Ruankao System Integration Project Management Engineer (Intermediate) flashcards

32 cards. Read the term and the definition here. The deck at the top of this page is optional.

OSI transport layer

Layer 4 of the OSI model; provides end-to-end data transfer, segmentation and reassembly. TCP and UDP operate here, with TCP adding reliability and flow control.

Third normal form

A relation is in 3NF when it is in 2NF and every non-key attribute depends only on candidate keys, with no transitive dependency on other non-key attributes.

Digital signature purpose

A hash encrypted with the sender's private key. It proves the message came from the signer and was not altered, providing authentication, integrity and non-repudiation.

Project versus operations

A project is temporary and creates a unique result; operations are ongoing and repetitive. Projects end when objectives are met or the project is terminated.

Strong matrix organization

An organization where project managers have considerable authority, control budget and schedule, and often have full-time project staff, while functional managers manage people.

Project charter authority

The charter formally authorizes the project and the project manager, giving the manager authority to apply organizational resources to project activities.

Net present value rule

NPV discounts future cash flows to today's value. A positive NPV means the project adds value; among alternatives, the highest positive NPV is preferred.

WBS 100 percent rule

The sum of the work in child WBS elements must equal 100 percent of the parent element's scope, with no work omitted and no work added.

Validate scope

The process of formally accepting completed project deliverables with the customer or sponsor, producing accepted deliverables and change requests.

Critical path definition

The longest path through the project network diagram. It determines the shortest possible project duration and normally has zero total float.

PERT expected duration

A weighted three-point estimate: (Optimistic + 4 x Most likely + Pessimistic) / 6. Standard deviation is (Pessimistic - Optimistic) / 6.

Crashing versus fast tracking

Crashing adds resources to shorten duration and increases cost. Fast tracking overlaps activities that were sequential and increases risk and rework.

Contingency versus management reserve

Contingency reserve covers known-unknowns and is part of the cost baseline. Management reserve covers unknown-unknowns and sits above the baseline.

Cost performance index

CPI equals earned value divided by actual cost. A CPI below 1.0 means the project is spending more than planned for the work performed.

Estimate at completion

EAC forecasts total project cost. If current performance continues, EAC = BAC / CPI; otherwise EAC = AC + bottom-up estimate to complete.

Cost of quality

Total cost of conformance (prevention and appraisal) plus nonconformance (internal and external failures). Prevention is cheaper than external failure.

Rule of seven

On a control chart, seven consecutive data points on one side of the mean indicate a non-random, out-of-control process that should be investigated.

Pareto chart use

A histogram ordered by frequency showing that a few causes produce most defects. It guides quality improvement effort toward the vital few causes.

Communication channels formula

The number of communication channels equals n(n - 1)/2, where n is the number of stakeholders. Adding people increases channels rapidly.

Herzberg two-factor theory

Hygiene factors such as salary and working conditions prevent dissatisfaction but do not motivate. Motivators such as achievement and recognition create satisfaction.

Tuckman team stages

Forming, storming, norming, performing and adjourning. The project manager coaches the team through storming toward performing.

Conflict collaboration mode

Also called confronting or problem solving. It seeks a win-win outcome by addressing the root cause and is best for long-term resolution.

Expected monetary value

EMV equals probability multiplied by impact. For decisions, compare the EMV of alternative paths and choose the most favorable expected outcome.

Risk transfer strategy

Shifting the impact of a threat to a third party, for example through insurance, warranties, or a fixed-price contract, without eliminating the risk.

Opportunity risk strategies

Positive-risk responses: exploit, share, enhance and accept. They aim to capture upside from uncertain events that could benefit the project.

Fixed-price contract risk

The seller bears most cost risk because the price is fixed regardless of actual cost. It suits well-defined scope and mature requirements.

Time and materials contract

A hybrid contract paying the seller per hour plus materials. It is used for small or uncertain work and requires active buyer monitoring of effort.

Configuration management

Identifying configuration items, baselining them, controlling changes, recording status and auditing to ensure integrity of project deliverables.

Change control board

A formal group that reviews change requests, decides approval or rejection, and ensures approved changes are implemented and baselines updated.

Bidding law principles

Tendering must follow open, fair, just and honest principles. Bid documents must not restrict competition or specify a single brand without an equivalent.

Software copyright protection

Source code and documentation are protected by copyright. Unauthorized copying or use of pirated software in a project violates law and professional ethics.

Confidentiality obligation

Project managers must protect client data, trade secrets and project information from unauthorized disclosure, and the duty continues after the project ends.