335 Points

1. Historical information is the best input for the initiation phase

2. Operations: are ongoing and repetitive
3. Getting cofee from Wife is a Proect! Getting "ofee from #ending $achine is
OP%&'()O* +(here are no surprises,..(han-s '&).
/. (he &esource 0rea-do1n 2tructure sho1s various resources! both human and
mechanical needed for proect.
3. 'c4uisition: When the performing organi5ation lac-s the in house staf
needed to complete the proect! the re4uired services can be ac4uired from outside
sources.
6. 7et the people involved in the con8ict 1or- it out 9rst
:. (he best use of ;collect proect records; is to recall 1hat happened on the
proect! good or bad.
<. Planning phase is 7%'2( &is-=
>. "ontrol $anagement 2=stem trac-s the changes+not con9guration
management.
1?. (emplates and forms 1hich are available in the organi5ation are reusable
components. 'n= resource that can be reused as a useful tool is part of the total
methodolog= of proect planning
11. "omparing proposals received from sellers done in the "onduct
Procurements.
12. $a-e pa=ment to seller is done in the 'dminister Procurements
13. %ngineering is primaril= responsible for creating design and test
speci9cations.
1/. "ontrol charts are graphic displa= of the results over a time of a process.
(he= are used to determine if the process is ;in control;.
13. Pareto chart: @ocus on critical issues to improve 4ualit=
16. @ishbone diagramA)shi-a1a: Betermines ho1 various factors lin-ed to
potential problems or efects! root cause
1:. "ontrol chart: Betermines 1hether or not process is stable and 1ithin set
limits .
1<. Histogram: ordered b= fre4uenc= of occurrence! that sho1s ho1 man= results
1ere generated b= t=pe or categor= of identi9ed cause.
1>. Planning meetings are used to create the &is- $anagement plan.
2?. 'pproCimating number of 1or- periods re4uired to complete individual
activities 1ith estimated resources is done in %stimate 'ctivit= Buration process.
'ctivit= 7ist !'ctivit= resource re4uirements and &esource "alendars are inputs of
%stimate 'ctivit= Buration process. P$0OD Page no 1::
21. $onte "arlo 'nal=sis: ' schedule ris- assessment techni4ue that performs a
proect simulation man= times in order to calculate a distribution of li-el= results
22. (he proect team! led b= the proect manager! must 1rite the 4ualit= polic=
for each proect.
23. @or an immediate 1or-! a letter contract ma= be suEcient
2/. Performance $easures are done in contract 'dministration
23. Product #eri9cation! Procurement 'udit and creation of a contract 9le are
done in "O*(&'"( "7O2F&%
26. 7ast step in 'dministrative closure is &elease resources
2:. %mplo=ee records should be updated b= P$ 1hen he completes the tas-s
assigned to him
2<. )ndividual development is the @oundation of (eam development
2>. (G$ H has the characteristics of both @iCed and "ost reimbursement
3?. Procurement 'udit is the onl= tool and (echni4ue of contract closeout process
31. Procurement 'udit is used to identif= successes to transfer the success to
other procurements
32. 2=mbols are al1a=s used in the communications
33. )ndependent estimates are prepared to compare the cost to an estimate
created 1ith
3/. "ommunication $anagement plan de9nes the contents of the performance
reports
33. (eam development 1ith W%'D $atriC is ver= diEcult
36. Product of the Proect is 'ctuall= created in %I%"F()O* Phase AGroup
3:. 'n= change in the Proect "harter needs to be approved b= the 2%*)O&
$'*'G%$%*(
3<. &%@%&&%*( po1erJ P$Ks P%&2O*'7)(L POW%&
3>. Wor- 'uthori5ation s=stem %nsures that 1or- is done at &)GH ( ()$% and in
proper se4uence
/?. 2olicitation is the process of obtaining 4uotations ! bids ! ofer!
/1. (he cost eCpanded at the completion of phase is -no1n as 2)*D costs
/2. "on8icting priorities in resource assignments H is an issue in the $atriC
structure
/3. $onte carlo simulation provides P&O0'0)7)(L O@ '*L ('2D 0%)*G '( (H%
"&)()"'7 P'(H
//. 2cope veri9cation should be done H WH%* ' P&OM%"( )2 (%&$)*'(%B to
determine the eCtent of the completion
/3. Murans Nualit= (riolog= J P7'**)*G )$P&O#%$%*( "O*(&O7
/6. F"7 : Fpper control limit : )s derived from &andom variation
/:. F(7 : Fpper tolerance limit is the higher of t1o tolerance limits
/<. When original estimates are 8a1ed then %'" J '" O %("
/>. @unctional H @$ has more po1er
3?. Proecti5ed H P$ has more po1er
31. 0alanced H P$ and @$ has e4ual po1er
32. W%'D H @$ has more po1er
33. 2trong H $'(&)I H P$ has more po1er
3/. 0FL%& provides the 2oW
33. $'D% or 0FL is used for P7'* Purchases and 'c4uisitions
36. &esidual ris-s are &%$)*)*G &)2D2
3:. "rashing is appl=ing more resources to shorten the duration
3<. &is- mitigation is to B%"&%'2% (H% P&O0'0)7)(L O@ &)2D
3>. %7'P2%B ()$% is the time inclusive of *O* 1or-ing da=s
6?. Outsourcing )2 &)2D (&'*2@%&%*"%
61. *et1or-s +diagram. identif= the 'ctivit= dependencies and path
convergence ris-s
62. )f )&& )s given the BO (H% P&OM%"( 2%7%"()O* O*7L 0'2%B O* (H'(
63. 2ensitivit= chart displa=s sensitivities in B%2%*B)*G O&B%&
6/. Pa=ment bonds are speci9call= designed to ensure that the prime contractor
provides pa=ment of 2ubcontractors! laborers! and sellers of material
63. Nualit= is the process of completing the scope to meet stated or implied
needs.
66. "&'2H)*G J$O&% "O2(
6:. @'2( (&'"D J$O&% &)2D
6<. $onte "arlo anal=sis gives =ou:'n indication of the ris- involved in the
proect
6>. <3P cost of 4ualit= J B%$)*G
:?. ' process goes out of control 1hen there are special causes of variation
:1. Wor-er needs to be involved in $anagement Practice J OF"H)Ks (H%O&L Q
:2. Be9nite cost are most accurate
:3. 2ensitivit= 'nal=sis are part of Nuantitative 'nal=sis
:/. $ilestone Buration is Q%&O
:3. P%&( )s also a *%(WO&D B)'G&'$
:6. ' statistical method that helps identif= 1hich factors ma= in8uence speci9c
variables of a product or process under development or in production is B%2)G* O@
%IP%&)$%*(2
::. "ompleC proect 1ill best 9t in $'(&)I org structure
:<. Pert is 2uperior to "P$
:>. 0&F"% (&FD$'* $odel is related to (%'$$'*'G%$%*(
<?. Pa=bac- period ended means "umulative &evenue and cumulative cost from
2tarnet became e4ual
<1. 0eta Bistribution and (riangular distribution are probabilit= distributions
used in &is- 'nal=sis
<2. (he proect management team should have a 1or-ing -no1ledge of
statistical 4ualit= control! especiall= sampling and probabilit=! to help evaluate
4ualit= control outputs.
<3. (he area consisting of t=picall= three standard deviations on either side of a
mean value of a control chart to plot measured values found in statistical 4ualit=
control H (H)2 )2 B%@)*)()O* @O& "O*(&O7 "H'&(2
</. large number of simultaneousl= performed proects utili5e the same groups of
human and other resources H is called &%2OF&"% POO7)*G
<3. (he inherent discount rate or investment =ield rate produced b= the proect
over a preRde9ned period of time. J )&&
<6. P$0OD Guide process groups )nteract based on B%$)*G 2H%W'&(2 P7'* BO
"H%"D '"( c=cle
<:. (he critical chain $ethod modi9es the 2"H%BF7% to account for 7)$)(%B
&%2OF&"%2
<<. 2"OP% "&%%P J F*$'*'G%B changes to the Proect 2"OP%
<>. "ode of %thics of P$) J &&@H &esponsibilit=! respect! @airness! honest=
>?. ' group of related scheduled activities H sho1n as single aggregate activit=
for the reporting purpose is -no1n as H'$$O"D 'ctivit=
>1. "ost base line does not include management reserve
>2. 2ta-e holder model H 2'7)'*"% G&)B
>3. 's per H%&Q0%&G base 2alar= is a HLG)*% @'"(O&
>/. &'*D (H% )B%'2 in 0&')*2(O$)*G H *O$)*'7 G&OFP
>3. 'rbitration and mediation are *egotiation (echni4ues
>6. 2tandards are OP()O*'7 ! &egulations are &%NF)&%B
>:. What is the name and ethical code for adhering P$P J P$) code of ethics and
professional conduct
><. 2ingle source seller means H there is onl= one seller the compan= 1ants to do
business 1ith
>>. "ost Performance baseline is represented as 2 curve
1??. )nspections are *O( called as 'ssessments
1?1. )nspections are called as revie1s! 'udits and 1al-throughs
1?2. @irst time feedbac- to a team member J )nformal verbal +@ace 2 @ace.!
second time @O&$'7 1ritten
1?3. *on verbal communication is about 33P
1?/. 7ast stage of proect closure is proect 'rchives
1?3. "P) is considered most critical %#$ $etric
1?6. "ontract closure occurs before 'dministrative closure
1?:. &esource leveling results in )*"&%'2%B P&OM%"( BF&'()O*
1?<. 'dministrative closure should be carried out at the completion of each phase
of the proect
1?>. $easuring Nualit= of the product against standard is called 0enchmar-ing
11?. @ait accompli H done dealA non negotiable
111. (he nodes on the 'O' diagrams represent completion of the activities and
have Q%&O time usage
112. 2traight line depreciation formulaJ +)nitial costRscrap value.Alife
113. Preparing the @inancial plan re4uires both proect $anagement and )ndustr=
speci9c 2-ills
11/. 2tatistical sampling for )nspection is used to reduce the cost of Nualit= control
113. One method to determine ho1 1ell the proect is getting eCecuted is using H
"P) +"ost performance )ndeC.
116. 2eller completes the 1or- as speci9ed! but the bu=er is not happ= H then the
contract is said to be "O$P7%(% +not closed though.
11:. ("P) is the proection of the cost performance that must be achieved on the
remaining 1or-
11<. (he obective of lesions learned document is continuous )mprovement
11>. (raining for the team members is not a prere4uisite H it can happen during
the proect also
12?. Over allotted H then do resource leveling
121. Withdra1al H has cooling of period H but the problem is not solved
122. (he most )mportant criteria for proect selection is &%'7)2$
123. )*@7'()O* H is a %I(%&*'7 F* Predictable &)2D
12/. (eam building is diEcult in $atriC Org structure
123. &BF J &emaining Buration
126. (he Pillars of the 4ualit= are BO)*G )t &)GH( H 9rst time and Q%&O Befects
12:. Proect ris- is categori5ed b= 3 factors a. &is- event! b. ris- probabilit=.
amount at sta-e
12<. Probing! scratching and small bites H are the behaviors of the contract
negotiations
12>. (he proect scope management plan H 1ill not have the proect constraints
and assumptions +&B! 2cope statement and scope 027 H 1ill.
13?. )f =ou have to loo-Arefer an= plan H to respond regarding improving customer
satisfaction H =ou need to loo- at NF'7)(L P7'*
131. 7ag means H ma-e sure one tas-s 1aits before it gets started
132. 7ead means =ou let the tas- get started before its predecessor is done
133. Output for source selection is contract
13/. Participative leadership is most preferred leadership st=le
133. Gert is a 2=stem B=namics model
136. (rigger is a 1arning sign
13:. People eChibit slo1est rate of change +0ruce 1illis R16 07O"D2.
13<. 2ponsor does not create proect charter
13>. Philip corsb= H said NF'7)(L )2 @&%%
1/?. 'n %Cpressed Warrant= is a statement of characteristics of the product
1/1. Which 4uestions the functional manager is most li-el= to as- : WHO W)77 BO
(H% ('2D
1/2. 'n activit= that consumes no time or resources and sho1s onl= a dependenc=
J BF$$L 'ctivit=
1/3. (he practice of ceasing mass inspections and ending a1ards based on price
is credited to B%$)*G
1//. $a-ing a G)'*( leap follo1ed b= a period of $aturit= J )**O#'()O*
1/3. 12 to 2?P of the sales is estimated to be the cost of *O* NF'7)(L
1/6. (o assimilate through the mind or senses is the process of F*B%&2('*B)*G
1/:. &)2D response of eliminating a threat J &)2D '#O)B'*"%
1/<. (he stage of the negotiation meeting H 1hen he points of concession is
identi9ed J scratch bargaining
1/>. "ompletion of P&OM%"( scope is measured against the plan +not P&OBF"(
2"OP%.
13?. Performance speci9cations are measureable
131. Nualit= control measurements are used to reevaluate and anal=5e the 4ualit=
standards and processes and are fed bac- through: Nualit= '22F&'*"%
132. (he 9nal cost of the proect is H)GH at the start and gets progressivel= 7OW
as the proect continues
133. On large or mega proects the integration is the responsibilit= of the proect
oEce
13/. )f the results fall under customer tolerance then the results are acceptable to
client
133. 0enchmar-ing is a (echni4ue used in NF'7)(L P7'**)*G
136. 7essons learned are professional obligation of the proect $anager
13:. (he proect managerSs abilit= to in8uence others 1hose cooperation and
support are crucial to the proect is called: B% @'"(O 'F(HO&)(L
13<. (aguci loss function states that R #'&)'()O* from (arget #alue )ncreases! the
7oss also )*"&%'2%2
13>. "ontract is 7%G'7 relationship and proect is not
16?. Withdra1al is the 7%'2( preferred method b= P$Ks
161. &is- audit documents the efectiveness of the ris- responses
162. (riangular distribution J P%&( H &elies on Optimistic! Pessimistic and $ost
li-el= estimates+in &is- rating.
163. 0rain storming and 7ateral (hin-ing are used in scope de9nition for
'7(%&*'()#%2 )B%*()@)"'()O*
16/. Progressive %laboration is 1hat happens in rolling 1ave planning process
163. 'void! $itigate! (ransfer! 'ccept H are applicable for *egative &is-s also
166. "ommunications are "O$P7%I in $atriC organi5ation
16:. %#$ does not pla= a maor role in NF'7)(L $'*'G%$%*( PG
16<. 2uccessor 'ctivit= 72R Buration of current activit=J 72 of "urrent 'ctivit=
16>. @)&$ @)I%B P&)"% J 2eller carries "O2( &)2D! 0u=er carries 2"OP% &)2D
1:?. &eleasing the resources from the proect is 1hat done as 7'2( '"()#)(L
1:1. Procurement documents ensure the receipt of complete proposals
1:2. Proect Performance appraisal focus on Ho1 individual team member is
performing in the team
1:3. 0aseline is established during the P7'**)*G
1:/. $eetings are al1a=s classi9ed as )*@O&$'7 #%&0'7
1:3. 0"& 1.< means that revenue from the proect is 1.< times the cost
1:6. (raining the team member in G%*%&'7 2-ills is the function of the
@F*"()O*'7 $'*'G%&
1::. High 2tandard Beviation is High &is-.
1:<. "P$ R @7O'( usageT ""$ R 0ufer usage.
1:>. "osts and staEng levels are lo1est earl= in the life c=cle! pea- 1hile the
proect 1or- is under1a=! and then drop of as the proect nears completion.
1<?. &is- is highest earl= in the proect since uncertaint= is high about the
proectKs deliverables! resource needs! and 1or- re4uired.
1<1. 2ta-eholder )n8uence in the proect and its deliverables is highest earl= in the
life c=cle but diminishes as the proect proceeds...
1<2. "ontrolling uneCpected proect cost is to engage sta-eholders earl= to
prevent unnecessar= and costl= changes later in the proect.
1<3. (he pa=bac- period tells us ho1 long it 1ill ta-e to recoup the eCpense of the
proect! so a shorter pa=bac- period is better.
1</. 0'7'*"%B $'(&)I: @ol-s 1ho 1or- in a balanced matriC organi5ation report
to a P$ '*B a functional manager e4uall=.
1<3. 2(&O*G $'(&)I: Proect managers have more authorit= than functional
managers! but the team still reports to both managers.
1<6. Portfolio: ' portfolio is a group of proects or programs that are lin-ed
together b= a business goal.
1<:. Program: ' program is a group of proects that are closel= lin-ed! to the point
1here managing them together provides some bene9t
1<<. Proect: ' proect is an= 1or- that produces a speci9c result and is temporar=.
Proects al1a=s have a beginning and an end. 0ut the= are never ongoing
1<>. Portfolios are organi5ed around business goals and Programs are organi5ed
around a shared bene9t in managing them together.;
1>?. &O) J +0ene9t H "ost.A"ost
1>1. )&& is the discount rate 1hen *P# e4uals 5ero.
1>2. )&& assumes that cash in8o1s are reinvested at the )&& value.
1>3. )&&: Lou should choose proects 1ith the highest )&& value.
1>/. $athematical models is that the= use linear! d=namic! integer! nonlinear!
andAor multiRobective programming in the form of algorithmsUor in other 1ords! a
speci9c set of steps to solve a particular problem. $athematical models are also
-no1n as "onstrained optimi5ation methods
1>3. 0ene9t $easurement $ethods: emplo= various forms of anal=sis and
comparative approaches to ma-e proect decisions. (hese methods include
comparative approaches such as costRbene9t anal=sis! scoring models! and bene9t
contribution methods that include various cash 8o1 techni4ues and economic
models.
1>6. *%( P&%2%*( #'7F% R *P#: When =ou get a positive value for *P#! it means
that the proect 1ill earn a return at least e4ual to or greater than the cost of
capital.
1>:. )*(%&*'7 &'(% O@ &%(F&* R )&&: is the discount rate 1hen the present value
of the cash in8o1s %NF'72 the original investment
1><. (he primar= diference bet1een focus groups and facilitated 1or-shops are
that focus groups are gatherings of pre4uali9ed subect matter eCperts and
sta-eholders and facilitated 1or-shops consist of crossRfunctional sta-eholders 1ho
can de9ne crossRfunctional re4uirements.
1>>. "ompletion of Proect 2cope is measured against the Proect $anagement
Plan.
2??. "ompletion of Product scope is measured against Product &e4uirements.
2?1. P$) advocates Proect Obectives that follo1 the 2$'&( guideline. 2 R
2peci9cT $ R $easurableT ' R 'ssignableT & R &ealisticT ( R (imel=.
2?2. "ontrol 'ccount ma= include one or more Wor- Pac-ages! each Wor- Pac-age
represents onl= one "ontrol 'ccount.
2?3. (he W02 doesnKt sho1 the order of the 1or- pac-ages or an= dependencies
bet1een them.
2?/. 2cope veri9cation is primaril= concerned 1ith '""%P('*"% of deliverables.
Nualit= control is done before scope veri9cation.
2?3. Product scope: means the features and functions of the product or service
that =ou and =our team are building.
2?6. Proect scope: is all of the 1or- that needs to be done to ma-e the product.
2?:. (he 1or- pac-age is the 7OW%2( level on a W02T
2?<. (he W02 doesnKt sho1 the order of the 1or- pac-ages or an= dependencies
bet1een them
2?>. #erif= 2cope: (he process of formali5ing acceptance of the completed proect
deliverables. Fsuall= performed after Perform Nualit= "ontrol.
21?. #erif= 2cope happens at the end of each phase and the proect and upon
deliver= of ProductA2erviceA&esult.
211. #erif= 2cope is concerned 1ith completeness and acceptance! and Perform
Nualit= "ontrol is concerned 1ith correctness.
212. )f the proect is cancelledAterminated before completion! #erif= 2cope is
performed to sho1 1here the Proect 1as in relation to the 2cope 1hen it ended.
213. )f 1e donSt receive a 9nal sign of from our customerT 1e have to escalate the
issue to our $anagement.
21/. Be9ning activities is an iterative process performed together b= the proect
manager and the proect team member b= further decomposing the W02 1or-
pac-ages
213. 'B$Ks dra1bac- is that it can onl= sho1 9nishRtoRstart +@2. relationships
216. )n order to sho1 relationships bet1een tas-s on diferent node branches!
'B$ diagrams use dumm= activities
21:. (he 'rro1 Biagramming $ethod +'B$. creates diagrams -no1n as activit=R
onRarro1 +'O'..
21<. (he Precedence Biagramming $ethod +PB$. creates diagrams -no1n as
activit=RonRnode +'O*..
21>. 7ead time causes the successor tas- to begin before its predecessor tas-
concludes...for eCample @2R2 1ould schedule the successor tas- to start before the
predecessor tas- 9nish.
22?. 7ag time causes the successor tas- to begin some time after its predecessor
tas- concludes...for eCample! @2O1 1ould dela= the start of the successor b= 1 da=.
221. &ough order of %stimate J OR3?P
222. &esource "alendars specif= WH%* and HOW 7O*G identi9ed proect resource
1ill be available during the proect.
223. 'nalogous is (OP BOW*
22/. Parametric is $ore 'ccurate
223. 0ottoms up is 'ccurate +When Parametric 1as not given.
226. Buration is the amount of time that an activit= ta-es! 1hile efort is the total
number of personRhours that are eCpended.
22:. &esource leveling can cause the original critical path to change.
22<. Path "onvergence: (he merging or oining parallel schedule net1or- paths
into the same node in a proect schedule net1or- diagram.
22>. Path convergence is characteri5ed b= a schedule activit= 1ith more than one
predecessor activit=.
23?. Path Bivergence: %Ctending or generating parallel schedule net1or- paths
from the same node in a proect schedule net1or- diagram.
231. Path divergence is characteri5ed b= a schedule activit= 1ith more than one
successor activit=.
232. 2un- "osts: costs incurred that cannot be reversed irrespective to future
events
233. #alue %ngineeringA 'nal=sis: 9nding less costl= 1a= to do the same 1or-. %.g.
outsourcing
23/. $arginal anal=sis: 2pend time on improvement if it improves revenues or
productivit=.
233. Order of $agnitude %stimate: &ough Order of $agnitude +&O$.: R3?P to
O3?P +at )nitiation. as the proect moves! estimates should become more accurate!
236. Birect cost: include dedicated labor! material! supplies! e4uipment! licenses!
fees! training! travel! or professional service fees R V'pplied directl= to (H)2 proectW
23:. )ndirect cost: %Cample! if a color printer is shared b= several proect teams!
itKs diEcult to de9nitivel= determine 1hat percentage of costs each should share.
V%Cpenses not for O*% proect R these are 2hared %CpensesW
23<. #ariable cost: 8uctuate and canSt be predicted 1ith absolute certaint=. @or
eCample! travel or transportation costs that can change depending upon the cost of
fuel or certain commodities and t=pes of ra1 materials.
23>. @iCed cost: are static throughout the proect or have onl= a small li-elihood of
8uctuation. @iCed costs are usuall= for items such as rents! leases! licenses! salaries!
and 9Ced fees
2/?. 7ife "=cle "osting includes 'c4uisition! Operation! $aintenance! and Bisposal
"osts
2/1. (he 2cope 2tatement provides the Product Bescription! 'cceptance "riteria!
De= Beliverables! Proect 0oundaries! 'ssumptions! and "onstraints about the
Proect.
2/2. NF'7)(L: is de9ned as degree to 1hich =our proect ful9lls re4uirements.
"ustomer satisfaction! @itness for use! "onformance to re4uirements
2/3. "ost bene9t: 7oo-ing at ho1 much =our 4ualit= activities 1ill cost.
2//. 0enchmar-ing: means using the results of 4ualit= planning on other proects
to set goals for =our o1n.
2/3. Besign of eCperiments: is the list of all the -inds of tests =ou are going to run
on =our product.
2/6. 'ttribute 2ampling: is binar=! it either conforms to 4ualit= or it doesnKt +L%2 or
*O..
2/:. #ariable 2ampling: $easures ho1 1ell something conforms to 4ualit=
+&'*G%2..
2/<. 2pecial "auses: considered unusual and preventable b= process
improvement.
2/>. "ommon "auses are generall= acceptable.
23?. (olerances deal 1ith the limits =our proect has set for product acceptance.
231. "ontrol 7imits are set at three standard deviations above and belo1 the
mean. 's long as =our results fall 1ithin the control limits! =our process is
considered to be in control.
232. (olerances focus on 1hether the product is acceptable! 1hile "ontrol 7imits
focus on 1hether the process itself is acceptable. +"ontrol limit is for P&O"%22.
233. "ontrol "harts: (he upper and lo1er control limits are set at (H&%%
2('*B'&B B%#)'()O*2 '0O#% and 0%7OW $%'*.
23/. &ule of 2even: )f seven or more consecutive data points fall on one side of the
mean! the= should be investigated. (his is true even if the seven data points are
1ithin control limits.
233. Must )n (ime +M)(.: (o reduce eCpensive cost of holding inventor=! man=
companies decrease inventor= close to 5ero. ' compan= using M)( must have high
4ualit= practices.
236. "ost of Nualit= J Prevention cost O 'ppraisal cost O control cost
23:. 7o1 grade is OD! but 7o1 Nualit= is *O( OD
23<. Nualit= assurance is focused on the processes and not the 4ualit= of the
deliverables.
23>. (his is important for us to remember: 4ualit= assurance is concerned 1ith
4ualit= processes 1hile 4ualit= control is concerned 1ith 4ualit= deliverables.
26?. @lo1 "hart: 2ho1s HOW P&O"%22%2 )*(%&&%7'(%.
261. Histogram +"olumn "hart.: )t sho1s HOW O@(%* something occurs! or its
@&%NF%*"L +no &an-ing..
262. Pareto "harts +<?R2? rule.: (his is a Histogram sho1ing defects &'*D%B from
G&%'(%2( to 7%'2(. (his rule states that <?P of the problems come from 2?P of
the causes. )t is used to help determine the @%W &OO( "'F2%2 behind the
$'MO&)(L O@ (H% P&O07%$2 on a proect.
263. &un "hart: tell about (&%*B2 in the proect. 2ho1s the H)2(O&L and
P'((%&*.
26/. 2catter Biagram: )t is po1erful tool for 2PO(()*G (&%*B2 in Bata. 2catter
Biagrams are made using t1o variables +a dependent variable and an independent
variable..
263. W. %d1ards Beming J Plan BOR chec-R 'ct O He also developed 1/ activities
for implementing 4ualit=
266. Philip "rosb= J Q%ro Befects!
26:. Br. Genichi (aguchi developed the concept of S7oss @unctionS.
26<. D')Q%* J process )mprovement
26>. special causes are considered preventable. @or eCample! a bac-up generator
failed to start up during a po1er failure. (he failure of the bac-up generator can be
prevented in the future through regular mechanical maintenance and operational
tests.
2:?. "ommon causes are thus generall= considered as nonRpreventable and
accepted as part of the process.
2:1. )nspection -eeps errors in the product from reaching the customer. Prevention
-eeps errors from occurring in the process.
2:2. @O&$'7! &%W'&B! P%*'7(L are po1ers derived from proect managers
position in the compan=.
2:3. (heor= I R 'utoritarion leadership st=le
2:/. (heor= L R 'utoritarion BemocraticA 7aisse5R faire leadership st=le
2:3. (heor= Q R 'utoritarion Bemocratic leadership st=le
2:6. 7aisse5Rfaire: (he leader turns nearl= all control over to the group and is
generall= absent.
2::. )n a matriCed organi5ation! the proect manager doesnKt have legitimate
po1er! because the team doesnKt directl= report to the proect manager.
2:<. "on8ict can come from seven main sources! of 1hich the 9rst three account
for 3?P . (he= are 1. 2chedules! 2. Priorities! 3. $anpo1erAhuman resource
availabilit=! /. (echnical opinions! 3. Procedural or proect administration! 6. "osts!:.
Personalities +2P is 9rst 2 and "P is last 2.
2:>. Generall=! onl= one person is assigned 'ccountabilit= for a 1or- pac-age! but
more than one person ma= be responsible for performing the 1or- on a 1or-
pac-age
2<?. "onfronting: )tKs a WinRWin situation
2<1. "ompromising: 7oseR7ose method
2<2. Withdra1al: 7oseR7eave method
2<3. 2moothing: 7oseRLield method
2</. @orcing: WinR7ose method +Worst 1a=..
2<3. 2alience $odel R describing classes of sta-eholders based on their Po1er!
Frgenc= and 7egitimac=.
2<6. 2%*B%&S2 responsibilit= to ma-e the message clear! complete! and
understood
2<:. *onverbal communication means =our gestures! facial eCpressions! and
ph=sical appearance 1hile =ou are communicating =our message.
2<<. Paralingual communication is the tone and pitch of =our voice 1hen =ouKre
tal-ing to people. )f =ou sound anCious or upset! that 1ill have an impact on the 1a=
people ta-e the ne1s =ou are giving
2<>. Bistribute )nformation is concerned 1ith general proect information! such as
meeting minutes! issues! and correspondence.
2>?. &eport Performance focuses on performance reporting against baselines!
such as scope! schedule! cost! or 4ualit=. &eport Performance uses time! cost! and
related 1or- performance information.
2>1. 'ccording to Der5ner R ;>?P of the Proect $anagerSs time is spent
communicating;
2>2. $anagement 2-ills J Presentations s-ills! negotiation s-ills! 1riting and
public spea-ing s-ills.
2>3. &is- 0rea-do1n 2tructure +&02.: )t is not brea-ing do1n the actial ris-s!
instead! 1e are brea-ing do1n the "'(%GO&)%2 of ris-s that 1e 1ill evaluate.
2>/. (he amount of tolerance a person or organi5ation has for ris-s is referred to
as its ris- utilit=!
2>3. Watchlist: 7o1 priorit= ris-s should be regularl= monitored so ma-e sure the=
are not occurring and that their probabilit=! impact! or priorit= hasnSt changed.
2>6. &is- 2core: (he probabilit= and impact score for the ris-. (his is obtained from
a formula +usuall= probabilit= C impact. de9ned in the ris- management plan and
generated from the probabilit= and impact matriC.
2>:. (he management reserve is for un-no1nRun-no1nsUthings that =ou havenKt
planned for but could impact =our proect.
2><. (he contingenc= reserve is for -no1n R un-no1ns! or ris-s that =ou -no1
about and eCplicitl= planned for and put in =our ris- register.
2>>. (ransfer: (ransference assigns all or part of ris- to a third part= through
outsourcing! contracts! insurance! 1arranties! guarantees! or performance clauses.
3??. &is- responseR failsX then contingenc= plan...)f contingenc= plan fails then X
@all bac- plan! i.e in other 1ordsJX )t can be loo-ed at as a contingenc= plan for the
contingenc= plan
3?1. "P@@ R $ore ris- for 0FL%& +some sa= (G$.
3?2. @@P R $ore ris- for 2%77%&
3?3. F*)7'(%&'7: this is a special class of contract in 1hich the seller doesnSt have
to eCplicitl= accept the ofer in order for a contract to be established. (his is a
unilateral contract! and the best eCample is a purchase order +PO..
3?/. Procurement closure needs to happen before Proect "losure. 'll
procurements $F2( be "7O2%B before the proect is closed.
3?3. 'dministrative closure is "O$P7%(% P&OM%"( "losure R so it can be done onl=
once for proect +or. Phase
3?6. "laims are usuall= addressed through the contract change control s=stem
3?:. (he pa=ment s=stem is ho1 =our compan= pa=s its sellers.
3?<. 1??P rule comes in W02
3?>. @orce $aeure &is-s! such as %arth4ua-es! @loods! 'cts of (errorism! %tc.!
should be covered under Bisaster &ecover= Procedures instead of &is-
$anagement.
31?. Mourne= to 'bileneJ "ommittee decisions can have the paradoC outcome!
that a ointl= made or approved decision is not desired b= an= individual group
member.+nobod= li-es the outcome.
311. What is a constructive changeY J consideration of undocumented change J
' direction b= the bu=er or an action ta-en b= the seller that the other part=
considers an undocumented change to the contract.
312. Getting collective action from a group of people 1ho ma= have 4uite diferent
interests is SPoliticsS.
313. 'rbitration is a form of negotiation. (echnicall=! it is a form of assisted
negotiation.
31/. Primar= &esponsibilit= of the Proect $anager is S)nteract 1ith others in a
Professional $anner 1hile completing the proectS.
313. G%&(! Graphical %valuation and &evie1 (echni4ue! allo1s for conditional
advancement. G%&( allo1s for branching and loopbac-s.
316. 2ubnets are often included in net1or- templates to summari5e common
activities in a proect.
31:. Par-insonSs 7a1 states that 1or- 1ill eCpand to ful9ll the time allotted to it.
+2FP%&,R (hatKs 1hat 1e do in real life rightZ.
31<. 2oft logic allo1s the proect manager to ma-e decisions based on conditions
outside of the proect! best practices! or guidelines.
31>. $ilestone 2chedule can also be called as $aster 2chedule.
32?. (he arro1 diagramming method does not support 9nishRtoR9nish of
relationships.
321. G%&( is the onl= diagramming techni4ue that allo1s loops.
322. (he primar= purpose of a net1or- diagram is to sho1 logical relationships.
323. #alue anal=sis is a 1a= of 9nding the least eCpensive 1a= to do the 1or-.
32/. @ringe bene9ts are included in overhead and are part of indirect costs.
323. N' is t=picall= management process
326. N: Optimal 4ualit= is reached at 1hat pointY ': When revenue from
improvement e4uals the incremental costs to achieve the 4ualit=. $arginal anal=sis
provides that optimal 4ualit= is reached 1hen the cost of the improvements e4uals
the incremental costs to achieve the 4ualit=.
32:. Besign of eCperiments uses eCperiments and S1hatRifS scenarios to determine
1hat variables are afecting 4ualit=.
32<. Having an allo1able defect rate is an eCample of the cost of nonR4ualit=. 'n=
s=stem or process that 1ill accept defects adds cost to the product or service.
32>. 2taEng $anagement Plan: WH%* and HOW resource 1ill be 'BB%B and
('D%* O@@ the team.
33?. ' corner oEce is a ;per-; 1hereas health bene9ts are a fringe bene9t.
331. $entoring: is the 1or- that a proect manager ma= be fre4uentl= called on to
perform.
332. Performance issues are senior and functional managementSs responsibilit= R
usuall= the manager 1ho supervises the resource.
333. "on8ict is not a 9lter of communicationUit is a communication hindrance.
33/. *onverbal communication carries 33 percent of the message =ou send. With
this much at sta-e! nonverbal communication is of maor importance.
333. (he utilit= function describes a personSs 1illingness to tolerate ris-.
336. @or immediate 1or-! a letter contract ma= suEce. (he intent of the letter
contract is to allo1 the vendor to get to 1or- immediatel= to solve the proect
problem.
33:. When =ou must begin 1or- immediatel= 1ithout a procurement statement of
1or-! the most appropriate choice is time and material.
33<. Outputs of all /2 Processes 1ill be stored in P$)2.
33>. "ause G %fectA)shi-a1aA@ishbone Biagram or 3 WHL (echni4ue.
3/?. (he 0)G @our: 1. )shi-a1aT 2. BemingT 3. MuranT and /. "rosb=.
3/1. 7eads and lags are 'PP7)%B as part of the Bevelop 2chedule process! but
then the= are 'BMF2(%B in the process of "ontrol 2chedule.
3/2. Qero 2chedule #arience +2#. means the tas- is completed.
3/3. (he (oR"ompleteRPerformanceR)ndeC +("P). is: (he cost performance indeC
+"P). re4uired in the remainder of a proect to meet 9nancial goals.
3//. (he 2 curve is the cost performance baseline. (he cost performance baseline
is used to trac- cost performance based on the original plan plus approved changes.
3/3. &e4uirement (raceabilit= $atriC helps preventing gold plating
3/6. Parametric %stimates ma= not scale
3/:. @or cost plus contract &@P is suitable
3/<. *P# 1ill help u to build most precise business case
3/>. 2tandard deviation in a chart measures P&%")2)O*
33?. "hanging $anagement 'pproach based on the team members eCperience J
2)(F'()O*'7 "O*()*FF$
331. P$)2 resides in %%@ +enterprise environmental factors.
332. '&$' is a econometric method +'uto regressive moving average.
333. 7O) is not a legal document
33/. P$ can not be a lead negotiator
333. Wor- 'uthori5ation s=stems helps in preventing scope creep