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PMP > 6 Schedule > Flashcards

6 Schedule Flashcards

1
Q

Schedule Process groups:

A 
Plan schedule man
Define activities
Sequence activities
Estimate activity durations
Develop schedule
Control schedule
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2
Q

Project Schedule Management: Key concepts

A

Detailed plan of how and when project delivers products, services, results

Tool for communication, managing stakeholders expectations and base for performance reporting

Choose schedule method

Project data -> Tool -> project schedule

Smaller projects (all done at the same time)

Keep it as flexible as possible

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3
Q

Types of schedule

A

activity list
Bar chart (Gantt)
Network diagram

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5
Q

Plan Schedule Process

A

Planning
Define policies procedures and documentation for
- planning, developing, managing, executing, controlling schedule

How to manage schedule start to finish

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7
Q

Plan Schedule management inputs

A

Project charter
PM Plan > Scope Management Plan, developmental approach
EEF/OPA

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8
Q

Plan Schedule Management Outputs

A

Schedule management plan

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9
Q

Define activities inputs

A

PM plan >Schedule man plan, scope baseline

EEF/OPA

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10
Q

Define activities outputs

A 
Activity list 
activity attributes
Milestone list
Change requests
PM plan > Schedule baseline, cost baseline
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11
Q

Scheduling methods

A

Iterative schedule with back log
>rolling wave (agile)
>Requirements = user stories
>Product features = time box

On-demand
>Laban approach
> pull work from back log

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12
Q

Scheduling in agile considerations

A

Short cycles, do, check ->feedback, adapt (move to next iteration )

Scheduling is iterative, on demand

Big companies: use predictive, adaptive, hybrid as part of a long-term roadmap

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13
Q

Sequence Activities Process

A

Planning

Identify and document relationships btwn Activities
Defines logical sequence of work

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14
Q

Sequence Activities inputs

A

PM plan > Schedule man plan, Scope baseline

Project documents > activity attributes, activity list, assumption log, milestone list

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15
Q

Sequence Activities T/T

A

PDM - precedence diagramming method
Dependency determination and integration
Leads & lags
PMIS

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16
Q

Define actives T/T

A

EJ
decomposition
Rolling wave planning
Meetings

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17
Q

Estimate Activity Durations Process

A

Planning

How many work periods are required

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18
Q

Estimate Activity Durations considerations

A

Law of diminishing returns
Number of resources - no linear relation between duration and # of ppl
Advances In Technology - can affect duration and resources
Motivation of staff - procrastination, Parkinson’s law (use all time available)

19
Q

Estimate Activity Durations inputs

A

PM Plan > Schedule man plan, scope baseline
Project doc> activity attributes, activity list, assumption log, LL, milestone list, proj team assignments, resource BS, resource calendars, resource requirements , risk register
EEF/OPA

20
Q

Estimate Activity Duration T/T

A 
EJ
Analogous Est
Parametric
Three-point
Bottom up
Data analysis >alternatives analysis, reserve analysis
Decision making
Meetings
21
Q

Estimate Activity Duration Outputs

A 
Duration estimates
Basis of estimates 
Project documents updates
- activity log
- assumption log
- LL
22
Q

Analogous estimating

A

Use info from previous project

23
Q

Parametric estimating

A

An algorithm is used to calculate cost or duration based on historical data and the project.

24
Q

Three-point estimation

A

Use formula
P = pessimistic
M= most likely
O= optimistic

Triangular: (p+m+o)/e

Beta: (p+ 4m + o)/y

25
Q

Bottom up estimating

A

Combining the lower level costs of the WBS

26
Q

Sequence Activities outputs

A

Project schedule network diagrams

Project documents > activity attributes, activity list, assumption log, milestone list

27
Q

Define Activities Process

A

Planning

Identify and document specific actions that will produce the deliverables

Goals: breakdown work packages into schedule activities
> provide a basis for estimate, scheduling, executing, M&Cwork

28
Q

Develop Schedule Process

A

Planning
Create a schedule - analysis I’d activity sequence, Durations, resource requirements and schedule constraints

Goal: planned dates to complete activities

Iterative - done all the time, check resources and duration estimates, baseline to track progress

29
Q

Develop Schedule Inputs

A

PM Plan > Schedule man plan, scope baseline
Project doc> activity attributes, activity list, assumption log, Basis of estimates, duration estimates, LL, milestone list, project schedule network diagram, proj team assignments, resource calendars, resource requirements , risk register
Agreements
EEF/OPA

30
Q

Develop Schedule T/T

A 
Schedule network analysis
Critical path method
Resource optimization
Dat analysis
- what if scenarios
- simulation
Leads and lags
Schedule compression
PMIS
Agile release planning
31
Q

Develop Schedule Outputs

A 
Schedule baseline
Project schedule
Schedule data
Project calendars
Change request
Proj management plan updates
- schedule management plan
- cost baseline
Project document updates
- activity attributes 
- assumption log
- duration estimates
- LL
- resources requirements
- risk register
32
Q

Control Schedule Process

A

Monitor: update the schedule, manage changes to the baseline
goal: verify actual vs. planned, maintain the baseline
Done many times throughout life of the project

33
Q

Control schedule: integrated change control

A 
Assess current status
Control factors that create change
Review schedule reserves
Has the schedule changed?
Manage changes
34
Q

Control Schedule inputs

A 
.
Proj management plan
- schedule man plan
- schedule baseline
- Scope baseline
- resource calendars
- schedule data
Work performance data
OPA
35
Q

Control schedule - agile approach

A

Work delivered vs estimates of work complete
Retrospectives
Update priorities
Velocity (how fast the team is working on the feature)

36
Q

Control Schedule T/T

A 
Data analysis
Critical path method
PMIS
Resource optimization
Leads and lags
Schedule compression
37
Q

Control Schedule Outputs

A 
Work performance info
Schedule forecasts
Change requests
PM plan updates
>Schedule management plan
>schedule baseline
>cost baseline
>performance measurement baseline
Project documents updates 
>assumption log
>basis of estimates
>LL register
>project schedule
>resource calendars 
>risk register
>schedule data
38
Q

PDM

A

Precedence Diagramming Method

AKA Activity on Node
Schedule activity = rectangular box

Node =Activity
Arrow= Activity link, dependencies
Lag time= period of time that separates or assigns a waiting period between 2 Activities

Predecessor —> successor

39
Q

Total Float

A

=LS-ES

=LF-EF

40
Q

How to calculate float?

A

On critical path, there is NO float ( that’s what makes it the critical path)

LS-ES=float

PMP (11 decks)

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