Ch 6 Project Schedule Management

Question 1

Schedule Baseline

Answer 1

One of the three baselines in the project management plan that the project manager and team will use to measure the progress of the project schedule

It will include the baseline start and end dates of the project

An output of the Develop Schedule process (Schedule/Planning)

Question 2

Schedule Management Plan

Answer 2

The management plan that documents how the project defines the activities, sequences the activities, estimates the resources, develops the schedule and controls the schedule to ensure the project stays on schedule.

An output of the Plan Schedule Management process (Schedule/Planning)

An input to the:

• Develop Project Management Plan process (Integration/Planning)
• Define Activities process (Schedule/Planning)

Question 3

Parametric Estimating

Answer 3

A method of estimation that uses a math algorithm based on historical data and variables to calculate cost or duration

A tool used to help execute the Estimate Activity Durations process (Schedule/Planning)

Question 4

Activity Attributes

Answer 4

Detailed information about each activity (e.g., resources necessary, location, cost, assumptions, constraints, leads and lags, and relationships to other activities)

Question 5

Plan Schedule Management

Answer 5

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

Knowledge Area: Schedule

Process Group: Planning

Inputs:

• Project Charter

Tools:

• None

Outputs:

• Schedule Management Plan

Question 6

Project Schedule Management

Answer 6

Knowledge area regarding the processes required to manage the timely completion of the project; creating the schedule baseline, project schedule, and ensuring the project stays on schedule

Question 7

Control Schedule

Answer 7

The process of monitoring the status of the project to:

• Ensure that it finishes on the schedule baseline
• Update the project schedule
• Manage changes to the schedule baseline

Knowledge Area: Schedule

Process Group: Monitoring & Controlling

Inputs:

• Work Performance Data

Tools:

• None

Outputs:

• Work Performance Information

Question 8

Dependency Determination

Answer 8

There are four types of activity dependencies:

• Mandatory (hard logic/dependency): must be done; could halt the project (e.g., government regulations); can be imposed by customer or sponsor
• Discretionary (soft logic): best practice, customary
• External: outside the project team’s control (e.g., construction permits, deliveries)
• Internal: within the project team’s control

A tool used to help execute the Sequence Activities process (Schedule/Planning)

Question 9

Duration Estimates

Answer 9

Duration estimates for each individual activity

A numerical estimation (e.g., hours, days, weeks required) with ranges, if known

An output of the Estimate Activity Durations process (Schedule/Planning)

An input to the Develop Schedule process (Schedule/Planning)

Question 10

(Total) Float or Slack

Answer 10

The amount of time you can delay an activity (or multiple activities) without delaying the entire project

An important concept for the Critical Path Method, a tool used to help execute the Develop Schedule process (Schedule/Planning)

Question 11

Sequence Activities

Answer 11

The process of putting identified activities in the order they will be performed; identifying and documenting the relationships between project activities

Knowledge Area: Schedule

Process Group: Planning

Inputs:

• Activity List

Tools:

• Precedence Diagramming Method (PDM)
• Dependency Determination
• Lags & Leads

Outputs:

• Project Schedule Network Diagrams

Question 12

Crashing

Answer 12

A method of schedule compression in which more resources are added to activities to complete them faster

This method generally increases cost

A tool used to help execute the Develop Schedule process (Schedule/Planning)

Question 13

Fast Tracking

Answer 13

A method of schedule compression in which activities are completed in parallel instead of sequentially

This method generally increases risk

A tool used to help execute the Develop Schedule process (Schedule/Planning)

Question 14

Bottom-Up Estimating

Answer 14

A method of estimation that breaks down the work into its lowest levels and aggregates the work back up to find an overall cost or duration

The most accurate method that requires more work and time to complete

A tool used to help execute the Estimate Activity Durations process (Schedule/Planning)

Question 15

Define Activities

Answer 15

The process of taking the work packages from the WBS and breaking them down (decomposition) into activities; identifying and documenting the specific actions to be performed to produce the project deliverables

Knowledge Area: Schedule

Process Group: Planning

Inputs:

• Project Management Plan
  
  • Scope Baseline
    
    • WBS
    • WBS Dictionary
    • Project Scope Statement
  • Schedule Management Plan

Tools:

• Decomposition
• Rolling Wave Planning

Outputs:

• Activity List
• Activity Attributes
• Milestone List

Question 16

Schedule Compression

Answer 16

Shortening the duration of the project schedule without changing or reducing the scope

A tool used to help execute the Develop Schedule process (Schedule/Planning)

Question 17

Resource Leveling

Answer 17

A resource optimization technique used when resources are limited or over-allocated

Activities are resequenced and/or activity dates are extended to accommodate the resource constraints (e.g., changing the schedule so that parallel activities become sequential)

Doing this usually increases the critical path

A tool used to help execute the Develop Schedule process (Schedule/Planning)

Question 18

Three-Point Estimating

Answer 18

A method of estimation also known as “PERT” (program evaluation and review techniques), which uses three values to calculate the cost or duration of an activity:

• Optimistic: best case
• Most likely (realistic): most likely or realistic case
• Pessimistic: worst case
• Normal PERT Formula (Beta Distribution):
  
  • (Optimistic + (4*Realistic) + Pessimistic) / 6

A tool used to help execute the Estimate Activity Durations process (Schedule/Planning)

Question 19

Risk Register

Answer 19

A list of all the identified project risks, as well as their impact and response

An output of the Identify Risks process (Risk/Planning)

An input of the Estimate Activity Durations process (Schedule/Planning)

Question 20

Activity List

Answer 20

A detailed list of the work needed to complete each work package; each activity should map back to only one work package, since each work package has many activities

An output of the Define Activities process (Schedule/Planning)

An input to the:

• Sequence Activities process (Schedule/Planning)
• Estimate Activity Durations (Schedule/Planning)
• Estimate Activity Resources (Resource/Planning)

Question 21

Lag

Answer 21

Delays or waiting time between activities

Always denoted with a positive number above an arrow (not a box)

A tool used to help execute the Sequence Activities process (Schedule/Planning)

Question 22

Resource Breakdown Structure

Answer 22

The hierarchical breakdown of resources by their categories and types

An output of the Estimate Activity Resources process (Resource/Planning)

An input to the Estimate Activity Durations process (Schedule/Planning)

Question 23

Develop Schedule

Answer 23

The iterative process of creating the project schedule and the schedule baseline; the project manager will continue updating the schedule throught the project life cycle

Knowledge Area: Schedule

Process Group: Planning

Inputs:

• Duration Estimates
• Project Schedule Network Diagrams

Tools:

• Critical Path Method
• Critical Chain Method
• Resource Optimization Techniques
  
  • Resource Leveling
• Data Analysis
  
  • Monte Carlo Simulation
• Schedule Compression
  
  • Crashing
  • Fast Tracking

Outputs:

• Schedule Baseline
• Project Schedule
  
  • Bar / Gantt Charts
  • Milestone Charts

Question 24

Analogous (Top-Down) Estimating

Answer 24

A method of estimation also known as “top-down estimation” that relies on historical information from similar projects to assign the current cost or duration to activities

Very quick and least accurate

A tool used to help execute the Estimate Activity Durations process (Schedule/Planning)

Question 25

Milestone List

Answer 25

A list of all major accomplishments or events, which have no duration Examples include obtaining a permit, finishing a major work package An output of the Define Activities process (Schedule/Planning)

Question 26

Critical Path Method (CPM)

Answer 26

A scheduling method that uses a network diagram to identify the critical path and calculate its duration A tool used to help execute the Develop Schedule process (Schedule/Planning) The exam will never ask you what the critical path is; it will only ask you for the duration of the critical path This isn't needed for the exam, but all activities have four dates associated with them: * Early Start (ES) * Late Start (LS) * Early Finish (EF) * Late Finish (LF) The ES is the earliest you can start the activity without delaying the project (and so on)

Question 27

Project Schedule Network Diagrams

Answer 27

Diagram illustrating all the activities in the order they are to be performed The number on top of the boxes indicates how long the activity will take Unclear how these diagrams differ from PDM An output of the Sequence Activities process (Schedule/Planning) An input to the: * Develop Schedule process (Schedule/Planning) * NOT Estimate Activity Durations process (Schedule Planning)

Question 28

Resource Requirements

Answer 28

The resources needed to complete each activity An output of the Estimate Activity Resources process (Resource/Planning) An input to the Estimate Activity Durations process (Schedule/Planning)

Question 29

Free Float

Answer 29

The amount of time you can delay an activity without delaying the next activity An important concept for the Critical Path Method, a tool used to help execute the Develop Schedule process (Schedule/Planning)

Question 30

Critical Chain Method

Answer 30

A method of schedule development in which a project buffer is placed at the end of the project instead of throughout the project schedule A tool used to help execute the Develop Schedule process (Schedule/Planning)

Question 31

Milestone Charts

Answer 31

A time-phased graphical display of only the major project deliverables (milestones) that are points in time and have no duration These are usually used when updating senior management, customers, or sponsors An output of the Develop Schedule process (Schedule/Planning)

Question 32

Precedence Diagramming Method (PDM)

Answer 32

A technique used to build a sequence of defined activities; used to create the Project Schedule Network Diagrams (the output of the Sequence Activities process) One method of PDM is an activity-on-node (AON) precedence diagram, in which the boxes are activities and the arrows indicate the type of relationship (see pgs 124-125) * Finish-to-Start (FS) is most frequently used * Finish-to-Finish (FF) * Start-to-Start (SS) * Start-to-Finish (SF) A tool used to help execute the Sequence Activities process (Schedule/Planning)

Question 33

Bar / Gantt Charts

Answer 33

A time-phased graphical display of all the activities and their start dates, end dates, and durations These are usually used by the project manager and team because they contain details An output of the Develop Schedule process (Schedule/Planning)

Question 34

Estimate Activity Durations

Answer 34

The process of estimating how long each activity will take with the estimated resources; durations may vary based on individual (expert vs novice) Knowledge Area: Schedule Process Group: Planning Inputs: * Activity List * Resource Breakdown Structure (RBS) * Resource Requirements * Risk Register Tools: * Analogous Estimating * Parametric Estimating * Three-Point Estimating * Bottom-Up Estimating Outputs: * Duration Estimates

Question 35

Project Schedule

Answer 35

A document that will include the start and end dates for all the activities on the project It can be very detailed and should include bar or Gantt charts and milestone charts An output of the Develop Schedule process (Schedule/Planning)

Question 36

Critical Path

Answer 36

The longest path through a network diagram and will represent the longest amount of time to complete a project If the activities along this path are delayed, the entire project will be delayed These activities are considered high-risk activities, because they have no float, which is the amount of time you can delay the activities without delaying the project end date. Multiple critical paths indicate more project risk An important concept for the Critical Path Method, a tool used to help execute the Develop Schedule process (Schedule/Planning)

Question 37

Monte Carlo Simulation

Answer 37

A data analysis technique done by a computer that involves going through a series of what-if scenarios that could affect the project, such as: * What would happen if you run two activities in parallel? * What-if you add more resources to these activities? * What if activities are delayed or finished faster? A tool used to help execute the * Develop Schedule process (Schedule/Planning) * Perform Quantitative Risk Analysis process (Risk/Planning)

Question 38

Lead

Answer 38

An overlap between activities Non-waiting time between activities Always denoted with a negative number above an arrow (not a box) A tool used to help execute the Sequence Activities process (Schedule/Planning)

Question 39

Project Calendar

Answer 39

A calendar that identifies working days and shifts that are available for scheduled activities An output of the Develop Schedule process (Schedule/Planning)