Definitions Flashcards
(500 cards)
1
Q
total float formula
A
total float = late finish - early finish
2
Q
normal distribution
A
bell curve - symmetrical distribution - 50% chance of falling below the mean and 50% chance of falling above the mean (1sigma=68.27%. 2sigma = 95.45%. 3sigma= 99.73%)
3
Q
triangular distribution
A
when there are 3 possible values w/ equal probability - distribution is a triangle. A= lowest value, B= highest value, M = most likely value
4
Q
beta distribution (PERT)
A
triangular distribution w/ more weight given to the most likely estimate (can be asymmetrical). O = optimistic estimate, ML=most likely estimate, P=pessimistic estimate
5
Q
mean for a beta distribution
A
mean = (O + 4ML + P)/6
6
Q
mean = (O + 4ML + P)/6
A
standard deviation for beta distribution
7
Q
standard deviation for beta distribution
A
standard deviation = (P-O)/6
8
Q
statistical sums
A
project mean is the sum of the means of the individual tasks. project standard deviation is the square root of the project variance
9
Q
earned value management
A
used to monitor the progress of a project and is an analytical technique. uses 3 independent values - PV, AC, EV
10
Q
planned value (PV)
A
the budget or the portion of the approved cost estimate planned to be spent during a given period
11
Q
actual cost (AC)
A
the total of direct and indirect costs incurred in accomplishing work during a given period
12
Q
earned value (EV)
A
the budget for the work accomplished in a given period
13
Q
cost variance (CV)
A
CV = EV - AC
14
Q
schedule variance (SV)
A
SV = EV - PV
15
Q
cost performance index (CPI)
A
CPI = EV/AC
16
Q
schedule performance index (SPI)
A
SPI = EV/PV
17
Q
positive CV indicates, negative CV indicates
A
costs are below budget, costs are overrun
18
Q
positive SV indicates, negative SV indicates
A
a project is ahead of schedule, a project is behind schedule
19
Q
CPI greater than 1.0 indicates
A
costs are below budget
20
Q
SPI greater than 1.0 indicates
A
project is ahead of schedule
21
Q
CPI less than 1.0 indicates
A
costs are over budget
22
Q
SPI less than 1.0 indicates
A
a project is behind schedule
23
Q
estimate at completion (EAC)
A
the amount we expect the total project to cost on completion and as of the “data date” (time now)
24
Q
new estimate technique for finding EAC
A
EAC = AC/new estimate for remaining work
25
new estimate is most applicable when:
the actual performance to date shows that the original estimates were fundamentally flawed or when they are no longer accurate because of changes in conditions relating to the project
26
original estimate technique for finding EAC
EAC = AC/(BAC - EV)
27
original estimate is most applicable when:
actual variances to date are seen as being the exception, and the expectations for the future are that the original estimates are more reliable than the actual work effort efficiency date
28
performance estimate low technique for finding EAC
EAC = AC + (BAC - EV)/CPI or EAC = BAC/CPI
29
performance estimate low formula is most applicable when:
future variances are projected to approximate the same level as current variances
30
performance estimate high technique for finding EAC
EAC = AC + (BAC - EV) / (CPI)(SPI)
31
performance estimate high formula is most applicable when:
the project is over budget and the schedule impacts the work remaining to be completed
32
BAC
budget at completion. the total budgeted cost of all approved activities
33
ETC
estimate to complete - the estimate for completing the remaining work for a scheduled activity
34
ETC when past variances are considered to be atypical
ETC = BAC - EV
35
ETC when prior variances are considered to be typical of future variances
ETC = (BAC - EV)/CPI
36
communications channels
channels = (n(n-1))/2. n - number of ppl
37
rule of seven
if 7 or more observations occur in one direction, or a run of 7 observations occurs either above or below the mean, they should be investigated to determine if they have an assignable cause.
38
business value
the entire value of a business - the total sum of all tangible and intangible elements
39
colocation
project team members are physically located close to one another in order to improve communications, working relations, and productivity
40
constraint
a restriction or limitation that may force a certain course of action or inaction
41
enterprise environmental factors
external or internal factors that can influence a project's success. includes controllable factors such as the tools used in managing project within the org, or uncontrollable factors that have to be considered by the project manager such as market conditions or corporate culture
42
good practice
a specific activity or application of a skill, tool, or technique that has been proven to contribute positively to the execution of a process
43
operations
ongoing work performed by ppl, constrained by resources, planned, executed, monitored, and controlled. unlike a project bc they are repetitive
44
organizational process assets
any formal or informal processes, plans, policies, procedures, guidelines, and ongoing or historical project info such as lessons learned, measurement data, project files, and estimates vs actuals
45
portfolio
a collection of programs, projects, and additional work managed together to facilitate the attainment of strategic business goals
46
product life cycle
the collection of stages that make up the life of a product. these stages are typically introduction, growth, maturity, and retirement
47
program
a group of related projects managed in a coordinated way
48
progressive elaboration
the iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available
49
project
work performed by ppl, constrained by resources, planned, executed, monitored and controlled. has a definite beginning and end and creates a unique outcome
50
project life cycle
the name given to the collection of various phases that make up a project - make the project easier to control and integrate
51
project management
the ability to meet project requirements by using various knowledge, skills, tools, and techniques to accomplish project work
52
project management info system
collection of tools, methodologies, techniques, standards, and resources used to manage a project
53
stakeholder
an individual, group, or organization who may affect by, or perceive itself to be affected by a decision, activity, or outcome of a project
54
standard
a document that describes rules, guidelines, methods, processes, and practices that can be used to enhance the chances of success
55
subproject
a component of a project
56
program management
the act of managing a group of related projects in a coordinated way
57
project management office (PMO)
an additional layer of organization dedicated to helping project managers
58
project managers roles
focus on the immediate needs of the project, control the project management team and participants, control scope, schedule, cost, and quality trade-offs
59
PMO manager roles
review program scope changes for opps and risks, attempt to maximize/optimize/satisfy shared resources, manage overall risk, opportunities, and interdependencies of all projects at their level of the enterprise
60
project management knowledge competency
what project managers know
61
project management performance competency
what project managers do
62
personal competency
how project managers behave based on their attitudes and personal characteristics
63
role of the project participant
work as subject matter experts - give cultural, social, international, political, and physical contexts to the project environment
64
functional organizations
each employee is in a hierarchical structure with one superior. staff is often grouped by specialty
65
pros of a functional organization
flexibility in staff use, availability of experts for multiple projects, grouping of specialists, technological continuity, normal advancement path
66
cons of a functional organization
client is not the focus of activity, function rather than problem oriented, no one fully responsible for project, slow response to the client, tendency to sub optimize, fragmented approach to a project
67
project expeditor
a facilitator - has little formal authority - communicates information btwn the executive and the workers. used when project costs are relatively low
68
project coordinator
reports to a higher level in the hierarchy, usually holds a staff position. has more formal authority than a PE. can assign work to functional workers. useful when project costs are relatively low compared to those in the rest of the organization
69
pros of matrix organizations
project is the point of emphasis, access to a reservoir of technical talent, less anxiety about team future at project completion, quick client response, better firm-wide balance of resources, minimizes overall staff fluctuations
70
cons of matrix organizations
two-boss syndrome, more time and effort needed to get team members, functional managers may be reluctant to share top performers, conflicts of authority between project manager and functional manager, careful project monitoring required, political infighting among project managers
71
projectized organizations
team members are often collocated, project manager has a large amount of independence and authority
72
pros of projectized organizations
one boss, project manager has independence/authority, team members are collocated, treated as insiders, most resources are involved in project work
73
cons of projectized organizations
hourly costs may become inflated while specialists are waiting between assignments or are on call, bureaucracy, standards, procedures, and documentation may result in an abundance of red tape
74
expert judgment
tool and technique used in every process group
75
2 characteristics of a corporate knowledge base
identify gatekeepers of a knowledge base, have unstructured pathways for access that simplify the relationship of a current need to prior attempts/successes
76
gatekeeper
an individual or team that has experience with a variety of projects, problems, and processes
77
examples of enterprise environmental factors
organizational culture and structure, government or industry standards, infrastructure, existing human resources, personnel administration, company work authorization systems, marketplace conditions, stakeholder risk tolerances, commercial database, project management information systems
78
phases of project life cycle
concept phase, development/planning phase, implementation/execution phase, termination/close phase
79
at what phase in the project life cycle are resources necessary at their highest
implementation/execution phase
80
deliverables of the concept phase
1. feasibility studies that clarify the problems to be solved 2. order of magnitude forecasts of cost 3. a project charter to grant permission for the project to proceed
81
deliverables of the development/planning phase
1. scope statement 2. WBS 3. schedule baseline 4. determination of budgetary costs and a developed budget 5. identification of resources and team members w/ levels of responsibility 6. a risk assessment 7. communications management plan 8. a project plan 9. control systems and methods for handling change control
82
deliverables of the implementation and execution phase
1. execution results for work packages 2. status reports and performance reporting 3. procurement of goods and services 4. managing, controlling, and redirecting of scope, quality, schedule and cost 5. resolution of problems 6. integration of the product into operations
83
deliverables of the termination and close phase
1. formal acceptance 2. documented results and lessons learned 3. reassignment or release of resources
84
sequential phases
often called for bc of the absence/uncertainty of info needed to proceed w the dependent phase
85
overlapping phases
when a project has low uncertainty and/or commitment of funding for the duration of the project. may increase risk
86
predictive life cycles
preferred when the product to be delivered is well understood
87
iterative or incremental life cycle2
used when scope details become clear as each phase is completed. works well in highly complex projects
88
adaptive, agile, or change-driven life cycles
work well in a rapidly changing environment
89
code of ethics and professional conduct
responsibility, respect, fairness, and honesty
90
tailoring
project managers and their teams consider each process and determine if it is appropriate to their specific situation
91
input
a tangible item internal or external to the project that is required by a process for the process to produce its output
92
output
a deliverable, result, or service generated by the application of various tools or techniques within process
93
technique
a defined systematic series of steps applied by one or more individuals using one or more tools to achieve a product or result or to deliver a service
94
tool
a tangible item such as a checklist or template used in performing an activity to produce a product or result
95
initiating
defining and authorizing the project or phase
96
planning
defining objectives, refining them, and planning the actions required to attain them
97
executing
integrating all resources to carry out the project plan
98
monitoring and controlling
measuring progress to identify variances and taking corrective action when necessary
99
closing
bringing the project or phase to an orderly end, including gaining formal acceptance of the result
100
tuckman's team stages
forming, storming, norming, performing, adjourning
101
data
raw observations and measurements that are identified as activities are performed. usually an output
102
information
data that has been analyzed in context. usually an input
103
reports
the physical or electronic representation of work performance information compiled in project documents. can be either input or output
104
application area
a category of projects that share components that may not be present in other categories or projects
105
change control
the procedures used to identify, document, approve, and control changes to the project baselines
106
change management
the process for managing change in a project. should be incorporated into the project management plan
107
objective
something toward which work is to be directed, a strategic position to be attained, a purpose to be achieved, a result to be obtained, a product to be produced, or a service to be performed
108
project management information system (PMIS)
the collection of tools, methodologies, techniques, standards, and resources used to manage a project. can be formal or informal
109
project management methodology
any structured approach used to guide the project team through the project life cycle. may utilize forms, templates, and procedures standard to the org
110
develop project charter phase
used to formally authorize a new project or validate an existing project for continuation into the next phase
111
statement of work
an input in the form of a narrative description of the products or services to be delivered by the project
112
business case
provides the business perspective for which the project is being initiated. deals w the business needs being addressed by the project
113
examples of business reasons addressed by a project
market demand, business needs, customer request, technological advancement, legal requirement, social need
114
validate a good objective
SMART - specific, measurable, achievable, realistic, timely
115
agreement
request initiated by an external entity, will include a defined SOW and the business case and a rationale for the request
116
project charter
an agreement btwn the sponsor and the assigned project manager. this document names the project manager
117
considerations when developing the project charter
enterprise environmental factors and organizational process assets
118
work breakdown structure
the ruling scope document - a framework for defining project work by breaking it down into smaller, more manageable pieces, it defines the total scope of the project using descending levels of detail
119
schedule
reflects the work to be performed and defined by the WBS over time and is used to measure project performance
120
time-phased budget
summarizes the effort expressed in resource costs that are depended to produce each deliverable
121
s curve
displays cumulative costs, total planned cost, and actual cost
122
3 baseline plans
scope baseline plan, schedule baseline plan, cost baseline plan
123
enterprise environmental factors that could constrain project management plan
government or industry standards, project management info systems, infrastructure, personnel administration
124
primary process whereby the project management plan is put into action
direct and manage project work
125
tools and techniques used in direct and manage project work process
expert judgment, PMIS, meetings
126
outputs of the direct and manage project work process
deliverables, change requests, and work performance data
127
project requirements
defined by stakeholders - what is expected of the project output
128
types of meetings
information exchange, brainstorming/option evaluation/design, decision making
129
work performance data
gathered thru work execution and passed to the controlling processes for analyis
130
types of work performance data
work completed, key performance indicators, technical performance measures, start and finish dates, # of change requests, # of defects, actual costs
131
3 ways change requests are generated
1. sponsors and stakeholders generate thru the integrated change control process 2. project team members contacted directly by sponsor or stakeholders to make a change 3. project participants make a change request based on observations or based on quality management responsibilities
132
reasons for change requests
corrective action, preventive action, defect repair, updates
133
project documents that require periodic updates
risk registers, stakeholder registers, data and WBS dictionaries
134
monitor and control project work process
project manager and team monitor performance and compare actual performance to the project management plan and determine if corrective/preventive action is necessary
135
outputs of monitor and control project work process
change requests (primary), work performance reports, project plan updates, and project document updates
136
types of analytical techniques used by project manager
root cause analysis, forecasting methods, failure mode and effect analysis, fault tree analysis, reserve analysis, trend analysis, earned value management, variance analysis, regression analysis, grouping methods, causal analysis
137
perform integrated change control process
coordinates changes across the entire project by determining that a change has occurred, managing a change, and ensuring a change is controlled
138
change management log
log that shows the status of each change request
139
configuration control
systematic procedure that refers to change management - protects customer and team members from unauthorized changes
140
inputs of perform integrated change control process
project management plan, change requests, work performance reports, enterprise environmental factors, and org process assets
141
change control boards
ppl who provided resources to screen and prioritize change requests - involved in meetings
142
change control tools
managing change requests and their associated decisions
143
outputs of perform integrated change control
approved changes, a change log, project plan updates, and project document updates
144
lack of tracking updates in project plan may result in
scope creep
145
lack of tracking updates in project documents may result in
weakened end results for a project
146
close project or phase
occurs at the end of the project AND at the end of each phase. involves expert judgment, analytical techniques, meetings
147
outputs of close project or phase
final product/service/result and updates to the organizational process assets
148
organizational process assets at close project or phase process
formal acceptance/project closure documentation, project files, historical info
149
scope management
defining the intent of the project and defining the work necessary to complete the project
150
role of project manager in scope management
defining the work, ensuring that only the project work is being competed, preventing scope creep
151
chart of accounts
the financial numbering system used to monitor project costs by category
152
code of accounts
the numbering system for providing unique identifiers for all items in the WBS. hierarchical and can to multiple levels, each lower level containing a more detailed description of a project deliverable
153
control account
the management control point at which integration of scope, budget, and schedule takes place and at which performance is measured
154
decomposition
the process of breaking down a project deliverable into smaller, more manageable components
155
parking lot
a technique for capturing ideas and recording them for future use
156
planning package
a component of the WBS that is a subset of the control account to support known uncertainty in project deliverables
157
requirements traceability matrix
a matrix for recording each requirement and tracking its attributes and changes throughout the project life cycle to provide a structure for changes to product scope
158
rolling wave planning
a progressive elaboration technique that addresses uncertainty in detailing all future work for a project
159
scope baseline
the approved detailed project scope statement along w the WBS and WBS dictionary
160
scope creep
the uncontrolled expansion of a product or project scope without adjustments to time, cost, and resources
161
WBS dictionary
houses the details associated w the work packages and control accounts. it is the level of detail needed as defined by the project team
162
work package
the lowest level of a WBS; cost estimates are made at this level
163
plan scope management process
the process that documents how scope will be defined, validated, and controlled
164
primary tools and techniques needed for the plan scope management process
expert judgment and meetings
165
requirements management plan
describes how requirements will be analyzed, documented, and managed
166
outputs of the plan scope management process
scope management plan, requirements management plan,
167
collect requirements process
defines and documents what is needed to meet project objectives
168
inputs of collect requirements process
scope management plan, requirements management plan, stakeholder management plan, project charter, stakeholder register
169
tools and techniques for collect requirements process
interviews, focus groups, facilitated workshops, group creativity techniques, questionnaires and surveys, observations, prototypes, benchmarking, context diagrams, document analysis
170
interviews
can be formal or informal w various stakeholders- must stay on topic w project objectives - ultimate goal is to determine the needs of the stakeholders. must develop an interview plan for each stakeholder
171
group decision making
project team must gather and assess alternatives to detrmine which path/paths should be followed in order to best meet project objectives
172
unanimity
gaining a consensus in which everyone agrees w a single course of action
173
majority
applying a greater than 50% criteria for voting on a recommended action
174
plurality
when no majority is available, the option w the greatest number of votes will be selected
175
dictatorship
a single person is identified as the sole person responsible for making a decision
176
group creativity techniques
brainstorming, nominal group technique, idea/mind mapping, affinity diagram, multicriteria decision analysis
177
nominal group technique
a technique that enhances brainstorming w a voting process used to rank the most useful ideas for further brainstorming or prioritization
178
idea/mind mapping
a technique in which ideas created thru individual brainstorming sessions are consolidated into a single map to reflect commonality and differences in understanding, and generate new ideas
179
affinity diagram
a technique that allows large numbers of ideas to be classified into groups for review and analysis
180
key performance indicator
ex revenue, costs, attendance - should be defined based on the objectives in the project charter
181
multicriteria decision analysis
a technique that utilizes a decision matrix to provide a systematic analytical approach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas
182
prototyping
a method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it
183
benchmarking
comparing actual or planned practices to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance
184
outputs of collect requirements process
requirements documentation and requirements traceability matrix
185
requirements documentation examples
business requirements, stakeholder requirements, solution requirements, project requirements, transition requirements, requirements assumptions, dependencies, and constraints
186
define scope process
process of developing a detailed description of the project and product - defines which of the collected requirements will be included in and excluded from the project scope
187
inputs of define scope process
scope management plan, project charter, requirements documentation, organizational process assets
188
tools and techniques of define scope process
expert judgment, product analysis, alternatives generation, facilitated workshops
189
outputs of define scope process
project scope satement, project documents updates
190
facilitated workshops
used to define scope process to bring stakeholders together on specific deliverables to be produced. project managers create an agenda for these meetings
191
product analysis
consider components needed for the product such as quality, grade, or vendor sourcing
192
alternatives generation
determine different ways to execute a project to deliver the product, service, or result
193
project scope statement
succinctly defines the work included in the project as well as the work that will not be included. should be reviewed and approved by the sponsor and key stakeholders
194
what is the first component of the project management plan
the project scope statement
195
create WBS process
process that further articulates the work that is included in a project. defines the work necessary to fulfill the scope and project objectives
196
components of the WBS
control accounts and work packages
197
control accounts
a summary-level component of the WBS that is used to summarize both subsidiary control accounts and work packages that make up the control account
198
work and resources should only be assigned at:
the work package level
199
WBS ID
a numbering system that relates work packages to control accounts and determines how work and costs are summarized and reported
200
outputs of the create WBS process
WBS, WBS dictionary, scope baseline, project document updates
201
scope baseline
a more comprehensive document that includes the project scope statement as well as both the WBS and WBS dictionary
202
tools and techniques of create WBS process
expert judgment, decomposition
203
WBS dictionary
includes info on each work package that is important for managing the work to be performed
204
validate scope process
enables the project team members to confirm that they have successfully delivered the project. occurs throughout the project as deliverables are completed
205
inputs of validate scope process
project management plan, requirements documentation, requirements traceability matrix, verified deliverables, work performance data
206
tools and techniques of validate scope process
inspection, group decision making techniques
207
outputs of validate scope process
accepted deliverables, change requests, work performance information, project documents updates
208
inspection
determining if the deliverables have been delivered - can be in the form of reviews, audits, walk-throughs, checkpoints, and prototypes
209
accepted deliverables
deliverables are formally approved by customer or sponsors and are recorded (may be recorded in project schedule)
210
change requests
formal request to modify the project scope in order to meet a new requirement - accepted in validate scope process and processed in perform integrated change control process
211
control scope process
process of monitoring the status of the project and product scope and managing changes to the scope baseline
212
inputs of control scope process
project management plan, requirements documentation, requirements traceability matrix, work performance data, org process assets
213
tools and techniques of control scope process
variance analysis
214
outputs of control scope process
work performance info, change requests, project management plan updates, project document updates, org process assets updates
215
variance analysis
process that determines if variances exist that require corrective or preventive action
216
work performance information
in control scope process, confirms that deliverables have indeed been delivered and validated - project manager is responsible for ensuring that this info is captured
217
change management process
implemented for reviewing and determining whether or not requested changes are in scope of out-of-scope of the project
218
change control board
in change management process- responsible to review and either approve or deny change requests. should include project team members and other key stakeholders
219
decision styles used by a project manager
command, consultation, consensus, coin flip
220
plan schedule management
the process of establishing the policies, procedures,and documentation for planning, developing, managing, executing and controlling the project schedule
221
inputs of plan schedule management
project management plan, project charter, enterprise env factors, org process assets
222
tools and techniques of plan schedule management
expert judgment, analytical techniques, meetings
223
outputs of plan schedule management
schedule management plan
224
activity attributes
describe detailed characteristics of each activity - ex description, predecessor/successor activities, person resp. for each activity
225
contingency reserve
budget within cost baseline or performance measurement baseline that is for accepted risks and for which contingent or mitigating responses are developed
226
crashing
using alternative strategies for completing activities for the least additional cost. should be for tasks on critical path. may result in additional/new critical paths
227
critical path
the path w the longest duration within the project
228
fast tracking
overlapping or performing in parallel activities that would have been done sequentially. may increase rework or risk
229
float
amount of time an activity can be delayed w/o delaying the end of the project. difference between late finish date and early finish date
230
free float
amount of time an activity can be delayed w/o delaying the early start of any successor
231
grade
a category to differentiate items w the same functional use but not the same characteristics
232
hammock
summary activities used in a high-level project network diagram
233
lag
the amount of time a successor's start or finish is delayed from the predecessor's start or finish
234
lead (negative lag)
amount of time a successors start or finish can occur before the predecessor's start or finish
235
level of effort
an activity that does not produce definitive end products and is measured by the passage of time
236
4 types of logical relationships
finish-to-start, finish-to-finish, start-to-start, start-to-finish
237
milestone
a significant point or event in a project, program, or portfolio
238
predecessor
the activity that must happen first when defining dependencies btwn activities in a network
239
3 types project network schedule calculations
forward pass, backward pass, float
240
quality
degree to which a set of inherent characteristics satisfied the stated or implied needs of the customer
241
resource calendar
a calendar that documents the time periods in which project team members can work on a project
242
resource optimization techniques
techniques that are used to adjust start and finish dates of activities that adjust planned resource use to be equal to or less than resource availability
243
resource leveling
a technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing resource demand with supply
244
schedule activity
an element of work performed during the course of a project. smaller than a work package
245
types of scheduling charts
gantt chart, milestone chart, network diagram, time-scaled network diagram
246
standard deviation
measurement of the variability of the quantity measured from the average
247
statistical terms
mean, variance, standard deviation
248
three-point estimating or triangular distribution
takes the average of 3 estimated durations - optimistic, most likely, pessimistic
249
weighted three-point estimates or beta/PERT
weighs the most likely estimate by a factor of 4. (O + 4ML + P)/6
250
what if scenario analysis
process of evaluating scenarios in order to predict their effect of project objectives
251
schedule management plan
a component of the project management plan that establishes criteria and activities for developing, monitoring, and controlling the schedule
252
define activities process
process of identifying and documenting specific actions to be performed to produce project deliverables - provide a basis for estimating, scheduling, executing, monitoring and controlling project work
253
inputs of define activities
schedule management plan, scope baseline, enterprise env factors, org process assets
254
tools and techniques of define activities
decomposition, rolling wave planning, expert judgment
255
outputs of define activities
activity list, activity attributes, milestone list
256
decomposition in define activities process
deliverables of the WBS are broken down into smaller components - activities
257
rolling wave planning in define activities process
work to be accomplished in the near term is planned in detail, and work in the future is planned at a higher level
258
milestone list
list of significant points in a project with the dates, and whether or not they are mandatory
259
activity attributes
identify multiple components of each activity, including activity identifier, WBS ID, activity label. can be used to identify person responsible for executing, place where the work will be performed, project calendar the activity is assiged to, level of effort, etc
260
sequence activities process
process of identifying and documenting relationships among the project activities - defines logical sequence of work f/ greatest efficiency
261
inputs of sequence activities process
schedule management plan, activity list, activity attributes, milestone list, project scope statement, enterprise env factors, org process assets
262
tools and techniques of sequence activities process
precedence diagramming method (PDM), dependency determination, leads and lags
263
outputs of sequence activities process
project schedule network diagrams, project documents updates
264
precedence diagramming method
schedule model in which activities are represented by nodes and are linked by one or more logical relationships to show the sequence in which the activities are to be performed
265
finish-to-start
logical relationship in which a successor cannot start until a predecessor finishes
266
finish-to-finish
logical relationship in wich the successor cannot finish until the predecessor finishes
267
start-to-start
a logical relationship in which a successor cannot start until a predecessor starts
268
start-to-finish
a logical relationship in which a successor cannot finish until a predecessor starts
269
mandatory dependencies
dependencies that cannot be changed
270
discretionary dependencies
there are other options for accomplishing activities w other orders and resources
271
internal dependencies
relationships btwn defined project activities
272
external dependencies
dependencies outside team's control - could be considered a risk to the project
273
estimate activity resources process
estimating type and quantities of material, human resources, equipment, or supplies needed to do each activity
274
inputs of estimate activity resources process
schedule management plan, activity list, activity attributes, resource calendars, risk register, activity cost estimates, enterprise env factors, org process assets
275
tools and techniques of estimate activity resources process
expert judgment, alternative analysis, published estimating data, bottom-up estimating, project management software
276
outputs of estimate activity resources process
activity resource requirements, resource breakdown structure, project documents updates
277
resource calendars
identifies working days and shifts on which each resource is available. specify when and how long resources will be available
278
bottom-up estimating
method of estimating project duration or cost by aggregating estimates of the lower-level components of the WBS. used when an activity cannot be estimated w certainty
279
resource breakdown structure
organizes and reports project schedule data w resource utilization info. identifies various categories and specifies a skill or grade required
280
estimate activity durations process
process of estimating number of work periods needed to complete activities w estimated resources
281
inputs of estimate activity durations process
schedule management plan, activity list, activity attributes, activity resource requirements, resource calendars, project scope statement, risk register, resource breakdown structure, enterprise env factors, org process assets
282
tools and techniques of estimate activity durations process
expert judgment, analogous estimating, parametric estimating, three-point estimating, group decision making techniques, reserve analysis
283
outputs of estimate activity durations process
activity durations estimates, project documents updates
284
analogous estimating
estimating using historical data from a previous, similar activity or project. used when there is limited amount of info about project. less costly, less time consuming, less accurate than other techniques
285
parametric estimating
estimating w an algorithm based on historical data and project parameters. uses a statistical relationship btwn historical data and other variables to calculate cost, budget, or duration
286
activity duration estimates
quantitative assessments of the likely # of time periods required to complete an activity. do not include lags. may include a range
287
ways to apply reserve analyis
add a % to all activities, add additional tasks to account f/ uncertainty, utilize the more pessimistic estimates
288
when is a % used in reserve analysis
when uncertainty exists across entire project before any risk assessment is performed
289
when are additional tasks added in reserve analysis
when specific and history warrants
290
when are pessimistic estimates used in reserve analysis
when resource assignments have not been finalized
291
develop schedule process
process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model
292
inputs of develop schedule process
schedule management plan, activity list, activity attributes, project schedule network diagrams, activity resource requirements, resource calendars, activity duration estimates, project scope statement, risk register, project staff assignments, resource breakdown structure, enterprise env factors, org process assets
293
tools and techniques of develop schedule process
schedule network analysis, critical path method, critical chain method, resource optimization techniques, modeling techniques, leads and lags, schedule compression, scheduling tool
294
outputs of develop schedule process
schedule baseline, project schedule, schedule data, project calendars, project management plan updates, project documents updates
295
schedule network analysis
performed by project manager - determine overall duration using foward pass and backward pass calculations, using EF LF ES LS, float
296
critical chain method
views the project as a system - critical chain adds resource dependencies to define a resource-limited schedule. longest sequence of resource-leveled tasks is the critical chain
297
resource leveling
start and finish dates are adjusted based on resource constraints to balance demand w supply. often causes critical path to increase
298
resource smoothing
adjusts activities of a schedule model so the requirements for resources do not exceed predefined limits. critical path is not changed. may not be able to optimize all resources
299
resource histogram
graph that shows the total resources used in each time period
300
common situations that require resource leveling
1. when required resources are only available at certain times 2. when required resources are only available in limited qualities 3. to keep resource usage at a constant level
301
gantt chart
schedule in bar-chart format - created when network analysis is completed
302
schedule baseline
part of project management plan. approved version of schedule model that can be changed only thru formal change control and is used as a basis for comparison to actual results
303
control schedule process
monitoring status of project activities to update progress and manage changes to schedule baseline
304
inputs of control schedule process
project management plan, project schedule, work performance data, project calendars, schedule data, org process assets
305
tools and techniques of control schedule process
performance reviews, project management software, resource optimization techniques, modeling techniques, leads and lags, schedule compression, scheduling tool
306
outputs of control schedule process
work performance info, schedule forecasts, change requests, project management plan updates, project documents updates, org process assets updates
307
performance reviews
process of measuring, comparing, and analyzing performance in relation to the schedule
308
trend analysis
examines performance over time to see if it is improving or deteriorating
309
org process assets for control schedule
existing formal and informal schedule control-related policies, schedule control tools, monitoring and reporting mehods
310
project management plan updates from control schedule
schedule baseline, schedule management plan, cost baseline
311
project documents updates from control schedul
schedule data, project schedule, risk register
312
inputs of plan cost management
project management plan, project charter, enterprise env factors, org process assets
313
tools and techniques of plan cost management
expert judgment, analytical techniques, meetings
314
outputs of plan cost management
cost management plan
315
enterprise env factors that could influence plan cost management
org culture and structure, market conditions, currency exchange rates, published resource cost rate info, published seller price lists, PMIS
316
org process assets that could influence plan cost management
financial controls procedures, historical info and lessons learned, financial databases, existing formal and informal cost estimating and budgeting policies
317
budget at completion (BAC)
the sum of all budgets established for the work to be performed
318
crashing costs
additional costs above the normal estimates to speed up an activity
319
estimate to complete (ETC)
the estimated additional costs to complete activities or the project
320
management reserve
a dollar value, not included in project budget, that is set aside for unplanned changes to project scope or time that are not currently anticipated
321
percent complete
the amount of work completed on an activity or WBS component
322
rough order or magnitude estimate
an estimate w a range of -25% to +75% often used during project initiation
323
estimate costs process
process of determining the costs associated w delivering a project
324
inputs of estimate costs process
cost management plan, human resource management plan, scope baseline, project schedule, risk register, enterprise env factors, org process assets
325
tools and techniques of estimate costs process
expert judgment, analogous estimating, parametric estimating, bottom-up estimating, three-point estimating, reserve analysis, cost of quality, project management software, vendor bid analysis, group decision-making techniques
326
outputs of estimate costs process
activity cost estimates, basis of estimates, project documents updates
327
enterprise env factors that can influence estimate costs process
market conditions, published commercial information
328
org process assets that can influence estimate costs process
cost estimating policies, cost estimating templates, historical information, lessons learned
329
basis of estimate
rationale for estimates are defined in the WBS dictionary
330
determine budget process
aggregating the estimated costs of individual activities or work packages to establish a cost baseline
331
inputs of determine budget process
cost management plan, scope baseline, activity cost estimates, basis of estimates, project schedule, resource calendars, risk register, agreements, org process assets
332
tools and techniques of determine budget process
cost aggregation, reserve analysis, expert judgment, historical relationships, funding limit reconciliation
333
outputs of determine budget process
cost baseline, project funding requirements, project document updates
334
org process assets that can influence determine budget process
existing cost budgeting policies, cost budgeting tools, reporting methods
335
cost aggregation
cost estimates for each work package are added, then control accounts, and ultimately for the entire project
336
historical relationships
relationships that compare parametric models to predict total project costs. reliable when historical info is accurate, parameters are readily quantifiable, and models are scalable
337
S-curve
cumulative cost curve - shows project budget over time
338
funding limit reconciliation
project manager must make sure the activities are performed in order for project to meet its milestones within the funding limits
339
difference between contingency reserve and management reserve
contingency reserve are dollars set aside to address risk - included in cost baseline. management reserves are budget reserves for unplanned changes and not included in cost baseline.
340
control costs process
monitoring the status of a project against the project budget and cost baseline
341
inputs of control costs process
project management plan, project funding requirements, work performance data, organizational process assets
342
tools and techniques of control costs process
earned value management, forecasting, to-complete performance index, performance reviews, project management software, reserve analysis
343
outputs of control costs process
work performance info, cost forecasts, change requests, project management plan updates, project document updates, org process assets updates
344
org process assets that could influence control costs process
existing formal and informal cost control policies, cost control tools, and monitoring and reporting methods
345
planned value
sum of approved cost estimates scheduled to be performed
346
actual cost
amount of money actually spent in completing work
347
earned value
sum of approved cost estimates for activities completed
348
cost variance
CV = EV - AC
349
schedule variance
SV = EV - PV
350
cost performance index
CPI = EV/AC
351
schedule performance index
SPI = EV/PV
352
forecasting
tool that gives a mathematical estimate of what the future costs of a project will be based on the past activity of the project
353
accuracy
an assessment of correctness in which the closer a result is to a specified value, the more accurate the result
354
capability maturity model integration
defines the essential elements of effective processes - model that can be used to set process improvement goals and provide guidance for quality processes
355
malcolm baldrige award
national quality award recognizes quality in business
356
organizational project management maturity model
focuses on an organization's knowledge, assessment and improvement elements
357
precision
a measure of exactness based on the interval of measurement. smaller interval - more precise
358
process quality
specific to the type of product or service being produced and the customer expectations
359
product quality
specific to the type of product produced and the customer requirements- measures the extent to which the end products meet the requirements. expressed in terms such as performance, grade, durability, support of existing processes, defects, errors
360
project quality
defined within the project charter - ensuring that the constraints of the project are addressed - expressed in terms of stated schedule, cost, scope objectives
361
quality policy
statement of principles indicating what the org defines as quality
362
six sigma
an organized process that utilizes quality management for problem resolution and process improvement. seeks to identify and remove the cause of defects
363
warranty
assurance that products are fit for use or the customer receives compensation - could cover downtime and maintenance costs
364
plan quality management process
identifying quality requirements and/or standards and documenting how the project will comply w quality requirements
365
inputs of plan quality management
project management plan, stakeholder register, risk register, requirements documentation, enterprise env factors, org process assets
366
tools and techniques of plan quality management
cost benefit analysis, cost of quality, seven basic quality tools, benchmarking, design of experiments, statistical sampling, additional quality planning tools, meetings
367
outputs of plan quality management
quality management plan, process improvement plan, quality metrics, quality checklists, project document updates
368
enterprise env factors that may influence plan quality management
govt agency regulations, rules, standards, guidelines, working/operating conditions, cultural perceptions
369
org process assets that may influence plan quality management
org quality policies, procedures, guidelines, historical databases, lessons learned
370
cost-benefit analysis
compares the cost of the quality step to the expected benefit
371
cost of quality
all costs incurred over life of the product in preventing nonconformance to requirements, appraising for conformance to requirements, and failing to meet requirements
372
cost of conformance
there is a proactive decision to eliminate errors from a project and product
373
2 types of costs of conformance
prevention and appraisal
374
examples of prevention costs
build a quality product. costs due to increase # of training days, due to developing a regression test plan
375
examples of appraisal costs
assess the quality. costs due to increase % of product inspected to reduce defective parts, due to purchasing state of the art equipment
376
costs of non-conformance
costs that orgs incur after a project has been completed and are paid for by the operations of the business
377
2 types of costs of nonconformance
internal failure, external failure
378
examples of costs of internal failure
failures found by the project. costs incurred once inspection of the final product has been performed and any defective products have been thrown away
379
examples of costs of external failure
failures found by the customers. costs due to incrase in warranty work, costs when customers are lost, costs from an increase in lawsuits
380
7 basic quality tools
cause and effect diagrams, flowcharts, checksheets, pareto diagrams, histograms, control charts, scatter diagrams
381
cause and effect/ishikawa/fishbone diagrams
tools used to determine the cause of an issue
382
flowcharts
tools that can be used to improve communication and identify potential problems within a new system or business process
383
checksheets
used to gather data - ensures all data needed is gathered consistently to perform analysis
384
pareto diagrams
type of histogram in which info is sorted by frequency. also called 80/20 rule bc 20% defects account for 80% of costs. show trends
385
control charts
monitor performance within acceptable upper and lower boundaries - useful in identifying when processes require attention, show project progress
386
scatter diagrams
useful if variable being measured doesnt trend - but is grouped or patterned - show a correlation btwn variables. demonstrate priorities
387
run charts
show trending - used when objective of a project is to see an increase or decrease in a variable
388
gantt charts
used to measure the progress of a project
389
benchmarking in quality management
technique used to compare future data to past data - helpful when trying to improve a process
390
design of experiments
statistical method for identifying which factors may influence specific variables of a product/process. may be used to determine the # and type of tests and impact on cost of quality
391
statistical sampling
technique for determining how well a project is performing - choose part of the population of interest for inspection
392
force field analysis
diagrams of the forces for and against change
393
quality management plan
describes how the org's quality policies will be implemented, how they will meet quality requirements
394
process improvement plan
component of proj management plan- details steps for analyzing project management and product development processes to identify activities that enhance their value
395
process boundaries
describe purpose, start and end, inputs and outputs, owner, and stakeholders of the process
396
process configuration
provides a graphic depiction of processes used to facilitate analysis
397
process metrics
allow analysis of process efficiency
398
targets for improved performance
guide the process improvement activities
399
quality metric
describes a project attribute and how the control quality process will measure it. ex on-time performance, cost control, defect frequency, failure rate, availability, reliability, test coverage
400
quality checklists
a structure tool used to verify that a set of required steps has been performed
401
perform quality assurance process
process of auditing the quality requirements and the results from quality control measurements to ensure that quality standards and operational definitions are used
402
inputs of perform quality assurance process
process improvement plan, quality metrics, quality control measurements, project documents
403
tools and techniques of quality assurance process
quality management and control tools, quality audits, process analysis
404
outputs of quality assurance process
change requests, project management plan updates, project documents updates, org process assets updates
405
affinity diagrams
used to generate ideas that can be linked to form organized patterns of thought about a problem
406
process decision program charts
used to understand a goal in relation to the steps for getting to the goal - useful in contingency planning
407
interrelationship digraphs
provide a process for creative problem solving in moderately complex scenarios that have interrelationships
408
tree diagrams
may be used to represent decomposition hierarchies such as the WBS, RBS, OBS - useful as decision trees for establishing an expected value for a limited # of dependent relationships
409
prioritization matrices
identify key issues and suitable alternatives to be prioritized as a set of decisions - mathematical score ranks options
410
activity network diagrams
AOA and AON - use w scheduling methods such as PERT, CPM and pdm
411
matrix diagrams
shows relationships btwn factors, causes, and objectives in matrix
412
quality audit
process to determine if project activities comply w organizational policies, processes, and procedure. identify good practices, nonconformity, gaps, shortcomings,
413
process analysis
follow steps outlined in process improvement plan to identify needed improvements
414
control quality process
monitor and record results of executing the quality activities to assess performance and recommend changes
415
inputs of control quality process
project management plan, quality metrics, quality checklists, work performance data, approved change requests
416
tools and techniques of control quality process
7 basic quality tools, statistical sampling, inspection, approved change requests review
417
outputs of control quality process
quality control measurements, validated changes, verified deliverables, work performance info, change requests, project management plan updates, project documents updates, org process assets updates
418
prevention v inspection
prevention - keeping errors out of the process. inspection - keeping errors out of the hands of the customer
419
attribute sampling vs. variables sampling
attribute sampling - the result either conforms or does not conform. variable sampling - result is rated on a continuous scale that measures degree of conformity
420
tolerances vs control limits
tolerances - specified range of acceptable results. control limits - identify boundaries of common variation
421
org process assets that can influence control quality process
org's quality standards and policies, standard work guidelines, issue and defect report procedures and communication policies
422
human resources management
directed at project manager's ability to build, develop and manage a project team
423
authority
the right to make decisions necessary for the project or the right to expend resources
424
leadership
ability to get an individual or group to work toward achieving an org's objectives while accomplishing personal and group objectives a the same time
425
organizational breakdown structure
type of org chart in which work package responsibility is related to the organizational unit responsible for performing that work
426
power
ability to influence ppl in order to achieve results
427
responsibility assignment matrix
structure that relates project roles and responsibilities to the project scope definition
428
team building
process of getting a diverse group of individuals to work together effectively
429
virtual teams
groups of ppl w shared objectives who fulfill their roles w little or no time spent meeting face to face
430
plan human resource management process
process of identifying and documenting project roles, responsibilities, required skills, reporting relationships and creating a staffing management plan
431
inputs of plan HR management
project management plan, activity resource requirements, enterprise env factors, org process assets
432
tools and techniques of plan HR management
org charts and position descriptions, networking, org theory, expert judgment, meetings
433
outputs of plan HR management
human resource management plan
434
enterprise environmental factos that can influence plan HR management
org culture and structure, existing human resources, geographical dispersion of team members, personnel admin policies, marketplace conditions
435
org process assets that can influence plan HR management
org standard processes/policies/roles, templates, lessons learned, escalation procedures for handling issues within team
436
hierarchical organization charts
traditional org chart that shows positions and relationships in a graphical, top-down format
437
matrix based charts
grid that shows all activities associated w one person and all ppl associated w one activity
438
text-oriented formats
outline form - provide info such as responsibilities, authority, competencies, qualitfications - can be used as templates for future projects
439
networking
formal and informal interactions w others - way to understand political and interpersonal factors that will impact the effectiveness of various staffing management options
440
examples of HR networking activities
proactive correspondence, luncheon meetings, informal conversations, trade conferences, symposia
441
organizational theory
provides info regarding way in which ppl, teams, units behave - can shorten amount of time, cost, effort needed to create plan HR management outputs
442
3 components of HR plan
roles and responsibilities of project team, project organization charts, staffing management plan
443
roles and responsibilities of project team
roles, authority, responsibility and compentency of team members
444
staffing management plan
staff acquisition plan, resource calendar, staff release plan, concurrent assignments and priorities, training needs, recognitions and rewards, compliance w roles, safety policies and procedures
445
acquire project team process
determining availability needs of project resources and actually obtaining the resources to complete the project work defined
446
inputs of acquire project team process
HR management plan, enterprise env factors, org process assets
447
tools and techniques of acquire project team process
pre-assignment, negotiation, acquisition, virtual teams, multicriteria decision analysis
448
outputs of acquire project team process
project staff assignments, resource calendars, project management plan updates
449
enterprise env factors that may influence acquire project team
existing info on human resources, peronnel admin policies, organizational structure, colocation or multiple locations
450
org process assets that may influence acquire project team
organizational standard policies, processes, procedures
451
pre-assignment
project participants are selected in advance - can be used as part of a competitive proposal if a project award is dependent upon having specific expertise
452
negotiation
project manager uses this to acquire appropriate resources. formal or informal. should be a win-win approach
453
win-win approach to negotiation
both parties reach an agreeable conclusion based on a perceived mutual benefit
454
acquisition
acquiring resources from outside sources if they are not available within the org - may involve hiring resources or subcontracting
455
benefits of virtual teams in acquire project team
makes it easier to acquire teams and is a benefit to a project that requires unique skills. form teams of ppl from same org who live in widespread areas, add special expertise to a project team, incorporate employees who work from home, form teams of ppl who work different shifts/hours, include ppl w disabilities, move forward w projects that could not do bc travel expenses
456
multicriteria decision analyis in acquire project team
selection criteria - availability, cost, experience, ability, knowledge, skills, attitude, international factors
457
project staff assignments
documentation such as project team directory, memos to team members, names inserted into proj man plan
458
resource calendars in acquire project team
shows the availability of team members - compare this w project schedule to determine if there are any gaps in resource needs
459
develop project team process
allows project manager to focus on how to get the most out of the project team. ensures team members have the appropriate skills to perform, team interacts effectively, good team environment
460
inputs of develop project team
hr management plan, project staff assignments, resource calendars
461
tools and techniques of develop project team
interpersonal skills, training, team-building activities, ground rules, colocation, recognition and rewards, personnel assessment tools
462
outputs of develop project team
team performance assessments, enterprise env factors updates
463
interpersonal skills for developing a team
"soft skills" - provide a positive working environment. ex influence, empathy, creativity, group facilitation
464
training
all activities to enhance competencies of team members. formal or informal. ex classroom, online, computer based, on the job, mentoring, coaching
465
forming
phase where team meets and learns about the project and their formal roles and responsibilities. team members tend to be independent and not as open
466
storming
team begins to address the project work, technical decisions, and the project management approach.
467
norming
team members begin to work together and adjust their work habits and behaviors to support the team. team learns to trust each other
468
performing
teams function as a well organized unit. interdependent and work thru issues smoothly and effectively
469
adjourning
team completes the work and moves on from the project
470
leadership roles in forming stage
help members get to know each other, provide clear direction/purpose, involve members in developing plans, clarifying roles, provide info the team needs to start
471
leadership roles in storming stage
resolve issues of power and authority, develop agreements, adapt leadership role, encourage members to take on more responsibilities
472
leadership roles in norming stage
fully utilize team members skills/knowledge/experience, encourage and acknowledge members, encourage respec, work collaboratively
473
leadership roles in performing stage
update teams methods and procedures to support cooperations, help team understand how to manage change, represent and advocate for team, monitor work progress and celebrate achievements
474
leadership roles in adjourning stage
facilitate project team members moving to other projects, ensure work is completed, assess proj performance
475
team building activities
will vary depending on which stage the team is in
476
ground rules
establish clear expectations regarding acceptable behavior. clear guidlines decrease misunderstanding and increase productivity - critical when colocation sync is needed or cultural variances are present
477
colocation for develop project team
"tight matrix" - place members in same physical location to resolve conflict more easily and enhance communication.
478
colocation strategies
team meeting room, places to post schedules. * benefits of informal collaboration that is colocated could be a barrier/conflict for others who are working remotely
479
recognition and rewards
reward positive actions can motivate ppl - give team recognition throughout life cycle of project
480
team performance assessments
indicators such as: improvements in individual skills, improvements in team competencies, reduced staff turnover rate, increased team cohesiveness
481
enterprise env factors updates as a result of develop project team
personnel admin, employee training records, skill assessments
482
manage project team process
tracking team member performance, providing feedback, resolving issues, managing team changes
483
inputs of manage project team
hr management plan, project staff assignments, team performance assessments, issue log, work performance reports, org process assets
484
tools and techniques of manage project team
observation and conversation, project performance appraisals, conflict management, interpersonal skills
485
outputs of manage project team
change requests, project management plan updates, project document updates, enterprise env factors updates, org process assets updates
486
issue log
document and monitor who is responsible for resolving issues by a target date
487
org process assets that can influence manage project team
certificates of appreciation, newsletters, websites, bonus structures, corporate apparel, other org perquisites
488
observation and conversation
used to stay in touch w the work and attitudes of project team members. monitors progress toward deliverables, accomplishments, interpersonal issues
489
project performance appraisals
clarification of roles and responsibilities, constructive feedback, discovery of unknown issues, development of indiv training plans, establishment of goals
490
components of issue logs
issue description, initiator, responsible person, target date for completion/priority, resolution explanation, actual completion date
491
sources of conflict
scarce resources, high stress environments, unclear roles/responsibilities, multiple-boss syndrome, technologies being new/complex
492
factors that influence conflict resolution methods
relative importance and intensity of conflict, time pressure, position by persons involved, motivation to resolve conflict
493
5 techniques for resolving conflict
withdraw/avoid, smooth/accommodate, compromise/reconcile, force/direct, collaborate/problem solving
494
withdraw/avoid
retreating from an actual or potential conflict situation. only appropraite for situations in which a cooling-off period is needed - only delays conflict
495
smoothing/accommodaating
opposing party's differences are de-emphasized while areas of agreement are emphasized on the issue in question. keeps atmosphere friendly but does not resolve the conflict
496
compromising/reconciling
various issues are considered toward an agreed-upon solution that brings some degree of satisfaction to conflicting parties - both parties give up something. method is considered lose-lose and likely to be temporary
497
forcing/directing
one person's viewpoint is accepted at the expense of another party. win-lose , can build antagonism/addiitonal conflicts - appropriate in low value situations
498
collaborating/problem solving
project manager directly address disagreement and gets all parties to work together to solve problem - info collected, alternatives identified, most appropriate is selected. win-win - recommended for long term resolution
499
interpersonal skills for managing a team
leadership, influencing, effective decision making
500
change requests for manage project team
staffing changes (affect proj managemnet plan) - moving ppl to diff assignments, outsourcing some work, replacing team members who leave
