Ch 6 - Project Schedule Managment Flashcard (not compelete)

Question 1

The primary output of breaking down the WBS work packages.

Answer 1

Activity list

Question 2

The identification of more than one solution. Consider roles, materials, tools, and approaches to the project work.

Answer 2

Alternative analysis

Question 3

A somewhat unreliable estimating approach that relies on historical information to predict what current activity durations should be. This estimating is more reliable, however, than team member recollections. This estimating is also known as top-down estimating and is a form of expert judgment.

Answer 3

Analogous estimating

Question 4

The most accurate time-and-cost estimating approach a project manager can use. This estimating approach starts at “the bottom” of the project and considers every activity, its predecessor and successor activities, and the exact amount of resources needed to complete each activity.

Answer 4

Bottom-up estimating

Question 5

A predetermined range of acceptable variances, such as +/–10 percent off schedule. Should the variance exceed the threshold, then project control processes and corrected actions will be enacted.

Answer 5

Control threshold

Question 6

A WBS entry that considers the time, cost, and scope measurements for that deliverable within the WBS. The estimated performance is compared against the actual performance to measure overall performance for the deliverables within this. The specifics of this are documented in this plan.

Answer 6

Control account

Question 7

A schedule compression approach that adds more resources to activities on the critical path to complete the project earlier. When doing this in a project, costs are added because the associated labor and sometimes resources (such as faster equipment) cause costs to increase.

Answer 7

Crashing

Question 8

The path in the project network diagram that cannot be delayed, otherwise the project completion date will be late. There can be more than one. Activities in the this have no float.

Answer 8

Critical path

Question 9

These dependencies are the preferred order of activities. Project managers should use these relationships at their discretion and should document the logic behind the decision. These allow activities to happen in a preferred order because of best practices, conditions unique to the project work, or external events. Also known as preferential or soft logic.

Answer 9

Discretionary dependencies

Question 10

The earliest a project activity can finish. Used in the forward pass procedure to discover the critical path and the project float.

Answer 10

Early finish

Question 11

The earliest a project activity can begin. Used in the forward pass procedure to discover the critical path and the project float.

Answer 11

Early start

Question 12

As the name implies, these are dependencies outside of the project’s control. Examples include the delivery of equipment from a vendor, the deliverable of another project, or the decision of a committee, lawsuit, or expected new law.

Answer 12

External dependencies

Question 13

A schedule compression method that changes the relationship of activities. With this, activities that would normally be done in sequence are allowed to be done in parallel or with some overlap. This can be accomplished by changing the relation of activities from FS to SS or even FF or by adding lead time to downstream activities. However, this does add risk to the project.

Answer 13

Fast tracking

Question 14

An activity relationship type that requires the current activity to be finished before its successor can finish.

Answer 14

Finish-to-finish

Question 15

An activity relationship type that requires the current activity to be finished before its successor can start.

Answer 15

Finish-to-start

Question 16

A representation of a project network diagram that is often used for outsourced portions of a project, repetitive work within a project, or a subproject. Also called a subnet.

Answer 16

Fragnet

Question 17

This is the total time a single activity can be delayed without affecting the early start of its immediately following successor activities.

Answer 17

Free float

Question 18

Logic that describes activities that must happen in a particular order. For example, the dirt must be excavated before the foundation can be built. The foundation must be in place before the framing can begin. Also known as a mandatory dependency.

Answer 18

Hard logic

Question 19

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

Answer 19

Plan Schedule Management

Question 20

A detailed, hierarchical breakdown of the project scope, deliverables, and tasks into manageable sections.

Answer 20

Work Breakdown Structure (WBS)

Question 21

A technique that involves estimating the duration of individual activities by using the activity’s scope and resources.

Answer 21

Bottom-up Estimating

Question 22

The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.

Answer 22

Develop Schedule

Question 23

A technique that allows the project to continue without disrupting the critical path by increasing resources or working overtime.

Answer 23

Crashing

Question 24

The process of identifying and documenting the specific actions to be performed to produce the project deliverables.

Answer 24

Define Activities

Question 25

The method used to graphically represent the sequence, duration, and dependencies of project activities.

Answer 25

Network Diagram

Question 26

A type of dependency in project scheduling that is contractually or legally required.

Answer 26

External Dependency

Question 27

A sequence of activities that represents the longest path through a project, which determines the shortest possible project duration.

Answer 27

Critical Path

Question 28

A schedule format where activities are listed in a sequence, along with their estimated durations, start, and finish dates.

Answer 28

Gantt Chart

Question 29

A graphical representation that shows the interdependencies among activities in a project schedule.

Answer 29

Precedence Diagramming Method (PDM)

Question 30

The process of determining the type and quantity of resources needed to complete project activities.

Answer 30

Estimate Activity Resources

Question 31

A technique used to calculate the early start, early finish, late start, and late finish dates for each activity in the project schedule model.

Answer 31

Critical Path Method (CPM)

Question 32

The process of monitoring the status of the project to update the project schedule and manage changes to the schedule baseline.

Answer 32

Control Schedule

Question 33

A type of dependency that is inherent in the nature of the work being done and often involves physical limitations.

Answer 33

Mandatory Dependency

Question 34

A method of adjusting start and finish dates based on resource availability, often used when resources are limited.

Answer 34

Resource Leveling

Question 35

The technique of adding buffer time between tasks to manage uncertainty and reduce the risk of schedule delays.

Answer 35

Padding

Question 36

A schedule network analysis technique that takes into account both the longest path (critical path) and resource constraints.

Answer 36

Critical Chain Method

Question 37

The process of allocating resources to project activities to achieve the best schedule performance while minimizing costs and risks.

Answer 37

Resource Optimization

Question 38

The process of estimating the number of work periods needed to complete individual activities with estimated resources.

Answer 38

Estimate Activity Durations

Question 39

A visual representation of the work remaining for the project, usually in the form of a bar or line chart.

Answer 39

Work Breakdown Structure (WBS) Dictionary

Question 40

The process of identifying and documenting relationships among the project activities.

Answer 40

Sequence Activities

Question 41

The factor that prevents an activity from starting or finishing until a preceding activity is complete.

Answer 41

Predecessor Activity

Question 42

The point in time when a deliverable is due or a project milestone is reached.

Answer 42

Milestone

Question 43

The schedule development method that calculates a range of possible project completion dates by applying three-point estimates (optimistic, pessimistic, and most likely).

Answer 43

Program Evaluation and Review Technique (PERT)

Question 44

The difference between the early and late start or finish times of a task in the project schedule, indicating the amount of time a task can be delayed without affecting the project finish date.

Answer 44

Float (or Slack)

Question 45

The technique that allows for the project schedule to be adjusted based on the availability of resources, potentially delaying tasks without impacting the project’s completion date.

Answer 45

Resource Smoothing

Question 46

The technique used to determine the feasibility of the project schedule and identify where adjustments might be needed.

Answer 46

Schedule Network Analysis

Question 47

A practice where some activities are overlapped to shorten the project duration, but this could increase risk and costs.

Answer 47

Fast Tracking

Question 48

A delay in the start of a successor activity to account for time required by a predecessor activity.

Answer 48

Lag Time