 Resource leveling

This is a project management technique used to resolve resource overallocation by adjusting the
project schedule. The goal is to balance the demand for resources with the available supply. It
may involve delaying tasks or extending the project duration to ensure that no resources are
overburdened and that the project proceeds at a sustainable pace. Resource leveling is commonly
used when there are constraints, such as limited manpower or equipment, and the project
timeline needs to be adjusted to accommodate these limitations.

 Kanban

This is a visual project management methodology used to improve workflow and efficiency.
Originating from Toyota's manufacturing process, it is now widely used in various industries,
especially software development. The core principles of Kanban include:

1. Visualizing the workflow: Tasks are represented on a board with columns like "To Do,"
"In Progress," and "Done."

2. Limiting work in progress (WIP): To prevent overloading teams and ensure focus.

3. Managing flow: Identifying bottlenecks to optimize performance.

4. Continuous improvement: Teams assess and adjust processes regularly for better
efficiency.

 Lean

This is a methodology focused on maximizing value for customers by minimizing waste in

processes. It originated from Toyota's manufacturing system and is widely applied in industries
today, including manufacturing, software development, and healthcare.

Key principles of Lean include:

1. Value Identification: Understanding what the customer values.

2. Value Stream Mapping: Analyzing the process to identify waste.

3. Flow Creation: Streamlining the process to enhance efficiency.

4. Pull System: Producing only what is needed, when it’s needed.

5. Continuous Improvement: Constantly seeking ways to improve processes.

Lean encourages a culture of continuous improvement and efficiency.

 Scrum
This is an Agile framework used for managing complex projects, particularly in software
development. It emphasizes collaboration, flexibility, and continuous improvement. Scrum teams
work in short, iterative cycles called sprints, typically lasting 1-4 weeks.

Key elements of Scrum include:

1. Roles: Product Owner, Scrum Master, and Development Team.

2. Artifacts: Product Backlog, Sprint Backlog, and Increment.

3. Events: Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective.

Scrum promotes adaptability and fast feedback to continuously deliver value to the customer.

 Extreme Programming (XP)

This is an Agile software development methodology focused on improving software quality and
responsiveness to changing customer requirements. It emphasizes frequent releases in short
development cycles, which improve productivity and introduce checkpoints for customer
feedback.

Key practices of XP include:

1. Pair programming: Two developers work together at one workstation.

2. Test-driven development (TDD): Writing tests before coding to ensure functionality.

3. Continuous integration: Regularly integrating code into a shared repository.

4. Frequent communication: Ongoing collaboration between the development team and

stakeholders.

XP aims to foster flexibility, high-quality code, and rapid adaptation to changes.

 Delphi Technique

This is a structured communication method used to gather expert opinions and achieve consensus
on a particular subject. It involves multiple rounds of surveys or questionnaires, where feedback
from each round is summarized and shared with participants before the next round. Experts
revise their responses based on group input, gradually converging on a common agreement. This
technique is commonly used in forecasting, decision-making, and project management to
leverage diverse expertise and reduce bias.

 Monte Carlo Analysis

This is a risk management technique used to assess the impact of uncertainty in project
schedules, costs, or other variables by running simulations. It involves running a large number of
random scenarios (simulations) based on a range of possible values for key variables (e.g.,
duration of tasks or costs). The result is a probability distribution of potential outcomes, helping
project managers understand the likelihood of meeting deadlines or budgets and making
informed decisions about risk and contingency planning.

 Recommended corrective actions

In project management refer to steps taken to bring the project back in line with the original plan
or objectives when deviations occur. These actions are typically suggested after performance
reviews and can include:

 Adjusting project resources to meet deadlines.

 Modifying project scope or timelines.

 Re-assigning tasks to prevent bottlenecks.

 Improving communication or processes to avoid future delays.

Corrective actions aim to address the root cause of problems, ensuring the project stays on track.

 Critical Path Method (CPM)

Is a project management technique used to identify the sequence of tasks that determines the
minimum project duration. It helps project managers focus on the tasks that are most critical for
timely project completion. Key elements include:

1. Critical Path: The longest sequence of dependent activities that determines the project's
duration.

2. Float/Slack: The amount of time an activity can be delayed without affecting the overall
project schedule.

CPM helps in identifying bottlenecks and prioritizing critical tasks.

 Source Evaluation Criteria

Refers to the standards used to assess the reliability, credibility, and relevance of information
sources. Key criteria include:

1. Authority: Is the author or organization credible and knowledgeable?

2. Accuracy: Is the information supported by evidence and free of errors?

 3. Currency: Is the information up-to-date?

4. Objectivity: Is the source free of bias?

5. Relevance: Is the information directly related to the topic or research need?

Using these criteria ensures that the sources used for decision-making are trustworthy and
relevant.

 Procurement Management Plan

This is a document that outlines how a project's procurement processes will be managed from
developing procurement documentation to contract closure. It includes:

1. Procurement strategy: Decisions on what to procure and when.

2. Vendor selection criteria: How suppliers will be evaluated and chosen.

3. Procurement timelines: Schedules for purchasing and contract execution.

4. Contract management: Monitoring and ensuring compliance.

5. Risk management: Addressing procurement risks.

6. Roles and responsibilities: Identifying who will manage procurement activities.

 Request for Proposal (RFP)

This is a formal document issued by an organization to solicit proposals from potential vendors
or service providers for a specific project or service. It details the project requirements, scope,
and evaluation criteria, allowing vendors to submit proposals outlining their approach, pricing,
and qualifications. The RFP process enables the organization to compare different offers and
select the most suitable one based on cost, expertise, and ability to meet the project's needs. It's
commonly used in procurement and contracting processes.

This plan ensures procurement activities are aligned with project goals.

 Power/Influence Grid

This is a tool used in stakeholder management to categorize stakeholders based on their level of
power and influence over the project. The grid divides stakeholders into four quadrants:

1. High Power, High Influence: Actively manage these stakeholders closely.

2. High Power, Low Influence: Keep these stakeholders satisfied.

 3. Low Power, High Influence: Keep them informed.

4. Low Power, Low Influence: Monitor them with minimal effort.

This helps project managers allocate appropriate time and resources to engage stakeholders
effectively.

 Salience

This in project stakeholder management refers to the degree to which stakeholders are prioritized
based on three key attributes: Power, Legitimacy, and Urgency. The Salience Model helps
project managers identify which stakeholders require more attention by categorizing them as:

1. Definitive stakeholders (high power, legitimacy, and urgency)

2. Dominant stakeholders (power and legitimacy)

3. Dependent stakeholders (urgency and legitimacy)

4. Dangerous stakeholders (power and urgency)

This model ensures that the most critical stakeholders are effectively engaged throughout the
project.

 Agile Manifesto

This is a foundational document for Agile software development, emphasizing individuals and
interactions, working software over customer collaboration, and responsiveness to change
over rigid processes, comprehensive documentation, contract negotiation, and following a fixed
plan. It is based on four key values and twelve principles that promote flexibility, collaboration,
and continuous improvement in project development. The focus is on delivering value to
customers incrementally and embracing change, rather than adhering strictly to predefined plans.

 WBS Numbering

This provides a hierarchical structure of each WBS element.

The tools and techniques used in the Determine Budget process in project management include:

1. Cost Aggregation: Summing the costs of individual work packages or activities.

2. Reserve Analysis: Identifying and budgeting for contingency reserves.

3. Expert Judgment: Leveraging expertise from experienced individuals or groups.

4. Historical Data Analysis: Using data from previous similar projects.

 5. Funding Limit Reconciliation: Adjusting project costs to match funding limits.

6. Financing: Exploring how project financing will be arranged.

7. Earned Value Management (EVM): For tracking project performance.

 Secondary risks

These are risks that arise as a direct result of implementing a risk response to an original risk. For
example, if a risk mitigation strategy involves introducing new technology to prevent a primary
risk, the unfamiliarity with this technology may introduce its own new risks. While secondary
risks are typically less severe than the original risks they address, they still need to be identified,
analyzed, and managed through the project risk management process to ensure overall project
success.

 Unmanageable risks

These are risks that cannot be adequately controlled, mitigated, or accepted due to their extreme
impact or uncertainty. These risks may be beyond the organization’s capacity to handle, either
because of financial, technical, or operational limitations. When faced with unmanageable risks,
project teams may decide to avoid the risk entirely (by changing the project scope or objectives),
transfer the risk (through insurance or outsourcing), or, in some cases, abandon the project if the
risk is too great to proceed.

 Project Managers (PMs) need a variety of interpersonal skills to manage stakeholders

effectively, including:

1. Communication: Clear, open, and transparent communication to keep stakeholders

informed.

2. Active Listening: Understanding stakeholder concerns and feedback.

3. Negotiation: Balancing conflicting interests and finding solutions.

4. Conflict Resolution: Addressing and resolving stakeholder disagreements constructively.

5. Emotional Intelligence: Understanding and managing emotions in stakeholder

interactions.

6. Influencing: Persuading stakeholders and gaining buy-in.

7. Cultural Awareness: Respecting and adapting to diverse stakeholder backgrounds.

These skills help build trust and maintain productive stakeholder relationships.

 Brainstorming
This is a group creativity technique used to generate a large number of ideas or solutions for a
problem. It encourages open, free-flowing ideas without immediate judgment or criticism. The
key principles of brainstorming include:

1. Quantity over quality: The goal is to generate as many ideas as possible.

2. No criticism: All ideas are welcomed, and evaluation is deferred until later.

3. Encourage creativity: Wild, unconventional ideas are encouraged.

4. Build on ideas: Group members are encouraged to improve or expand upon others'
suggestions.

Brainstorming helps foster collaboration and innovation in problem-solving.

 Nominal Group Technique (NGT)

This is a structured method for group brainstorming that encourages individual participation and
prioritization of ideas. It typically involves these steps:

1. Idea Generation: Participants individually write down their ideas.

2. Idea Sharing: Each participant shares their ideas in a round-robin fashion without
discussion.

3. Discussion: Group members discuss and clarify the ideas.

4. Ranking or Voting: Participants rank or vote on the ideas to prioritize the most
important ones.

This technique helps avoid dominance by stronger personalities and ensures equal input from all
participants.

 Affinity Diagram

This is a tool used to organize ideas, data, or opinions into groups based on their natural
relationships. It helps teams categorize large amounts of information, making it easier to identify
patterns, themes, or connections. The process typically involves:

1. Collecting ideas or information (often from brainstorming sessions).

2. Grouping similar items together.

3. Naming the groups or categories based on the relationship between the items.
Affinity diagrams are commonly used in project management, problem-solving, and quality
improvement processes.

 Multi-Criteria Decision Analysis (MCDA)

This is a technique used to evaluate and prioritize options based on multiple criteria. It involves:

1. Identifying criteria: Defining factors important to the decision (e.g., cost, quality, risk).

2. Assigning weights: Giving relative importance to each criterion.

3. Scoring alternatives: Rating each option based on how well it meets the criteria.

4. Aggregating scores: Combining the weighted scores to determine the best option.

MCDA helps in making decisions when there are multiple, often conflicting factors.

 Gold plating

In project management refers to delivering more than what was originally required or agreed
upon in the project scope, often by adding extra features or functions without client approval.
While it may seem like adding value, it can lead to increased costs, delays, and potential
dissatisfaction if the additional features are unnecessary or introduce complications. Gold plating
is considered a bad practice in project management because it deviates from the agreed-upon
scope and can affect project performance and outcomes.

 The planning phase of a project typically involves the following key steps:

1. Define scope: Clearly outline the project’s objectives and deliverables.

2. Develop the project plan: Create a detailed project schedule, tasks, and timelines.

3. Budget planning: Estimate costs and allocate resources.

4. Risk management planning: Identify potential risks and plan mitigation strategies.

5. Resource planning: Identify team members, tools, and materials needed.

6. Communication planning: Set up communication methods and reporting structures.

7. Procurement planning: Define how external resources or vendors will be managed.

These steps ensure a structured approach to project execution.

1. Develop schedule
2. Develop budget
 3. Gain formal approval of the plan
4. Hold kick-off meeting
 Waterfall engineering

This refers to a linear and sequential project management methodology, particularly used in
software development and traditional engineering. The process flows in one direction like a
waterfall, with distinct phases completed before moving to the next. The key phases include:

1. Requirements: Gather and define all requirements.

2. Design: Plan and design the system.

3. Implementation: Develop and build the system.

4. Verification: Test and ensure everything works as expected.

5. Maintenance: Ongoing updates and fixes after deployment.

Once a phase is completed, it’s difficult to go back, making it best suited for projects with well-
defined requirements.

 Porter's Five Forces

This is a framework used to analyze the competitive environment of an industry. It
includes:

1. Threat of New Entrants: The ease with which new competitors can enter the market.

2. Bargaining Power of Suppliers: The ability of suppliers to influence prices.

3. Bargaining Power of Buyers: The influence customers have on pricing and quality.

4. Threat of Substitutes: The likelihood of customers switching to alternative products.

5. Industry Rivalry: The intensity of competition among existing players.

These forces help businesses understand the dynamics that shape profitability.

 Workaround

This is a temporary solution or fix for an unexpected issue or problem that arises in a project. It
is not a permanent resolution but allows the project to move forward despite the challenge.
Workarounds are often applied when no immediate long-term solution is available, and the issue
needs to be managed in real-time. These fixes are typically documented and addressed later in a
more permanent way as part of risk management or issue resolution.

 The 3 Sigma Rule

Also known as the 68-95-99.7 rule, is a statistical principle that applies to normal (bell-shaped)
distributions. It states:

 68% of data falls within 1 standard deviation of the mean.

 95% of data falls within 2 standard deviations of the mean.

 99.7% of data falls within 3 standard deviations of the mean.

This rule helps in understanding the distribution of data and identifying outliers in processes or
measurements.

 The Rule of Seven

This is a guideline in quality control that suggests if seven consecutive points on a control chart
fall on one side of the mean, even if they are within the control limits, it indicates that the
process may be out of control. This pattern signals a potential non-random issue that needs to be
investigated, as it suggests a shift in the process. It is used to help identify trends, shifts, or non-
random patterns in process performance.

 The Rule of Eight

Typically refers to the concept in control charts or statistical process control similar to the Rule
of Seven. It suggests that if eight consecutive points fall on one side of the mean, this could
indicate a potential shift or trend in the process, even if the points are within control limits. It
prompts investigation to determine if the process is still in control or if corrective actions are
needed. This rule helps detect non-random patterns in a process.\

 The 50/50 rule

This is a method used in earned value management (EVM) to estimate the progress of a project
activity. According to this rule, 50% of the budgeted value for an activity is assumed to be
earned as soon as the work starts, and the remaining 50% is earned upon completion of the
activity. This rule provides a simple way to measure progress but works best for tasks that are
relatively short in duration and not complex. It helps in tracking and controlling project
performance.

 Quality Management Processes in project management, typically aligned with the

PMBOK Guide:

1. Plan Quality Management: Identifying quality requirements and standards.

2. Manage Quality: Translating the quality plan into executable activities that incorporate
quality control.
 3. Control Quality: Monitoring and recording the results of quality activities to assess
performance and recommend necessary changes.

These processes ensure that project deliverables meet defined standards and expectations
throughout the project lifecycle.

 An Ishikawa Diagram

Also known as a Fishbone Diagram or Cause-and-Effect Diagram, is a tool used to identify

and organize potential causes of a problem or defect. It is shaped like a fish skeleton, with the
"head" representing the problem and the "bones" representing categories of possible causes, such
as people, methods, materials, machines, environment, and measurements. This tool helps teams
systematically analyze and pinpoint the root causes of issues, often used in quality management
and process improvement.