6 Flashcards
The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule
Plan Schedule Management
The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
Define Activities
The process of identifying and documenting relationships among the project activities.
Sequence Activities
The process of estimating the number of work periods needed to complete individual activities with the estimated resources.
Estimate Activity Durations
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.
Develop Schedule
The process of monitoring the status of the project to update the project schedule and manage changes to the schedule baseline.
Control Schedule
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.
On-demand scheduling
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.
Iterative scheduling with a backlog
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.
Plan Schedule Management
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.
Schedule management plan
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.
Define Activities
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.
Rolling wave planning
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.
Activity list
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
Activity attributes
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.
Sequence Activities
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.
Precedence diagramming method (PDM)
PDM includes four types of dependencies or logical relationships:
Finish-to-start (FS)
Finish-to-finish (FF)
Start-to-start (SS)
Start-to-finish (SF)
Dependencies may be characterized by the following attributes:
Mandatory or discretionary, internal or external.
Dependencies are those that are legally or contractually required or inherent in the nature of the work.
Mandatory dependencies
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.
Discretionary dependencies
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.
External dependencies
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
Internal dependencies
It’s the amount of time a successor activity can be advanced with respect to a predecessor activity.
Lead
It’s the amount of time a successor activity will be delayed with respect to a predecessor activity.
Lag
It’s a graphical representation of the logical relationships, also referred to as dependencies, among the project schedule activities.
Project schedule network diagram
o Activities that have multiple predecessor activities indicate a:
path convergence
Activities that have multiple successor activities indicate a:
path divergence
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.
Estimate Activity Durations
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.
Law of diminishing returns
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.
Analogous estimating
It’s an estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.
Parametric estimating
helps define an approximate range for an activity’s duration: Most likely, Optimistic and Pessimistic
THREE-POINT ESTIMATING
It’s a method of estimating project duration or cost by aggregating the estimates of the lower level components of the WBS.
Bottom-up estimating
It’s used to determine the amount of contingency and management reserve needed for the project.
Reserve analysis
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.
Duration estimates
The key benefit of this process is that it generates a schedule model with planned dates for completing project activities.
Develop Schedule
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.
critical path method
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.
Resource leveling
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
Resource smoothing
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.
Schedule compression techniques
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.
Agile release planning
The project schedule it is more often presented graphically, using one or more of the following formats:
Bar charts
Milestone charts
Project schedule network diagrams
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.
The project schedule
The project schedule it is more often presented graphically, using one or more of the following formats:
Bar charts
Milestone charts
Project schedule network diagrams
The key benefit of this process is that the schedule baseline is maintained throughout
the project.
Control Schedule
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.
Earned value analysis
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
Iteration burndown chart
Estimates or predictions of conditions and events in the project’s future based on information and knowledge available at the time, for the schedule.
Schedule forecasts
