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Term
Estimating
PERT Estimating
Interpretation
Pessimistic + 4*Most Likely + Optimistic /
6
(Pessimistic - Optimistic) / 6
((Pessimistic - Optimistic) / 6 ) squared
N = number of stakeholders
probability x consequences
probability x impact
Earned Value
Planned Value
Actual Cost
Budget At Completion
Estimate at Completion
Variance at Completion
Estimate To Completion
Schedule Variance
Cost Variance
Cost Performance Index
Schedule Performance Index
Remember:
EV comes first in every formula
Variances are always EV minus something
Indexes are always EV divided by something
Cost formulas use AC
Schedule formulas use PV
Interpretation:
Negative (or <1) = bad
Positive (or >1) = good
What it is?
PERT Formula
Task standard deviation (PERT)
Task variance (PERT)
Communication lines
expected cost based on likelihood times impact
Probability (series)=P(A)*P(B)
Probability (parallel)=(1-P(A))*(1-P(B))
Formula
P+4M+O / 6
(P-O) / 6
((P-O) / 6) squared
(Nx(N-1))/2
EAC=BAC/CPI
VAC=BAC-EAC
ETC=EAC-AC
SV=EV-PV
CV=EV-AC
CPI=EV/AC
SPI=EV/PV
Acronym
I-DEC
Knowledge Area
Integration Management
S-IPDVC
Scope Management
T-ASDDC
Time Management
C-REBC
Cost Management
Q-PAC
Quality Management
H-OST
C-PIPA
Communications Management
R-PIQQRM
Risk Management
P-PSSSAC
Procurement Management
Processes
Project Plan Development
Project Plan Execution
Integrated Change Control
Initiation
Scope Planning
Scope Definition
Scope Verification
Scope Change Control
Activity Definition
Activity Sequencing
Activity Duration Estimating
Schedule Development
Schedule Control
Resource Planning
Cost Estimating
Cost Budgeting
Cost Control
Quality Planning
Quality Assurance
Quality Control
Organizational Planning
Staff Acquisition
Team Development
Communications Planning
Information Distribution
Performance Reporting
Administrative Closure
Risk Management Planning
Risk Identification
Qualitative Risk Analysis
Quantitative Risk analysis
Risk Response Planning
Risk Monitoring and Control
Procurement Planning
Solicitation Planning
Solicitation
Source Selection
Contract Administration
Contract Closeout
Term
1 sigma
2 sigma
3 sigma (normal quality level)
6 sigma (higher quality level)
Activity attribute
Administrative closure
Alternative identification
Analogous (top-down) estimating
Arrow diagrmming method (ADM)
Assignable cause
Attribute (measurement) sampling
Baseline schedule
Benefit / cost analysis
Communication overload
Conditional diagramming method (CDM)
Conflict - top 4 causes
Conflict Resolution
Continuous improvement (Kaizen)
Contract Administration
Contract closeout
Control Account Plan (CAP)
Control chart
Control limits
Core processes
Corrective action
Cost-reimburseable contracts
Costs of Conformance
Costs of Nonconformance
Costs of quality
Crashing
Crosby
Decision tree analysis
Decomposition
Deming (Plan-Do-Check-Act)
Dependency types
Direct costs
Distribution - log/log normal
Distribution - triangular
Explanation
68.26%
95.46%
normal control limits (99.73%)
high control limits (99.99%)
task attributes, such as responsibility, geographic area, building, activity type
formal closure of project (or each phase) to ensure completeness/acceptancde
techniques which generate different approaches to the project
using duration of previous task to estimate future similar work
AOA-FS,dummy. Arrow=task, box=dependency
a data point (or rule of seven) that requires investigation to determine cause
the result conforms, or it does not (pounds, inches)
original approved schedule with all approved changes
assessing relative desireability of various project alternatives
results when too many resources are added to a task
allows loops and branches
SPRT. Schedule,Priority,Resource,Technical
confronting (problem-solving),compromising, withdrawing,smoothing,forcing (in order of preference)
process of small incremental improvements in process and product
admininster the contract
completed
integrate to form the sum of the project scope
graphic depiction of whether or not a process is "in control"
acceptable range of process outcomes
interdependent processes performed in essentially the same order on most projects
anything done to bring expected futue performance in line with the project plan
payment for costs plus a (profit) fee. May include incentives.
quality training, studies, surveys
rework, scrap, inventory cost, warranty cost
prevention, appraisal, failure
adding resources to critical paths while maintaining scope (increases costs)
Do things right the first time
tree analysis that leads to evaluation of risk cost/reward
sub-dividing deliverables into smaller, more manageable components for planning
85% of the cost of quality are the direct responsibility of management
mandatory (hard logic), discretionary (preferred,experiential), external (based on needs or desires)
incurred for exclusive benefit of the project
mean and standard deviation
low, most likely, high
Duration compression
Estimate - Budget estimate
Estimate - Critical path method (CPM)
Estimate - Definitive estimate
Estimate - Monte Carlo Simulation
Estimate - Order of magnitude
Estimate - PERT
EVM
Expectancy theory
Expected Monetary Value
Facilitating processes
Fallback plan
Fast-tracking
Fishbone (Ishikawa) diagram
Fixed-price (lump sum) contract
Float
Flowcharts
Free float
GANTT (bar) chart
GERT
Grade (as opposed to quality)
Halo effect
Hammock
Herzberg's Theory
Heuristics
Impact of poor quality
Imposed completion date
Indirect (overhead) costs
Influence diagrams
Initiating processes
Integrated Change Control
Juran's trilogy
Kotter on leading
Kotter on managing
Lag time
Lead time
Leadership styles
Make-or-buy analysis
Marginal analysis
looking to shorten the schedule without chopping the scope; see crashing and fast-tracking+B127
Made during planning phase. From -10 to +25% accurate
AOA diagram,single estimate, emphasize cost control, can have dummies
Made during planning phase. From -5 to +10% accurate
estimate / analysis by a series of controlled simulations
Made during initiation phase. From -25% to +75% accurate
AOA diagram only, 3 estimates, emphasizes schedule
Earned Value Management - measures scope, schedule, and resources throughout PLC
employees who believe effort will lead to performance and reward
probability x consequences
processes performed intermittently or as needed on most projects
developed for high-impact risks or where the selected strategy may not succeed
doing critical path tasks in parallel that were originally planned in series (increases risk)
cause --> effect diagram
requires well-defined product. May include schedule and/or cost incentives. Most common.
the time a task can be delayed from its early start without delaying the project finish date
depict workflow and process flow; used for quality, engineering, etc
the time a task can be delayed without delaying the early start of its successor
weak for planning; use to show progress reporting and to help with control
network diagramming method that allows loops between tasks
ranking of entities with same function but different technical characteristics
tendency to see all factors as one sees a particular factor
one or more summary activities
deals with hygiene factors and motivating agents
rule of thumb (i.e.80/20 rule)
increased cost, low morale, low customer satisfaction, increased risk
may add risk, increase cost, and compromise quality
allocated as cost of doing business, generally a % of direct costs
graphical representations of a problem showing causal influences and variable relationships
performed at project (or phase) start as part of project scope management
influencing, observing, and managing change events across baselines, scope, and processes
fitness of use=QImprovement+QPlanning+QControl
establishing direction, aligning people, motivating and inspiring
consistently producing key results expected by stakeholders
time inserted between tasks (i.e, letting concrete dry)
F-S with 10 day lead: the successor task starts 10 days before the predecessor completes
Directing,facilitating,coaching,supporting,autocratic,consultative,consensus
part of initial scope definition
optimal quality is where revenue improvement=cost of attainment
Market conditions
Maslow's Hierarchy of Needs
Mathematical analysis
McGregor Theory of X and Y
Milestone chart
Milestones
Network diagram
Parametric modeling
Pareto diagram
Pareto's Law
Performance measurement
PERT chart
PLC-Construction (Morris)
PLC-Pharmaceuticals (Murphy)
PLC-Software development (Muench)
PMI mindset
PMIS
Precedence diagramming method (PDM)
Preventive action
Problem-solving process
Process
Procurement audits
Procurement management
Procurement planning
Product Life Cycle
Product Scope
Product verification
Product-oriented processes
Project
Project charter
Project interfaces
Project Management Life Cycle
Project Management processes
Project Plan
Project Planning Methodology
Project Schedule
Project Scope
Project Selection Methods
Project slack (float)
Solicitation Planning
Source selection
Sources of Power
Specification limits
Standard deviation (sigma)
Statement of work (or objectives)
SWOT Analysis
Taguchi
Time and meterials contracts
Total float
Triple constraint
Types of organization
Uncertainty
Unforseeable risks
Value analysis
Variable (characteristic) sampling
Variance analysis
WBS
Work Authorization System
Workarounds
Process Group
Quality Management
Quality Management
Quality Management
Quality Management
Time Management
Comm Management
Scope Management
Time Management
Time Management
Quality Management
Quality Management
Integration Management
Scope Management
Time Management
Time Management
Human Resource Mgmt
Human Resource Mgmt
Quality Management
Procurement Mgmt
Procurement Mgmt
Integration Management
Quality Management
Quality Management
PM Framework
Integration Management
Procurement Mgmt
Quality Management
Quality Management
Quality Management
Time Management
Quality Management
Risk Management
Scope Management
Quality Management
Time Management
Procurement Mgmt
Risk Management
Risk Management
Time Management
Cost Management
Time Management
Cost Management
Quality Management
Cost Management
Time Management
Integration Management
Human Resource Mgmt
Risk Management
PM Framework
Risk Management
Time Management
Quality Management
Procurement Mgmt
Time Management
Quality Management
Time Management
Time Management
Quality Management
Human Resource Mgmt
Time Management
Human Resource Mgmt
Time Management
Quality Management
PM Framework
Procurement Mgmt
Risk Management
Scope Management
Integration Management
Quality Management
PM Framework
PM Framework
Time Management
Time Management
Human Resource Mgmt
Procurement Mgmt
Quality Management
Procurement Mgmt
Human Resource Mgmt
Time Management
Human Resource Mgmt
Time Management
Time Management
Time Management
Cost Management
Quality Management
Quality Management
Integration Management
Time Management
PM Framework
PM Framework
PM Framework
Integration Management
Integration Management
Time Management
Integration Management
Human Resource Mgmt
PM Framework
Procurement Mgmt
Procurement Mgmt
Procurement Mgmt
PM Framework
Scope Management
Integration Management
PM Framework
PM Framework
Scope Management
Human Resource Mgmt
PM Framework
PM Framework
Integration Management
Integration Management
Integration Management
Scope Management
Scope Management
Time Management
Risk Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Quality Management
Risk Management
Time Management
Human Resource Mgmt
Human Resource Mgmt
Time Management
Human Resource Mgmt
Time Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
Risk Management
PM Framework
Time Management
Time Management
Scope Management
Scope Management
Integration Management
Risk Management
Risk Management
Time Management
Procurement Mgmt
Procurement Mgmt
Human Resource Mgmt
Quality Management
Quality Management
Procurement Mgmt
Risk Management
Quality Management
Procurement Mgmt
Time Management
Integration Management
PM Framework
Risk Management
Risk Management
Cost Management
Quality Management
Time Management
Scope Management
Integration Management
Risk Management
KA
Process
Project Plan
Execution
Process Group
Input
Output
Plan
Project Plan
Plan
Historical Data
Supporting Details
Plan
Organizational policies
Plan
Constraints
Plan
Assumptions
Execute
Project Plan
Work Results
Execute
Supporting Details
Change Requests
Execute
Organizational policies
Execute
Preventive Action
Execute
Corrective Action
Execute
Organ. Procedures
Project Plan
Control
Performance Reports
Conf. Management
Corrective Action
Control
Change Requests
Perform. Measurement
Lesson Learned
Control
Additional Planning
Control
Scope Mgmt
Initiation
Scope Planning
Scope Definition
Initiate
Product Description
Project Charter
Initiate
Strategic Plan
Expert Judgment
PM Identified
Initiate
Constraints
Initiate
Historical Data
Assumptions
Plan
Product Description
Product Analysis
Scope Statement
Plan
Project Charter
Benefit/Cost Analysis
Supporting Details
Plan
Constraints
Alternatives Identification
Plan
Assumptions
Expert Judgment
Plan
Scope Statement
WBS Updates
Plan
Constraints
Decomposition
Plan
Assumptions
Plan
Plan
Historical Data
Inspection
Formal Acceptance
Control
Work Results
Prod documentation
Scope verification
Scope Change
control
Time Mgmt
Activity Definition
Activity
Sequencing
Control
WBS
Control
Scope Statement
Control
Project Plan
Control
WBS
Scope Changes
Control
Performance Reports
Perform Measurement
Corrective Action
Control
Change Requests
Additional Planning
Lesson Learned
Control
Plan
WBS
Decomposition
Activity List
Plan
Scope Statement
Templates
Supporting Details
Plan
Historical Data
Plan
Constraints
Plan
Assumptions
Plan
Expert Judgment
Plan
Activity List
PDM
Plan
Product Description
ADM
Plan
Mandatory Dependencies
CDM
Adjusted Baseline
WBS Updates
Activity Duration
Estimating
Schedule
Development
Plan
Discretionary Dependencies
Network Templates
Plan
External dependencies
Plan
Milestones
Plan
Activity List
Expert Judgment
Activity Dur.Estimates
Plan
Constraints
Analogous Estimating
Basis of Estimates
Plan
Assumptions
Plan
Resource Requirements
Plan
Historical Data
Plan
Identified Risks
Plan
Mathematical analysis
Project Schedule
Plan
Duration Compression
Supporting Details
Plan
Resource Requirements
Simulation
Plan
Res.Leveling Heuristics
Plan
Calendars
Plan
Constraints
Coding Structure
Plan
Assumptions
Schedule Control
Plan
Plan
Plan
Activity Attributes
Control
Project Schedule
Schedule Updates
Control
Performance Reports
Perf. Measurement
Corrective Action
Control
Change Requests
Additional Planning
Lesson Learned
Control
PM software
Control
Cost Mgmt
Resource
Planning
Cost Estimating
Variance Analysis
Plan
WBS
Expert Judgment
Resource Requirements
Plan
Historical Data
Alternatives Identification.
Plan
Scope Statement
PM software
Plan
Plan
Organizational Policies
Plan
Plan
WBS
Analogous Estimating
Cost Estimates
Plan
Resource Requirements
Parametric Modeling
Supporting Details
Cost Estimating
Cost Budgeting
Cost Control
Plan
Resource rates
Bottom-up Estimating
Plan
Computerized Tools
Plan
Estimating Publications
Plan
Historical Data
Plan
Chart of accounts
Plan
Risks
Plan
Cost Estimates
Plan
WBS
Plan
Project Schedule
Plan
Control
Cost Baseline
Cost Baseline
Control
Performance Reports
Perf. Measurement
Budget Values
Control
Change Requests
Corrective Action
Control
Additional Planning
Estimate at completion.
Computerized Tools
Project Closeout
Control
Control
Lessons Learned
Quality Mgmt
Quality Planning
Plan
Quality Policy
Benefit/Cost Analysis
Plan
Scope Statement
Benchmarking
Operational Defns
Plan
Product Description
Flow-Charting
Checklists
Plan
Standards&Regulations
Design of experiments
Plan
Cost of Quality
Quality Audits
Execute
QC measurement results
Execute
Operational Defns
Control
Work Results
Inspection
Quality improvement
Control
Control Charts
Acceptance decisions
Control
Operational Defns
Pareto Diagrams
Rework
Control
Checklists
Statistical Modeling
Completed Checklists
Control
Flow-Charting
Process Adjustments
Control
Trend Analysis
Quality Control
Quality improvement
Plan
Project interfaces
Templates
Plan
Staff Requirements
HR Practices
Plan
Constraints
Plan
Staff Acquisition
Team
Development
Comm Mgmt
Communication
Planning
Information
Distribution
Organizational Theory
Organizational Chart
Stakeholder Analysis
Supporting Details
Plan
Staff. Mgmt.Plan
Negotiations
Plan
Preassignment
Plan
Recruitment Practices
Procurement
Execute
Project Staff
Performance Improvements
Execute
Project Plan
Execute
Execute
Performance Reports
Collocation
Execute
External Feedback
Training
Plan
Comm.requirment
Stakeholder Analysis
Plan
Comm.technology
Plan
Constraints
Plan
Assumptions
Execute
Work Results
Communication Skills
Project Records
Execute
Comm.Mgmt.Plan
Project Reports
Information
Distribution
Performance
Reporting
Administrative
Closure
Risk Mgmt
Execute
Project Plan
Project Presentations
Control
Project Plan
Performance reviews
Performance Reports
Control
Work Results
Variance Analysis
Change Requests
Control
Trend Analysis
Control
Control
Inf. Dist.Tools&technqs
Close
Performance Measurement
documentation
Close
Product Documentation
Project Reports
Project Closure
Close
Project Presentations
Lessons Learned
Project Charter
Planning Meetings
Documentation reviews
Risks
Risk Identification
Plan
Organizational policies
Plan
Plan
Plan
Plan
WBS
Plan
Risk Identification
Plan
Triggers
Plan
Risk Categories
Checklists
Plan
Historical Data
Assumption Analysis
Plan
Qualitative Risk
Analysis
Quantitative Risk
Analysis
Diagramming Techniques
Plan
Plan
Identified Risks
Plan
Project Status
Plan
Project Type
Plan
Data Precision
Plan
Plan
Assumptions
Plan
Interviewing
Plan
Identified Risks
Sensitivity Analysis
Plan
Plan
Simulation
Plan
Historical Data
Risk Response
Planning
Risk Monitoring
and Control
Plan
Expert Judgment
Plan
Plan
Avoidance
Plan
Transference
Residual risks
Plan
Mitigation
Secondary risks
Plan
Contractual agreements
Plan
Plan
Plan
Plan
Risk Thresholds
Plan
Risk Owners
Plan
Plan
Control
Workaround plans
Control
Corrective Action
Control
proj.comunication
Control
Control
Scope Changes
Control
Procurement
Mgmt
Procurement
Planning
Solicitation
Planning
Solicitation
Source Selection
Risk database
Plan
Scope Statement
Make-or-buy analysis
Plan
Product description
Expert Judgment
Statement(s) of work
Plan
Procurement resources
Plan
Market conditions
Plan
Plan
Constraints
Plan
Assumptions
Plan
Standard forms
Procurement documents
Plan
Statement(s) of work
Expert Judgment
Evaluation criteria
Plan
Execute
Procurement documents
Bidder conferences
Execute
Advertising
Execute
Proposals
Contract negotiation
Proposals
Contract
Source Selection
Execute
Evaluation criteria
Weighting system
Execute
Organizational policies
Screening system
Execute
Contract
Administration
Independent estimates
Execute
Contract
Correspondence
Execute
Work Results
Performance reporting
Contract changes
Execute
Change Requests
Payment system
Payment requests
Execute
Seller invoices
Procurement audits
Contract file
Close
Contract documentation