Manager Styles

Coercive Immediate Compliance

Authoritative Providing Long term direction and Vision
Affiliative Creating Harmony
Democratic Building Commitment !enerating ne" Ideas
Pacesetting Accomplish tas#s to high standards of e$cellence
Coaching Long term professional development of others
%orms of Po"er
Coercive Punishment & Is 'ased on the idea in the mind of the person 'eing
influenced that the person having the influence has the a'ility to
inflict punishment or pain(
)e"ard )e"ard & Is 'ased on the idea in the mind of the person 'eing
influenced that the person having the influence has the a'ility to
administer some sort of re"ard(
Legitimate By Position & Is 'ased on the idea in the mind of the person 'eing
influenced that the person having the influence has this influence
'ecause of the values of the person 'eing influenced( In other
"ords* the influenced person 'elieves that the person influencing
has the right to do this through formal authority in the organi+ation(
)eferent By Personality & Is 'ased on the idea in the mind of the person
'eing influenced that the person having the influence has this
influence 'ased on the person 'eing influenced having a strong
desire to identify "ith the person influencing( A person "ho leads
others 'y virtue of his or her charisma has this type of po"er(
,$pert Special -no"ledge A'ility & Is 'ased on the idea in the mind of
the person 'eing influenced that the person having the influence has
this influence 'ased on special #no"ledge or a'ility( .his special
#no"ledge or a'ility is 'elieved to help the influenced achieve their
goals(
)epresentative
%ormal / Position .he pro0ect manager has 'een assigned 'y senior management and
is in charge of the pro0ect( Also #no"n as positional po"er(
Conflict Styles
Avoiding .he person see#s to avoid or postpone having to deal "ith conflict
1often until more facts can 'e gathered* or one party has had time to
thin# it through2
Accommodating .he person see#s to maintain the relationship "ith others 'y
su'ordinating his o"n position
Competing .he person see#s to impose his "ill or solution on others* despite
their misgivings or differing opinions
Compromising .he persons see#s to find a solution to the conflict 'y having each
of the parties ma#e concessions
Colla'orating .he person see#s to find a solution 'y involving all parties affected
'y the conflict(
)esolving Conflicts
%orcing 3in&Lose && 4ne "ay to resolve a conflict is for one party to force
the other to agree( .his is the #ind of conflict resolution that
happens "hen one person has po"er over another and e$ercises it(
Smoothing Loss 5 Loss && .emporary 5 Smoothing minimi+es the disagreement
'y ma#ing differences seem less important( .his #ind of resolution
occurs "hen either one of the persons disagreeing or another person
in the group attempts to ma#e the differences smaller than they
seem(
Compromise Loss 5 Loss && Compromise is similar to smoothing( 6sing this type
of conflict resolution* each of the parties gives up something to
reach a common ground( In this resolution the parties themselves
agree to give up on some points 'ut not others( In doing this they
reach a common agreement that has relatively fe" points of
disagreement(
Pro'lem Solving /
Confronting
Best Solution 5 3in&3in
3ithdra"al 7ield 5 Lose && .emporary
.eam Decisions
Individual Very Lo" .eam Involvement 5 4ne person actually ma#es the
decision
Minority Lo" .eam Involvement 5 A fe" of those involved in a situation
meet to consider the matter and ma#e a decision* and this decision
is 'inding for all concerned
Ma0ority Lo" .eam Involvement & More than half of those involved in the
situation ma#e a decision* and it is 'inding for all concerned(
Consensus Very high .eam involvement & Consensus is needed for most
important decisions(
Concordance Complete and a'solute & Concordance 1899: commitment2 is
needed for decisions of critical importance(
Influence and Leadership
Coercive Influence Is 'ased upon the leader;s capa'ility to punish
)e"ard Influence Is 'ased on the leader;s a'ility to dispense re"ards
Position Influence Is 'ased upon the tendency of people to respond to individuals in
higher positions
,$pert Influence Is 'ased upon your s#ill or e$perience "hich others may hold in
high regard
Information
Influence
Is 'ased upon the information or #no"ledge you have that;s not
availa'le to others
Personal Influence Is 'ased upon your individual personality and charisma* and the
relationships you create
Motivation Models
<eeds People are motivated to satisfy perceived needs
MASLOW
CLAYTON ALDERFER
Suggested that needs can 'e classified into = 'road categories
,$istence <eeds include 'asic survival needs* 'oth
physiological and Safety needs
)elatedness <eeds include all aspects of interpersonal
relationships 5 Social <eeds
!ro"th <eeds include self&esteem and achievement of
potential
,$pectancy If a person does not 'elieve it is possi'le to do something* or that no
conse>uence of value "ill occur to the person if that something is
done* then the person "ill not 'e motivated to act in the first place(
,>uity People "anted to 'e treated fairly* and "ill 'e motivated to restore
a feeling of e>uity if they are not treated fairly
Her+'erg;s .heory Hygiene agents 5 .hese are not motivate people* a'sence of
these "ill demotivate performance 5 ?o' security* Paychec#*
clean safe "or#ing conditions* sense of 'elonging* civil
"or#ing relationships etc(*
Motivating Agents 5 .hese are the elements that motivate
the people to perform 5 )esponsi'ility* appreciation of
"or#* recognition* chance to e$cel* education* other
opportunities other than financial re"ards(
.heory @ Managers thin# that* the "or#ers are la+y* and no trust on them*
need micromanagement
.heory 7 Self&led* motivated* and can accomplish ne" tas#s proactively
.heory A Participative management style( 3or#ers "ill 'e motivated 'y
sense of commitment* opportunity* and advancement( 3or#ers in
this organi+ation learn the 'usiness 'y moving to through the ran#s
of the company
<egotiations
Persuading Based on logic or factB can 'e measured o'0ectively
Bridging 4ffering of supportB disclosing vulnera'ility
Disengaging Legitimate tacticB use to 'uy time or de&fuse tense situations
Asserting Based on personal 'eliefs* values and attitudesB very su'0ective
Attractive Ma#ing others share positive feelings* envision desira'le outcomes
Avoiding <ot legitimateB used "hen "e are not comforta'le a'out negotiating
the issues
.eam Development Stages
%orming
When first formed, a team is just a group of individuals who
have been assigned to work together. Individuals tend to focus
on their own goals
Storming
As teams begin actual work, they often go through a period of
conflict. This is natural: members are sorting out their roles and
differences in opinion on work issues
<orming
In the Norming Stage, the group starts to function as a team.
roup norms are established and peer pressure tends to keep
individual behaviors within e!pectations. Team member roles
are clear and the team agrees on the right decision"making
techni#ue for a given situation. $eal work tasks are attacked
and the group agrees on approaches and processes. Things get
done in a more definable, repeatable, predictable way.
Performing
%uccessful teams move on to the Performing Stage when their
effort becomes focused. &embers are dedicated to achieving
team goals. The team responds to opportunities #uickly.
'eadership, responsibility and recognition are typically shared
among team members. &embers leverage the diversity of their
team mates, and play to their individual strengths. A high level
of trust and trustworthiness abounds.
Ad0ourning /
Mourning
%ome teams, such as project teams and parallel teams, have a
scheduled end. When the team has reali(ed its goal, it is
disbanded. This final phase is called the Adjourning or
Mourning Stage. When a team)s work is finished, members
may feel a sense of loss or disillusionment that affects their
ability to be effective in their ne!t assignment.
Benefit Measurement Methods
Murder Boards Murder 'oards are committees full of fol#s that as# every
conceiva'le negative >uestion a'out the proposed pro0ect( .heir
goal is to e$pose strengths and "ea#ness of the pro0ectCand #ill
the pro0ect if it;s deemed "orthless for the organi+ation to commit
to( <ot a pleasant decision&ma#ing process(
Scoring Models
13eighted scoring
models2
Scoring models 1sometimes called "eighted scoring models2 are
models that use a common set of values for all of the pro0ects up for
selection( %or e$ample* values can 'e profita'ility* comple$ity*
customer demand* and so on( ,ach of these values has a "eight
assigned to themCvalues of high importance have a high "eight*
"hile values of lesser importance have a lesser "eight( .he pro0ects
are measured against these values and assigned scores 'y ho" "ell
they match to the predefined values( .he pro0ects "ith high scores
ta#e priority over pro0ects "ill lesser scores(
Benefit/Cost
)atios
?ust li#e they sound* 'enefit/cost ratio 1BC)2 models e$amine the
cost&to&'enefit ratio( %or e$ample* a typical measure is the cost to
complete the pro0ect* the cost of ongoing operations of the pro0ect
product* compared against the e$pected 'enefits of the pro0ect( %or
e$ample* consider a pro0ect that "ill cost DEFE*999 to create a ne"
product* mar#et the product* and provide ongoing support for the
product for one year( .he e$pected gross return on the product*
ho"ever* is DGH9*999 in year one( .he 'enefit of completing the
pro0ect is greater than the cost to create the product(
Pay'ac# Period Ho" long does it ta#e the pro0ect to Ipay 'ac#J the costs of the
pro0ectK %or e$ample* the A@A Pro0ect "ill cost the organi+ation
DE99*999 to create over five years( .he e$pected cash inflo"
1income2 on the pro0ect delivera'le* ho"ever* is DL9*999 per
>uarter( %rom here it;s simple mathM E99*999 divided 'y DL9*999 is
8N(E >uarters* or a little over three years to recoup the e$penses(
Discounted Cash
%lo"
Discounted cash flo" accounts for the time value of money( If you
"ere to 'orro" D899*999 for five years from your uncle you;d 'e
paying interest on the money* yesK 1If not* you;ve got a great
uncle(2 If the D899*999 "ere invested for five years and managed to
earn a "hopping si$ percent interest per year* compounded annually
it;d 'e "orth D8==*HNN(O9 at the end of five years( .his is the future
value of the money in today;s terms(
<et Present Value .he net present value 1<PV2 is a some"hat complicated formula*
'ut allo"s a more precise prediction of pro0ect value than the lump
sum approach found "ith the PV formula( <PV evaluates the
monies returned on a pro0ect for each time period the pro0ect lasts(
In other "ords* a pro0ect may last five years* 'ut there may 'e a
return of investment in each of the five years the pro0ect is in
e$istence* not 0ust at the end of the pro0ect(
Time Period Cash Flow Present
Value
1 15,000.00 14,150.94
2 25,000.00 22,249.91
3 17,000.00 14,273.53
4 25,000.00 19,802.34
5 18,000.00 13,450.65
Totals $100,000.00 83,927.37
Investment

78,000.00
NPV

$5,927.37
Internal )ate of
)eturn
.he last 'enefit measurement method is the internal rate of return
1I))2( .he I)) is a comple$ formula to calculate "hen the present
value of the cash inflo" e>uals the original investment( Don;t get
too lost in this formulaCit;s a tric#y 'usiness and you "on;t need
to #no" ho" to calculate the I)) for the e$am( 7ou "ill need to
#no"* ho"ever* that "hen comparing multiple pro0ects; I))s*
pro0ects "ith high I))s are 'etter choices than pro0ects "ith lo"
I))s( .his ma#es sense( 3ould you li#e an investment "ith a high
rate of return or a lo"er rate of returnK
Constrained 4ptimi+ation Methods
Linear Programming
<onlinear Programming
Integer Algorithms
Dynamic Programming
Multi o'0ective Programming
,AC %ormulas
,AC P BAC / CPI 6sed if no variance from BAC or you "ill
continue at the same rate of spending
,AC P AC Q ,.C 6sed "hen original estimate is fla"ed
,AC P AC Q 1BAC 5 ,V2 6sed "hen current variances are atypical of the
future
,AC P AC Q 11BAC 5 ,V2 / CPI2 6sed "hen variances are thought to 'e typical of
the future
Sources of Po"er
Legitimate %ormal* position
Coercive Punishment
)e"ard )e"ard
,$pert ,$pert
)eferent 3ell )espected Person
Contingency )eserve Calculation
Risk Probability Impact:
Cost Is Negative
!ene"its #re Positive
$%&V
A 20%
'$4000 '$800
B 45% $3000 $1350
10% $2100 $210
! 65%
'$2500 '$1625

ont"n#en$% &ese've
()n*
$865
)easons for Conflict
8 Schedules
N Priorities
= )esources
L .echnical Beliefs
E Administrative Policies Procedures
O Pro0ect Costs
F Personalities
Pro0ect ,ndings
Addition Pro0ects 'ecomes 4perations
Starvation )esources and Budget cuts
Integration )esources reassigned or redeployed to other pro0ects
,$tinction Successful end of the pro0ect
Ruality !urus
Cros'y Aero Defect* Prevention or re"or# results
?uran %itness for use* conformance
Deming Ruality is a management pro'lem 1HE:2
-ai+en Continuous improvement
6tility .heory 5 A techni>ue that characteri+es an individual;s "illingness to ta#e
ris#
Autocratic Pro0ect Manager 5 Ma#es decisions "ithout team input
Spending Plan & .he pro0ectSs spending plan is the plan for the flo" of money to pay
for the pro0ect(
Sum of years digits calculation depreciation 5 8QNQ=QLQE PT EQLQ=QNQ8 PT 8E
o After N years P L/NE U Item Value
o .his is a accelerated depreciation method
Learning Curve 5 Average unit cost decreases as much units are produced
Mores 5 Different standards of conduct in cultures
%rederic# .aylor 5 'elieved that "or# should 'e 'ro#en do"n into smaller pieces* and
procedures "ritten to perform it(
Halo effect 5 Assuming that a person can do other things "ell 'ecause he or she is
currently e$hi'iting e$cellent performance
)eferent 5 3ell respected person
Process 5 A series of actions that 'rings a'out a result
Pro0ect Management process map 5 A diagram that sho"s the usual location of
#no"ledge areas "ith in the processes
Privity 5 Descri'es contractual relationships 1Contractual* confidential information
'et"een customer and vendor2
Li>uidated damages 5 An agreed&to penalty for missing a pro0ect milestone
Constructive change 5 4ne party assumes that the other has the authority to ma#e
changes
.ypes of dispute resolutions 5 <egotiation* Mediation* Ar'itration* Litigation
Variance 5 S>uare of Standard Deviation
!old Plating 5 Including enhancements that are not necessary to accomplish the
o'0ective of the pro0ect(
Constrained 4ptimi+ation 5 Linear Programming
MB4 5 Management 'y o'0ectives
Attri'ute Sampling 5 Determining if a product conforms to a specification or does not
1!4 <4&!42(
%orce Ma0eure 5 ,$ternal ris#s li#e ,arth>ua#es* %loods etc(*
S34. 5 Strengths* 3ea#nesses* 4pportunities* .hreats(
4rdinal Scales 5 Lo"* High* Very high etc(*
Cardinal Scales 5 9(8* 9(=* 9(E* 9(G etc(*
Distri'ution .ypes 5 6niform* <ormal* .riangular* 'eta and log normal
.riangular Distri'ution 5 4ptimistic* Most Li#ely and Pessimistic(
<ormal Log Distri'ution 5 Mean and Standard deviation
Sensitivity Analysis 5 3hich ris#s have the most potential impact on the pro0ectK
)is# )esponse Strategies 5 Avoidance* .ransfer* Mitigation* Acceptance
)is# Premium 5 Company pays to third party for transferring the ris#
Active acceptance 5 Developing a Contingency plan to e$ecute* should a ris# occur
Passive acceptance 5 no action* leaving the pro0ect team to deal "ith the ris# as they
occur
%all'ac# plan 5 if the ris# has a high impact* or if the selected strategy may not fully
effective 1or is an additional contingency plan to use in the event that the first
contingency plan fails2(
Contingency allo"ances 5 Amounts of time* money* or resources to account for #no"
ris#s(
)is# response Plan 5 Also called )is# )egister
)eports used to monitor and control the ris#s 5 Issue Logs* Action&Item Lists*
?eopardy 3arnings and ,scalation <otices(
Pro0ect Closing 5 Pro0ect postmortem
Pro0ect Portfolio management 5 Is the process of choosing and prioriti+ing pro0ects
"ithin an organi+ation
Business )is# 5 .he ris# of financial gain or loss
Pure )is# 5 )is#s that could threaten the safety of the individuals on the pro0ect
?I. 5 ?ust in .ime 5 Decreases the inventory investments
-ai+en .echnologies 5 Small process and product improvements that are carried out
on a continuous 'asis
4ptimal >uality 5 "hen revenue from improvements e>uals the incremental costs to
achieve the >uality
Par#inson;s La" 5 3or# e$pands so as to fill the time availa'le for its completion(
)esource Leveling 5 Smoothes out the pro0ect schedule so resources are not over&
allocated( A result of this is that pro0ect;s are often scheduled to last longer than
initial estimates(
Sapir&3horf Hypothesis 5 An understanding of the local language* its implied
meaning* and collo>uialisms allo" individuals to have a deeper understanding of the
people* their values and actions(
Culture Shoc# 5 Initial disorientation a person first e$periences "hen visiting a
country other than his o"n(
,thnocentrism 5 Happens "hen individuals measure and compare a foreigner;s
actions against their o"n local culture( .he locals typically 'elieve their o"n culture
is superior to the foreigner;s culture(
Si$th domain 1Professional )esponsi'ilities2 5 ,nsure Integrity* Contri'ute to the
#no"ledge 'ase* Apply professional #no"ledge* Balance sta#eholder interests*
)espect differences(
Personal Literacy 5 6nderstanding and valuing yourself
Social Literacy 5 ,ngaging and challenging others
Business Literacy 5 %ocusing and Mo'ili+ing your organi+ation
Cultural Literacy 5 Valuing and leveraging cultural difference
Paralingual 5 6sed to descri'e the pitch and tone on one;s voice
,$ception )eport 5 3hen variance e$ceed a given limit
Bull;s eye 5 6sed to trigger communication needs to management "hen ,VM results
fall "ith in the identified ranges
6nilateral Contract 5 Purchase 4rder(
Single source seller 5 4nly one seller the company "ants to do the 'usiness "ith(
Letter of intent 5 An organi+ation intended to 'uy from a seller
Proposal 5 Does not list the price to complete the "or#* 'ut instead offers solutions to
the 'uyer for completing the pro0ect needs(
I%B 5 Invitation for Bid 5 .ypically a re>uest for sealed document that lists the
seller;s firm price to complete the detailed "or#(
)%P 5 )e>uest for Proposal 5 Documents from Buyer to seller re>uesting information
on completing the "or#
)%I 5 )e>uest for Information 5 Documents from Buyer to seller re>uesting
information on completing the "or#
Letter Contract 5 6se this for immediate "or#
<PV 5 <et Present Value 5 <PV assumes reinvestment at the cost of capital 5 1Sum
of Discounted 5 Initial Investment2
I)) 5 Internal )ate of return 5 Discounted rate "hen <PV P 9 5 )einvestment at the
I)) rate
Common source of conflict during early phases of the pro0ect 5 Priorities
Common source of conflict during ,$ecution phase of the pro0ect 5 Schedule
.ime and Material 1. M2 5 6nit price contracts
Depreciation .ypes 5 Straight Line depreciation* Accelerated Depreciation 1Sum of
7ear;s digit and Dou'le declining 'alances2
Sun# Costs 5 .hese are all costs incurred prior to a decision point / Monies that have
'een spent on the pro0ect(
4pportunity Costs & Based on net present value* this is "hat you give up 'ecause you
did not select an alternate use for the money you are going to spend( Suppose you
have your money invested at O percent in a money mar#et fund( If an alternate
opportunity comes along that promises a higher yield* then the opportunity cost of the
ne" investment is O percent( After all of the calculations to 0ustify the pro0ect* it still
has to 'eat O percent to 'e via'le( If it seems a little simplistic* thatSs 'ecause it isV
P,). 5 Program ,valuation and )evie" .echni>ue 5 6sed "here uncertainty in the
duration of the activities(
SD 5 1Pessimistic 5 4ptimistic2 / O
,V 5 ,$pected Value P 14 Q LM Q P2 / O
Variance 5 1SD2
N
8 SD 5 OH(NO
N SD 5 GE(LL
= SD 5 GG(F=
O SD 5 GG(GG
%ree %loat & .his is the total time a single activity can 'e delayed "ithout delaying the
early start of any successor activities(
.otal %loat & .his is the total time an activity can 'e delayed "ithout delaying pro0ect
completion(
Pro0ect %loat & .his is the total time the pro0ect can 'e delayed "ithout passing the
customer&e$pected completion date(
Steps to find the SD for a total pro0ect
o %ind ,V for each activity and Sum all
o %ind the SD 'y 1P 5 42 O formula
o S>uare the SD calculated in the previous step & Variance
o Sum all the SD s>uared
o %ind S>uare root of the previous step;s value 5 .his is the SD for the Pro0ect
CPM P,). 5 <ot considers the resource availa'ility* that is "hy resource leveling
heuristics "ill come into picture
)is# Mitigation 5 Is an effort to reduce the pro'a'ility or impact of the ris# to a point
"here the ris# can 'e accepted(
Contingency Budget 5 .his money is not assigned to specific pro0ect tas#s and is set
aside and availa'le to fund the "or# that must 'e done if and "hen a ris# occurs 5
)e>uired the Pro0ect manager approval
Management reserve 5 Is similar to the contingency 'udget in that it is made availa'le
to fund un#no"n ris#s "hen they occur( In order to prevent the inappropriate use of
this 'udget* a person at a level a'ove the pro0ect manager level must approve the use
of these funds(
)is# Analogy 5 If rain is the ris#
o Avoidance 5 Don;t go outside* so that "e never 'ecome "et
o .ransfer 5 Hire another party* so that he "ill go "et instead of you
o Mitigation 5 .a#e an 6m'rella
o Acceptance 5 !o "et
,$pected Value P )is# Pro'a'ility $ )is# Impact
Least conflict in Implementation Phase 5 Conflict over personality Issues
Chart of Accounts 5 Any num'ering system that is used to monitor pro0ect costs 'y
category such as la'or* supplies* or materials etc(*
<et Cash %lo" P Cash %lo" In 5 Cash %lo" 4ut
Blan#et 4rder 5 .he price is 'ased on the goods or services that "ill 'e sold over the
period of the 'lan#et order( .he seller has a long&term order from the 'uyer and can
invest in the means of production( .he 'uyer has a sta'le price for the period of the
'lan#et order( If the 'uyer does not 'uy all the goods or services that "ere promised*
the price per unit is ad0usted at the end of the contract( Since the inventory is
delivered as needed* the inventory carrying cost is of no conse>uence to the 'uyer(
%or"ard Buying 5 .he amount of goods re>uired for a long period of time is
purchased and delivered at one time( .here is a >uantity discount for this type of
purchase* 'ut it has no effect on capital investment unless it "ould 'e to 'uild a place
to store the goods( It "ill decrease transportation cost* increase inventory* prevent the
ris# of future price increases* and increase the cost associated "ith o'solescence(
)%B 5 )e>uest for Bid 5 used "hen source selection "ill 'e price driven
)%P 5 )e>uest for Proposal 5 Solution Driven
Staffing Plan 5 .he functional manager must have a staffing plan that allo"s him or
her to #no" "here the people in the functional organi+ation are committed(
.heory @ 5 .ype @ managers thin# that all people are 'asically la+y and that unless
they are threatened or in some "ay forced to do "or#* they "ill not do any "or#(
.hese managers direct "or# to 'e done and do not allo" very much participation in
any decision ma#ing* 'ecause they feel that the participation 'y the "or#ers "ould
only lead to less "or# 'eing done( 6seful for ,$tremely difficult pro0ect li#e in
military etc(*
.heory 7 5 .ype 7 managers 'elieve that people "ill do a good 0o' for the sa#e of
doing it( .hey 'elieve in participative management and sharing information "ith the
"or#ers( .hese managers "ill also listen to pro'lems that are 'rought up 'y their
staff(
4uchi;s .heory A 5 Stats that "or#ers need to 'e involved "ith the management
process(
!eneral Management S#ill 5 Leading* Communicating* <egotiating* Pro'lem
Solving* Influencing
Marginal Analysis 5 Marginal analysis studies the cost of the incremental
improvements to a process or product and compares it against the increase in revenue
made from the improvements( %or e$ample* the price of the added feature may cost
the company DF(E9 per unit* 'ut the amount of gained sales per year 'ecause of the
improvement "ill meet or e$ceed the cost of the improvement(
Attri'ute Sampling 5 Measure conformance to >uality on a per unit 'asis
Varia'le Sampling 5 Measure conformance to >uality as a "hole
)andom Causes 5 Determine e$pected variances of >uality
Special Causes 5 Determine anomalies to >uality
!oldratt;s Critical Chain .heory 5 Add 'uffer to the critical chains
Product scope measured against the )e>uirements
Pro0ect scope measured against the Pro0ect Plan
La" of diminishing returns 5 At some point in the "or#* the Iduration to effort ratioJ
'ecomes saturated* and adding additional la'orers "ill actually 'ecome
counterproductive(
Informal Communication 5 Ad hoc conversations* Memos
Bulls eye 5 Communication 'et"een PM to Management "hen variance crosses
some level
Code of Accounts 5 Any num'ering system to uni>uely identify each component of
the 3BS
Claim 5 A re>uest* demand* or assertion of rights 'y a seller against a 'uyer* or vice
versa* for consideration* compensation* or payment under the terms of a legally
'inding contract* such as for a disputed change(
Process !roups 5 Initiation* Planning* ,$ecuting* Controlling and Closing
-no"ledge Areas 5
Common Cause 5 )andom Cause 5 A source of variation that is inherent in the
system and predicta'le( 4n the control chart* it appears as part of the random process
variation 1i(e(* variation from a process that "ould 'e considered normal or not
unusual2* and is indicated 'y a random pattern of points "ithin the control limits(
Special Cause 5 A source of variation that is not inherent in the system* is nor
predicta'le* and is intermittent( It can 'e assigned to a defect in the system( 4n a
control chart* points 'eyond the control limits* or non&random patterns "ithin the
control limits* indicate it(
Control 5 Comparing actual performance "ith planned performance* analy+e
variance* assessing trends to effect process improvements* evaluating possi'le
alternatives* and recommending appropriate corrective action as needed(
Control Account 5 3here scope* 'udget* actual cost* schedule are integrated and
compared to earned value for performance measurement(
CAP 5 Cost Account Plan 5 All the "or# to 'e done for Control Account(
C4R 5 Cost of Ruality
o Prevention Appraisal
Ruality Planning
Ruality Control
Ruality Assurance 1.raining etc(*2
o %ailure costs
)e"or#
Components
Cost of "arranty
3astage
Loss of reputation etc(*
CPI P ,V / AC
CP% / CPPC 5 Cost&plus&%ee / Cost&plus&percentage&cost 5 Cost and a fee 1: of
costs2* "hich varies from 3ith respect to Actual Cost(
CP%% 5 Cost&plus&fi$ed&fee 5 Cost and a %i$ed fee
CPI% 5 Cost&plus&incentive&fee 5 Cost and a incentive fee 1seller earns profit* if it
meets the performance2
Direct Costs 5 Costs incurred for e$clusive 'enefit of the pro0ect
o Salaries of full time pro0ect staff
Indirect Costs 5 !enerally calculated as : of direct costs
o 4verhead costs
o !eneral and administrative costs
o Cost of doing 'usiness
Salaries of mgmt indirectly involved in the pro0ect
6tilities
CV P ,V 5 AC
Critical Activity 5 Any activity on the Critical Path
Critical Chain Method 5 A schedule net"or# analysis techni>ue that modifies the
pro0ect schedule to account for limited resources
Data Date 5 As&of date or time&no" date
Develop Pro0ect .eam 5 .he process of improving the competencies and interactions
of team mem'ers to enhance pro0ect performance(
,VM 5 ,arned Value Management 5 Integrate the Scope* Schedule and )esources
for performance measurement
,ffort 5 <um'er of la'or units re>uired to complete a schedule activity or 3BS
component(
Duration 5 <um'er of "or# periods re>uired to complete a scheduled activity or
3BS component(
,$ception )eport 5 Document that includes only ma0or variations from the plan(
%M,A 5 %ailure Mode and ,ffect Analysis 5 An analytical procedure in "hich each
potential failure mode in every component of a product is analy+ed to determine its
effects on the relia'ility of that component and* 'y itself or in com'ination "ith other
possi'le failure modes* on the relia'ility of the product for all "ays that a failure may
occur( %or each potential failure* an estimate is made of its effects on the total system
and of its impact( In addition* a revie" is underta#en of the action planned to
minimi+e the pro'a'ility of failure and to minimi+e its effects(
%%P 5 %irm&fi$ed&price 5 %irm %i$ed amount
%PI% 5 %i$ed&price&incentive&fee 5 %i$ed price Q %ee 1if seller meets the pro0ect
o'0ectives2
%i$ed Price or Lump&Sum Contract 5 %i$ed %ee( It may also include incentives for
meeting or e$ceeding the pro0ect o'0ectives
!round )ules 5 A list of accepta'le and unaccepta'le 'ehaviors adopted 'y a pro0ect
team to improve "or#ing relationships* effectiveness* and communication(
Imposed Dates
o Start no earlier than
o %inish no later than
Lag 5 Plus 1Q2
Lead 5 Minus 1&2
Lo"est Rualified Bidder 5 A contracting process in "hich the lo"est 'id is accepted
after meeting the minimum >ualifications
Management 'y ,$ception 5 A management techni>ue that emphasi+es attention to
performance 'ehavior that falls outside of some predetermined range of normal or
e$pected outcomes( .his techni>ue is characteri+ed 'y containment and conservatism(
Master Schedule 5 A summary&level pro0ect schedule that identifies the ma0or
delivera'les and 3BS components and #ey schedule milestones(
Methodology 5 A system of practices* techni>ues* procedures* and rules used 'y
those "or# in a discipline(
Milestone Schedule 5 A summary level schedule that identifies the ma0or schedule
milestones(
<ear Critical Activity 5 A schedule activity "ith lo" total float(
<et"or# 4pen end 5 A schedule activity "ith out any predecessor or successor
activities(
4'0ective
o A strategic position to 'e attained
o Purpose to 'e achieved
o A result to 'e o'tained
o A product to 'e produced
o A service to 'e performed
Path Convergence 5 Merging of parallel schedule net"or# paths into the same node
in the pro0ect schedule net"or# diagram( Many predecessors for an Activity
Path Divergence 5 Many successors for an activity( 4pposite to Path convergence
PMB 5 Performance Measurement Baseline 5 An approved integrated scope&
schedule&cost plan for the pro0ect "or# against "hich pro0ect e$ecution is compared
to measure and manage performance( .echnical and Ruality may also 'e included
Performance )eporting
o Status )eporting
o Progress Measurement
o %orecasting
Plan Contracting 5 .he process of documenting the products* services* and results
re>uirements and identifying potential sellers(
Planning Pac#age 5 A 3BS component 'elo" the Control account "ith #no"n "or#
content 'ut "ithout detailed schedule activities(
Portfolio 5 Collection of Pro0ects/Programs grouped together to facilitate effective
mgmt of that "or# to meet the strategic 'usiness o'0ectives(
Mitigation 5 Preventive Action
Procedure 5 A series of steps follo"ed in a regular definitive order to accomplish
something
Process 5 A set of interrelated actions and activities performed to achieve a specified
set of products* results or services
Procurement Documents
o I%B
o Invitation for negotiations
o )%I 5 )e>uest for various pieces of information related pro0ect
o )%R 5 Price >uotations for standard products/items
o )%P
o Seller responses
Pro0ect life cycle is a su'set of Product life cycle
Product scope 5 .he features and functions that characteri+e a product* service or
result
Pro0ect 5 A temporary endeavor underta#en to create a uni>ue product* service* or
result
Pro0ect Life Cycle 5 Se>uence of Phases
Pro0ect Phases 5 Collection of logically related pro0ect activities
o !enerally Completed in se>uence* may overlap
o Pro0ect phase is not a Pro0ect management Process group
Pro0ect Scope
o Ma0or delivera'les
o Pro0ect o'0ectives
o Pro0ect assumptions
o Pro0ect Constraints
o Statement of 3or#
o ?ustification
Punchlist 5 .he items remaining to 'e completed after a final inspection
Ruantitative )is# Analysis 5 .he process of numerically analy+ing the effect on
overall pro0ect o'0ectives of identified ris#s
.otal %loat in )esource&Limited Schedule 5 Late %inish Date of CPM 5 )esource&
limited finish date
)etainage 5 A portion of contract payment that is "ithheld until contract completion
to ensure full performance of the contract terms
)olling 3ave Planning 5 A form of progressive ela'oration planning "here "or# to
'e accomplished in the near term is planned in detail at a lo" level of the "or#
'rea#do"n structure* "hile the "or# far in the future is planned at a relatively high
level of 3BS
Schedule compression 5 Shortening the pro0ect schedule duration "ithout reducing
the scope
SPI P ,V/PV
Scope changes 5 A scope change almost al"ays re>uires an ad0ustment to Pro0ect
Cost or schedule(
Scope Creep 5 Adding features and functionality "ithout addressing the effects on
time* costs and resources* or "ithout customer approval
Sensitivity Analysis 5 6sed to help determine "hich ris#s have the most potential
impact on the pro0ect 'y #eeping all other uncertain elements at their 'aseline value(
Should&Cost ,stimate 5 An estimate of the cost of a product or service used to
provide an assessment of the reasona'leness of a prospective seller;s proposed cost(
SMCI 5 Standardi+e* Measure* Control* and Improve
Solo source 5 A type of procurement "here only one supplier is as#ed to 'id(
Specification Limits 5 .hese are on either side of the mean* of the data plotted on a
control chart meets the customer;s re>uirements for a product or service( .his area
may 'e greater than or less than the area defined 'y the control limits
WWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWW 6pper Specification Limit
&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& 6pper Control Limit
PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP Mean

&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&&& Lo"er Control Limit
WWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWWW Lo"er Specification Limit
Su'net / %ragment 5 A su'division of a pro0ect schedule net"or# diagram* usually
representing a su'pro0ect or a "or# pac#age
.hree&Point ,stimate 5 ,stimate using 4ptimistic* Most Li#ely and Pessimistic
.hreshold 5 A cost* time* >uality* technical* or resource value used as a parameter*
and "hich may 'e included in product specifications( Crossing the threshold should
trigger some action* such as generating an e$ception report(
.ight Matri$ 5 A system in "hich each pro0ect has an assigned "or# area* and
employees sit together in that area "hile they are "or#ing on the pro0ect* even
through they do not report to the same supervisor
.ime Material 5 It is a hy'rid of %i$ed price and Cost reim'ursement
o Cost )eim'ursement 5 Because full value of the contract is not #no"n at the
time of a"ard and have no definitive end
o %i$ed price 5 6nit rates are preset 'y the 'uyer and seller
.CPI 5 .o complete performance inde$
o 1BAC 5 ,V2 / 1BAC 5 AC2
o )emaining "or# / )emaining Budget
.ool'o$ meeting 5 A regular meeting of field supervisors and "or#ers to revie"
important "or# issuesB particularly those pertaining to safety
.RM 5 .otal >uality management 5 A common approach to implementing a >uality
improvement program "ithin an organi+ation(
.rait 5 A distinguishing feature of the person;s character
.riggers 5 )is# symptoms 5 3arning signs
.riple Constraint 5 Scope* Cost and .ime
."o&,nvelop system 5 It has t"o phases
o %irms >ualification
o Pricing
Value ,ngineering 5 A creative approach used to optimi+e pro0ect life cycle costs*
save time* increase profits* improve >uality* e$pand mar#et share* solve pro'lems*
and/or use resources more effectively
VAC P BAC 5 ,AC
Variance .hreshold 5 A predetermined range of normal outcomes that is determined
during the planning process and sets the 'oundaries "ithin "hich the team the team
practices management 'y e$ception
Voice of customer 5 A planning techni>ue used to provide products* services* and
results that truly reflect customer re>uirements 'y translating those customer
re>uirements into appropriate technical re>uirements for each phase of the pro0ect
product development
3ar )oom 5 A room used for pro0ect conferences and planning* often displaying
charts of cost* schedule status* and other #ey pro0ect data
3BS
o A delivera'le&oriented hierarchical decomposition of the "or# to 'e e$ecuted
'y the pro0ect team to accomplish the pro0ect o'0ectives
o .otal Scope of the pro0ect
o ,ach descending level "ill provide the detailed information
o Decompose till 3or# Pac#ages
o Both Internal delivera'les and ,$ternal Delivera'les
3BS Directory 5 A document that descri'es each component of 3BS and include for
each 3BS component
o Brief description of the scope / S43
o Defined delivera'les
o List of associated activities
o List of Milestones
o )esponsi'le organi+ation
o Start and ,nd Dates
o )esources )e>uired
o ,stimate of Cost
o Charge <um'er
o Contract information
o Ruality )e>uirements
o .echnical references
)eassignment Plan 5 A reassignment plan improves morale 'ecause resources #no"
their ne$t assignment prior to the conclusion of their activity or scheduled end date on
the pro0ect(
Cros'y 5 Aero Defect
?uran 5 %it for use
Deming 5 HE: of cost of >uality is management pro'lem
Distri'ution 5 )epresents the Pro'a'ility and Impact of the ris# to the pro0ect
o'0ectives
Performing Stage 5 Self actuali+ation Stage
%ait accompli tactics 5 4ne party claims the issue under discussion has already 'een
decided and can;t 'e changed(
Budget updates leads to cost re'aselining
Scope change 5 Any changes to the agreed&upon 3BS
Product scope change leads to Pro0ect scope change
Scope changes leads to Schedule )evisions* 'ut not al"ays
Schedule variance of critical path activities "ill affect the pro0ect schedule and need
corrective action(
3hen revisions are necessary esta'lish a ne" schedule 'aseline
Budget 6pdates 5 .he cost 'aseline is changed as a result of 'udget updates to reflect
the ne" cost estimates( Significant updates to 'udget leads to re'aselining
Contract Closeout 5 Do the follo"ing
o Completing and settling the terms of the contract
o 3or# descri'ed in the contract "as completed accurately and satisfactorily
o Product Verification
o %ormal acceptance notice to seller
Procurement audit
o used for lessons learned
o It e$amines the procurement process for areas of improvements 1from
Procurement Planning to Contract Administration2
o 6sed 'y 'uyer seller* as an opportunity for improvements
Contract file
o Inde$ed for easy reference
o 3hich in turn store in pro0ect archives 1Administrative Closure2
Administrative Closure
o At the end of each phase / At the end of the pro0ect
o Verifies and documents the pro0ect outcome
Product Documentation
o )e>uirement documents
o Specifications
o Plans
o .echnical documents
o ,lectronic files
o Dra"ings etc(*
Pro0ect Archives 1Administrative Closure2
o Performance Management Documentation
o Product Documentation
o 4ther Documents
o Contract documents 1contract file* "hich is output from Contract Closure2
o ,lectronic Data'ase
o ,lectronic Documents
o Should 'e Inde$ed
Pro0ect Closure %ormal acceptance
o Verifying the product of the pro0ect that meets all the re>uirements
o 4'tain formal acceptance
o -ic#s off the "arranty period
Post&implementation audits 5 ,$amine the pro0ect from 'eginning to end and loo# at
"hat "ent right and "hat "ent "rong
Decomposition Steps
o Identify Ma0or Delivera'les
o Decide if ade>uate cost and duration estimates can 'e developed
o Identify constituent components of the delivera'les
o Verify the correctness of decomposition
3BS 6pdates also called refinements
Learning Curve 5 .he cost per unit decreases the more units "or#ers complete* this is
'ecause "or#ers learn as they complete the re>uired "or#(
Varia'le Costs 5 Costs that vary depending on the conditions "ithin the pro0ect
%i$ed Costs 5 Costs that remain the same throughout the pro0ect
Communication Channels 5 <1<&82 / N
Marginal Analysis 5 .he cost of the incremental improvements to a process or
product and compares it against the increase in revenues made from the
improvements(
Assigna'le Cause & 3hen a value is out of control 1in control charts2(
Pro0ect )ecords
o Memos
o Correspondence
o ,&mails
o 4ther pro0ect relevant information
Pro0ect )eports 5 %ormal communications on
o pro0ect activities
o Status
o Conditions
o Management
o Customers
o Policies
Pro0ect Presentation 5 6seful in providing information to
o Customers
o Management
o .he pro0ect .eam
o 4ther sta#eholders
Pro0ect life cycle 5 Collectively the pro0ect phases 5 Serves to define 'eginning and
end of the pro0ect
Pro0ect phase 5 Dividing the pro0ect to improve management control and provide for
lin#s to ongoing operations
Strategic Plan
o Program
Pro0ect
Phase 5 Conclusion mar#ed 'y a revie" of #ey delivera'les
and pro0ect performance to date( .hese revie"s are called
phase e$its* stage gates* or #ill points
o Delivera'le
Phase se>uencing 5 !enerally involves some form of technology transfer or handoff
o )e>uirements Design
o Construction 4perations
o Design Manufacturing etc(*
Product Life Cycle
o Pro0ect Life Cycle 5 su'set of Product life cycle
Su'pro0ect Life Cycle
Managing sta#eholder e$pectations may 'e difficult 'ecause sta#eholders often have
very different o'0ectives that may come into conflict( Differences 'et"een
sta#eholders "ill 'e resolved in favor of customer(
High )is# ta#ing organi+ations Aggressive* ,ntrepreneurial
PM4 5 Providing support functions to project managers in the form of training*
soft"are* templates etc(* to actually 'eing responsi'le for the results of the pro0ect(
!eneral Management s#ills
o %inance accounting
o Sales Mar#eting
o )esearch Development
o Manufacturing Distri'ution
o Strategic Planning
o .actical Planning
o 4perational Planning
o 4rgani+ational Structures
o 4rgani+ational 'ehavior
o Personnel administration
o Compensation
o Benefits
o Career Paths
o Motivation
o Delegation
o Supervision
o .eam Building
o Conflict Management
o Personal .ime Management
o Stress Management
Leadership
o Pro0ect
o .echnical
o .eam
<egotiating
o Ar'itration
o Mediation
Internationali+ation
o .ime +ones differences
o <ational regional Holidays
o .ravel )e>uirements
o %ace&to&%ace meetings
o Logistics of teleconferencing
o Volatile Political differences
Processes 5 A series of actions 'ringing a'out a result
o Pro0ect management processes
o Product oriented processes
Pro0ect Management Soft"are
o Aids integration "ithin a pro0ect
Pro0ect management Methodology
o Hard tools Pro0ect Management Soft"are
o Soft tools Meetings etc(*
Pro0ect Selection Methods 5 Decision Models* Calculation method
Charter
o Business <eed
o Product Description
Product Analysis
o Product 'rea#do"n analysis
o Systems ,ngineering
o Value ,ngineering
o Value Analysis
o %unction Analysis
o Ruality function deployment
Alternative Identification
o Brainstorming
o Lateral .hin#ing
Pro0ect 4'0ectives 5 Ruantifia'le criteria that must 'e met for the pro0ect to 'e
considered success( Must include
o Cost
o Schedule
o Ruality
Scope Management Plan 5 Include the follo"ing
o ,$pected Sta'ility
o Identification Classification
Decomposing the delivera'les "ill give the follo"ing advantages 5 Critical to pro0ect
success
o Improve accuracy of coat* duration* and resource estimate
o Define 'aseline for performance measurement and control
o Clear responsi'ility assignment
Product Documentation
o Plans
o Specifications
o .echnical documentation
o Dra"ings etc(*
Inspections
o )evie"s
o Product revie"s
o Audits
o 3al#&throughs
Mandatory Dependencies 5 .hat are inherent in the nature of the "or# 'eing done
1Physical Limitations2 5 Hard Logic
Discretionary Dependencies 5 Best Practices 5 Preferred Logic* Preferential logic*
Soft logic
CPM 5 Deterministic
!,). 5 Pro'a'ilistic
P,). 5 3eighted average 5 6se "hen there is a uncertainty in the activity duration 5
also called Method of moment analysis
Supporting Details 1Schedule development output2 includes
o )esource Histograms
o Alternative Schedules
o Schedule contingency reserves
)evisions 5 Changes to the schedule start and end dates
Cost 'udgeting It includes cost of financing
Spending Plan 5 Cash&flo" forecast 5 to measure dis'ursements
Ruality Management
o Proprietary Approaches
Deming
?uran
Cros'y etc(*
o <on proprietary
.RM
Continuous Improvement etc(*
Ruality management plan provides
o Input to 4verall Pro0ect plan
o Ruality Control
o Ruality Assurance
o Ruality Improvement
4perational Definitions 5 Also called Metrics
In an even distri'ution any date in the distri'ution "ill have the same pro'a'ility as
any other date in the distri'ution
Human )esources Management 5 ,ffective use of sta#eholders including sponsors*
customers* partners* individual contri'utors* and others
4rgani+ational planning done as part of earliest pro0ect phases* 'ut should revie"
regularly throughout the pro0ect to ensure continued applica'ility
.echnical Interfaces
o 3ithin the Phases
o Bet"een the phases
Constraints 14rgani+ational Planning inputs2
o 4rgani+ational Structure
o Collective 'argaining agreements 5 Contractual agreements "ith unions or
employee groups may re>uire certain roles or reporting relationships
o Preferences of the pro0ect management .eam 5 if the mem'ers of pro0ect
management team have had success "ith certain structures in the past* then
they are li#ely to advocate similar structure in the future
o ,$pected staff assignments 5 Ho" the pro0ect is organi+ed is often influenced
'y the competencies of specific individuals
.emplates 14rgani+ational Planning ..2 5 6se the follo"ing from earlier pro0ects
o )oles and responsi'ility definitions
o )eporting )elationships
Staffing management Plan 5 Include
o 3hen and ho" human resources "ill 'e 'ought onto and ta#en off of the
pro0ect team
o )esource Histograms
o Particular attention should 'e paid to ho" pro0ect team mem'ers "ill 'e
released "hen they ate no longer needed on the pro0ect
)educe cost 'y reducing or eliminating the tendency to Ima#e "or#J
to fill the time 'et"een this assignment and the ne$t
Improve morale 'y reducing or eliminating the uncertainty a'out the
future employment opportunities
Supporting details 14rgani+ational Planning output2
o 4rgani+ational Impact
o ?o' descriptions 5 Position descriptions
o .raining <eeds
Characteristics of potential availa'le staff mem'ers
o Previous ,$perience
o Personal Interests
o Personal Characteristics
o Availa'ility
o Competencies Proficiency
Individual development 1managerial .echnical2 is the foundation necessary to
develop the team
.eam development often complicated "hen team mem'ers are accounta'le to 'oth a
functional manager and the pro0ect manager( ,ffective management of this dual
reporting relationships is often a critical success factor for the pro0ect* and is
generally the responsi'ility of the Pro0ect Manager
.eam Development occurs through out the pro0ect
3ar room 5 3here the team congregates and posts schedules* updates etc(*
Direct indirect costs for training are generally paid 'y the performing organi+ation
Communications planning is done as part of the earliest pro0ect phases( Ho"ever* the
results of this process should 'e revie"ed regularly throughout the pro0ect and revised
as needed to ensure continued applica'ility
Communication .echnology influencing factors
o .he immediacy of the need for information
o .he availa'ility of technology
o ,$pected staff assignments
o .he length of the pro0ect
)esponsi'ilities of Sender
o Ma#ing the information clear* unam'iguous* and complete* so that the
receiver can receive it correctly
o Conforming that it is properly understood
)esponsi'ilities of )eceiver
o Ma#ing sure that information is received in its entirety and understood
correctly
Pro0ect )ecords
o Correspondence
o Memos
o Documents descri'ing the pro0ect etc(*
Pro0ect )eports 5 %ormal pro0ect reports on the pro0ect status and/or issues
Performance )eporting 5 Ho" resources are 'eing used to achieve pro0ect o'0ectives(
!enerally provide information on Scope* Schedule* Cost* and Ruality( 1Also )is# and
Procurement2( )eports can 'e prepared comprehensively or on an e$ception 'asis
,V Analysis 5 Integrates Scope* Cost 1or )esources2 and Schedule(
Common formats of performance reports
o Bar Charts 1also called !antt Chart2
o S&Curve 5 Display cumulative ,V Analysis data
o Histograms
o .a'les
Administrative Closure functions
o Collecting Pro0ect records
o ,nsure they reflect final specifications
o Analy+ing pro0ect success
o ,ffectiveness
o Lessons Learned
o Arching the information for future use
o Perform at the end of every phase and at the end
o 6pdate the s#ills in the staff pool data'ase
Pro0ect Closure 1Administrative Closure output2
o Customer formally accepted the pro0ect results* and delivera'les
o )e>uirements of the performing organi+ation 1Staff evaluations* Budget
)eports* Lessons learned2
)is# Management Plan includes the follo"ing
o Methodology
o )oles and )esponsi'ilities
o Budgeting
o .iming
o Scoring Interpretation
o .hresholds
o )eporting %ormats 5 Descri'es the content and format of the ris# response
plan(
o .rac#ing 5 Document all facets of ris# activities "ill 'e recorded for the
'enefit of the current pro0ect* future needs* and lessons learned( Documents if
and ho" ris# processes "ill 'e audited
)is# Categories
o .echnical* Ruality or Performance
o Pro0ect Management )is#s
o 4rgani+ational )is#
o ,$ternal )is#s
Information gathering techni>ues
o Brainstorming
o Delphi techni>ue
o Intervie"ing
o S34. Analysis
Diagramming .echni>ues
o Cause&and&effect
o %lo" charts
o Influence Diagram
Simulation
o Cost ris# Analysis 5 6se 3BS
o Schedule ris# Analysis 5 6se PDM
Contested Changes 5 Changes that can not 'e agreed upon in a Contract
<eeds Analysis 5 %easi'ility Study
Most organi+ations have documented policies and procedures specially defining "ho
can sign such agreements on 'ehalf of the organi+ation* typically called a delegation
of procurement authority