APPA CEFP Section 1-4 Complete Study
Guide| Verified and Graded A
SECTION 1
Strategic Planning -ANSWER: "A process that helps an organization ,make decisions
on how to achieve it strategy, including allocating its resources - financial, capital and
people resources."
Facilities Planning -ANSWER: "A process that responds to strategy and new initiatives
and also assesses the condition of existing facilities , analyzes current and future space
needs and develops land use and infrastructure future planes."
Decision Making Analysis -ANSWER: " The consideration of various options that
address the value of services and their impact on the organization, its people, and its
resources."
Triad Organization -ANSWER: "Planning and acquisition activities related to the
planning, design and construction of the facilities; the maintenance and operation of
facilities; and the assignment and utilization of facilities (i.e. space management)."
Organizational Design -ANSWER: "Determines how an institution facilitates of
impedes human interaction, how roles and responsibilities are determined, how
information and new ideas are shared, and most importantly, how well the
organizational structure supports and aligns with the organizational purpose and
strategy."
STAR Model -ANSWER: Provides a starting point and a decision-making framework
for organizational design to help leaders think about the interactions of strategy
structure, processes, rewards, and people."
,Organizational Strategy -ANSWER: "Specifies the goals and objectives to be achieved
as well as the values and missions to be pursued; the product or services to be provided,
the markets to be served , and the value to be offered to the customer."
Define , Measure, Analyze, Improve and Control
(DMAIC) -ANSWER: "Used to improve and existing business process."
Pareto Chart -ANSWER: "Contains a series of bars whose heights reflect the frequency
or impact of process problems. Derived from the Pareto Principle which states that 80
percent of the troubles are caused by 20 percent of the problems."
Six Sigma -ANSWER: "A business management tool that seeks to identify and remove
the cause of defects and errors in system processes."
Define , Measure , Analyze , Design and Verify
(DMADV) -ANSWER: "Used to create new products or process designs."
Balanced Scorecard (BCS) -ANSWER: "Translates vision and strategy into objectives
and measures across four balanced perspectives: financial, customers , internal business
process, and learning growth."
Deming Cycle -ANSWER: "A process referred to as Plan, Do, Check, Act (PDCA).
Modeled after the scientific method (hypothesis, experiment, and evaluation)."
Multivoting /Pareto Voting -ANSWER: "An effective method of reducing a number of
ideas to the most important or popular. This is accomplished through a series of votes:
each cuttings the list in half."
Benchmarking -ANSWER: "A process in which organizations evaluate various aspects
of their process in relation to best practices,"
,Facilities Performance Indicators (FPI) -ANSWER: "An annual collection and
reporting of data (key performance indicators or KPIs), creating a baseline for
performance evaluation across educational facilities."
Facilities Management Evaluation Program (FMEP) -ANSWER: "Criteria designed to
help facility management organizations use a comprehensive and integrated approach
to organizational performance management, while providing a profile of strengths and
opportunities for improvement."
Kaizen -ANSWER: " A Japanese philosophy that focuses on continuous improvement
throughout all aspects of life and aims to eliminate waste form processes."
Lean -ANSWER: "A process for developing the optimal way of producing goods or
services through the removal of waste and implementing flow and value stream
mapping."
Ethical Code of Conduct -ANSWER: "A set of guidelines and/or rules for the conduct
of individual behavior in an organization of civil society. Intended to guide policies,
practices, and decision making for employees on behalf of the organization."
Mission -ANSWER: " A statement describing why an organization exists; it must be
unique, differentiating itself for the role and purpose of other organizations in the
institution as well as be identifiable and measurable."
Vision -ANSWER: "A statement describing what an organization aspires to achieve in
the fulfillment of its mission. Must be identifiable and measurable."
Strengths , Weakness, Opportunities , Treats (SWOT)
Analysis -ANSWER: "An analysis of strengths and weaknesses and an actuate
appraisal of the external environment of opportunities and threats."
, Values -ANSWER: "Belief we have regarding how we should treat people and how we
expect to be treated. They in turn establish the motives behind any communication or
action."
+
Formal Mentoring/ Coaching -ANSWER: "Programs tend to be structured, often with
a fixed time period, and are designed to meet certain needs."
Informal Mentoring/Coaching -ANSWER: "Occurs when employees seek or accept
advice from individuals they admire in or outside the organization."
Performance Gap -ANSWER: "The difference between an employee's ideal
performance."
Individual Needs Analysis -ANSWER: "An analysis that determines what types of staff
development activities are recommended to enable the employee to do the job (or do the
job better)."
Participative Management -ANSWER: "Employees at all levels are encouraged to
contribute ideas toward identifying and setting organizational goals, problem solving,
and other decisions that may directly affect them."
Involvement Continuum -ANSWER: " A three-phase (inform, input, decide ) tool used
to help individuals understand and communicate their roles in the decision making
process."
Organizational Culture -ANSWER: The behavior of humans within an organization
and the meaning that people attached to those behaviors. Includes the organization's
vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits."
Guide| Verified and Graded A
SECTION 1
Strategic Planning -ANSWER: "A process that helps an organization ,make decisions
on how to achieve it strategy, including allocating its resources - financial, capital and
people resources."
Facilities Planning -ANSWER: "A process that responds to strategy and new initiatives
and also assesses the condition of existing facilities , analyzes current and future space
needs and develops land use and infrastructure future planes."
Decision Making Analysis -ANSWER: " The consideration of various options that
address the value of services and their impact on the organization, its people, and its
resources."
Triad Organization -ANSWER: "Planning and acquisition activities related to the
planning, design and construction of the facilities; the maintenance and operation of
facilities; and the assignment and utilization of facilities (i.e. space management)."
Organizational Design -ANSWER: "Determines how an institution facilitates of
impedes human interaction, how roles and responsibilities are determined, how
information and new ideas are shared, and most importantly, how well the
organizational structure supports and aligns with the organizational purpose and
strategy."
STAR Model -ANSWER: Provides a starting point and a decision-making framework
for organizational design to help leaders think about the interactions of strategy
structure, processes, rewards, and people."
,Organizational Strategy -ANSWER: "Specifies the goals and objectives to be achieved
as well as the values and missions to be pursued; the product or services to be provided,
the markets to be served , and the value to be offered to the customer."
Define , Measure, Analyze, Improve and Control
(DMAIC) -ANSWER: "Used to improve and existing business process."
Pareto Chart -ANSWER: "Contains a series of bars whose heights reflect the frequency
or impact of process problems. Derived from the Pareto Principle which states that 80
percent of the troubles are caused by 20 percent of the problems."
Six Sigma -ANSWER: "A business management tool that seeks to identify and remove
the cause of defects and errors in system processes."
Define , Measure , Analyze , Design and Verify
(DMADV) -ANSWER: "Used to create new products or process designs."
Balanced Scorecard (BCS) -ANSWER: "Translates vision and strategy into objectives
and measures across four balanced perspectives: financial, customers , internal business
process, and learning growth."
Deming Cycle -ANSWER: "A process referred to as Plan, Do, Check, Act (PDCA).
Modeled after the scientific method (hypothesis, experiment, and evaluation)."
Multivoting /Pareto Voting -ANSWER: "An effective method of reducing a number of
ideas to the most important or popular. This is accomplished through a series of votes:
each cuttings the list in half."
Benchmarking -ANSWER: "A process in which organizations evaluate various aspects
of their process in relation to best practices,"
,Facilities Performance Indicators (FPI) -ANSWER: "An annual collection and
reporting of data (key performance indicators or KPIs), creating a baseline for
performance evaluation across educational facilities."
Facilities Management Evaluation Program (FMEP) -ANSWER: "Criteria designed to
help facility management organizations use a comprehensive and integrated approach
to organizational performance management, while providing a profile of strengths and
opportunities for improvement."
Kaizen -ANSWER: " A Japanese philosophy that focuses on continuous improvement
throughout all aspects of life and aims to eliminate waste form processes."
Lean -ANSWER: "A process for developing the optimal way of producing goods or
services through the removal of waste and implementing flow and value stream
mapping."
Ethical Code of Conduct -ANSWER: "A set of guidelines and/or rules for the conduct
of individual behavior in an organization of civil society. Intended to guide policies,
practices, and decision making for employees on behalf of the organization."
Mission -ANSWER: " A statement describing why an organization exists; it must be
unique, differentiating itself for the role and purpose of other organizations in the
institution as well as be identifiable and measurable."
Vision -ANSWER: "A statement describing what an organization aspires to achieve in
the fulfillment of its mission. Must be identifiable and measurable."
Strengths , Weakness, Opportunities , Treats (SWOT)
Analysis -ANSWER: "An analysis of strengths and weaknesses and an actuate
appraisal of the external environment of opportunities and threats."
, Values -ANSWER: "Belief we have regarding how we should treat people and how we
expect to be treated. They in turn establish the motives behind any communication or
action."
+
Formal Mentoring/ Coaching -ANSWER: "Programs tend to be structured, often with
a fixed time period, and are designed to meet certain needs."
Informal Mentoring/Coaching -ANSWER: "Occurs when employees seek or accept
advice from individuals they admire in or outside the organization."
Performance Gap -ANSWER: "The difference between an employee's ideal
performance."
Individual Needs Analysis -ANSWER: "An analysis that determines what types of staff
development activities are recommended to enable the employee to do the job (or do the
job better)."
Participative Management -ANSWER: "Employees at all levels are encouraged to
contribute ideas toward identifying and setting organizational goals, problem solving,
and other decisions that may directly affect them."
Involvement Continuum -ANSWER: " A three-phase (inform, input, decide ) tool used
to help individuals understand and communicate their roles in the decision making
process."
Organizational Culture -ANSWER: The behavior of humans within an organization
and the meaning that people attached to those behaviors. Includes the organization's
vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits."
