MIS 361 Set 3

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  1. the degree to which a set of inherent characteristics fulfiils requirements
  2. The project’s processes and products meet written specifications
    Conformance to requirements
  3. The project’s processes and products meet written specifications
    Fitness for Use
  4. ensures that the project will satisfy the needs for which it was undertaken
    Project quality management
  5. : Identifying which quality standards are relevant to the project and how to satisfy them; a metric is a standard of measurement
    Planning quality management
  6. Periodically evaluating overall project performance to ensure the project will satisfy the relevant quality standards
    Performing quality assurance
  7. Monitoring specific project results to ensure that they comply with the relevant quality standards
    Performing quality control
  8. is the degree to which a system performs its intended function
  9. are the system’s special characteristics that appeal to users
  10. are the screens and reports the system generates
    System outputs
  11. addresses how well a product or service performs the customer’s intended use
  12. is the ability of a product or service to perform as expected under normal conditions
  13. addresses the ease of performing maintenance on a product
  14. includes all the activities related to satisfying the relevant quality standards for a project
    Quality assurance
  15. is the Japanese word for improvement or change for the better
  16. generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization
  17. is a structured review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects
    quality audit
  18. ◦Acceptance decisions


    ◦Process adjustments
    Controlling Quality
  19. trace  complaints about quality problems back to the responsible production operations They help you find the
    Cause-and-effect diagrams
  20. fishbone or Ishikawa diagrams
    Root causes
  21. is a graphic display of data that illustrates the results of a process over time
    control chart
  22. states that if seven data points in a row are all below the mean, above the mean, or are all increasing or decreasing, then the process needs to be examined for non-random problems
    seven run rule
  23. helps to show if there is a relationship between two variables
    scatter diagram
  24. is a bar graph of a distribution of variables
  25. is a histogram that can help you identify and prioritize problem areas
    Pareto chart
  26. is also called the 80-20 rule, meaning that 80 percent of problems are often due to 20 percent of the causes
    Pareto analysis
  27. displays the history and pattern of variation of a process over time
    run chart
  28. involves choosing part of a population of interest for inspection
    Statistical sampling
  29. is “a comprehensive and flexible system for achieving, sustaining, and maximizing business success.
    Six Sigma
  30. }is a systematic, closed-loop process for continued improvement that is scientific and fact based

    }DMAIC stands for:

    ◦Define: Define the problem/opportunity, process, and customer requirements

    ◦Measure: Define measures, then collect, compile, and display data

    ◦Analyze: Scrutinize process details to find improvement opportunities

    ◦Improve: Generate solutions and ideas for improving the problem

    ◦Control: Track and verify the stability of the improvements and the predictability of the solution
  31. measures how much variation exists in a distribution of data
    Standard deviation
  32. represents the number of units handled correctly through the process steps
  33. is any instance where the product or service fails to meet customer requirements
  34. tests each individual component (often a program) to ensure it is as defect-free as possible
    Unit testing
  35. occurs between unit and system testing to test functionally grouped components
    Integration testing
  36. tests the entire system as one entity
    System testing
  37. is an independent test performed by end users prior to accepting the delivered system
    User acceptance testing
  38. as anything that must be changed before delivery of the program
    software defect
  39. originated in 1987 to recognize companies that have achieved a level of world-class competition through quality management
    Malcolm Baldrige National Quality Award
  40. is the cost of conformance plus the cost of non conformance
    cost of quality
  41. ◦means delivering products that meet requirements and fitness for use
  42. means taking responsibility for failures or not meeting quality expectations
    Cost of non conformance
  43. Cost of planning and executing a project so it is error-free or within an acceptable error range
    Prevention cost
  44. Cost of evaluating processes and their outputs to ensure quality
    Appraisal cost:
  45. Cost incurred to correct an identified defect before the customer receives the product
    Internal failure cost:
  46. Cost that relates to all errors not detected and corrected before delivery to the customer
    External failure cost:
  47. Capital cost of equipment used to perform prevention and appraisal activities
    Measurement and test equipment costs
  48. identifying and documenting project roles, responsibilities, and reporting relationships
    Planning human resource management
  49. getting the needed personnel assigned to and working on the project
    Acquiring the project team
  50. ◦building individual and group skills to enhance project performance
    Developing the project team
  51. ◦tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance
    Managing the project team
  52. causes people to participate in an activity for their own enjoyment
    Intrinsic motivation
  53. causes people to do something for a reward or to avoid a penalty
    Extrinsic motivation
  54. which states that people’s behaviors are guided or motivated by a sequence of needs
    hierarchy of needs
  55. ◦motivational factors: achievement, recognition, the work itself, responsibility, advancement, and growth, which produce job satisfaction

    ◦hygiene factors: cause dissatisfaction if not present, but do not motivate workers to do more.  Examples include larger salaries, more supervision, and a more attractive work environment
    Frederick Herzberg
  56. ◦Achievement (nAch):  Achievers like challenging projects with achievable goals and lots of feedback

    ◦Affiliation (nAff):  People with high nAff desire harmonious relationships and need to feel accepted by others, so managers should try to create a cooperative work environment for them

    ◦Power: (nPow): People with a need for power desire either personal power (not good) or institutional power  (good for the organization).  Provide institutional power seekers with management opportunities
    McClelland’s Acquired-Needs
  57. }assumes workers dislike and avoid work, so managers must use coercion, threats and various control schemes to get workers to meet objectives
    Mcgregor Theory X
  58. assumes individuals consider work as natural as play or rest and enjoy the satisfaction of esteem and self-actualization needs
    Theory Y
  59. introduced in 1981 by William Ouchi and is based on the Japanese approach to motivating workers, emphasizing trust, quality, collective decision making, and cultural values
    Mcgregors Theory Z
  60. Authority: the legitimate hierarchical right to issue orders
    Assignment: the project manager's perceived ability to influence a worker's later work assignments
    Budget: the project manager's perceived ability to authorize others' use of discretionary funds
    Promotion: the ability to improve a worker's position
    Money: the ability to increase a worker's pay and benefits
    Thamhain and Wilemon’s
  61. } is the potential ability to influence behavior to get people to do things they would not otherwise do

    }Types of power include





  62. }they listen with the intent to understand
    Empathatic Listeners
  63. a relation of harmony, conformity, accord, or affinity
  64. is the matching of certain behaviors of the other person, a technique to help establish rapport
  65. is knowing and managing one’s own emotions and understanding the emotions of others for improved performance
    Emotional Intelligence
  66. is a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in the OBS
    responsibility assignment matrix (RAM)
  67. describes when and how people will be added to and taken off the project team
    staffing management plan
  68. is a column chart that shows the number of resources assigned to a project over time
    resource histogram
  69. refers to the amount of individual resources an existing schedule requires during specific time periods
    Resource loading
  70. means more resources than are available are assigned to perform work at a given time
  71. is a technique for resolving resource conflicts by delaying tasks
    Resource leveling
  72. is to help people work together more effectively to improve project performance
    team development
  73. is a popular tool for determining personality preferences and helping teammates understand each other
    Meyers-Briggs Type Indicator (MBTI)
  74. .Directly face a conflict using a problem-solving approach
  75. Use a give-and-take approach
  76. De-emphasize areas of difference and emphasize areas of agreement
  77. The win-lose approach
  78. 1.Retreat or withdraw from an actual or potential disagreement
  79. 1.Decision makers incorporate different  viewpoints and insights to develop consensus and commitment
  80. : Conformance to the values or ethical standards of a group. Groupthink can develop if there are no conflicting viewpoints
  81. 1.Absence of trust

    2.Fear of conflict

    3.Lack of commitment

    4.Avoidance of accountability

    5.Inattention to results
    The five dysfunctions of teams are

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MIS 361 Set 3
2017-11-15 19:37:46

MIS 361 set 3
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