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Intro To Project Management - Kathy Schwalbe > CHAPTER 5 > Flashcards

CHAPTER 5 Flashcards

1
Q

A network diagramming technique in which activities are represented by arrows and connected at points called nodes to illustrate a sequence of activities

A

AOA

Activity On Arrow

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2
Q

The series of activities that determine the earliest time by which the project can be completed; it is the longest path through the network diagram and has the least amount of slack or float

A

Critical Path

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3
Q

A method of scheduling that takes limited resources into account when creating a project schedule and includes buffers to protect the project completion date

A

Critical Chain Scheduling

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4
Q

Elements of a three point estimate

A

Optimistic
Most Likely
Pessimistic

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5
Q

The amount of time an activity may be delayed without delaying a succeeding activity or the project finish date

A

Slack or Float

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6
Q

A network diagramming technique in which boxes represent activities

A

PDM

Precedence Diagramming Method

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7
Q

The additional time added before a projects due date to account for unexpected factors

A

Project Buffer

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8
Q

An occurrence when two or more activities follow a single node on a network diagram

A

Burst

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9
Q

A schematic display of logical relationships among, or sequencing of, project activities

A

Network Diagram

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10
Q

The dependencies that are inherent in the nature of the work being performed on a project

A

Mandatory Dependencies

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11
Q

Quantitative risk analysis technique that provides a probability distribution for outcome values for the whole project

A

Monte Carlo Simulation

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12
Q

The dependencies that involve relationships between the project and non-project activities

A

External Dependencies

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13
Q

Additional time to complete and activity, added to an estimate to account for various factors

A

Buffer

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14
Q

A tabulation of activities to be included in a project schedule

A

Activity List

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15
Q

The number of workdays or work hours required to complete and activity

A

Effort

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16
Q

Information that provides schedule-related information about each activity, such as predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions related to the activity

A

Activity Attributes

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17
Q

The actual amount of time spent working on an activity PLUS elapsed time

A

Duration

18
Q

A distinct, scheduled portion of work performed during the course of a project

A

Activity

19
Q

A management philosophy that states that any complex system at any point in time often has only one aspect or constrain that is limiting its ability to achieve more of its goal

A

TOC

Theory of Constraints

20
Q

Work expands to fill the time allowed

A

Parkinson’s Law

21
Q

An estimate that includes an optimistic, most likely, and pessimistic estimate

A

Three Point Estimate

22
Q

A technique that uses project characteristics (parameters) in a mathematical model to estimate project costs

A

Parametric Modelling

23
Q

aka. Analogous Estimates

The estimates that use the actual cost of a previous, similar project as the basis for estimating the cost of the current project

A

Top Down Estimates

24
Q

A standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format

A

Gantt Charts

25
Q

When an activity can overlap a preceding one

A

Lead

26
Q

What can go wrong, will go wrong

A

Murphy’s Law

27
Q

Additional time added before activities on the critical path that are preceded by non-critical path activities

A

Feeding Buffers

28
Q

AOA

Activity On Arrow

A

A network diagramming technique in which activities are represented by arrows and connected at points called nodes to illustrate a sequence of activities

29
Q

A network diagramming technique used to predict the total project duration and show the amount of schedule flexibility on the network paths within the schedule model

A

Critical Path Analysis

30
Q

A schedule compression technique where you do activities in parallel that you would normally do in sequence

A

Fast Tracking

31
Q

When a resource works on more than one activity at a time

A

Multitasking

32
Q

A network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates

A

PERT

Program Evaluation and Review Technique

33
Q

A significant point or event in a project

A

Milestone

34
Q

Cost estimates created by estimating individual activities and summing them to get a project total

A

Bottom-Up Estimates

35
Q

The starting and ending point of an activity on an activity on arrow network diagram

A

Node

36
Q

aka. Top Down Estimates

The estimates that use the actual cost of a previous, similar project as the basis for estimating the cost of the current project

A

Analogous Estimates

37
Q

A time-phased budget that project managers use to measure and monitor cost performance

A

Cost Baseline

38
Q

The sequencing of project activities. Relationship between activities

A

Dependency

39
Q

Work that is done in support of operational, functional, or project performance. Tasks are not part of the schedule (activities are shown on the schedule). Tasks include many management functions such as things done to manage the team, run a production line, or build relationships

A

Task

40
Q

when an activity requires a gap in time before it can start

A

Lag

41
Q

A technique for making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost

A

Crashing

42
Q

A situation where two or more nodes precede a single node on a network diagram

A

Merge

Intro To Project Management - Kathy Schwalbe (10 decks)

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