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Agile Project Management
how to shrink the critical path?
baseline
benefits of milestone ananalysis
benefits of Gantt charts
beta distributions
Brook's law
budget contingencies
building the project team
burst activity
characteristics of effective project team
checklist model
chrasing
common sources of project costs
common types of risk
conceptual development
concurrent activies
configuration management
control system
cost-plus contract
difference betwen leaders and managers
differences between objectivists and subjectivists
disadvantages of Agile
drawback of Milestone Analysis
Earned Readiness Management (ERM)
Earned Value management (EV)
effective project manager abilities
effective team leaders
escalation of commitment
external stakeholders
features of a contact
financial models
functional organization
Gantt chart
general model for control cycles
goal of scope management
Hammock activities
how can activity durations be estimated?
how do cultures affect the managers' evaluations of performance?
how do cultures form?
how to fast-track a project?
in physical measurement..
in psychological measurement..
internal stakeholders
Internal environment has to cope with..
Internal Rate of Return (IRR)
laddering
leveling heuristics
managing stakeholders
matrix organization
measurement scales
members of the scrum team
merge activity
methodology of research
methods of chrasing
methods resolving a conflict
milestone
mixed-constrained project
network diagram
normal distributions
net present value (NPV)
numeric selection model
organizational breakdown structure (OBS)
organizational culture
payback period when annual savings are equal
phases of levelling the resource loading table
planned value (PV)
principled negotiation
problem statement
profile model
project charter
project closeout documentation includes..
project organization
project portfolio
project risk
project scope
project s-curve
project stakeholders
purposes of work breakdown structure
questions to ask prior to ententering a negotiation
reasons for crashing
reasons why teams may fail
reliability
objectives of resource smoothing/leveling
resource loading
resource usage table
resource-constrained project
Responsibility Assignment Matrxi (RAM)
Risk Breakdown Structure (RBS)
risk categories
risk formula
risk identification
risk management
risk mitigation strategies
scheduling
main activities in scope management
scope reporting
scope statement
scope baseline
project s-curve drawbacks
serial activities
simplified scoring models
slope
sources of conflict
stages in conceptual development
stages of risk management
stakeholder analysis
Statement Of Work (SOW)
steps in agile management
steps in Earned Value Management (EVM)
steps in theory of constaints
steps of resource levelling
strategic management
Project Implementation Profile (PIP)
successful selection/screening model
task to complete an assignment
Expected duration Time (TE)
time-constrained project
TOWS-matrix
tracking Gantt charts
Tuckman stages in group
lumpsum/turnkey contracts
types of conflicts
types of costs
validity
variance
views on what to do with a conflict
when does a waterfall planning process work well?
why is a team more preferable?
Work Breakdown Structure (WBS)
Z-standard normal equation
process
project
properties of a project
why are projects important?
how do projects serve as learning environment?
project life cycle
components that may change over the course of projects life cycle
triple constraint
quadruple constraint
why is the quadruple constraint preferred?
dimensions of project success importance regarding to commercial succes
Atkinson success criteria
iron triangle
information system
benefits of organization
benefits of stakeholders
work packages
vision statement
mission statement
how to formulate a strategy?
political stakeholder management
simplified stakeholder management
payback period when annual savings are not equal
discounted payback method
reasons why a lack of resource support might occur
how does the project manager lead?
purposes of a meeting
task-oriented leadership behavior
group maintenance leadership behavior
types of requirements
functions of alternative analysis
purposes of a business case
Delphi technique
Critical Path Method (CPM)
Program Evaulation and Review Technique (PERT)
Activity-on-Arrow (AOA)
Activity-on-Node (AON)
Gantt charts
work method for long-term or long-scale projects
criticisms on project activity networks
scrum
Sprint Burndown Chart
which questions answers sprint planning?
sprint retrospective
resource leveling/smoothing
Cost Performance Index (CPI)
Schedule Performance Index (SPI)
SPI and project to completion
CPI and project to completion
