Chapter 6. Schedule Management Flashcards

Question

What is a network logic diagram?

Answer 1

Visual, preferred method for representing activities, their dependencies, and sequences

Answer 2

After Define Activities and before Develop Schedule

Answer 3

Project Management Plan: - Schedule Management Plan - Scope Baseline Project Documents: - Activity List - Activity Attributes - Assumption Log - Milestone List Enterprise Environmental Factors Organizational Process Assets

Answer 4

Precedence Diagramming Method (PDM) Dependency Determination and Integrations Leads and Lags - Project Management Information System

Answer 5

It creates a graphical representation of the schedule activities in the order in which they must be performed on the project. Activities are represented by nodes (rectangles) with arrows representing the dependencies that exist between the activities. Units of duration are usually shown above the nodes. (see p. 227 for example)

Answer 6

Those things that influence which activities must be performed first.

Answer 7

Mandatory dependencies - one that cannot be broken, it is unavoidable Discretionary dependencies - often the result of best practices but may vary organization to organization and even project to project. Also known as "soft logic" or "preferred logic." Typically based on historical information, expert judgement and best practices. External dependencies - must be considered but are outside of the project's control and scope. Internal dependencies - within the project team's control.

Answer 8

A lead is one activity getting a jump-start on another. Cheats the "finish-to-start" relationship. Leads increase risk, and the rationale behind them should be clearly explained and documented.

Answer 9

A waiting period that exists between two activities.

Answer 10

Project Schedule Network Diagrams - visual of schedule activities, their dependencies and sequence Project Documents Updates

Answer 11

It analyzes the activity list to estimate time durations (estimate how long each activity will take) *not to be confused with estimating level of effort

Answer 12

Who will be doing the work, when they are available, how many resources will be assigned to this activity, and the amount of work involved in the activity.

Answer 13

It becomes the primary input into creating the schedule.

Answer 14

After the activity resource requirements have been gathered and before the schedule is developed.

Answer 15

Project Management Plan: - Schedule Management Plan - Scope Baseline Project Documents: - Activity List - Activity Attributes - Resource Requirements - Resource Calendars - Resource Breakdown Structure Enterprise Environmental Factors - records required by the organization, safety standards, regulations, etc. Organizational Process Assets - such as durations for activities from previous projects, specific calendar requirements, or anything else that provides structure or guidance to your activity duration estimates.

Answer 16

Expert Judgement, Analogous Estimating, Parametric Estimating, Three-Point Estimating, Bottom-Up Estimating (Data Analysis & Reserve Analysis), Decision Making and Meetings

Answer 17

Uses activity from a project previously performed within the organization to help estimate another activity's duration.

Answer 18

Linear extrapolation. Example: If 1 team can install 100 feet of fense in one day, it would take 10 teams to install 1,000 feet of fense in one day. Useful on estimating activities performed before but not on activities in which little or no historical information has been gathered.

Answer 19

Uses three data points: pessimistic, most likely and optimistic estimates... with two ways to calculate the 3-point estimate - Beta Distribution = (Pessimistic + 4 x Realistics + Optimistic) / 6 Triangular Distribution = (Pessimistic + Realistic + Optimistic) / 3

Answer 20

(Pessimistic - Optimistic) / 6

Answer 21

Beta = look like ahill | Triangular - looks like a triangle

Answer 22

Each step of an activity is estimated. Estimates are added together to get total duration for that activity.

Answer 23

An alternative analysis to determine whether to perform an activity inhouse or to outsource it, to use one highly skilled individual or two, whether to invest in automation, etc.; to make optimal decisions for the project and organization.

Answer 24

An estimate of reserve time, extra time added to an activity duration estimate. Reserve analysis is performed periodically throughout the life cycle of a project as more information on schedule risk becomes available.

Answer 25

Duration Estimates* Basis of Estimates - supporting detail of how estimates were derived, and what tradeoffs/alternatives were considered Project Documents Updates - should include new assumptions and lessons learned

Answer 26

After the processes of Estimate Activity Resources, Estimate Activity Durations and Sequence Activities have been performed and before Determine Budget is performed.

Answer 27

Project Management Plan: - Schedule Management Plan - Scope Baseline Project Documents: - Activity Attributes - Activity List - Assumption Log - Basis of Estimates - Duration Estimates - Lessons Learned - Milestone List - Project Schedule network Diagrams - Project Team Assignments - Resource Calendars - Resource Requirements - Risk Register Agreements Enterprise Environmental Factors Organizational Process Assets

Answer 28

``` Schedule Network Analysis Critical Path Method (CPM) Critical Chain Method Resource Optimization: - Resource Leveling - Resource Smoothing Data Analysis - What-if Scenario Analysis - Simulation Leads and Lag Schedule Compression - Project Management Information System Agile Release Planning ```

Answer 29

The project's critical path is the combination of activities that, if any are delayed, will delay the project's finish.

Answer 30

To calculate a project's finish date. To identify how much individual activities in the schedule can slip (or "float") without delaying the project. To identify the activities with the highest risk that cannot slip without changing the project finish date.

Answer 31

Based on theories by Eliyahu Goldratt, provides a means to view and manage uncertainty when building the project schedule. Allows for the addition of one lump-sum buffer used to manage any individual activity that may be in danger of slipping. Usually team is not made aware of the buffers, kept on an agressive schedule. Remains under the control of the project manager.

Answer 32

Use the critical path method (CPM) to calculate and analyze all of the network paths for the project. Then, apply resources to that analysis to see what effect is has on schedule outcome. Note: this technique often results in change to the critical path and project completion date. see p. 243 to study diagrams. ***VERY IMPORTANT***

Answer 33

Looks at schedule in light of resource constraints, sometimes results in activities changing within the "float". Less disruptive to schedule than resource-leveling.

Answer 34

Considering how events or scenarios may impact the schedule, to determine whether or not the schedule is practical, and whether reserves and buffers are appropriate.

Answer 35

Applies a number of scenarios against the project schedule to determine the probability of finishing on time.

Answer 36

Analysis performed by computer and evaluates probabilities by considering a huge number of simulated scheduling possibility or a few selected likely scenarios. it identifies the highest risk activities that may not otherwise be apparent, showing the impact of these changes on the schedule.

Answer 37

Determining ways to complete the schedule earlier without cutting the project's scope.

Answer 38

Crashing is adding resources to a project activity so that it will be completed more quickly. This almost always increases cost. Fast tracking means to re-order the sequence of activities so that some of the activities are performed at the same time. Does not necessarily increase cost, but almost always increases risk to the project bc usually involves discretionary dependencies being ignored and additional activities happening simultaneously. It can also involve some individual tasks taking longer.

Answer 39

The approved schedule that has been placed under control.

Answer 40

Bar Charts (or Gantt Charts) - show activities represented as horizontal bars and typically have a calendar along the horizontal axis. The length of the bar corresponds to the length of time the activity should require. See p. 247 for example. Milestone Charts - Represents key events for the project, may be significant events or deliverable. Usually reserved for brief, high-level project presentation where a lot of schedule detail would be undesirable or even distracting.

Answer 41

A detail-driven visual that provides a view of the dependencies and sequence of each activity. The best representation for calculating the critical path and showing dependencies on the project. See p. 248 for example.

Answer 42

schedule templates, activities and their attributes, estimated durations, and any constraints and assumptions... i.e the data that supports how this schedule was developed.

Answer 43

Shows the schedules, hours and shifts for all activities

Answer 44

A controlling and monitoring process.

Answer 45

Any time the schedule changes or a change request that affects the schedule occurs, the change should be evaluated and planned. The schedule should be monitored continuously against the actual work performed to ensure that things stay on target.

Answer 46

Throughout the life of the project, from the moment the schedule is developed until all scheduled activities have been completed.

Answer 47

Project Documents: - Lessons Learned Register - Project Calendars - Project Schedule - Resource Calendars - Schedule Data - Work Performance Data - Organizational Process Assets

Answer 48

Data Analysis (6 forms): - Earned Value Analysis - Iteration Burndown Chart - Performance Reviews - Trend Analysis - Variance Analysis - What-if Scenario Analysis ``` Critical Path Method (CPM) Project Management Information System Resource Optimization Leads and Lags Schedule Compression ```

Answer 49

An Agile tool used to display the team's progress of completing the work in the backlog. See p. 251 for an example.

Answer 50

Can alert to positive or negative outcomes before they happen, allowing for corrective action before a date/milestone is actually missed.

Answer 51

Reallocating resources to match changed schedule.

Answer 52

Work Performance Information Schedule Forecasts - the shedule is a plan, but when compared against actual performance data, meaningful forecasts can be made Change Requests Project Management Plan Updates Project Documents Updates

Answer 53

Estimate at Completion (EAC) and Estimate to Completion (ETC)

Answer 54

In Agile projects, it is impossible and/or undesirable to plan whole project schedule at the beginning. Instead, the approach is to plan in much smaller, more flexible increments, prioritized by what is most valuable to the customer. Sometimes approach used is on-demand, using a Kanban board to show work in progress. Technically, work is not scheduled in advance, but instead "pulled" from the board when resources become available. Works best when backlog of work to be performed is "well groomed."

Answer 55

A backlog of work is up to date, the effort is estimated and each item is prioritized to accurately reflect the value it would deliver to the customer.