Chapter 6 - Project Schedule Management 9%

Question 1

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

Answer 1

Plan Schedule Management

Question 2

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

Answer 2

Define Activities

Question 3

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

Answer 3

Sequence Activities

Question 4

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

Answer 4

Estimate Activity Durations

Question 5

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

Answer 5

Control Schedule

Question 6

This is a form of rolling wave planning based on adaptive life cycles, such as the agile approach for product development. The requirements are documented in user stories that are then prioritized and refined just prior to construction, and the product features are developed using time-boxed periods of work. This approach is often used to deliver incremental value to the customer or when multiple teams can concurrently develop a large number of features that have few interconnected dependencies.

Answer 6

Iterative Scheduling with a Backlog

Question 7

This approach, typically used in a Kanban system, is based on the theory-of-constraints and pull-based scheduling concepts from lean manufacturing to limit a team’s work in progress in order to balance demand against the team’s delivery throughout. This 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.

Answer 7

On-Demand Scheduling

Question 8

A component of the project management plans that describes how the project costs will be planned, structured, and controlled. It can establish the following:

• Units of measure: Each unit used in measurement is defined for each of the resources.
• Level of precision: The degree to which cost estimates will be rounded up/down (995.59 to 1000) based on the scope of the activities and magnitude of the project.
• Level of accuracy: The acceptable rant (+/-10%) used in determining realistic cost estimates is specified, and may include an amount for contingencies.

Answer 8

Cost Management Plan

Question 9

A technique used for constructing a schedule model in which activities are represented by nodes and are geographically linked by one or more logical relationships to show the sequence in which the activities are to be performed. Consists of four types of dependencies or logical relationships:

1. Finish-to-Start (FS)
2. Finish-to Finish (FF)
3. Start-to-Start (SS)
4. Start-to-Finish (SF)

Answer 9

Precedence Diagramming Method (PDM)

Question 10

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

Answer 10

Finish-to-Start (FS)

Question 11

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

Answer 11

Finish-to Finish (FF)

Question 12

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

Answer 12

Start-to-Start (SS)

Question 13

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

Answer 13

Start-to-Finish (SF)

Question 14

Legally or contractually required or inherent in the nature of the work. Sometimes referred to as hard logic or hard dependencies.

Answer 14

Mandatory Dependencies

Question 15

Established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. Sometimes referred to as preferred logic, preferential logic, or soft logic.

Answer 15

Discretionary Dependencies

Question 16

Involve a relationship between project activities and non-project activities (usually outside of the project team’s control).

Answer 16

External Dependencies

Question 17

Involve a precedence relationship between project activities and are generally inside the project team’s control.

Answer 17

Internal Dependencies

Question 18

The amount of time a successor activity can be advanced with respect to a predecessor activity. Often represented as a negative value for lag in scheduling software.

Answer 18

Lead

Question 19

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

Answer 19

Lag

Question 20

A graphical representation of the logical relationships, also referred to as dependencies, among the project schedule activities.

Answer 20

Project Schedule Network Diagram

Question 21

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

Answer 21

Analogous Estimating

Question 22

A technique for estimating in which an algorithm is used to calculate cost or duration based on historical data and project parameters.

Answer 22

Parametric Estimating

Question 23

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.

Answer 23

Most Likely (tM)

Question 24

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

Answer 24

Optimistic (tO)

Question 25

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

Answer 25

Pessimistic (tP)

Question 26

The average of the three-points of estimating.

Answer 26

Expected Duration (tE)

Question 27

Triangular Distribution Formula; used when there is insufficient historical data or when using judgmental data.

Answer 27

tE = (tO + tM + tP) / 3

Question 28

Method of estimating project duration or cost by aggregating the estimates of the lower-level components of the WBS. Work can be decomposed into more detail if an accurate estimate can’t be determined.

Answer 28

Bottom-Up Estimating

Question 29

Used to determine the amount of contingency and management reserve needed for the project. Duration estimates may include contingency reserves, sometimes referred to as schedule reserves, to account for schedule uncertainty.

Answer 29

Reserve Analysis

Question 30

The estimated duration within the schedule baseline, which is allocated for identified risks that are accepted. Associated with the known-unknowns which may be estimated to account for this unknown amount of rework. May be a percentage of the estimated activity duration or a fixed number of work periods. May be separated from individual activities and aggregated as more precise info about the project becomes available, this may be used, reduced, or eliminated. It should be clearly identified in the schedule documentation.

Answer 30

Contingency Reserves

Question 31

A specified amount of the project budget withheld for management control purposes and are reserved for unforeseen work that is within scope of the project. Intended to address the unknown-unknowns that can affect a project. It is not included in the schedule baseline, but it is part of the overall project duration requirements. Depending on contract terms, use of it may require a change to the schedule baseline.

Answer 31

Management Reserves

Question 32

Voting technique often used in agile-based projects where team is asked to show support for a decision by holding up their hand. A closed fist = 0. If less than 3 fingers are held up, the team member is given the opportunity to discuss any objects with the team. Continues until a consensus is achieved (all members with at least 3 fingers up) or the team agrees to move onto the next decision.

Answer 32

Fist of Five / Fist to Five

Question 33

Quantitative assessments of the likely number of time periods that are required to complete an activity, a phase, or a project. Do not include any lag time. May include some indication of a range of possible results.

Answer 33

Duration Estimates

Question 34

Extend the description of the activity by identifying multiple components associated with each activity. The components evolve over time. During the initial stages, they include the unique activity identifier (ID), WBS ID, and activity label or name. Can be used to identify where the work has to be performed, the project calendar the activity is assigned to, and the type of effort involved. Used for schedule development and for selecting, ordering, and sorting the planned schedule activities in various ways within the report.

Answer 34

Activity Attributes

Question 35

The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create a schedule model for project execution and monitoring and controlling. IT generates a schedule model with planned dates for completing project activities. Performed throughout the project.

Answer 35

Develop Schedule

Question 36

The overarching technique used to generate the project schedule model. It employs several other techniques such as critical path method, resource optimization techniques, and modeling techniques. Iterative process that is employed until a viable schedule model is developed.

Answer 36

Schedule Network Analysis

Question 37

Used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths within the schedule model. It calculates 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.

Also used to calculate the amount of total and free float or schedule flexibility on the logical network paths within the schedule model.

Answer 37

Critical Path Method

Question 38

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.

Answer 38

Free Float (float also called slack)

Question 39

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.

Answer 39

Total Float (float also called slack)

Question 40

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

Answer 40

Positive Total Float

Question 41

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

Answer 41

Negative Total Float

Question 42

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

Answer 42

Negative Float Analysis

Question 43

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. Can be used when shared or critically required resources are available only at certain times or in limited quantities or are over-allocated, such as when a resource has been assigned to 2 or more activities during the same time period or there is a need to keep resource usage at a constant level. Can often cause the original critical path to change.

Answer 43

Resource Leveling

Question 44

Models the combined effects of individual project risks and other sources of uncertainty to evaluate their potential impact on achieving project objectives.

Answer 44

Simulation

Question 45

Simulation technique in which risks and other sources of uncertainty are used to calculate possible schedule outcomes for the total project.

Answer 45

Monte Carlo Analysis

Question 46

The process of evaluating scenarios in order to predict their effect, positive or negative, on project objectives. Can be used to assess the feasibility of the project schedule under different conditions, and in preparing schedule reserves and response plans to address the impact of unexpected situations.

Answer 46

What-if Scenario Analysis

Question 47

A schedule compression technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Only works for activities on the critical path where additional resources will shorten the activity’s duration. Does not always produce a viable alternative and may result in increased risk and/or cost.

Answer 47

Crashing

Question 48

A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. It may result in rework and increased risk. It only works when activities can be overlapped to shorten the project duration on the critical path. Using leads in case of schedule acceleration usually increases coordination efforts between the activities concerned and increases quality risk. May also increase project costs.

Answer 48

Fast Tracking

Question 49

Provides a high-level summary timeline of the release schedule (typically 3-6 months) based on the product roadmap and the product vision for the product’s evolution. Also determines the number of iterations or sprints in the release, and allows the product owner and team to decides how much needs to be developed and how long it will take to have a releasable product based on business goals, dependencies, and impediments.

Answer 49

Agile Release Planning

Question 50

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. Used during monitoring and controlling to compare to actual start and finish dates to determine if variances have occurred.

Answer 50

Schedule Baseline

Question 51

An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources. At a minimum, includes a planned start date and planned finish date for each activity. If done early, may remain preliminary until resource assignments have been confirmed and start/finish dates are established.

Answer 51

Project Schedule

Question 52

Represents schedule information where activities are listed on the verticle axis, dates are on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish. Float can be depicted or not.

Answer 52

Bar Chart / Gantt Chart

Question 53

Represents schedule information where major deliberables and key external interfaces are listed on the verticle axis, dates are on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish. Float can be depicted or not.

Answer 53

Milestone Chart

Question 54

The collection of information for decribing and controlling the schedule for the project schedule model.

Includes at a minimum, schedule milestones, activities, activity attributes, and documentation of all identified assumptions and constraints.

Answer 54

Schedule Data

Question 55

Tracks the work that remains to be completed in the iteration backlog. Used to analyze the variance with respect to an ideal burndown based on the work committed from iteration planning.

Answer 55

Iteration Burndown Chart

Question 56

Measures, compares, and analyzes schedule performance against the schedule baseline such as actual start and finish dates, percent complete, and remaining duration for work in progress.

Answer 56

Performance Review

Question 57

A technique that adjusts the activities of a schedule model such that the requirements for resources on the project do not exceed certain predefined resource limits. The project’s critical path is not changes and the completion date may not be delayed. (activities may only be delayed within their free and total float). May not be able to optimize all resources.

Answer 57

Resource Smoothing