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Project Mgmt > Chapter 6 - PM > Flashcards

Chapter 6 - PM Flashcards

1
Q

A table that lists activities and the dates on which you plan to start and end them

A

Activities report

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2
Q

Work required to move from one event to the next in a project

A

Activity

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3
Q

A type of network diaram; also referred to as activity-in-the-node or precedence diagramming

A

Activity-in-the-box

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4
Q

When on calendar a resource will be available

A

Availability

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5
Q

Schedule process of starting the end of a proj & working back twd the beginning, identifying activities as you go & estimating durations that eventually will add up to the amount of time the project has been given

A

Backing in

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6
Q

Finish-to-start analysis by a proj mgr to determine critical paths and earliest start and finish dates

A

Backward pass

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7
Q

Productivity per unit time period

A

Capacity

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8
Q

A sequence of activities in a project that takes the longest time to complete

A

Critical path

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9
Q

A network diagram that uses deterministic, certain estimates but includes both time and cost estimates to allow time/cost-in-the-box format

A

Critical path method (CPM) charts

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10
Q

Another term for a network diagram in either activity-on-the-arrow or activity-in-the-box format

A

Dependency diagram

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11
Q

Relationships the proj mgr or project team chooses to est. btwn activities

A

Discretionary relationships

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12
Q

Activity with 0 span time that’s used to represent a required dependency btwn event

A

Dummy activity

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13
Q

How long each indiv activity will take in a project

A

Duration

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14
Q

The earliest date that someone can possibly finish an activity

A

Earliest finish date

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15
Q

The earliest date that someone can possibly start an activity

A

Earliest start date

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16
Q

A significant occurrence in the life of the project also called a milestone or a delvierable. Events take no time and consume no resources, they occur instantaneously

A

Event

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17
Q

Schedule process in which you perform two or more activities at the same time to reduce the overall time to complete a project

A

Fast tracking

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18
Q

Start-to-finish analysis by a proj mgr at the beg of the proj to see how fast the activities can be completed

A

Forward pass

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19
Q

An amount of time project managers add to an estimate of span time just to be safe

A

Fudge factor

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20
Q

A graph illustrating on a time line when each activity will start, be performed, and end

A

Gantt chart

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21
Q

A network diagram technique that combines structures such as flowgrapsh, probabilistic networks, and decision tress, creating a complex schedule

A

Graphical evaluation and review technique (GERT)

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22
Q

Term given to an activity that upon completion, can allow someone to start on the following activity

A

Immediate predecessor

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23
Q

A table that lists events and the dates on which you plan to reach them

A

Key-events report

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24
Q

the latest date someone can finish an activity and still finish the proj in the shortest possible time

A

Latest finish date

25
Q

The latest date that someon can start an activity and still finish the project in the shortest possible time

A

Latest start date

26
Q

Federal, state, and local laws or regualtions that require certain project activities to be done before others

A

Legal requirements

27
Q

Choosing to do certain activities before others because it seems to make the most sense

A

Logical relationships

28
Q

Arbitrary decisions to work on certain activities beofre others

A

Managerial choices

29
Q

A flowchart that illustrates the order in whcih activities need to be performed in a project

A

Network diagram

30
Q

A sequence of activities that can be delayed some amount while still allowing the overall project to finish in the shortest possible time

A

Noncritical path

31
Q

States that work will expand to fill the amount of time allowed

A

Parkinson’s Law

32
Q

Another term for a network diagram in the activity-in-the-box format

A

Precedence diagram

33
Q

An activity that must be completed before someone can work on another activity

A

Predecessor

34
Q

Compnay policies and procedures that require certain project activities to be done before others

A

Procedural requirements

35
Q

A network diagram in the activity-on-the-arrow format that allows project managers to assign optimistic, pessimistic, and most likely estimates for an activity’s span time

A

Program evaluation and review technique (PERT) chart

36
Q

Relationships btwn project activites that must be observed if project work is to be successfully completed

A

Required relationship

37
Q

The order in which the activities will be performed in a project

A

Sequence

38
Q

One that represents the completion of a single activity

A

Simple event

39
Q

The maximum amount of time that someone can delay an activity and still finish the project in the shortest possible time

A

Slack time

40
Q

The actual calendar time required to complete an activity; also called duration or elapsed time

A

Span time

41
Q

A project manager’s best sense of how log it’ll actually take to perform an activity

A

Span time estimate

42
Q

T or F: A project managers must know an activities duration and importance in order to include the activity in a network diagram.

A

False

43
Q

In a network diagram, a milestone or an event is the same as

A

Deliverable

44
Q

What are the three main elements of network diagrams?

A

Events, activities, and span times

45
Q

Adiagramthatutilizesonlytwosymbolsandallowsprojectmanagerstodrawthediagramwithoutdefining events is what kind of diagram?

A

Activity-in-the-box diagram

46
Q

(a) proceed to another activity on the diagram if you finish the activity.
(b) proceed to another activity on the diagram if you complete all the activities entering that activity. (c) proceed to another activity that is that linked by arrow to completed activity.

A

On a network diagram, you can only

47
Q

T or F: The earliest finish date determines a project critical path

A

False

48
Q
  1. You exceed the slack time on a noncritical path. The noncritical path can now be described as what?
A

The critical path

49
Q

On the critical path, the earliest finish date equals the

A

Latest finish date.

50
Q

Which of the following is not a required relationship to consider when sequencing activities for a project?

A

Your manager wants to you to do a trial run of any presentation for him prior to the actual presentation.

51
Q

AgoodnameforEventC,theendofActivity2(“Getmoney”)would be

A

“Money obtained”

52
Q

One benefit of including a simple event in an activity-on-the-arrow diagram is

A

you can have multiple preceding activities all tie together in a single event.

53
Q

T or F: While backing in a schedule has some risks, it’s often the only way to determine whether all the required activities can occur in the given time.

A

False

54
Q

While fast tracking offers the possibility of reducing the overall time to complete the project, it also introduces

A

the risk the work will have to be redone.

55
Q

Holly needs to reduce the required time for her project. Which strategies might be useful for her to consider.

A

Subdividing activities or performing activities at the same time.

56
Q

The length of an activity is impacted by

A

The time required for natural or chemical processes.

57
Q

T or F: One way project manager Zoe can avoid including a fudge factor in her team’s activity duration estimates is to review other project manger’s data to see how long specific activities took on past projects.

A

False

58
Q

Which of the following statements is not true of Gantt charts?

A

Gantt charts highlight specific start and finish dates effectively.

59
Q

On a construction project, the delivery of shingles should drive the schedule, rather than the beginning of the
activity “shingling a roof”. In terms of precedence diagramming, what type of linkage does this scenario indicate?

A

Start-to-finish linkages

Project Mgmt (7 decks)

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