- Shuffle
Toggle OnToggle Off
- Alphabetize
Toggle OnToggle Off
- Front First
Toggle OnToggle Off
- Both Sides
Toggle OnToggle Off
Front
How to study your flashcards.
Right/Left arrow keys: Navigate between flashcards.right arrow keyleft arrow key
Up/Down arrow keys: Flip the card between the front and back.down keyup key
H key: Show hint (3rd side).h key
PLAY BUTTON
PLAY BUTTON
25 Cards in this Set
- Front
- Back
|
Six Domains of Experience
|
1. Initiating the Project; 2. Planning the Project; 3. Executing the Project; 4. Monitoring & Controlling the Project; 5. Closing the Project; 6. Professional and Social Responsibility
ch 1 |
|
Progressive Elaboration
|
Developing by Steps and continuing in increments; The refinement that project components pass through to reach thier final stage (such as a project plan)
ch 1 |
|
Most important person in the project
|
The Customer. He is the one the project is for
ch 1 |
|
Iron Triangle
|
The Triple Constraints model. If any one “side” changes, the other two should change as well. Time, Cost, Scope
|
|
The Triple Constraints model
|
If any one “side” changes, the other two should change as well. Time, Cost, Scope ('Iron Triange")
|
|
Scope Verification
|
Results of phases must be approved by customer for the formal acceptance of the project work
|
|
Project Management
|
Supervision and Control of the work required to complete the project vision
|
|
Nine knowledge areas
|
a Integration
b Scope c Time d Cost e Quality f Human Resources g Communications h Risk i Procurement |
|
Project Management Application Areas
|
Projects fit into different disciplines, but the approach to Project Management is similar ( Construction, IT Tech mngmt, etc.)
|
|
Management by Projects
|
Used in place of management by Function
|
|
Examples of Managemnt by Project
|
Training of employees; Markeing campaigns; Entire sales cycle for a given product/service; work done for a client outside of the org.; work done internally for the org.
|
|
Program Management
|
the management of multiple projects all working in unison toward a common goal
|
|
Project Portfolio Management
|
The collection of investments in the form of projects and programs in which the organization invests capital
|
|
Subprojects
|
are alternatives to Programs. Some projects not wieldy enough to require the cration of a program, but are large enough that some of the work can be defined as a subproject
|
|
Deliverable
|
Thing a Project creates
|
|
Programs
|
A collection of projects working in unison to a common goal
|
|
Work Breakdown Structure (WBS)
|
The visual decomposition of the project scope. It represents all the deliverables the project promises to create
|
|
Standards
|
...are optional
|
|
Regulations
|
...are required
|
|
Parametric Modeling
|
A model to estimate costs such as cost per ton
|
|
Management reserve
|
an amount of time or money reserved for projects running late or over budget
|
|
Iterative Process
|
Next phase of the project is not planned until current phase completes
|
|
Stage gates
|
Project phase completions. If phase deliverables meet preset metrics, project continues
|
|
Phase exit
|
Another name for completion of phase (milestones, stage gates, kill points...) Ex: sign offs, regulatory inspections, Audits, Quality metrics, performance metrics
|
|
Delphi Technique
|
Method of gaining anonymous consensus among stakeholders
|
