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Question 1

The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule

Answer 1

Plan Schedule Management

Question 2

The process of identifying and documenting the specific actions to be performed to produce the project deliverables.

Answer 2

Define Activities

Question 3

The process of identifying and documenting relationships among the project activities.

Answer 3

Sequence Activities

Question 4

The process of estimating the number of work periods needed to complete individual activities with the estimated resources.

Answer 4

Estimate Activity Durations

Question 5

The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model for project execution and monitoring and controlling.

Answer 5

Develop Schedule

Question 6

The process of monitoring the status of the project to update the project schedule and manage changes to the schedule baseline.

Answer 6

Control Schedule

Question 7

This approach, typically used in a Kanban system, is based on the theory-of constraints and pull-based scheduling concepts from lean manufacturing to limit a team’s work in progress in order to balance demand against the team’s delivery throughput.
It does not rely on a schedule that was developed previously for the development of the product or product increments, but rather pulls work from a backlog or intermediate queue of work to be done immediately as resources become available.

Answer 7

On-demand scheduling

Question 8

This is a form of rolling wave planning based on adaptive life cycles, such as the agile approach for product development.
This approach is often used to deliver incremental value to the customer or when multiple teams can concurrently develop a large number of features that have few interconnected dependencies.

Answer 8

Iterative scheduling with a backlog

Question 9

The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project. This process is performed once or at predefined points in the project.

Answer 9

Plan Schedule Management

Question 10

It´s a component of the project management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule. It may be formal or informal, highly detailed, or broadly framed based on the needs of the project and includes appropriate control thresholds.

Answer 10

Schedule management plan

Question 11

The key benefit of this process is that it decomposes work packages into schedule activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.
This process is performed throughout the project.

Answer 11

Define Activities

Question 12

It´s an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while work further in the future is planned at a higher level. It is a form of progressive elaboration applicable to work packages, planning packages, and release planning when using an agile or waterfall approach.

Answer 12

Rolling wave planning

Question 13

It includes the schedule activities required on the project. It will be updated periodically as the project progresses. It includes an activity identifier and a scope of work description for each activity in sufficient detail to ensure that project team members understand what work is required to be completed.

Answer 13

Activity list

Question 14

Extend the description of the activity by identifying multiple components associated with each activity, for each activity evolve over time. During the initial stages of the project, they include the unique activity identifier (ID), WBS ID, and activity label or name.
They´re used for schedule development and for selecting, ordering, and sorting the planned schedule activities in various ways within reports

Answer 14

Activity attributes

Question 15

The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints. This process is performed throughout the project.

Answer 15

Sequence Activities

Question 16

It´s a technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed.

Answer 16

Precedence diagramming method (PDM)

Question 17

PDM includes four types of dependencies or logical relationships:

Answer 17

 Finish-to-start (FS)
 Finish-to-finish (FF)
 Start-to-start (SS)
 Start-to-finish (SF)

Question 18

Dependencies may be characterized by the following attributes:

Answer 18

Mandatory or discretionary, internal or external.

Question 19

Dependencies are those that are legally or contractually required or inherent in the nature of the work.

Answer 19

Mandatory dependencies

Question 20

Dependencies established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. This order is not mandatory and both activities may occur at the same time (in parallel) but performing the activities in sequential order reduces the overall project risk.

Answer 20

Discretionary dependencies

Question 21

Involve a relationship between project activities and nonproject activities. These dependencies are usually outside of the project team’s control. The project management team determines which dependencies during the process of sequencing the activities.

Answer 21

External dependencies

Question 22

Involve a dependency relationship between project activities and are generally inside the project team ’s control. The project management team determines them during the process of sequencing the activities

Answer 22

Internal dependencies

Question 23

It’s the amount of time a successor activity can be advanced with respect to a predecessor activity.

Answer 23

Lead

Question 24

It’s the amount of time a successor activity will be delayed with respect to a predecessor activity.

Answer 24

Lag

Question 25

It’s a graphical representation of the logical relationships, also referred to as dependencies, among the project schedule activities.

Answer 25

Project schedule network diagram

Question 26

o Activities that have multiple predecessor activities indicate a:

Answer 26

path convergence

Question 27

Activities that have multiple successor activities indicate a:

Answer 27

path divergence

Question 28

The key benefit of this process is that it provides the amount of time each activity will take to complete. This process is performed throughout the project.

Answer 28

Estimate Activity Durations

Question 29

When one factor (e.g., resource) used to determine the effort required to produce a unit of work is increased while all other factors remain fixed, a point will eventually be reached at which additions of that one factor start to yield progressively smaller or diminishing increases in output.

Answer 29

Law of diminishing returns

Question 30

It’s a technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project.

Answer 30

Analogous estimating

Question 31

It’s an estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.

Answer 31

Parametric estimating

Question 32

helps define an approximate range for an activity’s duration: Most likely, Optimistic and Pessimistic

Answer 32

THREE-POINT ESTIMATING

Question 33

It’s a method of estimating project duration or cost by aggregating the estimates of the lower level components of the WBS.

Answer 33

Bottom-up estimating

Question 34

It’s used to determine the amount of contingency and management reserve needed for the project.

Answer 34

Reserve analysis

Question 35

They’re quantitative assessments of the likely number of time periods that are required to complete an activity, a phase, or a project, may include some indication of the range of possible results.

Answer 35

Duration estimates

Question 36

The key benefit of this process is that it generates a schedule model with planned dates for completing project activities.

Answer 36

Develop Schedule

Question 37

It’s used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths within the schedule model.
It’s the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration.

Answer 37

critical path method

Question 38

A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing the demand for resources with the available supply.
It can be used when shared or critically required resources are available only at certain times or in limited quantities, or are overallocated, such as when a resource has been assigned to two or more activities during the same time period.

Answer 38

Resource leveling

Question 39

A technique that adjusts the activities of a schedule model such that the requirements for resources on the project do not exceed certain predefined resource limits. As opposed to resource leveling, the project’s critical path is not changed and the completion date may not be delayed

Answer 39

Resource smoothing

Question 40

They’re used to shorten or accelerate the schedule duration without reducing the project scope in order to meet schedule constraints, imposed dates, or other schedule objectives.

Answer 40

Schedule compression techniques

Question 41

It provides a high-level summary timeline of the release schedule (typically 3 to 6 months) based on the product roadmap and the product vision for the product’s evolution.
Also determines the number of iterations or sprints in the release, and allows the product owner and team to decide how much needs to be developed and how long it will take to have a releasable product based on business goals, dependencies, and impediments.

Answer 41

Agile release planning

Question 42

The project schedule it is more often presented graphically, using one or more of the following formats:

Answer 42

 Bar charts
 Milestone charts
 Project schedule network diagrams

Question 43

It’s an output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources. At a minimum, e includes a planned start date and planned finish date for each activity.

Answer 43

The project schedule

Question 44

The project schedule it is more often presented graphically, using one or more of the following formats:

Answer 44

 Bar charts
 Milestone charts
 Project schedule network diagrams

Question 45

The key benefit of this process is that the schedule baseline is maintained throughout
the project.

Answer 45

Control Schedule

Question 46

Schedule performance measurements such as schedule variance (SV) and schedule performance index (SPI) are used to assess the magnitude of variation to the original schedule baseline.

Answer 46

Earned value analysis

Question 47

This chart tracks the work that remains to be completed in the iteration backlog. It is used to analyze the variance with respect to an ideal burndown based on the work committed from iteration planning. A forecast trend line can be used to predict the likely variance at iteration completion and take appropriate actions during the course of the iteration

Answer 47

Iteration burndown chart

Question 48

Estimates or predictions of conditions and events in the project’s future based on information and knowledge available at the time, for the schedule.

Answer 48

Schedule forecasts