Project Management (CAPM)
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| show | Management shares project coordination and each has official authority over staffers in his/her own function. Overseen by a Project Coordinator rather than Project Manager.
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| Projectized Organization | show 🗑
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| show | Blend functional and projectized styles. Project Manager authority varies, but is generally greater than that of a project coordinator in a functional organization.
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| show | One responsible for managing the project
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| show | Oversees a project in a functional organization. Some decision making ability but limited.
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| show | Oversees a project. Limited or no decision making capabilities
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| Life Cycle | show 🗑
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| show | Often called: Phase exits, stage gates or kill points
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| show | Provides financial resources for project
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| Performing Organization | show 🗑
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| Customer | show 🗑
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| show | Consists of project manager, project management team and others who are working together to complete the project.
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| show | Initiating, Planning, Executing, Controlling, Closing
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| Inputs | show 🗑
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| show | Mechanisms applied to inputs
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| show | Documents or items that are produced
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| show | Management of: Scope, Time, Cost, Human Resource, Communications, Risk, Integration, Quality and Procurement
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| show | Processes required to ensure that the various elements of the project are properly coordinated.
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| show | Collection of formal documented procedures, tracking systems, archives and approval levels for reviewing and authorizing changes.
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| Integrated Change Control | show 🗑
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| show | Identified during execution, handled by integrated change control.
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| show | Formally constituted group of stakeholders responsible for approving or rejecting changes to the project baselines: To provide a central control mechanism to ensure that every change request is properly considered, authorized and coordinated.
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| show | Any structured approach to guide a project team in plan development
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| show | Tools used to gather, integrate and communicate the products of project management processes. Used to support all processes groups, from initiation through closing. Includes both manual and automated systems.
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| Earned Value Management | show 🗑
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| show | A formal, approved document used to manage project execution. Often revised.
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| show | Difference between est. cost and actual cost.
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| show | Expected additional cost from now to end
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| Schedule Variance (SV) | show 🗑
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| Variance at Completion (VC) | show 🗑
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| Configuration Management | show 🗑
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| show | Tools that help assess whether there have been variances from plan that require corrective action.
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| Project Scope Management | show 🗑
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| show | Representation of the scope of the project that shows component deliverables broken down to the most basic level.
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| show | Market demand, Business need, Customer request, technological advance, legal requirement.
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| Product description | show 🗑
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| Strategic Plan | show 🗑
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| Project Selection Criteria | show 🗑
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| Product analysis | show 🗑
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| Benefit/cost analysis | show 🗑
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| Scope Statement | show 🗑
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| show | How the project scope will be controlled
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| show | second of the core processes of planning process group. subdividing deliverables
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| show | subdividing major components into smaller manageable ones
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| show | Graphic display of schedule-related information. Shows activities on left side, dates across the top, and horizontal bars.
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| Activity On Node (AON) | show 🗑
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| Critical Path Method (CPM) | show 🗑
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| show | The soonest a task can begin or end
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| show | Used to calculate Early Start/Early Finish
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| show | Latest a task can begin of end without effecting the project duration
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| Backward Pass | show 🗑
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| show | Difference between the amount of time required for a task and the amount available for it
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| show | Technique for estimating, applies a weighted average of optimistic, pessimistic, most likely. As in Duration = (B + 4M + W)/6
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| Monte Carlo Simulation | show 🗑
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| show | An activity is scheduled to start sooner than its dependency
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| Lag | show 🗑
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| show | Amount of time an activity can be delayed without effecting the Early Start of its successor
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| show | Amount of time an activity can be delayed without effecting the project completion date
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| show | Amount of time a project can be delayed without delaying an externally imposed project completion date
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| Schedule Shortening techniques | show 🗑
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| show | Cost of resources needed to complete the project & impact of project decisions on cost of use for the project final product
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| EVM (Earned Value Management) | show 🗑
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| PV (Planned Value) | show 🗑
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| show | Value of work performed expressed in terms of PV (BAC).
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| show | Amount spent on the work performed to-date
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| show | A comparison of amount of work performed during a given period of time to what was scheduled to be performed. EV-PV=?
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| show | A comparison of the budgeted cost of work performed with actual cost. EV-AC=?
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| SPI (Schedule Performance Index) | show 🗑
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| show | A measure of the value of work completed compared to actual cost. Considered to be the most credit EVM metric. EV/AC=? A figure of <1 means project is over budget.
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| CSI: Cost Schedule Index | show 🗑
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| show | Projected total cost of project from this point in the project. AC+ETC=?
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| show | Projection of how much more will be spent from this point.(EAC-AC)
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| show | Cost that changes with the amount of work/production
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| Fixed Cost | show 🗑
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| show | cost attributable to the project work
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| show | cost incurred for the benefit of more than one project
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| show | systematic 'writing-off' of the cost assets over their usable life spans
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| straight line depreciation | show 🗑
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| show | depreciation that reduces the value of an asset more quickly in the earlier part of its usable life
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| present value | show 🗑
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| show | Present value minus the costs
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| show | Length of time it will take a project to recoup its cost
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| show | top-down estimating. using actual cost of previous similar projects
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| Parametric estimating | show 🗑
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| show | Prediction of labor, materials, and other expenses.
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| show | Methodology for estimating a project w/o detailed data. used during the formative stages for initial evaluation of a project aka feasibility
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| Project Quality management | show 🗑
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| Total Quality management (TQM) | show 🗑
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| Six Sigma | show 🗑
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| ISO 9000 | show 🗑
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| show | auditing the quality requirements and the results of quality control measurements to ensure standards are met.
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| Quality control | show 🗑
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| show | Quality control; illustrates which causes of error are most serious
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| Ishikawa Diagram | show 🗑
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| show | Graphic display of results of a process over time; tool used to monitor processes and assure that they remain 'in control'
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| show | overall intentions and direction of the organization with regard to quality, expressed by top management
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| Benefit/Cost analysis | show 🗑
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| show | comparing actual or planned practices to those of other projects both in and beyond the performing organization
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| show | diagram that shows various elements of a system relate
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| show | a statistical method that helps identify which factors might influence specific variables
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| show | total cost of all quality efforts
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| show | connections between communicators in a project
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| 7 areas of conflict | show 🗑
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| show | tone of voice, inflection, other auditory aspects of communication other than words
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| war room | show 🗑
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| show | PM structure characterized by co-located team members, enables informal communication
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| show | methods for storing and recovering data.
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| information distribution methods | show 🗑
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Created by:
acluke
Popular Management sets