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CAPM 1 > Chapter 6- Project Time Management > Flashcards

Chapter 6- Project Time Management Flashcards

1
Q

Activity List

A

The primary output of breaking down the WBS work packages.

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2
Q

Alternative analysis

A

The identification of more than one solution. Consider roles, materials, tools, and approaches to the project work.

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3
Q

Analogous estimating

A

A somewhat unreliable estimating approach that relies on historical information to predict what current activity durations should be. Analogous estimating is more reliable, than team member recollections. It is also known as a top-down estimating and is a form of expert judgement.

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4
Q

Bottom-up estimating

A

The most accurate time-and-cost estimating approach a project manager can use. This estimating approach starts at “bottom” of the project and considers every activity, its predecessor and successor activities, and the exact amount of resources needed to complete each activity.

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5
Q

Control account

A

A WBS entry that considers the time, cost, and scope measurements for that deliverable within the WBS. The estimated performance is compared against the actual performance to measure overall performance for the deliverables within that control account. The specifics of a control account are documented in a control account plan.

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6
Q

Control threshold

A

A predetermined range of acceptable variances, such as +/- percent off schedule. Should the variances exceed the threshold then project control processes and corrected actions will be enacted.

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7
Q

Crashing

A

A schedule compression approach that adds more resources to activities on the critical path to complete the project earlier. When crashing a project, costs are added because the associated labour and sometimes resources ( such as faster equipment) cause cost to increase.

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8
Q

Critical Chain Methos

A

A network analysis approach where the deadlines associated with individual tasks are removed and only date that matters is the promised due date of the project deliverable. CCM works to modify the project schedule based on the availability of the project resources rather than on the pure sequence of events, as in the critical path method.

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9
Q

Critical path

A

The path in the project network diagram that cannot be delayed, otherwise the project completion date will be late. There can be more than one critical path. Activities on the critical path have no float, and it is the path longest path on the network diagram.

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10
Q

Discretionary dependencies

A

These dependencies are preferred order of activities. Project manager should use these relationships at their discretion and should document the logic behind the decision. 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 preferential or soft logic.

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11
Q

Early finish

A

The earliest a project activity can finish. Used in the forward pass procedure to discover the critical path and a float.

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12
Q

Early start

A

The earliest a project activity can start. Used in the forward pass procedure to discover the critical path and a float.

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13
Q

External dependencies

A

As a name implies, these are dependencies outside of the project’s control. Examples include the delivery of equipment from a vendor, the deliverable of another project, or the decision of a committee, lawsuit, or expected new law.

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14
Q

Fast tracking

A

A schedule compression method that changes the relationship of activities. With fast tracking, activities, that would normally be done in sequence are allowed to be done in parallel or with some overlap. Fast tracking can be accomplished by changing the relation of activities from FS to SS or even FF by adding lead time to downstream activities. However, fast tracking does add risk to a project.

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15
Q

Finish-to-finish (FF)

A

An activity relationship type that requires the current activity to be finished before its successor can finish.

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16
Q

Finish-to-start (FS)

A

An activity relationship type that requires the current activity to be finished before its successor can start.

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17
Q

Fragnet

A

A representation of a project network diagram that is often used for outsources portions of a project, repetitive work within a project, or a subproject. Also called a subnet.

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18
Q

Free float

A

This is the total time a single activity can be delayed without affecting the early start of its immediately following successor activities.

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19
Q

Hard logic

A

Logic that describes activities that must happen in a particular order. For example, the dirt must be excavated before the foundation can be built. The foundation must be in place before the framing can begin. Also known as a mandatory dependency.

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20
Q

Internal dependencies

A

Internal relationships to the project or the organisation. For example, the project team must create the software as a part of the project’s deliverables before the software can be tested for quality control.

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21
Q

Lag time

A

Positive time that moves two or more activities further apart.

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22
Q

Late finish

A

The latest a project activity can finish. Used in the backward pass procedure to discover the critical path and project float.

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23
Q

Late start

A

The latest a project activity can start.Used in the backward pass procedure to discover the critical path and project float.

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24
Q

Lead time

A

Negative time that allows two or more activities to overlap where ordinarily these activities would be sequential.

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25
Q

Management reserve

A

A percentage of the project duration to combat Parkinson’s law. When project activities become late, their lateness is subtracted from the management reserve.

26
Q

Mandatory dependencies

A

These dependencies are the natural order of activities. For examples, you can’t begin building your house until a foundation is in place. Also called hard logic.

27
Q

Monte Carlo Analysis

A

A project simulation approach named after the world famous gambling district in Monaco. This predicts how scenarios may work out, given any number of variables. The process doesn’t actually churn out a specific answer, but a range of possible answers. When Monte Carlo analysis is applied to a schedule, it can examine, for example, the optimistic completion date, the pessimistic completion date, and the most likely completion date for each activity in the project and then predict a mean for the project schedule.

28
Q

Parametric estimate

A

A quantitatively based duration estimate that uses mathematical formulas to predict how long an activity will take based on the quantities of work to be completed.

29
Q

Parkinson’s law

A

A theory that states:” Work expands so as to fill the time available for its completion.” It is considered with time estimating, because bloated or padded activity estimates will fill the amount of time allotted to the activity.

30
Q

Planning package

A

A WBS entry located below a control account and above the work packages. A planning package signifies that there is more planning that need to be completed for this specific deliverable.

31
Q

Precedence diagramming method

A

A network diagram tat shows activities in nodes and the relationship between each activity. Predecessors come before the current activity, and successor come after the current activity.

32
Q

Project calendars

A

Calendars that identify when the project work will occur

33
Q

Project float

A

This is the total time the project can be delayed without passing the customer-expected completion date.

34
Q

Project network diagram

A

A diagram that visualises the flow of the project activities and their relationships to other project activities.

35
Q

Refinement

A

An update to the work breakdown structure.

36
Q

Resource breakdown structure RBS

A

This is hierarchical breakdown of the project resources by category and resource type. For example you could have a category of equipment, a category of human resource, and a category of materials. Within each category, you could identify the types of equipment your project will use, the types of human resources, and the types of material.

37
Q

Resource calendars

A

Calendars that identify when project resources are available for the project work.

38
Q

Resource-levelling heuristic

A

A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the availability supply. Resource levelling can be applies using different methods to accomplish different goals. One of the most common methods is to ensure that workers are nor overextended on activities.

39
Q

Rolling wave planning

A

The imminent work is planned in detail, while the work in the future in planned at a high level. This is a form of progressive elaboration.

40
Q

Schedule management plan

A

A subsidiary plan in the project management plan. It defines how the project schedule will be created, estimated, controlled, and managed.

41
Q

Soft logic

A

The activities don’t necessarily have to happen in a specific order. For example, you could install the light fixtures first, than the carpet and then paint in the room. The project manager could use soft logic to change the order of the activities if so desired.

42
Q

Start-to-finish

A

An activity relationship that requires an activity to start so that its successor can finish. This is the most unusual of all activity relationship types.

43
Q

Start-to-start

A

An activity relationship type that requires the current activity to start before its successor can start.

44
Q

Subnet

A

A representation of a project network diagram that is often used for outsourced portions of projects, repetitive work within a project, or a subproject. Also called fragnet.

45
Q

Template

A

previous project that can be adapted for the current project and forms that are pre-populated with organisational specific information

46
Q

PLAN SCHEDULE MANAGEMENT

A 
Inputs:
PMP
Charter
Organisational Process Assets
Enterprise Environmental Factors

T&T
Expert judgement
Analytical Techniques
Meetings

OUTPUTS:
Schedule Management Plan

47
Q

Define Activities

A 
Inputs:
Schedule Management Plan
Scope Baseline
Organisational Process Assets
Environmental factors

T&T
Rolling wave planning
Decomposition
Expert judgement

Outputs
Activity List
Activity Attributes
Milestone list

48
Q

Sequence Activity

A 
Inputs:
Schedule Management Plan
Activity List
Activity Attributes
Milestone list
Project Scope Statement
Organisational Process Assets
Environmental factors

T&T
Precedence diagramming method (PDM)
Dependence determination
Leads and Lags

Outputs
Project schedule network diagram
Project document updates

49
Q

Estimate activity resources

A 
Inputs
Schedule Management Plan
Activity List
Activity Attributes
Resource calendars
Risk register
Activity Cost estimates
Organisational Process Assets
Environmental factors
T&T
Expert judgement
Alternative analysis
Published estimating data
Bottom-up estimating
Project management software

Outputs
Activity resource requirements
Resource breakdown structure
Project documents updates

50
Q

Determine activity duration

A 
Inputs:
Schedule Management plan
Activity List
Activity attributes
Activity resource requirements
Resource Calendars
Project Scope Statement
Risk Register
Resource Breakdown structure
Organisational Process Assets
Environmental factors
T&T
Expert judgement
Analogous estimating
Parametric estimating
Three point estimating
Reserve analysis
Group decision making techniques

Outputs
Activity duration estimates
Project documents updates

51
Q

Develop Schedule

A 
Inputs
Schedule Management Plan
Activity list and attributes
Project Schedule network diagrams
Activity resource requirements
Resource calendars
Activity duration estimates
Project Scope Statement
Risk Register
Project staff assignments
Resource breakdown structure
Enterprise environmental factors
Organisational process assets
T&T
Schedule network analysis
Schedule compression
Scheduling tool
Critical path method
Critical Chain method
Modelling techniques
Resource optimisation techniques
Outputs
Schedule baseline
Project schedule
Schedule data
Project calendars
PMP updates
Project document updates
52
Q

Control schedule

A 
Inputs:
PMP
Project Schedule
Work performance data
Project calendars
Schedule data
Organisational process assets
T&T
Performance reviews
Project Management software
Resource optimisation techniques
Modelling techniques
Leads and Lags
Schedule compression
Scheduling tool
Outputs
Work performance information
Schedule forecasts
Change requests
PMP updates
Project documents updates
Organisational process assets updates
53
Q

Resource optimisation techniques

A

Resource Levelling

Resource smoothing

54
Q

Resource smoothing

A

Resource optimisation technique
Technique that adjusts the activities of a schedule model such that the requirements for resources on the project do not exceed certain pre-defined resource limits.

55
Q

Modelling techniques

A

What-if scenario

Simulation

56
Q

Schedule compression

A

Crashing

Fast tracking

57
Q

Project schedule formats

A

Bar charts
Milestone charts
Project Schedule network diagrams

58
Q

Performance reviews techniques

A

Trend analysis
Critical Path method
Critical chain method
Earned value management

59
Q

What-if Scenario analysis

A

process of evaluation scenarios in order to predict their effect, positively or negatively of project deliverables.

60
Q

Simulation

A

Involves calculating multiple project durations with different sets of activity assumptions, usually using probability distributions constructed from the three point estimates to account for uncertainty. Most common Monte-Carlo- distribution of possible activity durations is defined for each activity and used to calculate a distribution of possible outcomes for the total project.

CAPM 1 (14 decks)

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