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PMBOK 6th Edition > Chapter 6 > Flashcards

Chapter 6 Flashcards

1
Q

This includes the processes required to manage the timely completion of the project

A

Project schedule management

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2
Q

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

A

Plan schedule management

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3
Q

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

A

Define activities

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4
Q

The process of identifying and documenting relationships among the project activities

A

Sequence activities

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5
Q

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

A

Estimate activity durations

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6
Q

The process of analyzing activity sequences, durations, resources requirements, and schedule constraints to create the project schedule model for project execution and monitoring and controlling

A

Develop schedule

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7
Q

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

A

Control schedule

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8
Q

This provides a detailed plan that represents how and when the project will deliver the products, services, and results defined in the project scope and serves as a communication tool

A

Project scheduling

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9
Q

How does scheduling work?

A

Project team picks a scheduling method such as critical path or an agile approach then the project specific data is entered into a scheduling tool to create a schedule model for the project.
The result is a project schedule

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10
Q

Project schedules should remain…. throughout the project to adjust for knowledge gained, increased understanding of the risk, and value-added activities.

A

Flexible

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11
Q

This approach welcomes changes throughout the development life cycle. This is a form of rolling wave planning based on adaptive life cycles.
The requirements are documented in user stories that are then prioritized and refined just prior to construction, and product features are developed using time-boxed periods of work.

A

Iterative scheduling with a backlog

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12
Q

This approach is often used when multiple teams can concurrently develop large number of features that have interconnected dependencies.

A

Iterative schedule with a backlog.

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13
Q

This type of scheduling does not rely on a schedule that was developed previously for the development of the product or product increments, but rather pulls work from a backlog or intermediate queue of work to be done immediately as resources become available.

A

On demand scheduling

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14
Q

This scheduling approach is often used in a Kanban system.

A

On demand scheduling

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15
Q

For projects that evolve the project incrementally in operational or sustainment environments and where tasks can be made relatively similar in size and scope or can be bundled by size and scope, what type of scheduling is best?

A

On-demand scheduling

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16
Q

What are some tailoring considerations for schedule management?

A

Life cycle approach
Resource availability
Project dimensions
Technology support

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17
Q

What is plan schedule management?

A

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

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18
Q

What is the key benefit of the plan schedule management process?

A

It provides guidance and direction on how the project schedule will be managed throughout the project

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19
Q

What is a data analysis tool used for the plan schedule management process?

A

Alternative analysis

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20
Q

What are time-boxed periods?

A

Durations during which the team works steadily toward completion of a goal. Time-boxing helps to minimize scope creep as it forces the teams to process essential features first, then other features when time permits.

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21
Q

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

A

Define activities

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22
Q

What is the key benefit of the define activities process?

A

It decomposes work packages into schedule activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.

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23
Q

This represents the effort needed to complete a work package.

A

Activities

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24
Q

How does the define activities process define outputs differently than the the create WBS process?

A

The define activities process defines final outputs as activities rather than deliverables as done in the create WBS process

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25
Q

How does creat

Ion of the Activity list, WBS and WBS dictionary relate.

A

There creation can happen sequentially or concurrently, with the WBS and WBS dictionary used as the basis for development of the final activity list

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26
Q

An iterative planning technique in which the work to be accomplished in the near term is planned in detail, while work further in the future is planned at a higher level.

A

Rolling wave planning

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27
Q

What is included with each activity list?

A

An activity identifier and a scope of work description for each activity in sufficient detail to ensure that project team members understand what work is required to be completed.

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28
Q

This extends the description of the activity by identifying multiple components associated with each activity.

A

Activity attributes

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29
Q

These are used for schedule development and for selecting, ordering, and sorting the planned schedule activities in various ways within reports

A

activity attributes

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30
Q

Activity attributes can be used to identify what?

A

Place where the work has to be performed, the project calendar the activity is assigned to, and the type of effort involved

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31
Q

A significant point or event in a project.

A

A milestone

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32
Q

What’s the duration for a milestone ?

A

They have 0 duration as they represent a significant point or event

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33
Q

What does a milestone list identify?

A

All project milestones and indicates whether the milestone is mandatory, such as those required by contract, or optional, such as those based on historical information

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34
Q

How does the define activities process relate to change requests?

A

As the deliverables are progressively elaborated into activities they may reveal work that was not initially part of the project baselines and this may result in a change request for schedule base line and or cost baseline

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35
Q

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

A

Sequence activities

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36
Q

What is the key benefit of the sequence activities process?

A

It defines the logical sequence of work to obtain the greatest efficiency given all project constraints

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37
Q

Every activity should have what when it comes to scheduling?

A

Every activity except the first and last should be connected to at least one predecessor and at least one successor activity with an appropriate logical relationship.

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38
Q

A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which activities are to be performed.

A

Precedence diagramming method (PDM)

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39
Q

PDM includes how many types of dependencies (logical relationships)

A

4

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40
Q

A logical relationship in which a successor activity cannot start until a predecessor activity has finished.

A

Finish to Start (FS)

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41
Q

A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.

A

Finish to finish (FF)

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42
Q

A logical relationship in which a successor activity cannot start until a predecessor activity has started.

A

Start-to-start (SS)

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43
Q

A logical relationship in which a successor activity cannot finish until a predecessor activity has started.

A

Start-to-finish (SF)

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44
Q

What’s the most common precedence relationship

A

Finish to start

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45
Q

How many relationships can two activities have at the same time?

A

Two however multiple relationships between the same activities are not recommended so a Dedham to be made to select the relationship with the highest impact

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46
Q

What are the 4 different attributes of dependencies?

A

Mandatory or discretionary, internal or external

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47
Q

How many dependency attributes can be applicable at the same time?

A

Two

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48
Q

Dependencies that are legally or contractually required or inherent in the nature of the work

A

Mandatory dependencies

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49
Q

What’s two other names for mandatory dependencies

A

Hard logic or hard dependencies

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50
Q

Mandatory dependencies often involve what?

A

Physical limitations

I.e. can’t erect structure until foundation is built

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51
Q

When does the project team determine which dependencies are mandatory

A

During the process of sequencing events

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52
Q

Are Mandatory dependencies and schedule constraints the same thing ?

A

No

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53
Q

What are other names for discretionary dependencies?

A

Preferred logic, preferential logic or soft logic

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54
Q

When does the project team determine which dependencies are discretionary?

A

The process of sequencing events

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55
Q

What are discretionary dependencies established on …

A

Knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired

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56
Q

Why should discretionary dependencies be fully documented?

A

They can create arbitrary total float values and can limit later scheduling options

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57
Q

When fast tracking techniques are employed what should happen to discretionary dependencies?

A

They should be reviewed and considered for modification or removal

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58
Q

These dependencies involve a relationship between project activities and non project activities.these are usually outside of the project teams control

A

External dependencies

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59
Q

These dependencies involve a precedence relationship between project activities and are generally inside the project teams control

A

Internal dependencies

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60
Q

The amount of time a successor activity can be advanced with respect to a predecessor activity

A

Lead

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61
Q

In scheduling software how is lead represented

A

As a negative value

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62
Q

The amount of time a successor activity will be delayed with respect to a predecessor activity

A

Lag

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63
Q

Do duration estimates Include leads or lags?

A

No

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64
Q

A graphical representation of the logical relationships (dependencies) among the project activities

A

A project schedule network diagram

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65
Q

Describe what a path convergence is.

A

When activities have multiple predecessor activities

66
Q

Describe a path divergence

A

When activities have multiple successor activities

67
Q

What’s occurs when there is an activity or activities with a divergence or convergence

A

More risk as the activity is affected by multiple activities or can affect multiple activities

68
Q

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

A

Estimate activity durations

69
Q

What is the key benefit of the estimate activity durations process?

A

It provides the amount of time each activity will take to complete

70
Q

Where do the inputs for the estimate of duration originate?

A

The person or group on the project team who is most familiar with the nature of the work of the specific activity

71
Q

How our duration estimates elaborated?

A

Progressively

72
Q

What does the estimate activity durations process require?

A
  • An estimation of the amount of work effort required to complete the activity
  • the amount of available resources estimated to complete the activity
73
Q

What’s a name used to define activity duration

A

Work periods

74
Q

What are some factors for consideration when estimating duration?

A

Law of diminishing returns
Number of resources
Advances in technology
Motivation of staff

75
Q

What is it when one factor (e.g. resource) used to determine the effort required to produce a unit of work is increased while all other factors remain fixed, a point will eventually be reached at which additions of that one factor start to yield progressively smaller or diminishing increases in output.

A

Law of diminishing returns

76
Q

Does increasing the number of resources to twice the original number of the resources always reduce the time by half ?

A

No, it may increase extra duration due to risk, and at some point adding too many resources to the activity may increase duration due to knowledge transfer, learning curve, additional coordination, and other factors involved.

77
Q

What’s student syndrome?

A

Procrastination: when people start to apply themselves only at the last possible moment before the deadline

78
Q

What’s Parkinson’s law?

A

Where work expands to fill the time available for its completion

79
Q

What happens to all data and assumptions that support duration estimating ?

A

It’s documented for each activity duration estimate

80
Q

What is analogous estimating?

A

A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project

It is a gross value estimating approach,sometimes adjusted for known differences in project complexity

81
Q

When is analogous estimating frequently used?

A

Where there is a limited amount of detailed information about the project

82
Q

What is a benefit of using analogous estimating? What’s a down fall?

A

It’s less costly and less time consuming than other techniques but it also is less accurate

83
Q

When is analogous estimating most reliable?

A

When the previous activities are similar in fact and not just appearance

84
Q

How can analogous estimating be applied?

A

To a total project or just project segments. It can be used with different estimating methods

85
Q

What is parametric estimating?

A

An estimating technique to n which an algorithm is used to calculate cost or duration based on historical data and project parameters

86
Q

What’s parametric estimating?

A

It uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters such as cost, budget and duration.

87
Q

How can parametric schedule estimates be applied?

A

To a total project, project segments or in conjunction with other estimating methods.

88
Q

How can durations be quantitatively determined?

A

By multiplying the quantity of work to be performed by the number of labor hours per unit of work

89
Q

What is the benefit of three-point estimating ?

A

It helps define an approximate range for an activity’s duration.

90
Q

What are the three ranges for three-point estimating?

A

Most likely (tM)
Optimistic (tO)
Pessimistic (tP)

91
Q

Describe the Most likely (tM) estimate

A

This estimate is based on the duration of the activity, given the resources likely to be assigned, their productivity, realistic expectations of availability for the activity, dependencies on other participants, and interruptions.

92
Q

Describe the Optimistic (tO) estimate?

A

The activity duration based on analysis of the best-case scenario for the activity.

93
Q

Describe the Pessimistic (tP) estimate?

A

The duration based on analysis of the worst-case scenario for the activity.

94
Q

What is the triangular distribution formula?

A

tE=(tO + tM + tP) / 3

95
Q

What is tE?

A

The expected valuation that is calculated when using three-point estimating.

96
Q

When is triangular distribution used?

A

When there is insufficient historical data or when tuning judgmental data.

97
Q

A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the WBS.

A

Bottom-up estimating

98
Q

What happens when an activity’s duration cannot be estimated with a reasonable degree of confidence?

A

The work within the activity is decomposed into more detail

99
Q

What data analysis techniques are used for the estimate activity duration process?

A

Alternative analysis
Reserve analysis
Decision making
Meetings

100
Q

What is reserve analysis used to determine?

A

The amount of contingency and management reserve needed for the project.

101
Q

Duration estimates may include…. also known as… to account for schedule uncertainty.

A

Contingencies reserves

Also known as schedule reserves

102
Q

What are contingency reserves?

A

The estimated duration within the schedule baseline, which is allocated for identified risks that are accepted

103
Q

How does contingency effect schedule documentation?

A

It should be clearly identified in it.

104
Q

What value might the contingency reserve be?

A

A percentage of the estimated activity duration or a fixed number of work periods.

105
Q

What happens to the contingency reserves as more precise information about the project becomes available?

A

The contingency reserve may be used, reduced, or eliminated.

106
Q

What are contingency reserves associated with?

A

The known-unknowns

107
Q

What are management reserves?

A

A specified amount of the project budget withheld for management control purposes that is reserved for unforeseen work that is within scope of the project.

108
Q

These reserves are intended to address the unknown-unknowns that can affect a project.

A

Management reserves

109
Q

This is not included in the schedule baseline, but is part of the overall project duration requirements.

A

Management reserves

110
Q

Would the use of management reserves ever require a change to the schedule baseline?

A

Yes, it depends on contract terms

111
Q

What is the fist of five (fist to five) method ?

A

A decision making technique where the project manger asks the team to show their level of support for a decision by holding up a closed fist (indicating no support) up to five fingers (indicating full support).

This happens until the team achieves consensus (everyone holds up three or more fingers) or agrees to move on to the next decision.

112
Q

When doing the fist of five method what happens if a team member holds up fewer than three fingers?

A

The team member is given the opportunity to discuss any objections with the team.

113
Q

Why are sprint or iteration planning meetings held when taking an agile approach to a project?

A

To discuss prioritized product backlog items (user stories) and decide which of these items the team will commit to work on in the upcoming iteration. These meetings are held on the first day of the iteration

114
Q

What’s another name for user stories?

A

Prioritized product backlog items

115
Q

Who attends sprint (iteration planning meetings)?

A

The product owner, the scrum team, and the project manager

116
Q

What are duration estimates?

A

Quantitative assessments of the likely number of time periods that are required to complete an activity, phase or project. (These do not include any lags)

117
Q

Supporting documentation of the estimate activity process should what?

A

Provide a clear and complete understanding of how the duration estimate was derived.

118
Q

The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create a schedule model for project execution and monitoring and controlling.

A

Develop schedule

119
Q

What’s the key benefit of the develop schedule process?

A

It generates a schedule model with planned dates for completing project activities.

120
Q

When is the develop schedule process performed?

A

Throughout the project

121
Q

Developing an acceptable project schedule is an… process?

A

Iterative

122
Q

Schedule development can require the review and revision of duration estimates, resource estimates, and schedule reserves to establish an approved project schedule that…

A

Can serve as a baseline

123
Q

Do vendors ever have an put on the project schedule?

A

Yes they may

124
Q

What is schedule network analysis?

A

The overarching technique used to generate the project schedule model. It employs several other techniques such as the critical path method, resource optimization and modeling techniques.

125
Q

An iterative process that is employed until a viable schedule model is developed.

A

Schedule network analysis

126
Q

This assesses the need to aggregate schedule reserves to reduce the probability of a schedule slip when multiple paths converge at a single point in time. It involves reviewing the network for risk and long leads on the critical paths.

A

Schedule network analysis

127
Q

What is the critical path?

A

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

128
Q

What is the critical path method used to calculate?

A

The critical path and the amount of total and free float or schedule flexibility on the logical network paths within the schedule model.

129
Q

What does the critical path method calculate?

A

The early start, early finish, late start and late finish dates for all activities without regard for any resource limitations by performing a forward and backward pass analysis through the schedule network

130
Q

How much total float does a critical path usually have?

A

Zero

However it may be positive, zero, or negative.

131
Q

What is total float (schedule flexibility)?

A

The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint.

132
Q

This is caused when the backward pass is calculated from a schedule constraint that is later than the early finish date that has been calculated during forward pass calculation.

A

Positive total float

133
Q

What does float mean when describing a schedule?

A

Schedule flexibility

134
Q

This is caused when a constraint on the late dates is violated by duration and logic.

A

Negative total float

135
Q

A technique that helps to find possible accelerated ways of bringing a delayed schedule back on track.

A

Negative float analysis

136
Q

What is free float?

A

The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint

137
Q

Describe resource optimization.

A

It is used to adjust the start and finish dates of activities to adjust planned resource use to be equal or less than resource availability .

138
Q

What are some resource optimization techniques?

A

Resource leveling

Resource smoothing

139
Q

A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing the demand for resources with the available supply.

Available float is used

A

Resource leveling

140
Q

Which one can effect ,the critical path , resource leveling or resource smoothing?

A

Resource leveling

141
Q

A technique that adjusts the activities of a schedule model such that the require,Mets for resources on the project do not exceed certain predefined resource limits.

Activities may only be delayed within their free and total float.

A

Resource smoothing

142
Q

Describe what if scenario analysis.

A

The process of evaluating scenarios in order to predict their effect, positive or negative, on project objectives.

143
Q

What is the most common simulation technique? Describe it.

A

Monte Carlo analysis

Risks and other sources of uncertainty are used to calculate possible schedule outcomes for the total project

144
Q

This involves calculating multiple work package durations with different sets of activity assumptions, constraints, risks, issues, or scenarios using probability distributions and other representations of uncertainty.

A

Simulation

145
Q

These techniques are used to shorten or accelerate the schedule duration without reducing the project scope in order to meet schedule constraints, imposed dates, or other schedule objectives.

A

Schedule compression techniques

146
Q

What is crashing?

A

A technique used to shorten the schedule duration for the least incremental cost by adding resources.

147
Q

What are some examples of crashing?

A

Approving overtime
Bringing in additional resources
Paying to expedite delivery to activities on the critical path

148
Q

What are the only activities that can be crashed?

A

Activities on the critical path where additional resources will shorten the activities duration.

149
Q

A schedule technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.

A

Fast tracking

150
Q

Where and when can fast tracking be of benefit?

A

When activities can be overlapped to shorten the project duration on the critical path.

151
Q

This provides a high-level summary timeline of the release schedule (typically 3 to 6 months) based on the product roadmap and the product vision for the product’s evolution.

A

Agile release planning

152
Q

The approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results.

A

Schedule baseline

153
Q

What mighT a Perone today schedule be referred to if it is presented in summary form?

A

Master schedule or milestone schedule

154
Q

The collection of information for describing and controlling the schedule.

A

Schedule data

155
Q

What might schedule data include?

A 
at minimum:
Schedule milestones 
Schedule activities 
Activity attributes 
Documentation of all identified assumptions and constraints 
Additional data:
Resource histogram
Alternative schedules
Cash flow projections 
Order and delivery schedules
156
Q

Describe a project calendar.

A

It identifies working days and shifts that are available for scheduled activities.

157
Q

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

A

Control schedule

158
Q

What does updating the schedule model require?

A

Knowing the actual performance to date

159
Q

In this schedule performance measurements such as schedule variance (sv) and schedule performance index (spi) are used to assess the magnitude of variation to the original schedule baseline

A

Earned value analysis

160
Q

This chart tracks the work that remains to be completed in the iteration backlog. It is used to analyze the variance with respect to an ideal burn down based on the work committed from iteration planning,

A

Iteration burndown chart

PMBOK 6th Edition (13 decks)

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