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PMP > Tools & Techniques Descriptions (1 of Each) > Flashcards

Tools & Techniques Descriptions (1 of Each) Flashcards

1
Q

Expert Judgment

A

Expertise which may come from individuals with experience, knowledge, skills, and/or training and can be from the company, consultants, PMO, SMEs, Industry Groups, etc. Technical and management expertise may be required in developing documents. Expert Judgment is a tool and technique for every Integration Process.

Used as a T&T in:

  • Develop Project Charter
  • Develop Project Management Plan
  • Direct & Manage Project Work
  • Monitor & Control Project Work
  • Perform Integrated change Control
  • Close Project or Phase
  • Plan Scope Management
  • Define Scope
  • Create WBS
  • Plan Schedule Management
  • Define Activities
  • Estimate Activity Resources
  • Estimate Activity Durations
  • Plan Cost Management
  • Estimate Costs
  • Determine Budget
  • Plan HR Management
  • Control Communications
  • Plan Risk Management
  • Identify Risks
  • Perform Qualitative Risk Analysis
  • Perform Quantitative Risk Analysis
  • Plan Risk Responses
  • Plan Procurement Management
  • Conduct Procurements
  • Identify Stakeholders
  • Plan Stakeholder Management
  • Control Stakeholder Engagement
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2
Q

Facilitation Techniques

A

Brainstorming, conflict resolution, problem solving, and meeting management techniques.

Used as a T&T in:

  • Develop Project Charter
  • Develop Project Management Plan
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3
Q

Stakeholder Analysis

A

A technique used to identify the stakeholders, and their interest, experience and influence on the project.

Used as a T&T in:
- Identify Stakeholders

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4
Q

Meetings

A

Special meetings called Profile Analysis Meetings can be used to develop an understanding of roles, interested, knowledge, and the overall position of Project stakeholders, especially major stakeholders.

Used as a T&T in:

  • Direct & Manage Project Work
  • Monitor & Control Project Work
  • Perform Integrated Change Control
  • Close Project or Phase
  • Plan Scope Management
  • Plan Schedule Management
  • Plan Cost Management
  • Plan Quality Management
  • Plan HR Management
  • Plan Communication Management
  • Control Communications
  • Plan Risk Management
  • Control Risk
  • Plan Procurement Management
  • Identify Stakeholders
  • Plan Stakeholder Management
  • Control Stakeholder Engagement
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5
Q

Questionnaires & Surveys

A

Used to quickly gather information from a large number of participants.

Used as a T&T in:
- Collect Requirements

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6
Q

Prototypes

A

A common technique for soliciting requirements by making a working model (usually on a smaller scale), of the end product. A prototype helps customers visualize their end product and provide early feedback. It also helps reduce the risks on the project.

Used as a T&T in:
- Collect Requirements

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7
Q

Observations

A

This technique, also called “job shadowing”, involves “watching over the shoulder” of end-users (of the proposed product) to see how they perform their tasks. It is used to uncover “hidden” requirements, which the users may not be able to articulate themselves.

Uses as a T&T in:
- Collect Requirements

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8
Q

Interviews

A

A formal or informal approach to seek information from the stakeholders by talking to them directly. Interviewing stakeholders, and subject matter experts can help in identifying and defining the features and functions of the project deliverables.

Used as a T&T in:
- Collect Requirements

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9
Q

Group Decision-Making Techniques

A

Used to assess various alternatives. The objective is to classify and prioritize (low, medium, high) requirements. There are multiple methods of reaching a group decision, such as Unanimity, Majority, Plurality, and Dictatorship.

Used as a T&T in:

  • Collect Requirements
  • Validate Scope
  • Estimate Activity Durations
  • Estimate Costs
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10
Q

Group Creativity Techniques

A

Used to collect project and product requirements via Brainstorming, Nominal Group Technique, Mind Mapping, Affinity Diagram, and Multi-criteria decision analysis.

Used as a T&T in:
- Collect Requirements

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11
Q

Focus Groups

A

Meeting that bring together dry stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product, service, or result. They are conducted by trained moderators.

Used as a T&T in:
- Collect Requirements

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12
Q

Facilitated Workshops

A

Bring key stakeholders together for defining cross-functional requirements and reconciling stakeholder differences. Examples include Joint Application Development (JAD) in software development, Quality Functional Deployment (QFD) in manufacturing.

Used as a T&T in:

  • Collect Requirements
  • Define Scope
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13
Q

Document Analysis

A

Gathering requirements by analyzing business plans, marketing material, agreements, RFP, business rules, business processes, use cases, problem/issue logs, policies, procedures, and regulatory documentation.

Used as a T&T in:
- Collect Requirements

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14
Q

Context Diagrams

A

Help stakeholders visualize the product scope by showing the interaction between a business system (process, equipment, computer system, etc.), with people and other systems.

Used as a T&T in:
- Collect Requirements

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15
Q

Benchmarking

A

Comparing the current project’s processes to those of other comparable projects (within or outside the organization) order to identify best practices, generate ideas for improvement, and provide a basis for measuring performance.

Used as a T&T in:

  • Collect Requirements
  • Plan Quality Management
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16
Q

Product Analysis

A

Translates high-level product descriptions into tangible deliverables. Project Deliverables are a art of the Project Scope Statement, which is an outp of Define Scope process. Product analysis includes techniques such as Product Breakdown, Systems Analysis, Requirements Analysis, Systems Engineering, Value Engineering, and Value Analysis.

Used as a T&T in:
- Define Scope

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17
Q

Alternatives Generation

A

A technique to identify different approaches to perform the work of the project. Brainstorming and Lateral Thinking are commonly used to identify alternatives.

Used as a T&T in:
- Define Scope

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18
Q

Decomposition

A

Th technique of breaking down a very laager project into manageable components.

Used as a T&T in:

  • Create WBS
  • Define Activities
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19
Q

Analytical Techniques

A

Various techniques such as rolling wave planning, leads and lags, alternative analysis, and methods for reviewing schedule performance may be employed. Techniques such as payback period, return on investment, internal rate of return, discounted cash flow, and net present value, may be used for making funding decisions (self-funding, funding with equity, or funding with debt) and financing project resources (making, purchasing, renting, or leasing).

Used in:

  • Plan Schedule Management
  • Plan Cost Management
  • Plan Risk Management
  • Plan Stakeholder Management
  • Conduct Procurements
  • Monitor & Control Project Work
  • Close Project or Phase
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20
Q

Rolling Wave Planning

A

In the beginning of the project when requirements and scope are not well defined, the activities are defined in detail for the work to be done in near term, and defined at a high level for the work to be done in future. As requirements and scope become clear, the work packages are decomposed further. This technique is known as Rolling Wave Planning.

Used in:
- Define Activities

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21
Q

Dependency Determination

A

All types of dependencies - Mandatory, Discretionary, External, and Internal - meet to be considered when sequencing activities.

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22
Q

Leads & Lags

A

Refinements applied during network analysis and activities to develop/create a viable schedule and a viable project schedule network diagram.

Example of Lead: User Documentation can start 2 weeks before schooled completion of testing.

Example of Lag: The successor activity must wait 3 days after pouring of the concrete to allow the concrete to set.

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23
Q

Precedence Diagramming Method (PDM)

A

A method used in Critical Path Methodology (CPM) for developing a project schedule network diagram. It uses boxes or rectangles, referred to as nodes, to represent activities, and connects them with arrows that represent the logical relationships between activities.

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24
Q

Alternatives Analysis

A

Alternative ways to accomplish an activity. For example, two less experienced resources could be used to accomplish a task instead of an experienced resource. An activity could be automated by using a tool instead of being performed manually, in order to expedite work. Some components could be purchased instead of being manufactured in-house.

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25
Q

Bottom-Up Estimating

A

An estimating technique in which complex activities are broken down into smaller and more manageable activities. Resource requirements are determined for these smaller activities and then aggregated or “rolled-up” to determine the resource requirements for the entire activity.

Used in:

  • Estimate Activity Resources
  • Estimate Costs
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26
Q

Project Management Software

A

Such as a scheduling tool (e.g. MS Project) can help to plan, organize, and manage resource pools and develop resource estimates.

Used in:

  • Estimate Activity Resources
  • Control Schedule
  • Estimate Costs
  • Control Costs
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27
Q

Published Estimating Data

A

Production rates and unit costs for resource, equipment and supplies for different regions can be used to estimate activity resource requirements. Such information could be optioned from publicly available databases.

Used in:
- Estimate Activity Resources

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28
Q

Analogous Estimating

A

An estimating technique that uses information from a previous, similar activity as the basis for estimating a future activity. For example, a similar project done in the past took 5 months to complete. so, the current project, which is slightly more complex, should take about 6 months.

Used in:

  • Estimate Activity Durations
  • Estimate Costs
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29
Q

Critical Chain Method

A

A schedule network analysis technique that modifies the project schedule to account for limited resources and project uncertainties. It is developed from the critical path method. The resource-constrained critical path is known as the critical chain.

Used in:
- Develop Schedule

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30
Q

Critical Path Method

A

A schedule network analysis technique used to determine the minimum project duration by analyzing the amount of float on various paths in the project schedule network.

Used in:
- Develop Schedule

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31
Q

Modeling Techniques

A

A technique used to develop and control project schedule by assessing the feasibility of project schedule under various scenarios. It works by asking questions such as “what if scenario X happens?”. Monte Carlo Analysis is commonly used to conduct “What if” analysis.

Used in:

  • Develop Schedule
  • Control Schedule
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32
Q

Resource Optimization Techniques

A

Techniques such as Resource Leveling and Resource Smoothing are used to produce a resource-limited schedule. These techniques alter the project schedule to reduce the extreme variations in resource usage, and achieve a more stable usage over the course of the project.

Used in:

  • Develop Schedule
  • Control Schedule
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33
Q

Schedule Compression

A

It is the shortening of the project schedule duration without reducing the project scope. Commonly used schedule compression techniques include Crashing and Fast-tracking.

Used in:

  • Develop Schedule
  • Control Schedule
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34
Q

Schedule Network Analysis

A

This technique generates the project schedule model. It identifies early and late start dates, as well as early and late finish dates, for the uncompleted portions of project schedule activities.

Used in:
- Develop Schedule

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35
Q

Scheduling Tool

A

Schedule tools such as MS Project can expedite the process of schedule development.

Used in:

  • Develop Schedule
  • Control Schedule
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36
Q

Cost of Quality

A

The total cost of all quality related if forts throughout the product life cycle. It includes prevention and appraisal costs (cost of conformance), and failure costs (cost of non-conformatnce).

Used in:

  • Estimate Costs
  • Plan Quality Management
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37
Q

Parametric Estimating

A

An estimating technique that uses a statistical relationship established based on historical data, to calculate an etiolate project cost, budget, or duration. For example it costs $100K to build one apartment unit. So, it should cost about $10M to construct a complex with 100 units.

Used in:

  • Estimate Activity Durations
  • Estimate Costs
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38
Q

Reserve Analysis

A

An analytical technique to establish a contingency (or buffer) for project duration or budget to mitigate schedule or cost risks. Contingency reserves account for “known-unknowns” in the project. The reserve is calculated either as a fixed number (e.g. $50K), or a percentage (e.g. 10%) of total project cost.

Used in:

  • Control Costs
  • Control Risks
  • Determine Budget
  • Estimate Activity Durations
  • Estimate Costs
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39
Q

Three-Point Estimating

A

An estimating technique that uses three cost or duration estimates (optimistic, most likely, and pessimistic) to account for risk or uncertainty involved in an activity.

Used in:

  • Estimate Activity Duration
  • Estimate Costs
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40
Q

Vendor Bid Analysis

A

The bids from various vendors are compared to estimate total project cost. Separate bids may be invaded for different deliverables. Costs are estimated for all the deliverables in order to determine the total project cost.

Used in:
- Estimate Costs

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41
Q

Cost Aggregation

A

The individual cost estimates of activities in the WBS are aggregated to get the cost estimates by work package. Cost estimates by work packages are aggregated to get cost estimates by Control Account. Finally, cost estimates by Control Account are rolled up to determine the total project cost.

Used in:
-Determine Budget

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42
Q

Funding Limit Reconciliation

A

In this technique, the funding available in each time period (say each month) is compared with the planned expenditure in the time period to ensure that the planned expenditure is within the available funding. For example, if the planned expenditure in a given month is more than the funding available in that month, then the work in that month may have to be rescheduled to another month when more funds are available.

Used in:
- Determine Budget

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43
Q

Historical Relationships

A

Knowledge gained from past experience can be translated into mathematical models to predict the total project cost. For example, cost for a construction project can be calculated by using cost per sq. ft. rather than using bottom-up estimating.

Used in:
- Determine Budget

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44
Q

Additional Quality Planning Tools

A

These include Brainstorming, Force field analysis, Nominal group techniques, and other quality management and control tools such as Affinity diagrams, PDPC, Tree diagrams, Matrix diagrams, Prioritization matrices, etc.

Used in:
- Plan Quality Management

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45
Q

Cost-Benefit Analysis

A

It compares the cost of quality activities with the expected benefit. For example, if a quality improvement activity cots $10,000 and results in only a marginal increase in quality, then it’s probably not worth doing.

Used in:
- Plan Quality Management

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46
Q

Design of Experiments

A

Is a statistical approach that helps to determine the factors that have the most impact on quality. Ex) Lets say a company wants to optimize its e-commerce portal to generate maximum revenue. One way is to change one element of the web site at a time, try it out for a week , and analyze its impact on revenue. A more efficient and faster way is to use DOE and change a combination of elements at the same time to determine the best layout. DOE is used during the

Plan Quality Management process to determine the number and type of tests to be used and their impact on cost of quality.

Used in:
- Plan Quality Management

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47
Q

Seven Basic Quality Tools

A

Seven Basic Quality Tools are:

  1. Cause-and-Effect Diagrams
  2. Flowcharts
  3. Checksheets
  4. Pareto Diagrams
  5. Histograms
  6. Control Charts
  7. Scatter Diagrams

Used in:

  • Plan Quality Management
  • Control Quality
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48
Q

Statistical Sampling

A

Involves choosing a random sample for inspection from a population of interest. It is used when not many defects are expected, testing entire population would take too long, or testing is destructive or costly. The sample recency and die are established in the Plan Quality Management process.

Used in:

  • Plan Quality Management
  • Control Quality
49
Q

Networking

A

Can help in understanding the political environment and interpersonal factors that can influence the project. Examples include information conversations, luncheon meetings, conferences and symposia.

Used in:
- Plan HR Management

50
Q

Organization Charts and Position Descriptions

A

Ensures that each activity or work package has a clear owner, and team member have a clear understanding of their roles and responsibilities. Think about these documents here:

  1. Responsibility Assignment Matrix (RAM) - documents roles and responsibilities on the project.
  2. Organizational Breakdown Structure (OBS) - describes the responsibilities by departments;
  3. Resource Breakdown Structure (RBS) - organizes resources by their types.

Used in:
- Plan HR Management

51
Q

Organizational Theory

A

Understanding the Organizational theorists can help in human resource planning and increase the changes of project success. For example, by understanding Maslow’s Hierarchy of Needs, the project management team can design the reward system more effectively.

Used in:
- Plan HR Management

52
Q

Communication Methods

A

The three main categories of communication methods are:

  1. Interactive Communication - Ex) face-to-face meeting and teleconferences
  2. Push Communication - Ex) letters, reports, emails, and newsletters
  3. Pull Communication - Ex) blogs and websites

Used in:

  • Plan Communication Management
  • Manage Communications
  • Manage Stakeholder Engagement
53
Q

Assumptions Analysis

A

The uncertainties and inaccuracies in assumptions can be a source of risk. Assumption analysis helps to identify risks associated with assumptions.
Someone said: “Assumption is the mother of all screw ups”.

Used in:
- Identify Risks

54
Q

Checklist Analysis

A

A checklist of common risks can be developed based on knowledge gained from previous similar projects. The lowest level of the Risk Breakdown Structure can also serve as a risk checklist.

Used in:
- Identify Risks

55
Q

Diagramming Techniques

A

Ishikawa (or Fishbone) diagrams, Flowcharts, and Influence diagrams are commonly used for risk identification.

Used in:
- Identify Risks

56
Q

Document Reviews

A

A detailed review of all the documents listed as inputs of the Identify Risks process is performed in order to identify risks. These documents include cost, schedule and quality management plans, assumption log, procurement documents, reports, and project files from previous projects. Inconsistency in these document, may be an indicator of risks on the project.

Used in:
- Identify Risks

57
Q

Information Gathering Techniques

A

Various information gathering techniques such as Brainstorming, Delphi technique, Interviewing, and Root cause analysis can be used to identify risks.

Used in:
- Identify Risks

58
Q

SWOT Analysis

A

An information gathering technique used in risk management to increase the breadth of the risks considered, and device contingency plans by examining the project’s strengths, weaknesses, opportunities, and threats.

Used in:
- Identify Risks

59
Q

Probability & Impact Matrix

A

A common way to categorize risks as low, moderate, or high risk by combining the two dimensions of risk - its probability of occurrence and its impact on objectives, if it occurs.

Used in:
- Perform Qualitative Risk Analysis

60
Q

Risk Categorization

A

Risks can be categorized by:

  1. Source - Ex) technical, external, organizational, environmental, or project management
  2. Areas of project or work packages

Used in:
- Perform Qualitative Risk Analysis

61
Q

Risk Data Quality Assessment

A

For effective risk management, the quality of data on which risk analysis is based, has to be accurate. This technique exams how well risks are understood, and how accurate and reliable the risk data is. Ex) one area that could be examined is whether the project team interviewed all the key stakeholders to gather inputs on risks, or did they miss any key stakeholders.

Used in:
- Perform Qualitative Risk Analysis

62
Q

Risk Probability & Impact Assessment

A

This technique determines the probability of occurrence of each project risk and analyzes its impact on project objectives (such as scope, schedule, cost, quality, etc.), if it occurs.

Used in:
- Perform Qualitative Risk Analysis

63
Q

Risk Urgency Assessment

A

Risks that need to be addressed in near term are considered urgent. Sometimes, the probability and impact can be combined with a third factor - urgency - in order to determine the final risk severity rating.

Used in:
- Perform Qualitative Risk Analysis

64
Q

Data Gathering & Representation Techniques

A

Data Gathering and Representation Techniques include:

  1. Interviewing - draw in from experience and knowledge of the stakeholders to quantify the probability and impact of risk on project objectives.
  2. Probability distributions - such distributions can be continuous or discrete, and represent the uncertainty in duration or cost estimates of the project.

Used in:
- Perform Quantitative Risk Analysis

65
Q

Quantitative Risk Analysis & Modeling Techniques

A

Quantitative Risk Analysis & Modeling Techniques commonly used are:

  1. Sensitivity analysis - helps to determine which risks have the most potential impact on the project
  2. Expected Monetary Value (EMV) Analysis - calculates the profit or loss of an outcome (such as a project) based on different scenarios, by taking into consideration the probability of occurrence and the expected profit or loss from each scenario
  3. Modeling and simulation (e.g. Monte Carlo technique) - determines the probability of certain outcomes, like project duration or cost, by running multiple trial runs, called simulations, using input values selected at random from probability distributions of individual activity durations or costs.

Used in:
- Perform Quantitative Risk Analysis

66
Q

Contingent Response Strategies

A

These strategies define the actions to be taken when a risk event (positive or negative) occurs. The risk triggers - symptoms or warning signs indicating that a risk has occurred or about to occur - are defined as well. Examples of risk triggers include a missed milestone, a competitor going bankrupt, drop in the price of a raw material.

Used in:
- Plan Risk Responses

67
Q

Strategies for Negative Risks or Threats

A 
(ATM) These strategies include:
- Avoid
- Transfer
- Mitigate
- Accept
The first three typically deal with threats that may have a negative impact on project objectives, if they occur.

Used in:
- Plan Risk Responses

68
Q

Strategies for Positive Risks or Opportunities

A 
(SEE) These strategies include:
- Exploit
- Enhance
- Share
- Accept
The first three typically deal with opportunities that may have a positive impact on project objectives, if they occur.

Used in:
- Plan Risk Responses

69
Q

Make-or-Buy Analysis

A

A technique to determine whether to accomplish a particular work in-house (make) or procure it from an external organization (buy). Both direct and indirect costs should be considered while making such decisions. Available contract types are also considered because the different buyer-seller risk sharing equation varies base on the contract type.

Used in:
- Plan Procurement Management

70
Q

Market Research

A

Research of the industry and available vendors can be done through variety of sources such as conferences, online reviews and information gathered through other companies and directly from vendors. This information helps to reduce procurement related risks, and refine the procurement strategy.

Used in:
- Plan Procurement Management

71
Q

Project Management Information System

A

Scheduling tool, work authorization system, configuration management system, information collection and distribution system, and reporting tools can be used when the work on the project is being carried out.

Used in:

  • Direct & Manage Project Work
  • Monitory & Control Project Work
72
Q

Quality Management & Control Tools

A

All the tools and techniques of Plan quality Management process and Control Quality process can also be sued in Perform Quality Assurance.
Additional other tools such as Affinity Diagrams, PDPC, Interrelationship Digraphs, Tree Diagrams, Prioritization Matrices, Activity Network Diagrams (AOA and AON), Matrix Diagrams can be used.

Used in:

  • Perform Quality Assurance
  • Plan Quality Management
  • Control Quality
73
Q

Quality Audits

A

One of the most important techniques of Perform Quality Assurance are Quality Audits. Usually people associate audits with fault finding. However, in reality, audits are conducted not only to find issues, but also to capture best practices and lessons learned from the project, so that they can be shared with other projects and departments in the organization. Quality Audits can also be used to confirm the appropriate implementation of approved change requests.

Used in:
- Perform Quality Assurance

74
Q

Virtual Teams

A

The project management team may set up an extended team at an offsite location to work on the project. Reasons for using a virtual team are plenty, the obvious ones being, cost reduction, and unavailability of enough skilled resources onsite. Communication management and conflict resolution assume increased importance in a virtual team setup.

Used in:
- Acquire Project Team

75
Q

Acquisition

A

The project management team may need to hire new staff or sub-contract work on the project, if required resources are not available in-house.

Used in:
- Acquire Project Team

76
Q

Multi-Criteria Decision Analysis

A

Criteria such as availability, cost, experience, ability, knowledge, technical, and commutation skills, ability, and location of the team members can be used to rate or score team members, and make team selection decisions in an objective manner.

Used in:
- Acquire Project Team

77
Q

Negotiation

A

Project Manager may need to negotiate with functional managers, other project managers within the organization, external vendors, suppliers, and contractors to get the most suitable resources for the project.

Used in:
- Acquire Project Team

78
Q

Pre-Assignment

A

Team members select in advance are considered pre-assigned. Sometimes, pre-assigned resources are listed in the Project Charter itself. For example, the sponsor assigns his son-in-law as the principal architect on the project even before the charter is signed.

Used in:
- Acquire Project Team

79
Q

Colocation

A

Co-location means placing team members together in the same physical location. Co-location infuses a sense of belonging and team spirit among team members, and hence increases effectiveness of the team. Co-location is also referred to as “tight matrix”.

Used in:
- Develop Project Team

80
Q

Ground Rules

A

Ground rules establish clear expectations regarding acceptable behavior by project team members. Ground rules are very important in any professional setup.

Used in:
- Develop Project Team

81
Q

Interpersonal Skills

A

Interpersonal Skills, also known as “soft skills”, are an important ingredient for developing an effective project team and managing stakeholders. The skills that are most useful in developing project teams are communication, emotional intelligence, conflict resolution, team building, motivation and negotiation. The key skills for managing stockholders expectations are resolving conflicts, active listening, trust building, and overcoming resistance to change.

Used in:

  • Develop Project Team
  • Manage Project Team
  • Manage Stakeholder Engagement
82
Q

Personnel Assessment Tools

A

Specialized tools such attitudinal surveys, structured assessments and interviews, ability tests, and focus groups can provide insight into strengths and weaknesses of the team member. This information can be used to improve understanding, trust, commitment, and communications among team members and improve team productivity.

Used in:
- Develop Project Team

83
Q

Recognition & Rewards

A

A good recognition and rewards system is important for the development of a team. Recognition and rewards should be based on activities and performance under a person’s control. Only desirable behavior should be recognized and rewarded.

Used in:
- Develop Project Team

84
Q

Team-Building Activities

A

The objective of team-building activities is to help the team members work together effectively. Such activities assume more importance in a virtual team setup. It is an on-going activity throughout the project.

Used in:
- Develop Project Team

85
Q

Training

A

Training needs of the team members are identified in the Human Resource Management Plan, and can also be identified on the job. Team members are trained in order to help them acquire the skills necessary to effectively perform their job on the project. Training can be internal or external, formal or informal.

Used in:
- Develop Project Team

86
Q

Conflict Management

A

Conflicts are inevitable in a project environment. Conflict management is an important skill that Project Managers should master. Major sources of conflict are schedule, cost, resource constraints, project priorities, personality differences, technical and administrative issues. Five conflict resolution techniques are:

  • Withdrawing/ Avoid
  • Smooth/ Accomodate
  • Compromise / Reconcile
  • Force / Direct
  • Collaborate / Problem Solve

Used in:
- Manage Project Team

87
Q

Observation & Conversation

A

The Project Manager observes the work, attitude, and the interactions of project team members among each other, in order to assess their performance.

Used in:
- Manage Project Team

88
Q

Project Performance Appraisals

A

This is individual team members’ performance appraisal. The objective is to clarify roles and responsibilities, provide constructive feedback, resolve issues, set goals for future, identify training needs and prepare development plans.

Used in:
- Manage Project Team

89
Q

Communication Models

A

In voice of communication model should aim to reduce the noise and ensure effective communication.

Used in:

  • Plan Communications Management
  • Manage Communications
90
Q

Communication Technology

A

Various technologies can be used to transmit the information. Examples include meetings, teleconferences, webinars, formal letters or memos, faxes, rails, web sites, wikis, blogs, etc. The choice of method used should be appropriate for the project and the type of information that is being communicated.

Used in:

  • Plan Communications Management
  • Manage Communications
91
Q

Information Management System

A

Varios tools such as email, telephone, hard copy documents, newsletters, websites, collaborative tools, etc. are used to distribute information. Information technology systems can be integrated to automate flow of information and reduce manual effort to keep the information in sync.

Used in:

  • Manage Communications
  • Control Communications
  • Control Stakeholder Engagement
92
Q

Performance Reporting

A

The act of collecting and distributing performance information, including status reports, progress measurements, and forecasts. Performance reports may include scope, schedule, cost and quality performance information. In addition, the reports may include forecasts and risk related information.

Used in:

  • Manage Communications
  • Control Procurements
93
Q

Advertising

A

Advertisements in newspapers or speciality trade publications can be used to invite more sellers. Sometimes such advertisements are mandated for government contracts.

Used in:
- Conduct Procurements

94
Q

Bidder Conferences

A

Meeting between the buyer and potential sellers to ensure that sellers have a clear and common understanding of the technical and contractual requirements, and all sellers are treated equal. Such meetings are conducted prior to submission of responses by the sellers. The procurement documents may be amended as a result of these meetings.

Used in:
- Conduct Procurements

95
Q

Independent Estimates

A

Independent Estimates, prepared by the buyer or an expert on behalf of the buyer, can be used as a benchmark for evaluating proposals. Significant differences in cost estimates may indicate that the procurement SOW is not clear, or the sellers have misunderstood or incorrectly estimated the work.

Used in:
- Conduct Procurements

96
Q

Procurement Negotiations

A

Negotiations are used to clarify the requirements, and discuss technical solution, scope, pricing, payment terms, schedule and other terms of the purchase, and conclude with a contract document.

Used in:

  • Conduct Procurements
  • Close Procurements
97
Q

Proposal Evaluation Techniques

A

Techniques such as a weighting system can be used for evaluating the seller proposals. An evaluation committee assigns a “score” to each seller based on the source selection criteria and the evaluation criteria defined for the procurement. Sellers are ranked according to their score.

Used in:
- Conduct Procurements

98
Q

Management Skills

A

Facilitation, influencing, and negotiation are essential skills required to effectively manage stakeholders.

Used in:
Manage Stakeholder Engagement

99
Q

Change Control Tools

A

Manual or automated tools may be used for configuration and change management. These tools can help to manage change requests and communicate their status to the appropriate stakeholders.

Used in:
- Perform Integrated Change Control

100
Q

Inspection

A

The process of measuring, examining and validating the deliverables against the requirements in order to ensure that the deliverables meet the acceptance criteria, is known as Inspection. Inspections are sometimes called reviews, product reviews, audits, and walkthroughs.

Used in:

  • Validate Scope
  • Control Quality
101
Q

Variance Analysis

A

Variances are determined by comparing Work Performance Data with the Scope Baseline. Variances are further analyzed to determine their root cause and magnitude. Depending upon the magnitude of variation, corrective or preventive actions may be required.

Used in:
- Control Scope

102
Q

Performance Reviews

A

Performance Reviews measure the actual vs. planned schedule progress in order to assess the schedule performance of the project. Various techniques such as Trend Analysis, Critical Path Method, Critical Chain Method, and Earned Value Measurements (SPI and SV) can be used to review performance. It is also used to determine variances from the cost baseline, cost trends, and earned value measures such as CV and CPI.

Used in:

  • Control Schedule
  • Control Costs
103
Q

Earned Value Management (EVM)

A

A project management methodology that integrates scope, schedule and cost to measure project performance and progress in an objective manner.

PV = Planned Value
EV = Earned Value
AC = Actual Cost
BAC = Budget at Completions
EAC = Estimate at Completion
ETC = Estimate to Complete
VAC = Variance at Completion
CV = Cost Variance
SV = Schedule Variance
CPI = Cost Performance Index
SPI = Schedule Performance Index

Used in:
- Control Costs

104
Q

Forecasting

A

Based on the current cost performance, an estimate of how much more budget is required to complete the remaining work on the project (ETC) and how much is the total project expected to cost when it gets completed (EAC).

Used in:
- Control Costs

105
Q

To-Complete Performance Index

A

The cost performance that must be achieved on the remaining work to meet a BAC (or EAC) target. It is the ratio of the “cost to finish the remaining work” to the “remaining budget”.

Used in:
- Control Cost

106
Q

Approved Change Requests Review

A

All approved change requests are reviewed to ensure that they are implemented as approved, in a timely manner, and as per the standards defined. For example, if a change request was approved for a defect repair, then the Control Quality process verifies that the defect has been satisfactorily repaired.

Used in:
- Control Quality

107
Q

Risk Reassessment

A

Risks are regularly reassessed to look for new emerging risks, or risk that are no longer valid.
One of the PMI-isms is to review risks in the status review meetings.

Used in:
- Control Risks

108
Q

Risk Audit

A

Risk audits are conducted to examine the effectiveness of risk responses and the overall risk management process.

Used in:
- Control Risks

109
Q

Variance & Trend Analysis

A

Work Performance Reports, an input to this process, help to determine the variances and trends in project performance. If variance is above the threshold, then it may warrant a risk response. The trends are analyzed to update the Risk Management Plan or response strategy.

Used in:
- Control Risks

110
Q

Technical Performance Measurement

A

Technical performance measurements can provide insight into the technical risks on the project. For example, if a product fails a trial run, it may indicate a potential technical risk in the design of the product.

Used in:
- Control Risks

111
Q

Contract Change Control System

A

Contract Change Control System is used to manage changes to the contracts on the project, and is integrated with the project’s integrated change control system.

Used in:
- Control Procurements

112
Q

Procurement Performance Reviews

A

A structured review of seller performance with regard to scope, schedule, cost, quality and other parameters. It cnan include a review of seller performance reports, and quality audits by the buyer.

Used in:
- Control Procurements

113
Q

Inspections & Audits

A

Inspections and audits are conducted by the buyer to verify compliance to standards and processes, and check whether deliverables meet quality standards.

Used in:
- Control Procurements

114
Q

Payment Systems

A

Payments are made in accordance with the payment terms and conditions mentioned in the contract.

Used in:
- Control Procurements

115
Q

Claims Administration

A

A claim is a request, demand, or assertion of rights by a seller against a buyer, or vice versa, for consideration, compensation, or payment under the terms of a legally binding contract, such as for a disputed change. Claims are administered throughout the project. ADR can be used if parties cannot come to an agreement through mutual negotiations.

Used in:
- Control Procurements

116
Q

Records Management System

A

A system used by the project manager to manage contract, procurement documentation, and records. It is a part of the Project Management Information System (PMIS).

Used in:

  • Control Procurements
  • Close Procurements
117
Q

Procurement Audits

A

Procurement Audits are conducted to capture “lessons learned” for the entire procurement, with an objective to identify successes and failures from the procurement. This information is used to support future procurement decisions.

Used in:
- Close Procurements

118
Q

Communication Requirements Analysis

A

The communication requirements are analyzed to determine the information needs of the project stakeholders. Only that information should be communicated that contributes to project success, or where lack of communication can lead to project failure.

Used in:
- Plan Communications Management

119
Q

Process Analysis

A

A technique to analyze a process in order to identify bottlenecks or problems, root causes of problems, non-value adding activities in the process, and areas for improvement. It includes root cause analysis.

Used in:
- Perform Quality Assurance

PMP (9 decks)

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