Chapter 6: Project Schedule Management

Question 1

The Project Schedule Management processes are:

Answer 1

Plan Schedule Management, Define Activities, Sequence Activities, Estimate Activity Durations, Develop Schedule, Control Schedule

Question 2

True or false: for smaller projects, the individual processes involved in Project Schedule Management can be combined and viewed as a single process

Answer 2

True. For smaller projects, defining activities, sequencing activities, estimating activity durations, and developing the schedule model are so tightly linked that they are viewed as a single process that can be performed by a person over a relatively short period of time

Question 3

True or false: When possible, the detailed project schedule should remain flexible throughout the project

Answer 3

True. When possible, the detailed project schedule should remain flexible throughout the project to adjust for knowledge gained, increased understanding of the risk, and value-added activities

Question 4

An activity list, a bar chart, and a network diagram are all possible ________ presentations

Answer 4

Project Schedule

Question 5

Define “Iterative scheduling with a backlog”

Answer 5

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

Question 6

Define “On-demand scheduling”

Answer 6

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 throughput

Question 7

The project manager may need to tailor the way Project Schedule Management processes are applied. Considerations for tailoring include but are not limited to:

Answer 7

Life cycle approach, Resource availability, Project dimensions, Technology support

Question 8

The enterprise environmental factors that can influence the Plan Schedule Management process include but are not limited to:

Answer 8

Organizational culture and structure, Team resource availability and skills and physical resource availability, Scheduling software, Commercial databases, such as standardized estimating data

Question 9

The schedule management plan can establish the following:

Answer 9

Project schedule model development, Release and iteration length, Level of accuracy, Units of measure, Organizational procedures links, Project schedule model maintenance, Control thresholds, Rules of performance measurement, Reporting formats

Question 10

Define “Release and iteration length”

Answer 10

When using an adaptive life cycle, the time-boxed periods for releases, waves, and iterations are specified. Time-boxed periods are 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

Question 11

Define “Earned value management (EVM) rules”

Answer 11

EVM is a technique for measuring project performance and progress in an objective manner. It has the ability to combine measurements of the project management triangle: scope, time, and costs

Question 12

Define Activities is the process of identifying and documenting the specific actions to be performed to produce the _______

Answer 12

Project Deliverables

Question 13

Are schedule baseline and cost baseline input or output documents regarding the Define Activities Process?

Answer 13

Output

Question 14

True or False: The Define Activities process defines the final outputs as activities rather than deliverables

Answer 14

True

Question 15

Define “Rolling wave planning”

Answer 15

Rolling wave planning is 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. It is a form of progressive elaboration applicable to work packages, planning packages, and release planning when using an agile or waterfall approach.

Question 16

Define “Activity attributes”

Answer 16

Activity attributes extend the description of the activity by identifying multiple components associated with each activity. The components for each activity evolve over time. During the initial stages of the project, they include the unique activity identifier (ID), WBS ID, and activity label or name

Question 17

What can Activity attributes be used to identify?

Answer 17

Activity attributes can be used to identify the place where the work has to be performed, the project calendar the activity is assigned to, and the type of effort involved

Question 18

True or false: all milestones outlined on the milestone list are mandatory to hit

Answer 18

False. A milestone list identifies 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

Question 19

Define the process: “Sequence Activities”

Answer 19

Sequence Activities is the process of identifying and documenting relationships among the project activities. The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints

Question 20

True or false: The Sequence Activities process is performed throughout the project

Answer 20

True

Question 21

True or false: The Sequence Activities process concentrates on creating a list to act as a first step to publish the schedule baseline

Answer 21

False. The Sequence Activities process concentrates on converting the project activities from a list to a diagram to act as a first step to publish the schedule baseline

Question 22

Define “The precedence diagramming method (PDM)”

Answer 22

The precedence diagramming method (PDM) is 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 the activities are to be performed

Question 23

PDM includes ___ (#) types of dependencies or logical relationships. What are they?

Answer 23

Four. They are: Finish-to-start (FS), Finish-to-finish (FF), Start-to-start (SS), Start-to-finish (SF)

Question 24

Define “Finish-to-start (FS)”

Answer 24

A logical relationship in which a successor activity cannot start until a predecessor activity has finished. For example, installing the operating system on a PC (successor) cannot start until the PC hardware is assembled (predecessor)

Question 25

Define “Finish-to-finish (FF)”

Answer 25

A logical relationship in which a successor activity cannot finish until a predecessor activity has finished. For example, writing a document (predecessor) is required to finish before editing the document (successor) can finish

Question 26

Define “Start-to-start (SS)”

Answer 26

A logical relationship in which a successor activity cannot start until a predecessor activity has started. For example, level concrete (successor) cannot begin until pour foundation (predecessor) begins

Question 27

Define “Start-to-finish (SF)”

Answer 27

A logical relationship in which a predecessor activity cannot finish until a successor activity has started. For example, a new accounts payable system (successor) has to start before the old accounts payable system can be shut down (predecessor)

Question 28

Dependencies may be characterized by the following attributes:

Answer 28

mandatory or discretionary, internal or external

Question 29

Define “Mandatory Dependencies”

Answer 29

Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work. Mandatory dependencies often involve physical limitations. They are sometimes referred to as hard logic or hard dependencies

Question 30

The project team determines which dependencies are mandatory during the process of ________

Answer 30

sequencing the activities

Question 31

Define “Discretionary Dependencies”

Answer 31

Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionary dependencies are 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. For example, generally accepted best practices recommend that during construction, the electrical work should start after finishing the plumbing work. This order is not mandatory and both activities may occur at the same time (in parallel), but performing the activities in sequential order reduces the overall project risk. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options.

Question 32

Define “External Dependencies”

Answer 32

External dependencies involve a relationship between project activities and non- project activities. These dependencies are usually outside of the project team’s control (i.e. ordering parts from a vendor)

Question 33

Define “Internal Dependencies”

Answer 33

Internal dependencies involve a precedence relationship between project activities and are generally inside the project team’s control. For example, if the team cannot test a machine until they assemble it, there is an internal mandatory dependency.

Question 34

Define a “lead” (vs. lag)

Answer 34

A lead is the amount of time a successor activity can be advanced with respect to a predecessor activity. For example, on a project to construct a new office building, the landscaping could be scheduled to start 2 weeks prior to the scheduled punch list completion

Question 35

Define a “lag” (vs. lead)

Answer 35

A lag is the amount of time a successor activity will be delayed with respect to a predecessor activity. For example, a technical writing team may begin editing the draft of a large document 15 days after they begin writing it

Question 36

True or false: Lead is often represented as a negative value for lag in scheduling software

Answer 36

True

Question 37

True or false: The project management team determines the dependencies that may require a lead or a lag to accurately define the logical relationship (FF, SF, etc)

Answer 37

True

Question 38

Define “A project schedule network diagram”

Answer 38

It is a graphical representation of the logical relationships, also referred to as dependencies, among the project schedule activities. It is produced manually or by using project management software

Question 39

True or false: Any unusual activity sequences within the project schedule network diagram should be fully described within the narrative

Answer 39

True

Question 40

Activities with ____ and ____ are at greater risk as they are affected by multiple activities or can affect multiple activities

Answer 40

divergence and convergence

Question 41

Define the process “Estimate Activity Durations”

Answer 41

Estimate Activity Durations is the process of estimating the number of work periods needed to complete individual activities with estimated resources. The key benefit of this process is that it provides the amount of time each activity will take to complete

Question 42

True or false: the process of Estimate Activity Durations should be performed once at the start of a project, and then several times as needed toward the end of the project when deadlines are tight

Answer 42

False. This process is performed throughout the project

Question 43

The process of Estimating activity durations uses information from:

Answer 43

the scope of work, required resource types or skill levels, estimated resource quantities, and resource calendars, as well as other possible sources

Question 44

True or false: The inputs for the estimates of duration originate from the Project Manager or Project Management Team

Answer 44

False. The inputs for the estimates of duration originate from the person or group on the project team who is most familiar with the nature of the work in the specific activity

Question 45

The Estimate Activity Durations process requires an estimation of:

Answer 45

the amount of work effort required to complete the activity and the amount of available resources estimated to complete the activity

Question 46

Beside work effort required and available resources, other factors for consideration when estimating activity durations include:

Answer 46

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

Question 47

Define “Law of diminishing returns”

Answer 47

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

Question 48

True or false: Increasing the number of resources available is a great way to ensure higher output

Answer 48

False. Increasing the number of resources to twice the original number of the resources does not always reduce the time by half, as 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

Question 49

Define “Analogous estimating”

Answer 49

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

Question 50

Define “Parametric estimating”

Answer 50

Parametric estimating is an estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters. Parametric estimating uses a statistical relationship between historical data and other variables (e.g., square footage in construction) to calculate an estimate for activity parameters, such as cost, budget, and duration. Durations can be quantitatively determined by multiplying the quantity of work to be performed by the number of labor hours per unit of work.

Question 51

Define “three-point estimating”

Answer 51

The accuracy of single-point duration estimates may be improved by considering estimation uncertainty and risk. Using three-point estimates helps define an approximate range for an activity’s duration: Most likely (tM), Optimistic (tO), and Pessimistic (tP)

Question 52

Define “Most likely (tM)” in relation to estimating activity durations

Answer 52

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

Question 53

Define “Optimistic (tO)” in relation to estimating activity durations

Answer 53

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

Question 54

Define “Pessimistic (tP)” in relation to estimating activity durations

Answer 54

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

Question 55

[While using a three-point method when estimating activity durations] Depending on the assumed distribution of values within the range of the three estimates, the expected duration, tE, can be calculated. One commonly used formula is triangular distribution:

Answer 55

tE = (tO + tM + tP) / 3.

Question 56

True or false: Triangular distribution is used to estimate activity durations when there is insufficient historical data or when using judgmental data

Answer 56

True

Question 57

Define “Bottom-up estimating”

Answer 57

Bottom-up estimating is a method of estimating project duration or cost by aggregating the estimates of the lower- level components of the WBS. When an activity’s duration cannot be estimated with a reasonable degree of confidence, the work within the activity is decomposed into more detail. The detail durations are estimated. These estimates are then aggregated into a total quantity for each of the activity’s durations. Activities may or may not have dependencies between them that can affect the application and use of resources. If there are dependencies, this pattern of resource usage is reflected and documented in the estimated requirements of the activity

Question 58

Define “Reserve analysis”

Answer 58

Reserve analysis is 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. Contingency reserves are the estimated duration within the schedule baseline, which is allocated for identified risks that are accepted

Question 59

Define “Management reserves”

Answer 59

Management reserves are 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. Depending on contract terms, use of management reserves may require a change to the schedule baseline

Question 60

Define “Fist of Five” or “Fist to Five”

Answer 60

In this voting technique, the project manager 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). If a team member holds up fewer than three fingers, the team member is given the opportunity to discuss any objections with the team. The project manager continues the fist-of-five process until the team achieves consensus (everyone holds up three or more fingers) or agrees to move on to the next decision

Question 61

Define “Duration estimates”

Answer 61

Duration estimates are quantitative assessments of the likely number of time periods that are required to complete an activity, a phase, or a project. For example: A range of 2 weeks ± 2 days, which indicates that the activity will take at least 8 days and not more than 12 (assuming a 5-day work week); OR, A 15% probability of exceeding 3 weeks, which indicates a high probability—85%—that the activity will take 3 weeks or less

Question 62

True or false: Regardless of the level of detail, the supporting documentation should provide a clear and complete understanding of how the activities duration estimate was derived

Answer 62

True

Question 63

Supporting detail for duration estimates may include:

Answer 63

Documentation of the basis of the estimate (i.e., how it was developed), Documentation of all assumptions made, Documentation of any known constraints, Indication of the range of possible estimates (e.g., ±10%) to indicate that the duration is estimated between a range of values), Indication of the confidence level of the final estimate, and Documentation of individual project risks influencing this estimate

Question 64

Define the process “Develop Schedule”

Answer 64

Develop Schedule is the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create a schedule model for project execution and monitoring and controlling

Question 65

Developing an acceptable project schedule is an ______ process

Answer 65

Iterative

Question 66

Key steps to the process of Developing a Project’s Schedule are:

Answer 66

Defining the project milestones, identifying and sequencing activities, and estimating durations

Question 67

True or false: [during the process of Developing a Project’s Schedule] once the activity start and finish dates have been determined, it is common to have the project staff assigned to the activities review their assigned activities

Answer 67

True. The staff confirms that the start and finish dates present no conflict with resource calendars or assigned activities on other projects or tasks and thus are still valid

Question 68

Define “Schedule network analysis”

Answer 68

Schedule network analysis is the overarching technique used to generate the project schedule model

Question 69

True or false: Schedule network analysis is an iterative process that is employed until a viable schedule model is developed

Answer 69

True

Question 70

Define “The critical path method”

Answer 70

The critical path method is used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths within the schedule model. This schedule network analysis technique 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. The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration. The critical path method is used to calculate the critical path(s) and the amount of total and free float or schedule flexibility on the logical network paths within the schedule model

Question 71

When using the critical path method to create a project schedule, which path option will have the least float?

Answer 71

The longest path (critical path) has the least total float—usually zero

Question 72

On any network path, the total float or schedule flexibility is measured by the amount of time that a schedule activity can be ____ or ____ from its early start date without delaying the project finish date or violating a schedule constraint.

Answer 72

delayed or extended

Question 73

____ total float 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

Answer 73

Positive

Question 74

____ total float is caused when a constraint on the late dates is violated by duration and logic. ____ [same word] float analysis is a technique that helps to find possible accelerated ways of bringing a delayed schedule back on track

Answer 74

Negative

Question 75

True or false: Schedule networks almost always have one critical path

Answer 75

False. Schedule networks may have multiple near-critical paths

Question 76

Define “Resource optimization”

Answer 76

Resource optimization is used to adjust the start and finish dates of activities to adjust planned resource use to be equal to or less than resource availability. Examples of resource optimization techniques that can be used to adjust the schedule model due to demand and supply of resources include but are not limited to: Resource Leveling, and Resource Smoothing

Question 77

Define “Resource leveling”

Answer 77

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. Resource leveling 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 two or more activities during the same time period

Question 78

Define “Resource smoothing”

Answer 78

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

Question 79

Describe the main difference between Resource Leveling and Resource Smoothing

Answer 79

In resource smoothing, as opposed to resource leveling, the project’s critical path is not changed and the completion date may not be delayed. In other words, activities may only be delayed within their free and total float. Resource smoothing may not be able to optimize all resources

Question 80

Define “What-if scenario analysis”

Answer 80

What-if scenario analysis is the process of evaluating scenarios in order to predict their effect, positive or negative, on project objectives. This is an analysis of the question, “What if the situation represented by scenario X happens?” A schedule network analysis is performed using the schedule to compute the different scenarios

Question 81

Define “simulation” as a data analysis technique

Answer 81

Simulation models the combined effects of individual project risks and other sources of uncertainty to evaluate their potential impact on achieving project objectives. The most common simulation technique is Monte Carlo analysis

Question 82

Define “Schedule compression techniques”

Answer 82

Schedule compression 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 helpful technique is the negative float analysis. The critical path is the one with the least float. Due to violating a constraint or imposed date, the total float can become negative

Question 83

Define “Crashing” as a Schedule compression techniques

Answer 83

A technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path

Question 84

True or false: [in the context of schedule compression techniques] Crashing does not always produce a viable alternative and may result in increased risk and/or cost

Answer 84

True

Question 85

Define “Fast tracking” as a Schedule compression techniques

Answer 85

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

Question 86

When implementing schedule compression techniques, ____ is more likely to raise risk to the project, and ____ is more likely to raise cost

Answer 86

Fast tracking, Crashing

Question 87

Define “Agile release planning”

Answer 87

Agile release planning 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. Agile release planning also determines the number of iterations or sprints in the release, and allows the product owner and team to decide how much needs to be developed and how long it will take to have a releasable product based on business goals, dependencies, and impediments

Question 88

True or false: [when modeling a project’s agile release plan] Since features represent value to the customer, the timeline provides a more easily understood project schedule as it defines which feature will be available at the end of each iteration

Answer 88

True. This is exactly the depth of information the customer is looking for

Question 89

True or false: A schedule baseline is 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

Answer 89

True

Question 90

True or false: If resource planning is done at an early stage, the project schedule remains preliminary until resource assignments have been confirmed and scheduled start and finish dates are established

Answer 90

True

Question 91

Although a project schedule model can be presented in tabular form, it is more often presented graphically, using one or more of the following formats:

Answer 91

Bar charts, Milestone charts, Project schedule network diagrams

Question 92

Define “Bar/Gantt charts”

Answer 92

They represent schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates

Question 93

Define “Milestone charts”

Answer 93

These charts are similar to bar charts, but only identify the scheduled start or completion of major deliverables and key external interfaces

Question 94

Define “Project schedule network diagrams”

Answer 94

These diagrams are commonly presented in the activity-on-node diagram format showing activities and relationships without a time scale, sometimes referred to as a pure logic diagram, or presented in a time-scaled schedule network diagram format that is sometimes called a logic bar chart. These diagrams, with activity date information, usually show both the project network logic and the project’s critical path schedule activities

Question 95

True or false: Another presentation of a Project Schedule Gantt Chart is a time-scaled logic diagram

Answer 95

False. Another presentation of the project schedule network diagram is a time-scaled logic diagram

Question 96

The ______ for the project schedule model is the collection of information for describing and controlling the schedule

Answer 96

schedule data

Question 97

The schedule data for a project includes, at a minimum:

Answer 97

the schedule milestones, schedule activities, activity attributes, and documentation of all identified assumptions and constraints

Question 98

Define “project calendar”

Answer 98

A project calendar identifies working days and shifts that are available for scheduled activities. It distinguishes time periods in days or parts of days that are available to complete scheduled activities from time periods that are not available for work

Question 99

Define the process “Control Schedule”

Answer 99

Control Schedule is the process of monitoring the status of the project to update the project schedule and managing changes to the schedule baseline. The key benefit of this process is that the schedule baseline is maintained throughout the project

Question 100

True or false: Any change to the schedule baseline can only be approved through the Perform Integrated Change Control process

Answer 100

True

Question 101

Control Schedule, as a component of the Perform Integrated Change Control process, is concerned with:

Answer 101

Determining the current status of the project schedule, Influencing the factors that create schedule changes, Reconsidering necessary schedule reserves, Determining if the project schedule has changed, and Managing the actual changes as they occur

Question 102

When an agile approach is used, Control Schedule is concerned with:

Answer 102

Determining the current status of the project schedule by comparing the total amount of work delivered and accepted against the estimates of work completed for the elapsed time cycle, Conducting retrospectives (scheduled reviews to record lessons learned) for correcting processes and improving, if required, Reprioritizing the remaining work plan (backlog), Determining the rate at which the deliverables are produced, validated, and accepted (velocity) in the given time per iteration (agreed-upon work cycle duration, typically 2 weeks or 1 month), Determining that the project schedule has changed, and Managing the actual changes as they occur

Question 103

True or false: Work performance data contains data mainly on project activities which have finished

Answer 103

False. Work performance data contains data on project status such as which activities have started, their progress (e.g., actual duration, remaining duration, and physical percent complete), and which activities have finished

Question 104

Define “Iteration burndown chart”

Answer 104

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 burndown based on the work committed from iteration planning. A forecast trend line can be used to predict the likely variance at iteration completion and take appropriate actions during the course of the iteration. A diagonal line representing the ideal burndown and daily actual remaining work is then plotted. A trend line is then calculated to forecast completion based on remaining work

Question 105

Performance reviews measure, compare, and analyze schedule performance against the ______ such as actual start and finish dates, percent complete, and remaining duration for work in progress

Answer 105

schedule baseline

Question 106

True or false: Comparing the progress along the critical path can help determine schedule status. The variance on the critical path will have a direct impact on the project end date

Answer 106

True

Question 107

Define “schedule forecasts”

Answer 107

Schedule updates are forecasts of estimates or predictions of conditions and events in the project’s future based on information and knowledge available at the time of the forecast. Forecasts are updated and reissued based on work performance information provided as the project is executed. The information is based on the project’s past performance and expected future performance based on corrective or preventive actions. This can include earned value performance indicators, as well as schedule reserve information that could impact the project in the future