project
VAC BAC-EAC (<0-over budget, >0-under budget)
ETC EAC-AC
EAC BAC/CPI
EAC - Typical AC+(BAC-EV)/CPI
EAC - Atypical AC+(BAC-EV)
EAC - Snafu AC+ETC
TCPI (BAC-EV)/(BAC-AC) ---- <1 GOOD, >1 BAD
Standard Deviation of an activity (P-O)/6
1 sigma 68.26%
2 sigma 95.46%
3 sigma 99.73%
6 sigma 99.99%
Class of Estimate: Definitive +/- 5%
Class of Estimate: Order of Magnitude >+ or -35%
PERT: Expected Activity Duration (P+4M+O)/6
Risk Theory Multiply each probability by impact, then add them all
Project Integration Management Develop Charter - Develop Project Management Plan - Direct/Manage Execution - Monitor & Control Project Work - Integrated Change Control - Close Project/Phase
Project Scope Management Collect Requirements - Define Scope - Create WBS - Verify Scope - Control Scope
Project Time Management Define Activities - Sequence Activities - Estimate Activity Resources - Estimate Activity Durations - Develop Schedule - Control Schedule
Project Cost Management Estimate Cost - Determine Budget - Contol Costs
Project Quality Management Plan Quality - Perform Quality Assurance - Perform Quality Control
Project Human Resources Management Develop HR Plan - Acquire Project Team - Develop Project Team - Manage Project Team
Project Communications Management Identify Stakeholders - Plan Communications - Distribute Information - Manage Stakeholder Expectations - Report Performance
Project Risk Management Plan Risk Management - Identify Risks - Perform Qualitative Risk Analysis - Perform Quantitative Risk Analysis - Plan Risk Response - Monitor & Control Risks
Project Procurement Management Plan Procurements - Conduct Procurements - Administer Procurements - Close Procurements
DMAIC Define, Measure,Analyze, Improve and Control
Taguchi - Design of Experiments Technique that uses experimentation to statistically determine what variables will improve quality
RACI Ressponsible, Accountable, Consult, Inform
Deming 14 Points - (Plan - Do - Check - Act)
Ishakawa Diagrams Fishbone - Cause and Effect
Pareto Chart Type of histogram - 80% of problems caused by 20% of root causes
Monte Carlo Simulation Method of determining project outcome - uses optimistic, pessimistic and most likely
Delphi Technique request for info sent to experts who participate anonymously; responses compiled; results sent for further review until consensus is reached
variance - index - cost - schedule EV minus something - EV divided by something - use AC - use PV
Macgregor's Theory of X and Y X - no trust, Y - managers trust their employees
Herzberg Theory of employee satisfaction
Juran 80/20 principle, quality defined as "fitness for use"
Critical Chain Method takes both cost and resource dependencies into consideration
Critical Path method Looks at the longest duration path thru a network diagram and determines the shortest time to complete the project
Total Float (slack) amt. of time an activity can be delayed w/o delaying the project end date
Free Float (slack) amt. of time an activity can be delayed w/o delaying the early start date of its successor(s)
Project Float (slack) amt. of time an project can be delayed w/o delaying the externally imposed project completion date required by customer or management, or previously committed to by the pm
To calculate 'float' Late Start - Early Start OR Late Finish - Early Finish
Forward Pass Uses Early Start and Early Finish
Backward Pass Begins at project end and uses Late Finish and Late Start
Crash shorten durations on critical path
Fast Track activities done in parallel
Activity Standard Deviation (P-O)/6
Activity Variance [(P-O)/6] to the 2nd power
Heuristics "rule of thumb"
Three Point Estimates used in PERT - Pessimistic, Optimistic, Most Likely
Management Reserve Difference between 'cost baseline' and 'cost budget'
ISO 9000 ISO created quality standards to ensure orgs have quality procedures in place and follow them - does not define quality
Cost of quality looks at... cost of conformance and cost of non-conformance
Present Value the value today of future cash flows - PV=FV/(1+r) to the power of n
Net Present Value the present value of the total benefits (income or revenue) minus the costs over many time periods. NPV lets you compare projects - a +NPV indicates a good investment choice. The project w/the highest NPV is selected.
Benefit Measurement Methods Comparative approach, e.g. "murder" board, peer review, scoring models
Constrained Optimization Methods Mathmatical approach, e.g. liner programming, integer programming
Created by: mspaclady
 

 



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