Module 1 Flashcards
(171 cards)
1
Q
RACI MATRIX
A
Provides clarity on the roles and responsibilities assigned to each project tram member.
Responsible Accountable Consult Informed or Support (RASI)
2
Q
Virtual Teams
A
Group of people with a shared goal who fulfill their roles with little or no time spent meeting face-to-face. Creates opportunity for finding team members with greater skills, at lower costs.
3
Q
Servant Leadership
A
Type of leadership used in agile which encourages the self-definition, self discovery, and self awareness of team members by listening, coaching and providing an environment which allows them to grow. Servant leaders facilitate the team’s work, remove any work barriers, educate stakeholders on the processes being followed.
4
Q
Team Charter
A
A document that enables the team to establish its values, agreements, and practices as it performs its work together.
A good team charter should include:
- shared values.
- guidelines for team communications and use of tools.
- decisions.
- How team resolves conflicts.
- How and when the team meets.
- shared hours and improvement activities.
5
Q
Conflict resolution methods
A
- Withdraw/Avoid
- Smooth/Accommodate
- Compromise/Reconcile (lose-lose)
- Force/Direct (win-lose)
- Collaborate/problem solve (win-win)
6
Q
Service Level Agreement (SLA)
A
Contracts between a service provider and the end user that describes the level of service expected from the service provider. Incorporates expectations for functional performance and service warranty.
7
Q
Go-Live Blackouts
A
Black out times occur when the deliverables are handed over for implementation. Go live occurs at the end of the project timeline, and black out times negotiated in advance .
8
Q
Lesson Learned
A
The knowledge gained during a project which shows how project events were addressed or should be addressed in the future for the purpose of improving future performance.
9
Q
MoSCoW Analysis
A
Prioritizes features as Must Have, Should Have, Could Have, and Wont Have. Helps customers organize their thinking about what is truly must have capabilities , and enables identification of a Minimum Viable Product (MVP).
10
Q
100 Point Method
A
Each stakeholder is given 100 points and can multi-vote their points across all the stories, which then give a weighted priority when combined.
11
Q
Roman Voting
A
A technique used to reach consensus. People vote either thumbs up (agreement) or thumbs down (disagreement).
12
Q
Planning Poker
A
Estimation technique where a user story is presented to the team, where they use a card deck (with modified Fibonacci numbers) to vote for the number of points to assign to the story. This process is repeated several times
13
Q
Retrospective
A
Time specifically set aside for the team to reflect on its performance and practices, identify and solve problems, and identify specific proposed improvements.
14
Q
XP Metaphor
A
Extreme Programming (XP) technique is simple non technical description that enables stakeholders to understand the overarching approach to provide a capability or solve a problem.
15
Q
T-Shaped Skills
A
Refers to a person with 1 deep area of specialization and broad ability in the rest of the skills required by the team.
(Breadth of Knowledge)
----------------------------->
|
| (Depth of knowledge)
|
|
16
Q
Sprint Planning
A
A meeting that facilitates communication and collaboration between the customer (product owner in scrum) and the project team. Facilitates agreements on on small goals for a team to complete during a short, defined period of time (sprint).
17
Q
Sprint Review (demo)
A
A review at the end of each iteration with the Product Owner and other stakeholders to review the progress of the product, get early feedback, and where the Product Owner reviews and accepts the stories delivered on that iteration.
18
Q
Kanban Board
A
Visualization tool that enables improvements to the flow of work by making bottlenecks and work quantities visible.
19
Q
Pre-assignment
A
There are a number of tools and techniques to support skill appraisals:
- Attitudinal Surveys
- Specific assessments
- structured interviews
- ability tests
- focus groups
20
Q
Stakeholder
A
large group of people and organizations that can influence, or is affected by, the outcome of a project.
Members of the project team are also part of the stakeholder group, but not all stakeholders are part of of the project team.
21
Q
Physical Resources
A
Include people, equipment, access rights. Identified what will be required by the team members to perform the work. It is encompassed in the The Plan Resource Management.
22
Q
Ground Rules
A
setting clear expectations regarding the code of conduct for team members in the Team Charter. They include actions that are considered acceptable and unacceptable.
23
Q
Brainstorming
A
Simple technique used to generate a list of ideas. Teams solutions to a given problem, and then performs various types of analysis to assist the team in selecting alternatives.
24
Q
Resource Calendar
A
Identifies working days, shifts, and when specific resources are made available for a project.
25
Expert Judgment
used as key input for negotiating project agreement, the PM use subject matter expertise to help asses needs, identify, potential solutions, and approaches, and ensure understanding of the larger project context.
26
Kano Model
Prioritization technique that helps identify certain features or capabilities as Basic, Performance, or Excitement.
27
Paired Comparison Analysis
Looking at each pair of stories and prioritizing one over the other.
28
Fist of Five
Technique for building consensus. A fist is disagreement and will require adjudication. An open hand showing five fingers means agreement.
4 fingers show general agreement with minor questions
3 fingers show abdication - willing to go along with group
2 fingers show general disagreement
1 finger show disagreement
29
Polling
Technique used to reach consensus which is simple polling of the team to assess their point of view on an issue. If team is unanimous, team moves on. If objections raised, facilitator tries to help the team work to solve the problem.
30
Dot Voting
A technique to prioritize any list. Each stakeholder can then vote with sticky dots based on the weight they believed should be provided to that list item. Based on the number of dots received to each item, an overall priority can be identified.
31
SWOT Analysis
Examines the project from the perspective of Strengths, Weaknesses, Opportunities, and Threats. Helps identify risks.
32
Project Charter
A document issued by the sponsor that formally authorizes existence of project and provides the PM with authority to apply organizational resources to project activities.
Is the only document that never changes throughout the project.
Ensures stakeholders have a common understanding of the projects key milestone, deliverables, and roles and responsibilities.
33
Product Box Exercise
A technique used to explain an overarching solution. . Exercise can help team members better understand the different types of solutions.
34
Daily Standup (Daily Scrum)
A short 10-15 min meeting held each day for the team to reaffirm commitment to its objectives for the iteration and to surface any blockers to its ability to meet goals. Is not a status meeting, but to coordinate today's work amongst themselves.
35
Sprint Retrospective
A meeting facilitated by the Scrum Master for the team to identify its own improvements. Reviews the team's processes and practices and is used to identify ways the team can improve its performance and collaboration.
36
Focus Groups
An elicitation technique that brings together pre-qualified stakeholders and SME's to learn about their expectations and attitudes about a proposed product, service, or result.
37
Predictive Life Cycle
A project lifecycle in which the project scope, time, and cost are determined in the early phases of the life cycle. Enables the project team to stay focused on each phase of the project before having to move forward into the next phase.
38
Iterative Life Cycle
A project life cycle where the project scope is determined early in the project life cycle, but time and cost estimates are routinely modified as the project team's understanding of the product increases.
39
Hybrid Methodologies
Combines elements from predictive (waterfall) and adaptive (agile) approaches. Tend to do more in depth planning and requirements gathering up front.
40
Agile Estimating
Does not use absolute measurements to predict the level of work involved in a task.
Agile teams use relative estimations.
Ex: planning poker (i.e. story points)
41
Scope Management Plan
Component of the project management plan that describes how the project scope will be defined, developed, monitored, controlled, and validated.
A How-To document that describes how to manage scope related activities.
42
Context Diagrams
Visual depiction of the product scope showing a business system and how people and other systems interact with it.
43
Project Scope Statement
A document describing project scope, acceptance criteria, major deliverables, assumptions, and constraints.
44
WBS
Work Breakdown Structure. Hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create deliverables.
45
Control Accounts
Management control point where scope, budget, actual costs, and schedule are integrated and compared to earned value for performance measurement. Control points are tracked by finance to verify that costs are within budget.
46
Code of Accounts
Numbering system used to uniquely identify each component of the WBS.
47
User Stories
Brief description of deliverable value for a specific user.
Value is described in a template such as "As a {username or persona}, I want to {objective or intent}, so that I can {why the objective brings value}."
48
Sprint Backlog
A list of work identified by the Scrum team to be completed during the Scrum sprint.
49
Acceptance Criteria
A set of conditions that is required to be met before deliverables are accepted.
50
Analogous Estimating
A technique for estimating the duration or cost of an activity by using historical data from a similar activity or project.
51
Bottom up Estimating
Estimates the cost of individual activities then "rolls up" to higher levels.
52
T-shirt Sizing
S, M, L, XL, XXL based on the combination of risk, complexity, & labor.
53
EVM
Earned Value Management. Is a methodology that combines scope, schedule, and resource measurements to assess project performance and progress during project execution.
54
Cost Baseline
The approved version of the time-phased project budget, excluding any management reserves, which can be changed only through formal change control procedures and is used as a basis for comparison to actual results.
55
Funding limit Reconciliation
Is the process of comparing the planned expenditures
of project funds against any limit on the commitment of funds for the project to identify any variances between the funding limits and the planned expenditures.
56
Task estimates
Review scope baseline for WBS, deliverables, assumptions/constraints.
Analyze & decompose each work package of the WBS into activities required to produce a deliverable.
57
Burn down charts
Chart tracks the work that remains to be completed.
58
4 types of precedence relationships
Finish-to-Start (FS)
Finish-to-Finish (FF)
Start-to-Start (SS)
Start-to-Finish (SF)
59
Critical Path
The sequence of activities that represents the longest path through a project which determines the shortest possible duration.
Calculated by doing a forward pass to calculate the ES & EF for each activity and then a backward pass to calculate the LS & LF.
60
Agile Release Planning
Determine number of iterations or sprints that are needed to complete each release, the features, the features each iteration will contain, and target rate for release.
61
SMART Objectives
```
When it comes to defining useful KPI's, it is important to remember SMART acronym.
Specific
Measurable
Achievable
Relevant
Time bound
```
62
Agile Life cycles
A project life cycle that is iterative or incremental. Also referred to as change driven or adaptive, they work well in environments with high level of change and ongoing stakeholder involvement.
63
Incremental Life cycles
An adaptive life cycle in which the deliverables is produced through a series of iteration that successively add functionality within a predetermined time frame. The deliverable contains the necessary and sufficient capability to be considered complete only after the final iteration.
64
Traceability Matrix
Links product requirements from their origin to the deliverables that satisfy them.
65
Product Backlog
A prioritized list of customer requirements and the first step of Scrum in which priority is based on the riskiness and business value of the user story.
66
Affinity Diagramming
A technique that allows large numbers of ideas to be classified into groups for review and analysis.
67
Requirements Management Plan
A component of the project or program management plan that describes how requirements will be analyzed, documented, and managed.
68
Scope Baseline
Is the approved version of a scope statement, WBS, and its associated WBS dictionary, that can be changed using formal change control procedures and is used as a basis for comparison to actual results.
69
WBS dictionary
A document that provides detailed deliverable, activity, and scheduling information about each component in the WBS.
70
Planning Packages
Is a WBS component below the control account with known work content but without detailed schedule activities. A placeholder for work that is yet to be determined by a requirement. Does not have a cost or budget applied yet.
71
Work Packages
Work defined at the lowest level of the work breakdown structure for which cost and duration are estimated and managed.
72
Definition of Done (DoD)
A team's checklist of all the criteria required to be met so that a deliverable can be considered ready for customer use. Can be used to verify scope.
73
Rough Order of Magnitude (ROM)
Made early in the project. Developed without the basis of detailed data and often based on high level historical data, expert judgement, or a costing model. Accuracy: -25% to +75%
74
Parametric Estimating
Relies on the statistical relationship that exists between historical information and variable so as to arrive at an estimate for parameters such duration and cost.
75
3 point estimating
Which estimates the best case, normal case, and worst case time scales, might be used to provide a clearer sense of the level of uncertainty and to set expectations appropriately.
76
Velocity
Measurement of total output from an iteration to attempt to predict future iteration outputs.
77
EAC
Estimate At Completion is the current projected final cost of the project.
EAC=BAC/CPI
78
Schedule Baseline
Used to asses the impact of the changes in the project schedule. Developed and managed in the "Control Schedule" process.
79
Story Estimates
Helpful as an integrated assessment of risk, innovation, and pure effort involved in carrying out a particular task because it allows for not knowing everything that's needed to know to provide a previse time estimate.
80
Relative Estimating
Helps determine the rough overall level of work without getting too precise on the exact number of hours it will take.
81
Burn up Charts
A graph to show the progress and gains made by the project team over time
82
Milestone Charts
Provides summary level view of project's schedule in terms of its milestones or major deliverables as points in time.
83
CPM
Critical Path Method is used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths. CPM is used to calculate the critical path and the amount of total and free float.
84
Cost of Quality
Refers to all costs incurred over the life of the product by investment in preventing non-conformance to requirements, appraisal of the product or service for conformance to requirements, and failure to meet requirements.
85
Benchmarking
Comparison of actual or planned products, processes, and practices to those comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance.
86
Control Charts
Used to determine whether or not a process is stable or has predictable performance. Measurements that are above the Upper Control Limit (UCL) and below the Lower Control Limit (LCL) results from an unstable process.
87
Decision Tree
Allows decision makers to evaluate both the probability & impact for each branch of every decision under consideration.
Indicates the decision that will provide the greatest expected value when all the uncertain implications, costs, rewards, and subsequent decisions are quantified.
88
Explicit Knowledge
Knowledge that can be codified using symbols such as words, numbers, and pictures. This type of knowledge can be documented & shared with others.
89
Lessons Learned Register
Records knowledge gained during a project so that it can be used in the present moment & also made into an artifact for later.
90
Stakeholder Engagement Assessment Matrix
A matrix that compares current & desired stakeholder engagement levels.
Attributes considered for stakeholders:
- unaware
- Resistant
- Neutral
- Supportive
- Leading
91
Minimum Viable Product (MVP)
The smallest collection of features that can be features that can be included in a product for customers to consider it functional. In lean methodologies, it can be referred to as "bare bones" or "no frills" functionality.
92
Minimal Business Increment (MBI)
A term used in Disciplined Agile approaches, an MBI is the smallest amount of value that can be added to a product or service that benefits the business.
93
Timboxes
A fixed period of time; for example: 1 week, 2 weeks, 1 month.
- Timboxes allow for better telemetry over time - so time is used more efficiently.
- Timeboxes create a sense of urgency.
- Teams gain more predictable measurements that can communicate expectations of lifecycle, throughput, and velocity.
94
Three Communications Methods
A systemic procedure, technique, or process used to transfer information among project stakeholders.
Examples:
1) Face-to-face meetings
2) Email
3) Print media and Documents
95
Strategies for negative Risks
Escalate > Avoid > Transfer > Mitigate > Accept
Escalate: Determines if a threat is outside the scope of the project or beyond PM's authority.
96
Strategies for Positive Risks
Escalate > Exploit > Share > Enhance > Accept
97
Statistical Sampling
- Choosing part of a population of interest for inspection.
| - Determine characteristics of an entire population based on measurement of representative sample.
98
Project Mgmt. Plan Components
A combination of essential & supporting processes used to run a project.
- Baselines
- Subsidiary plans: Scope, requirements, schedule, cost, quality, communication, risk, and procurement
- Additional components include: project processes, work explanation, project approach, and change mgmt. plan.
99
Scrum of Scrums (SoS)
A technique for operation of scrum at scale for multiple teams working on the same product, coordinating discussions of progress on interdependencies, and focusing on how to integrate the delivery of software, especially in areas of overlap.
100
Make or Buy Analysis
The process of gathering & organizing data about product requirements & analyzing them against available alternatives including the purchase or internal manufacture of the product.
Make or buy analysis can be made by one or more of the following financial tools:
- Benefit cost analysis
- Return on Investment (ROI)
- Internal Rate of Return (IRR)
- Net Present Value (NPV)
101
Source Selection Criteria
```
A set of attributes desired by the buyer which a seller is required to meet or exceed to be selected for contract.
Example:
- Overall or lifecycle costs
- Past performance of sellers
- Financial capacity
```
102
Types of Fixed Price Contracts
This category of contract involves setting a fixed price for a well-defined product, service, or result.
1) Firm-Fixed Price (FFP)
2) Fixed Price Incentive Fee (FPIF)
3) Fixed Price w/ Economic Price Adjustment (FP-EPA)
103
Time & Material Contracts
A type of contract that is a hybrid contractual arrangement containing aspects of both cost-reimbursable & Fixed-Price Contract.
104
Quality Audits
A structured, independent process to determine if project activities comply with organizational & project policies, processes & procedures.
105
Verify Deliverable
Compliance related task that includes:
- risk mgmt. actions
- testing & validation activities
- Audits
106
Validate Deliverable
Whether deliverables are controlled or with in standards throughout, the validation performed by the project team & verified by the customer or business equals validated deliverables.
107
Pareto Chart
Is a histogram used to rank causes of problems in a hierarchical format.
* Demonstrates frequency of occurrence
108
Project Plan Docs.
vs.
Project Docs.
Project Plan Docs. (i.e. Artifacts) are created by the project team during project work. Artifacts facilitate mgmt. of the project.
Example: Spreadsheets, product backlog, project charter, lesson learned, acceptance criteria.
Project Doc. are integral documents; they define & support work of the project. Regularly updated my project mgmt. processes.
Example: A scope management plan is a project document.
109
Scaled Agile Framework (SAFe)
The focus of SAFe, is to build a useful knowledge base of scaling development work across all levels of the enterprise.
Applies agile methodologies & promotes alignment, collaboration & delivery across the organization.
110
Statement of Work
An SOW is a narrative description of products, services, or results to be delivered to the project by the vendor.
111
Bidder Conferences
These are meetings with prospective sellers prior to the preparation of a bid or proposal to ensure all prospective vendors have a clear & common understanding of the procurement.
112
Types of cost reimbursable Contracts
A cost reimbursable contract involves payment to the seller for the sellers actual cost, plus a fee typically representing the seller's profit.
* suited for projects with uncertain parameters.
1) Cost Plus Award Fee Contract (CPAF)
2) Cost Plus Fixed Fee Contract (CPFF)
3) Cost Plus Incentive Fee Contract (CPIF)
113
Risk Register
A repository in which outputs of risk management processes are recorded and managed.
114
P & I Matrix
| Probability & Impact
A grid for mapping the probability of occurrence of each risk & its impact on project objectives if that risk occurs.
115
Risk Trigger
or
Trigger Condition
An event or situation that indicates that a risk is about to occur.
116
Project Resilience
In a project environment, capabilities that support adaptability & resilience include:
- Short feedback loops
- Continuous improvement & learning
- Diverse project teams
- Open & transparent planning that engages internal/external stakeholders.
117
Risk Threshold
Is the level of risk exposure above which risks are addressed & below which risks may be accepted. Risks below the threshold are by definition of no concern.
118
Risk Appetite
Describes the degree of uncertainty an organization or individual is willing to accept in anticipation of a reward.
119
EMV
| Expected Monetary Value
Is a method of calculating the average outcome when future is uncertain. Done for all possible outcomes & their figures are added together.
*Technique used in Decision Tree Analysis
EMV = Monetary value of possible outcome x Probability it will occur
120
Product Roadmap
High level visual summary of the product of the project that includes goals, milestones, and potential deliverables.
121
Disciplined Agile
A hybrid tool kit that harnesses hundreds of agile practices to devise the ways of working" (wow) for your team or organization.
122
Communication Models
A description, analogy, or schematic used to represent how communication process will be performed for the project.
123
Stakeholder Register
A list of individuals or organizations who are actively involved in the project, whose interests may be negatively or positively affected by the performance or completion of the project & whose needs & expectations are to be considered.
124
Issues Log
A document where info about issues is recorded & monitored.
It is used to track problems, inconsistencies, or conflicts during the life of the project & require investigation in order to work toward a resolution
125
Lessons Learned Repository
- A store of historical information about lessons learned in a project. Where lessons learned registers are stored.
- An organization Process Asset
126
Tacit Knowledge
- Personal Knowledge that may be difficult to articulate & share such as beliefs, experience, and insights
- To manage tacit knowledge you will need to create & maintain trust among those involved.
127
Non-Event Risk
The goal of implementing threat responses is to reduce the amount of negative risks. Risk that are accepted sometimes are reduced by passage of time or because risk event does not occur.
128
Risk Score
Included in the risk register & determines the probability & impact of each risk.
129
Risk Breakdown Structure (RBS)
A hierarchical representation of potential sources of risk.
130
Prompt List
A predefined list of categories that might help protect project team members as they are gathering & analyzing risk related data.
131
Risk Tolerance
The maximum amount of risk, and the potential impact of that risk occurring, that a PM or key stakeholder is willing to accept.
132
Power/Influence Grid
A classification model that groups stakeholders on the basis of their levels of authority & involvement in the project.
133
Earned Value (EV)
A measure of work performed expressed in terms of the budget authorized for that work.
EV = % completed x Planned Value (PV)
134
Planned Value (PV)
The authorized budget assigned to schedule work.
135
Schedule Variance (SV)
Is the measure of schedule performance expressed as the difference between EV & PV.
SV = EV - PV
+ SV = Ahead of schedule
0 SV = On schedule
- SV = Behind Schedule
136
Schedule Performance Index (SPI)
A measure of schedule efficiency expressed as the ratio of EV to PV.
SPI = EV/PV
SPI > 1.0 = Ahead of schedule
SPI = 1.0 = On schedule
SPI < 1.0 = Behind schedule
137
Estimate at Completion (EAC)
The current projected final cost of the project.
EAC = BAC / CPI (Current Spending Efficiency)
138
Cycle Time
Measurement of work that has progressed all the way from plan to completed or delivered.
139
Tuckman's Ladder
Team development stages:
- Forming
- Storming
- Norming
- Performing
- Adjourning
* Are not followed one after another but rather are situational.
140
Conflict Management Approaches
1) Smooth/Accommodate
2) Withdraw/Avoid
3) Compromise/Reconcile (lose/lose)
4) Force/Direct (Win/lose)
5) Collaborate/Problem Solve (Win/win)
141
Nominal Group Technique
A technique that enhances brainstorming with a voting process used to rank the most useful ideas for further brainstorming or prioritization.
142
Maslow's Hierarchy
A theory that places the needs of an individual in a pyramid or triangle. Lower level needs must be satisfied before higher level ones can be addressed.
```
Self-actualization
Esteem
Belonging
Safety
Physiology
```
143
McClelland's Achievement Theory
Has three components: Achievement, Power, and affiliation.
```
Achievement = Success
Power = Influence others
Affiliation = Belonging to a team
```
144
Return on Investment (ROI)
Financial metric of profitability that measures the gain or loss from an investment relative to the amount of money invested.
145
Benefits Management Plan
The documented explanation defining the process for creating, maximizing, and sustaining the benefits provided by the project or program.
A document that describes when & how benefits will be derived & measured. Includes the following components:
- Target benefits, Strategic alignment, timeframe, benefits owner, metrics, risk
* Not a subsidiary component of the Project Management Plan, but instead is a business document.
146
A/B Testing
Is a method for determining user preference.
* Different sets of users are shown similar services; the difference is the independent variable.
* Based on the results of the A/B testing experiment, you can optimize the solution you provide to users.
147
Types of Organization Structures
Affects how much authority the PM has, as well as the availability of resources, how projects are performed, and how groups & individuals within the organization interrelate.
> Functional: PM authority low
> Projectized: PM reports to a program.
> Matrix: Blend of functional & projectized
> Composite: Combination of all the other types of organizations.
148
Enterprise Environmental Factors (EEFs)
Conditions that are not under immediate control of the team, and that influence, constrain, or direct the project at organizational, portfolio, program, or project level.
149
Continuous Improvement
An ongoing effort to improve products, services, or processes.
Includes improving business strategy, business results, and customers, employee, and supplier relationships.
150
Internal Rate of Return (IRR)
The interest rate of return that makes the net present value (NPV) of all cash flow equal to zero.
-IRR is the annual rate of growth that an investment is expected to generate.
151
Present Value (PV)
Current Value of a future sum of money or stream of cash flows given a specific rate return.
*It is the value of something today that you need to create a certain amount of money in the future at a specific interest rate.
152
Herzberg's Motivation Theory
Success in workplace is based on three things:
1) Hygiene factors related to working conditions
2) Stable job
3) Good relationships with management & coworkers
* Motivating factors relate to feeling of achievement, recognition, and career advancement.
* People usually not motivated by money.
153
McGregor's Theory X & Y
*Applies to management of labor.
-Theory X states that people generally do not like to work & are not motivated to work.
+ Management supervise work to maintain productivity.
- Theory Y states the opposite: People want to work & enjoy it.
+ Management does not need to hover.
154
Active Listening
A communicating technique that involves acknowledging what you hear & clarifying the message to confirm that what you heard matches what you said.
Reflecting>Attending>Following
155
Emotional Intelligence (EQ)
The ability to identify, asses, and manage the personal emotions of oneself and other people, as well as the collective emotions of groups of people.
156
Velocity
Measurement of total output from an iteration tp attempt to predict future iteration outputs.
157
Value Stream Map
A lean enterprise technique used to document, analyze, and improve the flow of information of materials required to produce a product or service for a customer.
158
Throughput Metrics
Measurement of the teams work that has moved from one stage to the next stage over a certain time.
159
Salience Model
Is a classification model that groups stakeholders on their basis of their level of authority, their immediate needs, and how appropriate their involvement is in terms of the project.
160
Budget At Completion (BAC)
The sum of all budgets established for work to be performed.
161
Actual Cost (AC)
Is the realized cost incurred for the work performed on an activity during a specific time period.
*AC indicates the actual money that has been spent for the work that has been completed.
162
Cost Variance (CV)
```
Is the amount of budget deficit or surplis at a given point in time, expressed as the difference between Earned Value (EV) and the Actual Cost (AC).
CV = EV - AC
*+ CV = Under Budge
*0 CV = On Budget
*- CV = Over Budget
```
163
Cost Performance Index (CPI)
```
Is a measure of cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost.
CPI = EV/AC
*CPI>1.0= Under Budget
*CPI=1.0= On Budget
*CPI<1.0=Over Budget
```
164
Power/Interest Grid
A classification model that groups stakeholders on the basis of their levels of authority & interest in the project.
165
To Complete Performance Index (TCPI)
An earned value management measure that estimates the cost performance required to achieve with the remaining resources in order to meet a specific management goal.
Expressed as the ratio of the cost to finish the outstanding work to remaining budget.
TCPI=(BAC-EV)/(BAC-AC)
166
Variance at Completion (VAC)
A projection of the amount of budget deficit/surplus, expressed as the difference between the budget at completion (BAC) & the Estimate at Completion (EAC)
VAC = BAC - EAC
167
Kaizen
Continuous improvement approach; its key features include:
- Improvements based on small changes.
- Small changes less likely to require major capital.
- Ideas come from workers - not expensive.
- All employees continually improve own performance.
- All are encouraged to take ownership of work to improve motivation.
168
PMO
| Project Management Office
A management structure that standardizes the project-related governance processes & facilitates the sharing of resources, methodologies, tools, and techniques.
There are several types of PMO structures each varying in degree of control & influence:
- Supportive PMO
- Controlling PMO
- Directive PMO
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OPAs
| Organizational Process Assets
Plans, processes, policies, procedures & knowledge basis that are specific to & used by the performing organization.
*Influences management of the projects.
170
PESTLE
External business environment factors that can affect the value & desired outcomes of a project.
PESTLE considers Political, Economic, Social, Technical, Legal, and Environmental factors as cause or agents of external change.
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Net Promoter Score (NPS)
Measures a customers willingness to recommend a providers product or services to another on a scale of -100 to 100.
* High score indicates customers delight & willingness to recommend the solution. For the calculation, you assign a number to the customers satisfaction on a scale of 0-10.
Detractors (0-6)
Passive (7-8)
Promotors (9-10)
