6. Project Schedule Management Flashcards
Describe the Project Scope Management knowledge area.
6.1 Define the six project management processes in the project schedule management knowledge area.
Includes the processes required to manage the timely completion of the project.
- 1 Plan Schedule Management
- 2 Define Activities
- 3 Sequence Activities
- 4 Estimate Activity Durations
- 5 Develop Schedule
- 6 Control Schedule
* PMBOK Guide, Sixth Edition, 6.0 - Project Schedule Management, p. 173*
Define the following process: Plan Schedule Management
6.1 Define the six project management processes in the project schedule management knowledge area.
The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.
PMBOK Guide, Sixth Edition, 6.1 - Plan Schedule Management, p. 179
Define the following process: Define Activities
6.1 Define the six project management processes in the project schedule management knowledge area.
The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
PMBOK Guide, Sixth Edition, 6.2 - Define Activities, p. 183
Define the following process: Sequence Activities
6.1 Define the six project management processes in the project schedule management knowledge area.
The process of identifying and documenting relationships among the project activities.
PMBOK Guide, Sixth Edition, 6.3 - Sequence Activities, p. 187
Define the following process: Estimate Activity Durations
6.1 Define the six project management processes in the project schedule management knowledge area.
The process of estimating the number of work periods needed to complete individual activities with estimated resources.
PMBOK Guide, Sixth Edition, 6.4 - Estimate Activity Durations, p. 195
Define the following process: Develop Schedule
6.1 Define the six project management processes in the project schedule management knowledge area.
The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create a schedule model for project execution and monitoring and controlling.
PMBOK Guide, Sixth Edition, 6.5 - Develop Schedule, p. 205
Define the following process: Control Schedule
6.1 Define the six project management processes in the project schedule management knowledge area.
The process of monitoring the status of the project to update the proejct schedule and managing changes to the schedule baseline.
PMBOK Guide, Sixth Edition, 6.6 - Control Schedule, p. 222
Identify the inputs, tools, techniques, and outputs for the following process: Plan Schedule Management
6.2 Identify the inputs, tools, techniques, and outputs defined in the six processes in project schedule management
PMBOK Guide, Sixth Edition, Figure 6-3. Plan Scope Management: Inputs, Tools & Techniques, and Outputs, p. 179
Identify the inputs, tools, techniques, and outputs for the following process: Define Activities
6.2 Identify the inputs, tools, techniques, and outputs defined in the six processes in project schedule management
PMBOK Guide, Sixth Edition, Figure 6-5. Define Activities: Inputs, Tools & Techniques, and Outputs, p. 183
Identify the inputs, tools, techniques, and outputs for the following process: Sequence Activities
6.2 Identify the inputs, tools, techniques, and outputs defined in the six processes in project schedule management
PMBOK Guide, Sixth Edition, Figure 6-7. Sequence Activities: Inputs, Tools & Techniques, and Outputs, p. 187
Identify the inputs, tools, techniques, and outputs for the following process: Estimate Activity Durations
6.2 Identify the inputs, tools, techniques, and outputs defined in the six processes in project schedule management
PMBOK Guide, Sixth Edition, Figure 6-12. Estimate Activity Durations: Inputs, Tools & Techniques, and Outputs, p. 195
Identify the inputs, tools, techniques, and outputs for the following process: Develop Schedule
6.2 Identify the inputs, tools, techniques, and outputs defined in the six processes in project schedule management
PMBOK Guide, Sixth Edition, Figure 6-14. Develop Schedule: Inputs, Tools & Techniques, and Outputs, p. 205
Identify the inputs, tools, techniques, and outputs for the following process: Control Schedule
6.2 Identify the inputs, tools, techniques, and outputs defined in the six processes in project schedule management
PMBOK Guide, Sixth Edition, Figure 6-22. Control Schedule: Inputs, Tools & Techniques, and Outputs, p. 222
What are the four precendence relationships in Precedence Diagramming Method (PDM)?
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
- Finish-to-Start (FS)
- Start-to-Start (SS)
- Finish-to-Finish (FF)
- Start-to-Finish (SF)
PMBOK Guide, Sixth Edition, 6.3.2.1 - Precendence Diagramming Method, p. 189
Define the following precedence relationship: Finish-to-Start.
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A logical relationship in which a successor activity cannot start until a predecessor activity has finished. For example, installing the operating system on a PC (successor) cannot start until the PC hardware is assembled (predecessor).
PMBOK Guide, Sixth Edition, 6.3.2.1 - Precedence Diagramming Method, p. 190
Define the following precedence relationship: finish-to-finish.
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A logical relationship in which a successor activity cannot finish until a predecessor activity has finished. For example, writing a document (predecessor) is required to finish before editing the document (successor) can finish.
PMBOK Guide, Sixth Edition, 6.3.2.1 - Precedence Diagramming Method, p. 190
Define the following precedence relationship: start-to-start.
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A logical relationship in which a successor activity cannot start until a predecessor activity has started. For example, level concrete (successor) cannot begin until pour foundation (predecessor) begins.
PMBOK Guide, Sixth Edition, 6.3.2.1 - Precedence Diagramming Method, p. 190
Define the following precedence relationship: start-to-finish.
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A logical relationship in which a successor activity cannot finish until a predecessor activity has started. For example, a new accounts payable system (successor) has to start before the old accounts payable system can be shut down (predecessor).
PMBOK Guide, Sixth Edition, 6.3.2.1 - Precedence Diagramming Method, p. 190
What are the four types of dependencies an activity may have?
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
- Mandatory
- Discretionary
- Internal
- External
Only two can be applicable at the same time in the following ways: mandatory internal dependency, mandatory external dependency, discretionay internal dependency, and discretionary external dependency.
PMBOK Guide, Sixth Edition, 6.3.2.2 - Dependency Determination and Integration, p. 191
Define “mandatory dependency.”
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work.
PMBOK Guide, Sixth Edition, 6.3.2.2 - Dependency Determination and Integration, p. 191
Define “discretionary dependency.”
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
Discretionary dependencies are 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.
PMBOK Guide, Sixth Edition, 6.3.2.2 - Dependency Determination and Integration, p. 191
Define “external dependency.”
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
External dependencies involve a relationship between the project activities and non-project activities. These dependencies are usually outside of the project team’s control.
PMBOK Guide, Sixth Edition, 6.3.2.2 - Dependency Determination and Integration, p. 192
Define “internal dependency.”
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
Internal dependencies involve a precedence relationship between project activities and are generally inside the project team’s control.
PMBOK Guide, Sixth Edition, 6.3.2.2 - Dependency Determination and Integration, p. 192
Define “lead.”
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A lead is the amount of time a succcessor activity can be advanced with respect to a predecessor activity. For example, on a project to construct a new office building, the landscaping could be scheduled to start 2 weeks prior to the scheduled punch list completion.
PMBOK Guide, Sixth Edition, 6.3.2.3 - Leads and Lags, p. 192
Define “lag.”
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A lag is the amount of time a successor activity will be delayed with respect to a predeccessor activity. For example, a technical writing team may begin editing the draft of a large document 15 days after they begin writing it.
PMBOK Guide, Sixth Edition, 6.3.2.3 - Leads and Lags, p. 193
Define “project schedule network diagram.”
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A graphical representation of the logical relationships, also referred to as dependencies, among the project schedule activities.
PMBOK Guide, Sixth Edition, 6.3.3.1 - Project Schedule Network Diagrams, p. 194
Define “path convergence.”
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A schedule activity with multiple predecessor activities.
PMBOK Guide, Sixth Edition, 6.3.3.1 - Project Schedule Network Diagrams, p. 194
Define “path divergence.”
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A schedule activity with multiple successor activities.
PMBOK Guide, Sixth Edition, 6.3.3.1 - Project Schedule Network Diagrams, p. 194
Define “analogous estimating.”
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A technique for estimating the duration or cost of an activity or project using historical data from a similar activity or project.
PMBOK Guide, Sixth Edition, 6.4.2.2 - Analogous Estimating, p. 200
Define “parametric estimating.”
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
An estimating technique in which an algorithm is used to calculate cost or duration based on hisotrical data and project parameters.
PMBOK Guide, Sixth Edition, 6.4.2.3 - Parametric Estimating, p. 200
Define “three-point estimating.”
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A technique used to estimate cost or duration by applying an average or weighted average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates.
- Most likely (tM). This estimate is based on the duration of the activity, given the resources likely to be assigned, their productivity, realistic expectations of availability for the activity, dependences on other participants, and interruptions.
- Optimistic (tO). The activity duration based on analysis of the best-case scenario for the activity.
- Pessimistic (tP). The duration based on analysis of the worst-case scenario for the activity.
PMBOK Guide, Sixth Edition, Glossary, p. 724
Define “bottom-up estimating.”
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the WBS.
PMBOK Guide, Sixth Edition, 6.4.2.5 - Bottom-Up Estimating, p. 202
Define “schedule network analysis.”
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
The overarching technique used to generate the project schedule model. It employs several other techniques such as critical path method, resource optimization, and modeling techniques.
PMBOK Guide, Sixth Edition, 6.5.2.1 - Schedule Network Analysis, p. 209
Describe the critical path method.
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
This technique calculates the early start, early finish, late start, and late finish dates for all activities without regard for any resource limitations by performing a foreward and backward pass analysis through the schedule network. The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration. The longest path has the least total float - usually zero.
PMBOK Guide, Sixth Edition, 6.5.2.2 - Critical Path Method, p. 210
Describe the forward pass technique of the critical path method.
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or a given point in time.
PMBOK Guide, Sixth Edition, Glossary, p. 707
Describe the backward pass technique of the critical path method.
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A critical path method technique for calculating the late start and late finish dates by working backward through the schedule model from the project end date.
PMBOK Guide, Sixth Edition, Glossary, p. 699
What is resource optimization?
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A set of techniques used to adjust the start and finish dates of activities to adjust planned resource use to be equal to or less than resource availability.
- Resource leveling. 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. Resource leveling can often cause the original critical path to change. Available float is used for level resources.
- Resource smoothing. 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. The project’s critical path is not changed and the completion date may not be delayed.
PMBOK Guide, Sixth Edition, 6.5.2.3 - Resource Optimization, p. 211
What is schedule compression?
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A set of techniques used to shorten or accelerate the schedule duration without reducing the project scope in order to meet schedule constraints, imposed daes, or other schedule objectives.
- Crashing. A technique used to shorten the schedule duration for the least incremental cost by adding resources.
- Fast tracking. A technique in which all activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.
PMBOK Guide, Sixth Edition, 6.5.2.6 - Schedule Compression, p. 215
Identify considerations for agile/adaptive environments in project schedule management.
6.4 Identify considerations for agile/adaptive environments in project schedule management
- Adaptive approaches use short cycles to undertake work, review the results, and adapt as necessary (iterative scheduling).
- Large organizations may need to combine practices in order to address the full delivery life cycle.
PMBOK Guide, Sixth Edition, 6.0 - Project Schedule Management, p. 178
Identify the key concepts for Project Schedule Management.
(Not an official objective}
tl;dr
- detailed plan
- it’s a tool
- needs to be flexible
quotes
- [detailed plan] Project scheduling provides a detailed plan that represents how and when the project will deliver the products, services, and results defined in the project scope.
- [it’s a tool] The project schedule is used as a tool for communication, managing stakeholders expectations, and a basis for performance reporting.
- [needs to be flexible] When possible, the detailed project schedule should remain flexible throughout the project to adjust for knowledge gained, increased understanding of the risk, and value-added activities.
PMBOK Guide, Sixth Edition, Appendix X4: X4.3 - Key Concepts for Project Schedule Management, p. 674
Identify tailoring considerations for Project Schedule Management.
(Not an objective from the study guide)
- Life cycle approach. What is the most appropriate life cycle approach that allows for a more detailed schedule?
- Resource availability. What are the factors influencing durations (such as the correlation between available resources and their productivity)?
- Project dimensions. How will the presence of project complexity, technological uncertainty, product novelty, pace, or progress tracking (such as earned value, percentage complete, red-yellow-green (stop light) indicators) impact the desired level of control?
- Technology support. Is technology used to develop, record, transmit, receive, and store project schedule model information and is it readily accessible?
PMBOK Guide, Sixth Edition, 6 – Project Schedule Management, p. 178
