Chapter 6 Introducing Project Time Management

Question 1

Activity list

Answer 1

A listing of all the project activities required to complete each project phase or the entire project.

Question 2

Activity on node

Answer 2

A network diagramming approach that places the activities on a node in the project network diagram.

Question 3

Activity sequencing

Answer 3

The process of mapping the project activities in the order in which the work should be completed.

Question 4

Analogous estimating

Answer 4

A duration-estimating technique that bases the current project duration estimate on historical information from similar projects.

Question 5

Crashing

Answer 5

A duration-compression technique that adds project resources to the project in an effort to reduce the amount of time allotted for effort-driven activities.

Question 6

Critical chain method

Answer 6

A network diagramming approach that considers the availability of project resources and the project’s promised end date to determine the critical path(s) in the project.

Question 7

Critical path method

Answer 7

A network diagramming approach that identifies the project activities that cannot be delayed or the project completion date will be late.

Question 8

Discretionary dependencies

Answer 8

The order of the project activities do not have to be completed in a particular order. These tasks can be completed in the order of the project manager or at the project team’s discretion.

Question 9

Fast-tracking

Answer 9

A duration-compression technique that allows entire phases of a project to overlap other phases.

Question 10

Finish-to-finish

Answer 10

A relationship between project activities where the predecessor activities must finish before successor activities may finish.

Question 11

Finish-to-start

Answer 11

A relationship between project activities where the predecessor activities must finish before the successor activities may start; this is the most common network diagramming relationship type.

Question 12

float

Answer 12

A generic term to describe the amount of time an activity may be delayed without delaying any successor activities’ start dates.

Question 13

FNET

Answer 13

A project constraint that requires an activity to finish no earlier than a specific date.

Question 14

Fragnet

Answer 14

A portion of the project that is usually contracted to a vendor to complete, yet the project work is still represented in the project network diagram.

Question 15

hard logic

Answer 15

The project activities must be completed in a particular order; this is also known as mandatory dependencies.

Question 16

lag

Answer 16

Time added to a project activity to delay its start time; lag time is considered positive time, and it is sometimes called waiting time.

Question 17

lead

Answer 17

Time added to an activity to allow its start time to begin earlier than scheduled; lead time is negative time, as it moves the activities closer to the project’s start date.

Question 18

mandatory dependencies

Answer 18

Project activities must happe i a particular order due to the nature of the work; also known as hard logic.

Question 19

Monte Carlo analysis

Answer 19

A what-if scenario tool to determine how scenarios may work out, given any number of variables. The process doesn’t actually create a specific answer, but a range of possible answers. When Monte Carlo is applied to a schedule, it can present, for example, the optimistic completion date, the pessimistic completion date, and the most likely completion date for each activity in the project.

Question 20

network template

Answer 20

A network diagram based on previous similar projects that is adapted for the current project work.

Question 21

parametric estimating

Answer 21

Ideal for projects with repetitive work where a parameter, such as five hours per unit, is used to estimate the project duration.

Question 22

Pakinson’s Law

Answer 22

Work expands to fill the amount of time allotted to it.

Question 23

precedence diagramming method

Answer 23

The most common method of arranging the project work visually. The PDM puts the activities in boxes, called nodes, and connects the boes with arrows. The arrows represent the relationship and the dependencies of the work packages.

Question 24

project calendar

Answer 24

A canlendar that defines the working times for the project. For example, a project may require the project team to work nights and weekends so as not to disturb the ongoing operations of the organization during working hours. In additions, the project calendar accounts for holidays, working hours, and work shifts the project will cover.

Question 25

resource calendar

Answer 25

The resource calendar shows when resources, such as project team members, consultants, and SMEs, are available to work on the project. It takes into account vacations, other commitments within the organization, restrictions on contracted work, overtime issues, and so on.

Question 26

resource-leveling heuristics

Answer 26

A method to flatten the schedule when resources are overallocated or allocated unevenly. Resource leveling can be applied in different methods to accomplish different goals. One of the most common methods is to ensure that workers are not overextended on activities.

Question 27

schedule control

Answer 27

Part of integrated change management, schedule control is concerned with three processes: the project manager confirms that any schedule changes are agreed upon; the project manager examines the work results and conditions to know if the schedule has changed; and the project manager manages the actual change in the schedule.

Question 28

schedule management plan

Answer 28

A subsidiary plan of the overall project plan. It is used to control changes to the schedule. A formal schedule management plan has procedures that control how changes to the project plan can be proposed, accounted for, and then implemented.

Question 29

schedule variance

Answer 29

the difference between the planned work and the completed work.

Question 30

SNET

Answer 30

a project constraint that demands that a project activity start no earlier than a specific date.

Question 31

soft logic

Answer 31

The preferred order of activities. Project managers should use these relationships at their “discretion” and document the logic behind making soft logic decisions. Discretionary dependencies allow activities to happen in a preferred order because of best practices, conditions unique to the project work, or external events; also known as discretionary dependencies.

Question 32

start-to-finish

Answer 32

A relationship that requires an activity to start so that a successor activity may finish; it is unusual and is rarely used.

Question 33

start-to-start

Answer 33

A relationship structure that requires a task to start before a successor task activity may start. This relationship allows both activities to happen in tandem.

Question 34

three-poing estimate

Answer 34

An estimate that uses optimistic, most likely, and pessimistic values to determine the cost or duration of a project component.