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Collaborative Project Management > chapter 6 exam > Flashcards

chapter 6 exam Flashcards

1
Q

project network?

A

tool used for planning, scheduling, and monitoring project progress

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2
Q

what are four things the project network depicts?

A

project activities, logical sequences, interdependencies of activities, and times for activities to start/finish

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3
Q

what is a framework for project information system used by project managers to make decisions concerning time, cost, and performance?

A

project networks

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4
Q

what are project networks developed from?

A

the WBS

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5
Q

activity?

A

element in project that consumes time

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6
Q

what is used to build the activities found in the project network?

A

work packages from the WBS

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7
Q

can an activity have one or more work packages?

A

yes

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8
Q

two primary explanations for failure of integrating work packages and network?

A

diff groups used to define work packages and activities. the WBS is poorly constructed and not deliverable/output oriented

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9
Q

how can managers guarantee continuity?

A

by having same people that defined the WBS and work packages define the network activities

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10
Q

what are the primary inputs for developing project network plan?

A

work packages

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11
Q

4 things about activities?

A

element of project that takes time. may or may not require resources. work or wait. represent one or more tasks from a work package

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12
Q

merge activity?

A

has more than one activity immediately preceding it

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13
Q

parallel activities?

A

activities that can take place at the same time

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14
Q

path?

A

sequence of connected, dependent activities

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15
Q

critical path?

A

paths with longest duration through the network, if an activity on this path is delayed the project is delayed!

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16
Q

burst activity?

A

has more than one activity immediately following it

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17
Q

3 things about activity-on-node?

A

one of two methods used to develop project networks. dominates all project plans. activities represented by nodes (boxes).

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18
Q

3 relationships that must be established for activities included in project network?

A

predecessor, successor, concurrent/parallel

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19
Q

what questions do completion of forward and backward processes answer? (2)

A

forward pass - earliest times, backward pass - latest times

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20
Q

what does a forward pass - earliest times do?

A

starts with first project activity and traces each path through the network to last project activity, adding activity times while tracing

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21
Q

what is the longest path that denotes project completion time for plan?

A

critical path

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22
Q

equation of forward pass?

A

early start + duration = early finish

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23
Q

what does backward pass - latest times do?

A

starts with last project activity on network and traces backward subtracting activity times

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24
Q

what does the late finish usually equal? (2 things)

A

early finish or existing project duration deadline

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25
Q

equation of backward pass?

A

late finish - duration = late start

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26
Q

total slack?

A

tells the amount of time an activity can be delayed and not delay the entire project

27
Q

what tells the amount of time an activity can exceed its early finish date without affecting the project end date or imposed completion date?

A

total slack

28
Q

sensitivity?

A

likelihood the original critical path will change once project is initiated

29
Q

characteristics of an INSENSITIVE network schedule?

A

has one critical path and noncritical activities that enjoy significant slack

30
Q

characteristics of a SENSITIVE network schedule?

A

has more than one critical path and/or noncritical activities with very little slack

31
Q

free slack (float)?

A

amount of time an activity can be delayed without delaying any immediately following (successor) activity

32
Q

what is the amount of time an activity can exceed its early finish date without affecting early start date of any successor?

A

free slack (float)

33
Q

2 things about free slack?

A

never negative, only activities that occur at the end of a chain of activities where there is a merge activity can have free slack

34
Q

what does the early start and late finish tell project managers?

A

the time interval in which the activity should be completed

35
Q

should project managers select the activities or combination of them that will cost least to shorten a project when it must be expedited to meet an earlier date??

A

yes

36
Q

what sets the level of detail for activities?

A

how many tasks are used in each one

37
Q

what does having too much info to manage result in?

A

increased overhead costs

38
Q

how do managers of small projects minimize level of detail?

A

eliminate some preliminary steps for drawing networks

39
Q

do we assume the network will materialize? does it usually?

A

yes, no

40
Q

looping?

A

attempt by planner to return to an earlier activity

41
Q

activity ID numbers should always be higher for activities following an activity in question… what does this do?

A

avoids illogical precedence relationships among activities

42
Q

can an activity occur more than once? if so what should it have?

A

it should only occur once, if occurs again should have new name and ID number

43
Q

how do most schemes number activities?

A

in ascending order, each succeeding activity has larger number so flow of project activities is toward project completion

44
Q

what type of charts are most popular during planning, resource scheduling, and status reporting?

A

bar charts

45
Q

what does requiring common start and finish events in form of nodes avoid?

A

dangler paths - gives impression that project doesn’t have clear beginning or ending

46
Q

is a project with more than one activity beginning when project is to start a dangler path?

A

yes

47
Q

if project network ends with more than one activity, what are those unconnected paths?

A

dangler paths

48
Q

what is the method for showing relationships among activities?

A

finish-to-start relationship

49
Q

laddering?

A

when an activity has a long duration and will delay the start of an immediately following activity, it can be broken into segments

50
Q

benefit of drawing network with laddering approach?

A

so following activity can begin sooner or not delay the work

51
Q

lag?

A

minimum amount go time a dependent activity must be delayed to begin or end

52
Q

benefit of using lags? (3)

A

greater flexibility in network construction, avoid delays of large activities broken down and reduce network detail, used to constrain start and finish of an activity

53
Q

what are the most commonly used relationship extensions?

A

start to finish, finish to finish, and combinations of the two

54
Q

finish to start relationship?

A

typical, generic network style used

55
Q

start to start relationship?

A

alternative to segmenting activities

56
Q

can start to start relationships be used with or without lags?

A

yes, with or without lags

57
Q

what can changing finish to start relations to start to start relationship do?

A

find compression opportunities

58
Q

concurrent engineering?

A

breaks activities into smaller segments so work can be done in parallel and project expedited

59
Q

finish to finish relationship?

A

the finish of one activity depends on the finish of another

60
Q

start to finish relationship?

A

situations in which the finish of an activity depends on the start of another

61
Q

can more than one lag relationship be attached to an activity?

A

yes

62
Q

hammock activities? (2)

A

span over a segment of a project, also used to aggregate sections of a project

63
Q

what determines duration of hammock activities?

A

the time span between other activities

Collaborative Project Management (3 decks)

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