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PMP Mnemonics

A running list of PM notes I’ve compiled . I found this to be very useful because it puts it in a form to quickly remember the terms.  Feel free to add or correct any comments at the bottom and lastly, this is a compiled list of terms that I credit people and sources at the bottom of the list.

Thanks all ..

 

 

1 Historical information is the best input for the initiation phase
2 Operations: are ongoing and repetitive
3 Getting coffee from Wife is a Project, Getting Coffee from Vending Machine is OPERATION (There are no surprises!..Thanks ARI)
4 The Resource Breakdown Structure shows various resources, both human and mechanical needed for project.
5 Acquisition: When the performing organization lacks the in house staff needed to complete the project, the required services can be acquired from outside sources.
6 Let the people involved in the conflict work it out first
7 The best use of “collect project records” is to recall what happened on the project, good or bad.
8 Planning phase is LEAST Risky
9 Control Management System tracks the changes(not configuration management)
10 Templates and forms which are available in the organization are reusable components. Any resource that can be reused as a useful tool is part of the total methodology of project planning
11 Comparing proposals received from sellers done in the Conduct Procurements.
12 Make payment to seller is done in the Administer Procurements
13 Engineering is primarily responsible for creating design and test specifications.
14 Control charts are graphic display of the results over a time of a process. They are used to determine if the process is “in control”.
15 Pareto chart: Focus on critical issues to improve quality
16 Fishbone diagram/Ishikawa: Determines how various factors linked to potential problems or effects, root cause
17 Control chart: Determines whether or not process is stable and within set limits .
18 Histogram: ordered by frequency of occurrence, that shows how many results were generated by type or category of identified cause.
19 Planning meetings are used to create the Risk Management plan.
20 Approximating number of work periods required to complete individual activities with estimated resources is done in Estimate Activity Duration process. Activity List ,Activity resource requirements and Resource Calendars are inputs of Estimate Activity Duration process. PMBOK Page no 177
21 Monte Carlo Analysis: A schedule risk assessment technique that performs a project simulation many times in order to calculate a distribution of likely results
22 The project team, led by the project manager, must write the quality policy for each project.
23 For an immediate work, a letter contract may be sufficient
24 Performance Measures are done in contract Administration
25 Product Verification, Procurement Audit and creation of a contract file are done in CONTRACT CLOSURE
26 Last step in Administrative closure is Release resources
27 Employee records should be updated by PM when he completes the tasks assigned to him
28 Individual development is the Foundation of Team development
29 T&M – has the characteristics of both Fixed and Cost reimbursement
30 Procurement Audit is the only tool and Technique of contract closeout process
31 Procurement Audit is used to identify successes to transfer the success to other procurements
32 Symbols are always used in the communications
33 Independent estimates are prepared to compare  the cost  to an estimate created with
34 Communication Management plan defines the  contents of the performance reports
35 Team development with WEAK Matrix is very difficult
36 Product of the Project is Actually created in EXECUTION Phase /Group
37 Any change in the Project Charter needs to be approved by the SENIOR MANAGEMENT
38 REFERRENT power= PM’s PERSONALITY POWER
39 Work Authorization system Ensures that work is done at RIGH T TIME and in proper sequence
40 Solicitation is the process of obtaining quotations , bids , offer,
41 The cost expanded at the  completion  of phase is known as SINK costs
42 Conflicting priorities in resource assignments – is an issue in the Matrix structure
43 Monte carlo simulation provides PROBABILITY OF ANY TASK BEING AT THE CRITICAL PATH
44 Scope verification should be done – WHEN A PROJECT IS TERMINATED to determine the extent of the completion
45 Jurans Quality Triology = PLANNING IMPROVEMENT CONTROL
46 UCL : Upper control limit : Is derived from Random variation
47 UTL : Upper tolerance limit is the higher of two tolerance limits
48 When original estimates are flawed  then EAC = AC + ETC
49 Functional – FM has more power
50 Projectized – PM has more power
51 Balanced – PM and FM has equal power
52 WEAK – FM has more power
53 Strong – MATRIX – PM has more power
54 BUYER provides the SoW
55 MAKE or BUY is used for PLAN Purchases and Acquisitions
56 Residual risks are REMINING RISKS
57 Crashing is applying more resources to shorten the duration
58 Risk mitigation is to DECREASE THE PROBABILITY OF RISK
59 ELAPSED TIME is the time inclusive of NON working days
60 Outsourcing IS RISK TRANSFERENCE
61 Networks (diagram) identify the Activity  dependencies and  path convergence risks
62 If IRR Is given the DO THE PROJECT SELECTION ONLY BASED ON THAT
63 Sensitivity chart displays sensitivities in DESENDING ORDER
64 Payment bonds are specifically designed to ensure that the prime contractor provides payment of Subcontractors, laborers, and sellers of material
65 Quality is the process of completing the scope to meet stated or implied needs.
66 CRASHING =MORE COST
67 FAST TRACK =MORE RISK
68 Monte Carlo analysis gives you:An indication of the risk involved in the project
69 85% cost of quality = DEMING
70 A process goes out of control when there are special causes of variation
71 Worker needs to be involved in Management Practice = OUCHI’s THEORY Z
72 Definite cost are most accurate
73 Sensitivity Analysis are part of Quantitative Analysis
74 Milestone Duration is ZERO
75 PERT Is also a NETWORK DIAGRAM
76 A statistical method that helps identify which factors may influence specific variables of a product or process under development or in production is DESIGN OF EXPERIMENTS
77 Complex project will best fit in MATRIX org structure
78 Pert is Superior to CPM
79 BRUCE TRUKMAN Model is related to TEAMMANAGEMENT
80 Payback period ended means Cumulative Revenue and cumulative cost from Starnet became equal
81 Beta Distribution and Triangular distribution are probability distributions used in Risk Analysis
82 The project management team should have a working knowledge of statistical quality control, especially sampling and probability, to help evaluate quality control outputs.
83 The area consisting of typically three standard deviations on either side of a mean value of a control chart to plot measured values found in statistical quality control – THIS IS DEFINITION FOR CONTROL CHARTS
84 large number of simultaneously performed projects utilize the same groups of human and other resources – is called RESOURCE POOLING
85 The inherent discount rate or investment yield rate produced by the project over a pre-defined period of time. = IRR
86 PMBOK Guide process groups Interact based on DEMING SHEWARTS PLAN DO CHECK ACT cycle
87 The critical chain Method modifies the  SCHEDULE to account for LIMITED RESOURCES
88 SCOPE CREEP = UNMANAGED changes to the Project SCOPE
89 Code of Ethics of PMI = RRFH Responsibility, respect, Fairness, honesty
90 A group of related scheduled activities – shown as single aggregate activity for the reporting purpose is known as HAMMOCK Activity
91 Cost base line does not include management reserve
92 Stake holder model – SALIANCE GRID
93 As per HERZBERG base Salary is a HYGINE FACTOR
94 RANK THE IDEAS in BRAINSTOMING – NOMINAL GROUP
95 Arbitration and mediation are Negotiation Techniques
96 Standards are OPTIONAL , Regulations are REQUIRED
97 What is the name and ethical code for adhering PMP = PMI code of ethics and professional conduct
98 Single source seller means – there is only one seller the company wants to do business with
99 Cost Performance baseline is represented as S curve
100 Inspections are NOT called as Assessments
101 Inspections are called as reviews, Audits and walkthroughs
102 First time feedback to a team member = Informal verbal (Face 2 Face), second time FORMAL written
103 Non verbal communication is about 55%
104 Last stage of project closure is project Archives
105 CPI is considered most critical EVM Metric
106 Contract closure occurs before Administrative closure
107 Resource leveling results in INCREASED PROJECT DURATION
108 Administrative closure should be carried out at the completion of each phase of the project
109 Measuring Quality of the product against standard is called Benchmarking
110 Fait accompli – done deal/ non negotiable
111 The nodes on the AOA diagrams represent completion of the activities and have ZERO time usage
112 Straight line depreciation formula= (Initial cost-scrap value)/life
113 Preparing the Financial plan requires both project Management and Industry specific Skills
114 Statistical sampling for Inspection is used to reduce the cost of Quality control
115 One method to determine how well the project is getting executed is using – CPI (Cost performance Index)
116 Seller completes the work as specified, but the buyer is not happy – then the contract is said to be COMPLETE (not closed though)
117 TCPI is the projection of the cost performance that must be achieved on the remaining work
118 The objective of lesions learned document is continuous Improvement
119 Training for the team members is not a prerequisite – it can happen during the project also
120 Over allotted – then do resource leveling
121 Withdrawal – has cooling off period – but the problem is not solved
122 The most Important criteria for project selection is REALISM
123 INFLATION – is a EXTERNAL UN Predictable RISK
124 Team building is difficult in Matrix Org structure
125 RDU = Remaining Duration
126 The Pillars of the quality are DOING It RIGHT – first time and ZERO Defects
127 Project risk is categorized by 3 factors a) Risk event, b) risk probability) amount at stake
128 Probing, scratching and small bites  – are the behaviors of the contract negotiations
129 The project scope management plan – will not have the project constraints and assumptions (RD, Scope statement and scope BSL – will)
130 If you have to look/refer any plan – to respond regarding improving customer satisfaction – you need to look at QUALITY PLAN
131 Lag means – make sure one tasks waits before it gets started
132 Lead means you let the task get started before its predecessor is done
133 Output for source selection is contract
134 Participative leadership is most preferred leadership style
135 Gert is a System Dynamics model
136 Trigger is a warning sign
137 People exhibit slowest rate of change (Bruce willis -16 BLOCKS)
138 Sponsor does not create project charter
139 Philip corsby – said QUALITY IS FREE
140 An Expressed Warranty is a statement of characteristics of the product
141 Which questions the functional manager is most likely to ask : WHO WILL DO THE TASK
142 An activity that consumes no time or resources and shows only a dependency = DUMMY Activity
143 The practice of ceasing mass inspections and ending awards based on price is credited to DEMING
144 Making a GIANT leap followed by a period of Maturity = INNOVATION
145 12 to 20% of the sales is estimated to be the cost of NON QUALITY
146 To assimilate through the mind or senses is the process of UNDERSTANDING
147 RISK response of eliminating a threat = RISK AVOIDANCE
148 The stage of the negotiation meeting – when he points of concession is identified = scratch bargaining
149 Completion of PROJECT scope is measured against the plan (not PRODUCT SCOPE)
150 Performance specifications are measureable
151 Quality control measurements are used to reevaluate and analyze the quality standards and processes and are fed back through: Quality ASSURANCE
152 The final cost of the project is HIGH at the start and gets progressively LOW as the project continues
153 On large or mega projects the integration is the responsibility of the project office
154 If the results fall under customer tolerance then the results are acceptable to client
155 Benchmarking is a Technique used in QUALITY PLANNING
156 Lessons learned are professional obligation of the project Manager
157 The project manager’s ability to influence others whose cooperation and support are crucial to the project is called: DE FACTO AUTHORITY
158 Taguci loss function states that – VARIATION from Target Value Increases, the Loss also INCREASES
159 Contract is LEGAL relationship and project is not
160 Withdrawal is the LEAST preferred method by PM’s
161 Risk audit documents the effectiveness of the risk responses
162 Triangular distribution = PERT – Relies on Optimistic, Pessimistic and Most likely estimates(in Risk rating)
163 Brain storming and Lateral Thinking are used in scope definition for ALTERNATIVES IDENTIFICATION
164 Progressive Elaboration is what happens in rolling wave planning process
165 Avoid, Mitigate, Transfer, Accept – are applicable for Negative Risks also
166 Communications are COMPLEX in Matrix organization
167 EVM does not play a major role in QUALITY MANAGEMENT PG
168 Successor Activity LS- Duration of current activity= LS of Current Activity
169 FIRM FIXED PRICE = Seller carries COST RISK, Buyer carries SCOPE RISK
170 Releasing the resources from the project is what done as LAST ACTIVITY
171 Procurement documents ensure the receipt of complete proposals
172 Project Performance appraisal focus on How individual team member is performing in the team
173 Baseline is established during the PLANNING
174 Meetings are always classified as INFORMAL VERBAL
175 BCR 1.8 means that revenue from the project is 1.8 times the cost
176 Training the team member in GENERAL Skills is the function of the FUNCTIONAL MANAGER
177 High Standard Deviation is High Risk.
178 CPM – FLOAT usage; CCM – Buffer usage.
179 Costs and staffing levels are lowest early in the life cycle, peak while the project work is underway, and then drop off as the project nears completion.
180 Risk is highest early in the project since uncertainty is high about the project’s deliverables, resource needs, and work required.
181 Stakeholder Influence in the project and its deliverables is highest early in the life cycle but diminishes as the project proceeds…
182 Controlling unexpected project cost is to engage stakeholders early to prevent unnecessary and costly changes later in the project.
183 The payback period tells us how long it will take to recoup the expense of the project, so a shorter payback period is better.
184 BALANCED MATRIX: Folks who work in a balanced matrix organization report to a PM AND a functional manager equally.
185 STRONG MATRIX: Project managers have more authority than functional managers, but the team still reports to both managers.
186 Portfolio: A portfolio is a group of projects or programs that are linked together by a business goal.
187 Program: A program is a group of projects that are closely linked, to the point where managing them together provides some benefit
188 Project: A project is any work that produces a specific result and is temporary. Projects always have a beginning and an end. But they are never ongoing
189 Portfolios are organized around business goals and Programs are organized around a shared benefit in managing them together.”
190 ROI = (Benefit – Cost)/Cost
191 IRR is the discount rate when NPV equals zero.
192 IRR assumes that cash inflows are reinvested at the IRR value.
193 IRR:  You should choose projects with the highest IRR value.
194 Mathematical models is that they use linear, dynamic, integer, nonlinear, and/or multi-objective programming in the form of algorithms—or in other words, a specific set of steps to solve a particular problem. Mathematical models are also known as Constrained optimization methods
195 Benefit Measurement Methods: employ various forms of analysis and comparative approaches to make project decisions. These methods include comparative approaches such as cost-benefit analysis, scoring models, and benefit contribution methods that include various cash flow techniques and economic models.
196 NET PRESENT VALUE – NPV: When you get a positive value for NPV, it means that the project will earn a return at least equal to or greater than the cost of capital.
197 INTERNAL RATE OF RETURN – IRR: is the discount rate when the present value of the cash inflows EQUALS the original investment
198 The primary difference between focus groups and facilitated workshops are that focus groups are gatherings of prequalified subject matter experts and stakeholders and facilitated workshops consist of cross-functional stakeholders who can define cross-functional requirements.
199 Completion of Project Scope is measured against the Project Management Plan.
200 Completion of Product scope is measured against Product Requirements.
201 PMI advocates Project Objectives that follow the SMART guideline. S – Specific; M – Measurable; A – Assignable; R – Realistic; T – Timely.
202 Control Account may include one or more Work Packages, each Work Package represents only one Control Account.
203 The WBS doesn’t show the order of the work packages or any dependencies between them.
204 Scope verification is primarily concerned with ACCEPTANCE of deliverables. Quality control is done before scope verification.
205 Product scope: means the features and functions of the product or service that you and your team are building.
206 Project scope: is all of the work that needs to be done to make the product.
207 The work package is the LOWEST level on a WBS;
208 The WBS doesn’t show the order of the work packages or any dependencies between them
209 Verify Scope: The process of formalizing acceptance of the completed project deliverables. Usually performed after Perform Quality Control.
210 Verify Scope happens at the end of each phase and the project and upon delivery of Product/Service/Result.
211 Verify Scope is concerned with completeness and acceptance, and Perform Quality Control is concerned with correctness.
212 If the project is cancelled/terminated before completion, Verify Scope is performed to show where the Project was in relation to the Scope when it ended.
213 If we don’t receive a final sign off from our customer; we have to escalate the issue to our Management.
214 Defining activities is an iterative process performed together by the project manager and the project team member by further decomposing the WBS work packages
215 ADM’s drawback is that it can only show finish-to-start (FS) relationships
216 In order to show relationships between tasks on different node branches, ADM diagrams use dummy activities
217 The Arrow Diagramming Method (ADM) creates diagrams known as activity-on-arrow (AOA).
218 The Precedence Diagramming Method (PDM) creates diagrams known as activity-on-node (AON).
219 Lead time causes the successor task to begin before its predecessor task concludes…for example FS-2 would schedule the successor task to start before the predecessor task finish.
220 Lag time causes the successor task to begin some time after its predecessor task concludes…for example, FS+1 would delay the start of the successor by 1 day.
221 Rough order of Estimate = +-50%
222 Resource Calendars specify WHEN and HOW LONG identified project resource will be available during the project.
223 Analogous is TOP DOWN
224 Parametric is More Accurate
225 Bottoms up is Accurate (When Parametric was not given)
226 Duration is the amount of time that an activity takes, while effort is the total number of person-hours that are expended.
227 Resource leveling can cause the original critical path to change.
228 Path Convergence: The merging or joining parallel schedule network paths into the same node in a project schedule network diagram.
229 Path convergence is characterized by a schedule activity with more than one predecessor activity.
230 Path Divergence: Extending or generating parallel schedule network paths from the same node in a project schedule network diagram.
231 Path divergence is characterized by a schedule activity with more than one successor activity.
232 Sunk Costs: costs incurred that cannot be reversed irrespective to future events
233 Value Engineering/ Analysis: finding less costly way to do the same work. E.g. outsourcing
234 Marginal analysis: Spend time on improvement if it improves revenues or productivity.
235 Order of Magnitude Estimate: Rough Order of Magnitude (ROM): -50% to +50% (at Initiation) as the project moves, estimates should become more accurate,
236 Direct cost: include dedicated labor, material, supplies, equipment, licenses, fees, training, travel, or professional service fees – [Applied directly to THIS project]
237 Indirect cost: Example, if a color printer is shared by several project teams, it’s difficult to definitively determine what percentage of costs each should share. [Expenses not for ONE project - these are Shared Expenses]
238 Variable cost: fluctuate and can’t be predicted with absolute certainty. For example, travel or transportation costs that can change depending upon the cost of fuel or  certain commodities and types of raw materials.
239 Fixed cost: are static throughout the project or have only a small likelihood of fluctuation. Fixed costs are usually for items such as rents, leases, licenses, salaries, and fixed fees
240 Life Cycle Costing includes Acquisition, Operation, Maintenance, and Disposal Costs
241 The Scope Statement provides the Product Description, Acceptance Criteria, Key Deliverables, Project Boundaries, Assumptions, and Constraints about the Project.
242 QUALITY: is defined as degree to which your project fulfills requirements. Customer satisfaction, Fitness for use, Conformance to requirements
243 Cost benefit: Looking at how much your quality activities will cost.
244 Benchmarking: means using the results of quality planning on other projects to set goals for your own.
245 Design of experiments: is the list of all the kinds of tests you are going to run on your product.
246 Attribute Sampling: is binary, it either conforms to quality or it doesn’t (YES or NO).
247 Variable Sampling: Measures how well something conforms to quality (RANGES).
248 Special Causes: considered unusual and preventable by process improvement.
249 Common Causes are generally acceptable.
250 Tolerances deal with the limits your project has set for product acceptance.
251 Control Limits are set at three standard deviations above and below the mean. As long as your results fall within the control limits, your process is considered to be in control.
252 Tolerances focus on whether the product is acceptable, while Control Limits focus on whether the process itself is acceptable. (Control limit is for PROCESS)
253 Control Charts: The upper and lower control limits are set at THREE STANDARD DEVIATIONS ABOVE and BELOW MEAN.
254 Rule of Seven: If seven or more consecutive data points fall on one side of the mean, they should be investigated. This is true even if the seven data points are within control limits.
255 Just In Time (JIT): To reduce expensive cost of holding inventory, many companies decrease inventory close to zero. A company using JIT must have high quality practices.
256 Cost of Quality = Prevention cost + Appraisal cost + control cost
257 Low grade is OK, but Low Quality is NOT OK
258 Quality assurance is focused on the processes and not the quality of the deliverables.
259 This is important for us to remember: quality assurance is concerned with quality processes while quality control is concerned with quality deliverables.
260 Flow Chart: Shows HOW PROCESSES INTERRELATE.
261 Histogram (Column Chart): It shows HOW OFTEN something occurs, or its FREQUENCY (no Ranking).
262 Pareto Charts (80-20 rule): This is a Histogram showing defects RANKED from GREATEST to LEAST. This rule states that 80% of the problems come from 20% of the causes. It is used to help determine the FEW ROOT CAUSES behind the MAJORITY OF THE PROBLEMS on a project.
263 Run Chart: tell about TRENDS in the project. Shows the HISTORY and PATTERN.
264 Scatter Diagram: It is powerful tool for SPOTTING TRENDS in Data. Scatter Diagrams are made using two variables (a dependent variable and an independent variable).
265 W. Edwards Deming = Plan DO- check- Act + He also developed 14 activities for implementing quality
266 Philip Crosby = ZEro Defects,
267 Dr. Genichi Taguchi developed the concept of ‘Loss Function’.
268 KAIZEN = process Improvement
269 special causes are considered preventable. For example, a backup generator failed to start up during a power failure. The failure of the backup generator can be prevented in the future through regular mechanical maintenance and operational tests.
270 Common causes are thus generally considered as non-preventable and accepted as part of the process.
271 Inspection keeps errors in the product from reaching the customer. Prevention keeps errors from occurring in the process.
272 FORMAL, REWARD, PENALTY are powers derived from project managers position in the company.
273 Theory X – Autoritarion leadership style
274 Theory Y – Autoritarion Democratic/ Laissez- faire leadership style
275 Theory Z – Autoritarion Democratic leadership style
276 Laissez-faire: The leader turns nearly all control over to the group and is generally absent.
277 In a matrixed organization, the project manager doesn’t have legitimate power, because the team doesn’t directly report to the project manager.
278 Conflict can come from seven main sources, of which the first three account for 50% . They are 1. Schedules, 2. Priorities, 3. Manpower/human resource availability, 4. Technical opinions, 5. Procedural or project administration, 6. Costs,7. Personalities (SP is first 2 and CP is last 2)
279 Generally, only one person is assigned Accountability for a work package, but more than one person may be responsible for performing the work on a work package
280 Confronting: It’s a Win-Win situation
281 Compromising: Lose-Lose method
282 Withdrawal: Lose-Leave method
283 Smoothing: Lose-Yield method
284 Forcing: Win-Lose method (Worst way).
285 Salience Model – describing classes of stakeholders based on their Power, Urgency and Legitimacy.
286 SENDER’S responsibility to make the message clear, complete, and understood
287 Nonverbal communication means your gestures, facial expressions, and physical appearance while you are communicating your message.
288 Paralingual communication is the tone and pitch of your voice when you’re talking to people. If you sound anxious or upset, that will have an impact on the way people take the news you are giving
289 Distribute Information is concerned with general project information, such as meeting minutes, issues, and correspondence.
290 Report Performance focuses on performance reporting against baselines, such as scope, schedule, cost, or quality. Report Performance uses time, cost, and related work performance information.
291 According to Kerzner – “90% of the Project Manager’s time is spent communicating”
292 Management Skills =  Presentations skills, negotiation skills, writing and public speaking skills.
293 Risk Breakdown Structure (RBS): It is not breaking down the actial risks, instead, we are breaking down the CATEGORIES of risks that we will evaluate.
294 The amount of tolerance a person or organization has for risks is referred to as its risk utility,
295 Watchlist: Low priority risks should be regularly monitored so make sure they are not occurring and that their probability, impact, or priority hasn’t changed.
296 Risk Score: The probability and impact score for the risk. This is obtained from a formula (usually probability x impact) defined in the risk management plan and generated from the probability and impact matrix.
297 The management reserve is for unknown-unknowns—things that you haven’t planned for but could impact your project.
298 The contingency reserve is for known – unknowns, or risks that you know about and explicitly planned for and put in your risk register.
299 Transfer: Transference assigns all or part of risk to a third party through outsourcing, contracts, insurance, warranties, guarantees, or performance clauses.
300 Risk response- fails> then contingency plan…If contingency plan fails then > Fall back plan, i.e in other words=> It can be looked at as a contingency plan for the contingency plan
301 CPFF – More risk for BUYER (some say T&M)
302 FFP – More risk for SELLER
303 UNILATERAL: this is a special class of contract in which the seller doesn’t have to explicitly accept the offer in order for a contract to be established. This is a unilateral contract, and the best example is a purchase order (PO).
304 Procurement closure needs to happen before Project Closure. All procurements MUST be CLOSED before the project is closed.
305 Administrative closure is COMPLETE PROJECT Closure – so it can be done only once for project (or) Phase
306 Claims are usually addressed through the contract change control system
307 The payment system is how your company pays its sellers.
308 100% rule comes in WBS
309 Force Majeure Risks, such as Earthquakes, Floods, Acts of Terrorism, Etc., should be covered under Disaster Recovery Procedures instead of Risk Management.
310 Journey to Abilene= Committee decisions can have the paradox outcome, that a jointly made or approved decision is not desired by any individual group member.(nobody likes the outcome)
311 What is a constructive change? = consideration of undocumented change = A direction by the buyer or an action taken by the seller that the other party considers an undocumented change to the contract.
312 Getting collective action from a group of people who may have quite different interests is ‘Politics’.
313 Arbitration is a form of negotiation. Technically, it is a form of assisted negotiation.
314 Primary Responsibility of the Project Manager is ‘Interact with others in a Professional Manner while completing the project’.
315 GERT, Graphical Evaluation and Review Technique, allows for conditional advancement. GERT allows for branching and loopbacks.
316 Subnets are often included in network templates to summarize common activities in a project.
317 Parkinson’s Law states that work will expand to fulfill the time allotted to it. (SUPER!- That’s what we do in real life right…)
318 Soft logic allows the project manager to make decisions based on conditions outside of the project, best practices, or guidelines.
319 Milestone Schedule can also be called as Master Schedule.
320 The arrow diagramming method does not support finish-to-finish of relationships.
321 GERT is the only diagramming technique that allows loops.
322 The primary purpose of a network diagram is to show logical relationships.
323 Value analysis is a way of finding the least expensive way to do the work.
324 Fringe benefits are included in overhead and are part of indirect costs.
325 QA is typically management process
326 Q: Optimal quality is reached at what point? A: When revenue from improvement equals the incremental costs to achieve the quality. Marginal analysis provides that optimal quality is reached when the cost of the improvements equals the incremental costs to achieve the quality.
327 Design of experiments uses experiments and ‘what-if’ scenarios to determine what variables are affecting quality.
328 Having an allowable defect rate is an example of the cost of non-quality. Any system or process that will accept defects adds cost to the product or service.
329 Staffing Management Plan: WHEN and HOW resource will be ADDED and TAKEN OFF the team.
330 A corner office is a “perk” whereas health benefits are a fringe benefit.
331 Mentoring: is the work that a project manager may be frequently called on to perform.
332 Performance issues are senior and functional management’s responsibility – usually the manager who supervises the resource.
333 Conflict is not a filter of communication—it is a communication hindrance.
334 Nonverbal communication carries 55 percent of the message you send. With this much at stake, nonverbal communication is of major importance.
335 The utility function describes a person’s willingness to tolerate risk.
336 For immediate work, a letter contract may suffice. The intent of the letter contract is to allow the vendor to get to work immediately to solve the project problem.
337 When you must begin work immediately without a procurement statement of work, the most appropriate choice is time and material.
338 Outputs of all 42 Processes will be stored in PMIS.
339 Cause & Effect/Ishikawa/Fishbone Diagram or 5 WHY Technique.
340 The BIG Four: 1. Ishikawa; 2. Deming; 3. Juran; and 4. Crosby.
341 Leads and lags are APPLIED as part of the Develop Schedule process, but then they are ADJUSTED in the process of Control Schedule.
342 Zero Schedule Varience (SV) means the task is completed.
343 The To-Complete-Performance-Index (TCPI) is: The cost performance index (CPI) required in the remainder of a project to meet financial goals.
344 The S curve is the cost performance baseline. The cost performance baseline is used to track cost performance based on the original plan plus approved changes.
345 Requirement  Traceability Matrix helps preventing gold plating
346 Parametric Estimates may not scale
347 For cost plus contract RFP is suitable
348 NPV will help u to build most precise business case
349  Standard deviation in a chart measures PRECISION
350 Changing Management Approach based on the team members experience = SITUATIONAL  CONTINUUM
351 PMIS resides in EEF (enterprise environmental factors)
352 ARMA is a econometric method (Auto regressive moving average)
353 LOI is not a legal document
354 PM can not be a lead negotiator
355 Work Authorization systems helps in preventing scope creep
356 Outputs of Project Management info system are deliverable(s)
357 3 causes of team conflict are: Schedule, Priority, Costs
358 Negotian is working with Others Arbitration/Mediation
359 Integrate Change Control DNA are ensures changes are agreed upon, changes have/has occurred, manage Change.
360 Risk are in the FUTURE; Issues are present
361 Project Risk has its origins in the uncertainty present in all projects.
362 unknown risks cannot be managed proactively, which suggests that the project team should create a contingency plan
363 Risk attidues are driven by perception, tolerances, and other biases
364 A workaround is a response to a negative risk that has occurred. It differs from a contingency plan in that a workaround is not planned in advance of the occurrence of the risk event
365 Having a contract change control system will allow you to establish the procedures and process should you need to modify a contrac
366  Phase exits, Phase gates and Kill points refer to the same term and refer to a phase end review with the objective of obtaining authorization to close the current phase and begin on the next one. When phases are sequential, the close of the a phase ends with a some form of transfer or handoff of the work product procedurd as the phase deliverable.
368  Create WBS process identifies the deliverables at the lowest level in the Work Breakdown Structure
369 Deming 80% of the problems is
370 Process Improvement models include: Malcom Baldrige, Organization Project Management Maturity Model (OPM3) and Capability Maturity Model Integrated (CMMI)
371 Cost of Qaulity (COQ) refers to the total cost of all efforts related to quality throughout the product life cycle.
372 Parento roughly 80% of the effects come from 20% of the causes.
373 Finish-To-Start. The initiation of the successor activity depends upon the completion of the predessor activity
374 TQM and Six Sigma are quality  improvements
375 Finish-to-Finish: The completion of the successor activity depends  upon the completion of the predecessor activity
376 Start-to-Start (ss). The initiation of the successor activity depends upon the initiation of the predecessor activity
377 Start-to-Finish (SF) The completion of the successor activity depends on the the initiation of the precessor activity (least used)
378 Work Authorization is a permission and direction to begin work on a specific Schedule activity, Work Package, Control Account
379 Anything that interferes with the transmission and understanding of a message is termed noise.  Distance would be such an example, as in the case of global teams.
380  A preimposed deadline or milestone is an example of a constraint
381 Constraints limit the flexibility in the HR planning process. Examples are: 1) Organizations whose basic structure is a weak matrix means a relatively weaker role for a project manager. 2) Collective bargaining agreements – contractual agreements with unions or other employee groups can require certain roles or reporting relationships. [Project Human Resource Management]
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This is compiled listing from various source and I got this idea from Raga’s 355 Point (http://pmzilla.com/raga039s-355-points). PMBOK4, Rita, PMZILLA.COM,

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