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Flashcards in 6 - Project Schedule Management Deck (47)
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1
Q

The primary output of breaking down the WBS work packages.

A

Activity list

2
Q

The identification of more than one solution. Consider roles, materials, tools, and approaches to the project work.

A

Alternative analysis

3
Q

A somewhat unreliable estimating approach that relies on historical information to predict what current activity durations should be. This estimating is more reliable, however, than team member recollections. This estimating is also known as top-down estimating and is a form of expert judgment.

A

Analogous estimating

4
Q

The most accurate time-and-cost estimating approach a project manager can use. This estimating approach starts at “the bottom” of the project and considers every activity, its predecessor and successor activities, and the exact amount of resources needed to complete each activity.

A

Bottom-up estimating

5
Q

A WBS entry that considers the time, cost, and scope measurements for that deliverable within the WBS. The estimated performance is compared against the actual performance to measure overall performance for the deliverables within this. The specifics of this are documented in this plan.

A

Control account

6
Q

A predetermined range of acceptable variances, such as +/–10 percent off schedule. Should the variance exceed the threshold, then project control processes and corrected actions will be enacted.

A

Control threshold

7
Q

A schedule compression approach that adds more resources to activities on the critical path to complete the project earlier. When doing this in a project, costs are added because the associated labor and sometimes resources (such as faster equipment) cause costs to increase.

A

Crashing

8
Q

The path in the project network diagram that cannot be delayed, otherwise the project completion date will be late. There can be more than one. Activities in the this have no float.

A

Critical path

9
Q

These dependencies are the preferred order of activities. Project managers should use these relationships at their discretion and should document the logic behind the decision. These allow activities to happen in a preferred order because of best practices, conditions unique to the project work, or external events. Also known as preferential or soft logic.

A

Discretionary dependencies

10
Q

The earliest a project activity can finish. Used in the forward pass procedure to discover the critical path and the project float.

A

Early finish

11
Q

The earliest a project activity can begin. Used in the forward pass procedure to discover the critical path and the project float.

A

Early start

12
Q

As the name implies, these are dependencies outside of the project’s control. Examples include the delivery of equipment from a vendor, the deliverable of another project, or the decision of a committee, lawsuit, or expected new law.

A

External dependencies

13
Q

A schedule compression method that changes the relationship of activities. With this, activities that would normally be done in sequence are allowed to be done in parallel or with some overlap. This can be accomplished by changing the relation of activities from FS to SS or even FF or by adding lead time to downstream activities. However, this does add risk to the project.

A

Fast tracking

14
Q

An activity relationship type that requires the current activity to be finished before its successor can finish.

A

Finish-to-finish

15
Q

An activity relationship type that requires the current activity to be finished before its successor can start.

A

Finish-to-start

16
Q

A representation of a project network diagram that is often used for outsourced portions of a project, repetitive work within a project, or a subproject. Also called a subnet.

A

Fragnet

17
Q

This is the total time a single activity can be delayed without affecting the early start of its immediately following successor activities.

A

Free float

18
Q

Logic that describes activities that must happen in a particular order. For example, the dirt must be excavated before the foundation can be built. The foundation must be in place before the framing can begin. Also known as a mandatory dependency.

A

Hard logic

19
Q

Internal relationships to the project or the organization. For example, the project team must create the software as part of the project’s deliverable before the software can be tested for quality control.

A

Internal dependencies

20
Q

Positive time that moves two or more activities further apart.

A

Lag Time

21
Q

The latest a project activity can finish. Used in the backward pass procedure to discover the critical path and the project float.

A

Late Finish

22
Q

The latest a project activity can begin. Used in the backward pass procedure to discover the critical path and the project float.

A

Late Start

23
Q

Negative time that allows two or more activities to overlap where ordinarily these activities would be sequential

A

Lead Time

24
Q

A percentage of the project duration to combat Parkinson’s Law. When project activities become late, their lateness is subtracted from this

A

Management Reserve

25
Q

These dependencies are the natural order of activities. For example, you can’t begin building your house until your foundation is in place. These relationships are called hard logic

A

Mandatory dependencies

26
Q

A project simulation approach named after the world-famous gambling district in Monaco. This predicts how scenarios may work out, given any number of variables. The process doesn’t actually churn out a specific answer, but a range of possible answers. When this analysis is applied to a schedule, it can examine, for example, the optimistic completion date, the pessimistic completion date, and the most likely completion date for each activity in the project and then predict a mean for the project schedule.

A

Monte Carlo analysis

27
Q

A quantitatively based duration estimate that uses mathematical formulas to predict how long an activity will take based on the quantities of work to be completed.

A

Parametric estimate

28
Q

A theory that states: “Work expands so as to fill the time available for its completion.” It is considered with time estimating, because bloated or padded activity estimates will fill the amount of time allotted to the activity.

A

Parkinson’s Law

29
Q

A WBS entry located below a control account and above the work packages. This signifies that there is more planning that needs to be completed for this specific deliverable.

A

Planning package

30
Q

A network diagram that shows activities in nodes and the relationship between each activity. Predecessors come before the current activity, and successors come after the current activity

A

Precedence diagramming method

31
Q

Calendars that identify when the project work will occur.

A

Project calendars

32
Q

This is the total time the project can be delayed without passing the customer-expected completion date.

A

Project float

33
Q

A diagram that visualizes the flow of the project activities and their relationships to other project activities.

A

Project network diagram

34
Q

An update to the work breakdown structure.

A

Refinement

35
Q

This is a hierarchical breakdown of the project resources by category and resource type. For example, you could have a category of equipment, a category of human resources, and a category of materials. Within each category, you could identify the types of equipment your project will use, the types of human resources, and the types of materials.

A

Resource breakdown structure (RBS)

36
Q

Calendars that identify when project resources are available for the project work.

A

Resource calendars

37
Q

A method to flatten the schedule when resources are overallocated. This can be applied using different methods to accomplish different goals. One of the most common methods is to ensure that workers are not overextended on activities

A

Resource-leveling heuristic

38
Q

The imminent work is planned in detail, while the work in the future is planned at a high level. This is a form of progressive elaboration.

A

Rolling wave planning

39
Q

A subsidiary plan in the project management plan. It defines how the project schedule will be created, estimated, controlled, and managed.

A

Schedule management plan

40
Q

The activities don’t necessarily have to happen in a specific order. For example, you could install the light fixtures first, then the carpet, and then paint the room. The project manager could use soft logic to change the order of the activities if so desired.

A

Soft logic

41
Q

An activity relationship that requires an activity to start so that its successor can finish. This is the most unusual of all the activity relationship types.

A

Start-to-finish

42
Q

An activity relationship type that requires the current activity to start before its successor can start.

A

Start-to-start

43
Q

A representation of a project network diagram that is often used for outsourced portions of projects, repetitive work within a project, or a subproject. Also called a fragnet.

A

Subnet

44
Q

A previous project that can be adapted for the current project and forms that are pre-populated with organizational-specific information

A

Template

45
Q

An estimating technique for each activity that requires optimistic, most likely, and pessimistic estimates to be created. Based on these three estimates, an average can be created to predict how long the activity should take.

A

Three-point estimate

46
Q

This is the total time an activity can be delayed without delaying project completion.

A

Total float

47
Q

The smallest item in the work breakdown structure.

A

Work package