Earned Value - PM Word Scramble
|
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
| Question | Answer |
| 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