This is a key point to remember for the PMP exam. What is required is the ability to collect data and organize it in such a way as to discover hidden themes which can enable the team to find new opportunities or solutions. When using affinity diagrams in project environments, complicated software is not required. For an affinity diagram example, the Six site shares this:Įach example diagram looked a little bit different but achieved the same result: clarity from seemingly unrelated data. Keeping in mind that an affinity diagram is a tool used to “ create clarity during the thought processes thereby creating novel patterns of thinking ,” which of these diagrams is an affinity diagram?Įach of the shown options is an example of how data can be diagramed to convey themes or affinity. Whether you are working on a virtual team using technology to collaborate or an onsite team that can leverage large planning areas, an affinity diagram is a tool that can benefit projects of all types. stimulate new patterns of thinking sparked by groups formed during the affinity method processĪs project managers find themselves with the expectation to create new solutions from large data sets, affinity diagrams can be very helpful.organize an unsorted or unorganized list of data to add structure.group data gathered during research or ideas generated during brainstorming sessions.In the context of the PMP exam, affinity diagrams are used to: Those with Project Management Professional® (PMP) credentials know affinity diagrams those working to expand their project management toolset or preparing for the PMP exam need to know the definition and uses of affinity diagrams. The affinity diagram, defined in the 6 th edition of the Project Management Body of Knowledge ( PMBOK® Guide), page 144, is also one of the Seven Management and Planning Tools used by project managers to organize, analyze and prioritize ideas and tasks. The term “affinity diagram” is what it sounds like – a diagram reflecting an affinity (connection) among information sets.
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