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PMP Exam BL > 6. Schedule > Flashcards

6. Schedule Flashcards

1
Q

Activity decomposition

A

Similar to scope decomposition except that the final result here is an activity list instead of the WBS.

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2
Q

Activity duration estimates

A

Probable number of periods (weeks, hours, days, months…) this activity should take with the probable range of results.
• 1 week +/- 3 days = activity should take between 2 and 8 days assuming a 5 day work week.
• 1 Month + 20% probability it will be accomplished later = there is an 80% likelihood that the activity will be completed within the month and a 20% chance that it will exceed a month.

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3
Q

Activity list

A

A list of every activity that will be performed on the project

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4
Q

Activity on Arrow diagram

A

Network diagram where activities are represented by the arrows connecting the nodes. Nodes are typically represented by circles in this type of project network diagram.

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5
Q

Activity on Node diagram

A

Network diagram where activities are represented on rectangular nodes with arrows representing the dependencies.

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6
Q

Analogous estimating

A

A form of expert judgment often used early on when there is little information available. Use similar past project information. Performed from the top down.

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7
Q

Backward pass

A

The method for calculating late start and late finish dates for an activity.

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8
Q

Beta distribution

A

A method of estimating activity duration using the formula: (Pessimistic + 4 x Realistic + Optimistic)/6

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9
Q

Critical path

A

The paths through the network diagram that shows which activities, if delayed, will affect the project finish date. For schedule, the critical path represents the highest risk path in the project.

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10
Q

Dependencies

A

Activities that must be completed before other activities are either started or completed.

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11
Q

Dummy activity

A

An activity in a network diagram that does not have any time associated with it. It is only included to show a relationship and is usually represented as a dotted or dashed line. Dummy activities only exist in activity on arrow diagrams.

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12
Q

Delphi technique

A

A means of gathering expert judgment where the participants do not know who the others are and therefore are not able to influence each other’s opinion. The Delphi technique is designed to prevent groupthink and to find out a participant’s real opinion.

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13
Q

Forward pass

A

The method for calculating early start and early finish dates for an activity.

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14
Q

Heuristics

A

Rules for which no formula exists. Usually derived through trial and error. Generally accepted rule or best practice.

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15
Q

Mathematical analysis

A

A technique to show scheduling possibilities where early and late start and finish dates are calculated for every activity without looking at resource estimates.

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16
Q

Monte Carlo Analysis

A

A technique that uses computer software to simulate the outcome of a project, based on the three-point estimates (Optimistic, Pessimistic, Most likely) for each activity and the network diagram.
Computer simulation that throws a high number of “what-if” scenarios at the project schedule to determine probable results.
Monte Carlo analysis is also used as a risk management tool to quantitatively analyse risks.

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17
Q

What is the process of schedule management?

A
  • Plan Schedule Management
  • Define Activities
  • Sequence Activities
  • Estimate Activities Duration
  • Develop Schedule
  • Control Schedule
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18
Q

What are the key outputs of the Define Activities process?

A
  • Activity list
  • Activity attributes
  • Milestone list
  • Change requests
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19
Q

What is the key output of the Sequence Activities process?

A

Project Schedule Network Diagram

20
Q

What are the key outputs of the Estimate Activity Durations process?

A
  • Duration estimates
  • Basis of estimates
  • Updates to project documents
21
Q

Describe the Develop Schedule Process. What are some of its key outputs?

A 
An iterative process that creates a project schedule that is bought into, approved, realistic, and formal.
• Project Schedule
• Schedule baseline
• Change requests
• Schedule data
22
Q

What are the key outputs of the Control Schedule Process?

A
  • Work Performance Information
  • Schedule forecasts
  • Change requests
  • Updates to the Schedule Management Plan, performance measurement baseline, and project documents
23
Q

What is triangular distribution?

What is beta distribution?

A
  • Triangular distribution: a simple average giving equal weight to each of the three-point estimates when calculating the expected activity duration or cost; it uses the formula (P+M+O)/3
  • Beta distribution: a weighted average that gives stronger consideration to the most likely estimate; it uses the formula (P+4M+O)/6
24
Q

What is alternative analysis?

A
  • Alternatives analysis involve evaluating the impact of each option on project constraints, including financial investment versus time saved and level of risk.
  • This process will result in the determination of the best approach to completing project work within the constraints.
25
Q

What are some inputs to Estimate Activity Durations?

A
  • Schedule Management Plan
  • Scope baseline
  • Activity list and activity attributes
  • Assumption log
  • Lessons learned register
  • Resource Breakdown Structure
  • Resource requirements
  • Project team assignments
  • Resource calendars
  • Risk register
26
Q

What does a Resource Breakdown Structure show?

A

The categories of resources required for the project.

27
Q

What is Analogous estimating? When is it done?

A

Analogous estimating uses expert judgment and historical information to predict the future.
It can be done at various times, and the level of accuracy depends on how closely the project or activity matches the past historical data used.

28
Q

What is Parametric estimating?

What tools might an estimator use to create parametric estimates?

A

Parametric estimating involves creating a mathematical equation using data from historical records or other sources, such as industry requirements or standard metrics to create estimates.
Regression analysis or learning curve.

29
Q

What is a heuristic?

A

A heuristic is a generally accepted rule or best practice. Ex: the 80/20 rule.

30
Q

What is 3 point estimating?

A

A technique where estimators five an optimistic, pessimistic and most likely estimate for each activity.
Three-point estimates can be used to calculate a risk-based expected duration estimate fo an activity by taking either a simple average (triangular distribution) or a weighted average (beta distribution) of three estimates.

31
Q

How does a schedule model differ from a schedule?

A
  • The schedule model consists of all the project data that will be used to calculate the schedule, such as the activities, duration estimates, dependencies, and leads and lags.
  • The project schedule is the output of the schedule model - consolidates the schedule data that becomes the schedule baseline and part of the project management plan.
32
Q

What is the critical path method?

What is the near-critical path?

A
  • Critical path method: determining the longest duration path through the network diagram, the earliest and latest an activity can start, and the earliest and latest it can be completed.
  • Near-critical path: the path closest in duration to the critical path; the closer in length the critical and near-critical paths are, teh more the risk to the project.
33
Q

Decline total float, free float and project float.

A
  • Total float: the amount of time an activity can be delayed without delaying the project end date or an intermediary milestone.
  • Free float: the amount of time an activity can be delayed without delaying the early start date of its successor(s).
  • Project float: the amount of time the project can be delayed without delaying the externally imposed project completion date required by the customer or management (also referred to as a positive total float.)
34
Q

What are the two formulas for calculating float?

A

LS - ES

LF - EF

35
Q

How does the critical path help us manage the project?

A
  • Helps prove how long the project will take.
  • Shows which activities have float and can therefore be delayed without delaying the project.
  • Provides information needed to compress the schedule during project planning and whenever there are changes.
  • Helps determine where to focus your project management efforts.
  • Helps determine which activities have more risk associated with them.
  • Helps determine if a delayed activity needs immediate attention.
36
Q

What is crashing?

What is fast-tracking?

A
  • Crashing: adding or adjusting resources in order to compress the schedule while maintaining the original project scope.
  • Fast tracking: compressing the schedule by doing more critical path activities in parallel.
37
Q

What is resource optimisation?

A

Finding ways to adjust the use of resources. Level or smooth the resources.

38
Q

What is resource leveling?

What is resource smoothing?

A
  • Resource leveling: a resource optimisation technique that allows you to level the peaks and valleys of the schedule from one month to the other, resulting in a more stable number of resources. Delay the critical path by allowing new design of activities and resources.
  • Resource smoothing: a modified form of resource leveling, where resources are leveled only within the limits of the float of their activities, so the completion dates of activities are not delayed. No impact on critical path.
39
Q

What are the main presentation formats for a schedule?

A
  • Network diagrams
  • Bar charts
  • Milestone charts
40
Q

What is the Critical Chain method?

A

Adding a lump-sum buffer at the end of the schedule network. The buffer is used to manage any individual activity that might be in danger of slipping and might affect the critical path. The teams are not aware of the buffer.

41
Q

What is a lead for an activity?

A

Amount of time a successor activity can be advanced with respect to a predecessor activity. Often represented as a negative value for lag in software. Lead increases risk.

42
Q

What is a lag for an activity?

A

Amount of time a successor activity will be delayed with respect to a predecessor activity.

43
Q

What is the Precedence Diagramming Method (PDM)?

A

The PDM is a tool for scheduling activities in a project plan. It is a method of constructing a project schedule network diagram that uses boxes, referred to as nodes, to represent activities and connects them with arrows that show the dependencies. It is also called the activity-on-node method.

44
Q

What is the Arrow Diagramming Method (ADM)?

A

An arrow diagram is defined as a process diagramming tool used to determine optimal sequence of events, and their interconnectivity. It is used for scheduling and to determine the critical path through nodes. The arrow diagramming method shows the required order of tasks in a project or process, the best schedule for the entire project, and potential scheduling and resource problems and their solutions. The arrow diagram lets you calculate the “critical path” of the project—the flow of critical steps where delays can affect the timing of the entire project and where addition of resources can speed up the project.

45
Q

What is the Program Evaluation and Review Technique (PERT)?

A

The PERT is used to identify the time it takes to finish a particular task or activity and/or cost. It is a system that helps in proper scheduling and coordination of all tasks throughout a project.

46
Q

In which process the Rolling Wave Planning is done?

A

In the Define Activities process.

47
Q

What issues and project change can impact timelines, deliverables and resource requirements?

A
  • Inaccurate initial estimates
  • Specification changes
  • New regulations
  • Missed requirements

PMP Exam BL (13 decks)

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