Hipótesis 3.- El efecto sobre la memoria implícita de los estímulos emocionales se verá reflejado, durante el recuerdo
6.3. f. - Detección y cuantificación de los componentes de los PRAD
Cost of Quality :
8 1 Plan Qualit
8 1 Plan Quality Managemeny Managemen
8.2 Manage Quality 8.2 Manage Quality
Project Management Institute, A Guide to the Project Management
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide)Body of Knowledge, (PMBOK® Guide) – – Fifth Edition, Project Management Institute,Fifth Edition, Project Management Institute, Inc., 2013, Figure 8-8, Page 243.
Inc., 2013, Figure 8-8, Page 243.
8.3 Control Quality 8.3 Control Quality
•
• Prevention & InspectionPrevention & Inspection
•
• Accuracy : Within Quality Management systems , an assessment of correctness.Accuracy : Within Quality Management systems , an assessment of correctness.
•
• Precision : Within Quality Precision : Within Quality ManagemenManagement systems , a measure of t systems , a measure of exactnessexactness..
•
• Special and Common Cause :Special and Common Cause :
•
• Common causes of variance are the Common causes of variance are the usual quantifiable and historical variations in a system that are usual quantifiable and historical variations in a system that are natural. Though a problem, they arenatural. Though a problem, they are an inherent part of a process.
an inherent part of a process.
•
• Special Cause of VSpecial Cause of Variance, referariance, refers to unexpected glitches to unexpected glitches that affect a process that affect a process. The term Special Cause of Vs. The term Special Cause of Variance was coinedariance was coined byby WW Edwards Deming and is also known as an ‘Assignable Cause'. These are variations that were not observed previously
Edwards Deming and is also known as an ‘Assignable Cause'. These are variations that were not observed previously and are unusual,and are unusual, non-quantifiable variations.
non-quantifiable variations.
•
• They usually relate to somThey usually relate to some defect in the syse defect in the system or method.tem or method. HoweverHowever, this failure can be corrected by making ch, this failure can be corrected by making changes in a certainanges in a certain method, component or process.
method, component or process.
•
• Standard deviation and Sigma Values :Standard deviation and Sigma Values :
•
•
• MasMaslowlow's's HieHierarrarchchyy ofof NeeNeedsds
•
• HerHerzbezbergrg's's HyHygiegienene TheTheoryory
•
““exexpecpectt ““ toto bebe rerewawardrdeded foforr acachihievevememenentsts
•
• McMc lelland’s lelland’s AchiAchieveevementment TheoTheory:ry: PePeoploplee neeneedd achiachieveevementment,, powpowererandand affiliationaffiliationttoo bbee m
Motivator
Having their hygiene factors met does not motivate people ,
Having their hygiene factors met does not motivate people , but the absencebut the absence of it
of it demotivates and reduces performance.demotivates and reduces performance.
9 1
9 1 Plan Plan Resource Resource ManagementManagement
9 2 Estimate Activity
9 2 Estimate Activity ResourcesResources
Project Management Institute, A Guide to the Project Management Bo
Project Management Institute, A Guide to the Project Management Bo dy of Knowledge, (PMBOK® Guide)dy of Knowledge, (PMBOK® Guide) – – Fifth Edition, Project Management Institute, Inc., 2013, Figure 9-7,Fifth Edition, Project Management Institute, Inc., 2013, Figure 9-7, Page 267.
Page 267.
9 3 Ac
9 3 Acquire Resourcequire Resource
Team
•Members areMembers are
uncomfortable with each uncomfortable with each Other
Other
•
•Not Expressing their ideasNot Expressing their ideas
•
•Management Management brought brought themthem together
together
•
•Set DirectionSet Direction
•
•Establish GroundEstablish Ground Rules
Rules
•
•Build TrustBuild Trust
•
•Members stars expressingMembers stars expressing their ideas
their ideas
•
•High ConflictsHigh Conflicts
•
•Low TrustLow Trust
Characteristic
Characteristic LeadershipLeadership
•
•Build TrustBuild Trust
•
•Manage ConflictsManage Conflicts
•
•Enforce Ground RulesEnforce Ground Rules
•
•Trust Starts Building inTrust Starts Building in
•
•Sense of CommunitySense of Community
•
•Co-operationCo-operation
•
•Remain Involved andRemain Involved and facilitate interactions facilitate interactions
•
•Most ProductiveMost Productive
•
•Strong Sense ofStrong Sense of Belongingness Belongingness
•
•Strong TrustStrong Trust
•
•Disbanding the teamDisbanding the team
•
•Delegate sinceDelegate since team is self team is self managed managed
•
•Document LessonDocument Lesson Learned
Learned
9.4 Develo
9.4 Develop Tp Teameam
Project Management Institute, A Guide to the Project Management Bo
Project Management Institute, A Guide to the Project Management Bo dy of Knowledge, (PMBOK® Guide)dy of Knowledge, (PMBOK® Guide) – – Fifth Edition, Project Management Institute, Inc., 2013, Figure 9-9,Fifth Edition, Project Management Institute, Inc., 2013, Figure 9-9, Page 273.
Page 273.
9 5 Manage Team 9 5 Manage Team
Personality
Personality CCoosstt PPrroocceedduurree TechnicalTechnical Opinions 50%+ of project conflicts 50%+ of project conflicts
Less common
Conflict Resolution Methods build your case/ Don’t care as long as it gets build your case/ Don’t care as long as it gets done.
done.
S
Smmooootthh//AAccccoommmmooddaattee FFooccuussees s aat t ssiimmiillaarriittiiees s bbeettwweeeen n tthhe e ppaarrttiiees s ,, rather
rather than than on on their their differences.differences.
C
Coommpprroommiissee//RReeccoonncciillee WWhheen n rreellaattiioon n iis is immppoorrttaannt t aannd d mmaatttteer r iis s nnoot t ooff high importance, just a little
high importance, just a little give and take here.give and take here.
F
Foorrccee//DDiirreecctt YYoou u kknnoow w yyoou u aarre e rriigghhtt, , ttiimme e iis s lleessss, r, reellaattiioon n iiss not important, stakes are high
not important, stakes are high
C
Coolllalabboorraattee//PPrroobblelem m SSoolvlvee//CCoonnffrroonntt SSttaakkees s aarre e hhigighh,, aannd d bbooth th ppaarrty ty ttrruusst t eeaacch h ootthheerr,, collabora
collaborate to te to find best option find best option for projectfor project
9.6 Control Resources
9.6 Control Resources
•
• Halo effect :Halo effect :
•
• Beware of theBeware of the halo e
halo effect! ffect! E.g. Production Assistant E.g. Production Assistant to to SuperviSupervisorsor
•
• That’s when you put someone inThat’s when you put someone in
a position they can’t handle, just because a position they can’t handle, just because they’re good at another job.
they’re good at another job.
•
• Multicriteria decision analysis :Multicriteria decision analysis :