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PMP_08.2010
| Question | Answer |
|---|---|
| Control Chart | [Tool] #Quality_Process, A graphic display of process data over time and against established control limits, and that has a centerline that assists in detecting a trend of plotted values toward either control limit. |
| Sigmas (σ) | ±1σ 68.26% ±2σ 95.46% ±3σ 99.73% ±6σ 99.99% |
| Estimate Types | Definitive: -5% to +10% Budget Estimates: -15% to +25% Order of Magnitude: -50% to +50% |
| Herzberg's Theory of Motivators | Hygiene factors: company policy, supervision, interpersonal relations, working conditions, and salary Motivators / Satisfiers: achievement, recognition, the work itself, responsibility, and advancement. |
| PERT Calcuation | (Pessimistic + 4*Most Likley + Optimistic) / 6 |
| Calculate 1 standard deviation | (pessimistic - optimistic) / 6 |
| Steps to follow when a customer requests a change | 1. Understand what kind of change is requested and talk with team members to assess the implication of the change. 2. Open up a change control. 3. Communicate the change to the mgmt, and inform the customer about the impact of the change 4. Implement |
| The aggregation of the processes, tools, techniques and methodologies to manage a project is referred to as | Project Management Plan |
| Precision vs. Accuracy | Precision and accuracy are not equivalent. Precision means the values of repeated measurements are clustered and have little scatter. Accuracy means that the measured value is very close to the true value. |
| What is the factor that helps a project manager gain maximum support from the assigned project personnel? | Expertise |
| Early termination of a contract for special cases is done in what process? | Close procurement |
| Attribute vs. Variable Sampling | Attribute sampling (the result either conforms or does not conform) VS. variables sampling(the result is rated on a continuous scale that measures the degree of conformity). |
| Organizational Breakdown Structure (OBS) | [Tool]. A hierarchically organized depiction of the project organization arranged so as to relate the work packages to the performing organizational units. |
| Resource Breakdown Structure | Note: NOT RBS (that's risk) A hierarchical structure of resources by resource category and resource type used in resource leveling schedules and to develop resource-limited schedules, and which may be used to identify and analyze project HR assignments. |
| The responsibility of stakeholder expectations management usually lies with the: | Project Manager (vs. Project Sponsor, PM Team, etc.) |
| GERT (Graphical Evaluation and Review Techniques) - Advantages over PERT | Graphical evaluation and review techniques are similar to PERT but have the distinct advantages of allowing for looping, branching, and multiple project end results. |
| Cost of Quality (COQ) | [Technique of #PlanQuality]. A method of determining the costs incurred to ensure quality over life of product; includes preventing nonconformance, appraising, and failure/rework. |
| Measures of Project Success | Success is measured by product and project quality, timeliness, budget compliance, and degree of customer satisfaction. Customer satisfaction is the primary criterion for measuring the project success. |
| Reserve Analysis | [Tech of #DetermineBudget or #EstimateActivityDuration] An analytical tech to determine the ess features and relationships of components in the PM plan to establish a reserve for the schedule duration, budget, estimated cost, or funds for a project. |
| Contractual provisions such as time schedules & deliverables | Constraints |
| Corrective Action vs. Defect Repair | Corr Act: Doc'd dir for exec'ing the proj work to bring expected future perf of the proj work in line with the PM plan. Def Repair: The formally doc'd identification of a defect in a proj component with a rec to repair the defect or completely replace. |
| Qualifications to work as a PM in varying industries / areas, based on PM training & technical training | According to PMI, project management skills span across industries and the knowledge gained in one industry can be used in other industries. A project manager need not be technically qualified in any specific industry to succeed. |
| Reasons for early termination of a contract | Early term is special case of proc closure that can result from a mutual agreement of both parties, from the default of one party, or for conven of buyer if provided for in the contract. Primary: company obj's differ from the obj's of the proj |
| Control Project Cost Inputs / Outputs Work performance ______ | Input: Work Perf Info, about project progress, such as which deliverables have started, their progress and which deliverables have finished Output: Work Perf Meas, The calculated CV, SV, CPI, and SPI values for WBS components |
| Reasons for many change requests | Stakeholders were not properly identified |
| Components of Stakeholder Register | 1. Identification information: Name, position, location, role, contact info; 2. Assessment information: Major requirements, main expectations, potential influence 3. Stakeholder classification: Internal/external, supporter/neutral/resistor, etc. |
| Phase-to-phase Relationships | 1. Sequential 2. Overlapping 3. Iterative |
| Opportunity Cost | Opportunity cost is the cost of passing up the next best option. |
| Appraisal Costs | Appraisal costs are costs incurred by an organization to assess the quality of the products and services in order to avoid failures. They include cost of testing, cost of destructive testing loss, cost of inspections, etc. |
| Utility Function / Utility Theory | This is used to measure stakeholder risk tolerance and defines the level or willingness to accept a risk. The three categories of utility theory are Risk Averse, Risk Neutral, and Risk Seeking. |
| Discretionary Dependencies | Sometimes referred to as preferred logic, preferential logic, or soft logic. Usually based on best practices or unusual aspect of the project; need to be documented, lest it seem an arbitrary float. |
| Theory Z | Theory Z focuses on increasing employee loyalty toward the company by providing a job for life with a strong focus on the well-being of the employee, both on and off the job. Theory Z was developed by Ouchi. |
| Parkinson's Law | Work expands so as to fill the time available for its completion. Some variations of this theory are "Data expands to fill the space available for storage" and "Expenditure rises to meet income." |
| The most important factor determining a Project Manager's level of authority | Organizational structure |
| Design of Experiments (DOE) | Identifying which factors may influence specific variables of a product or process under development or in production |
| Variance analysis | [Technique of #ControlScope] A method for resolving the total variance in the set of scope, cost, and schedule variables into specific component variances that are associated with defined factors affecting the scope, cost, and schedule variables. |
| PMIS is part of... | Enterprise Environmental Factors |
| Risk Avoidance | Changing the project management plan to eliminate the threat entirely, or isolating the risk, include extending the schedule, changing the strategy, or reducing scope. |
| Secondary Risk vs. Residual Risk | Secondary Risk, A risk that arises as a direct result of implementing a risk response. vs. Residual Risk, A risk that remains after risk responses have been implemented. |
Created by:
ijhsiung
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