Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

PMP Exam Prep > Chapter 7: Project Schedule Management > Flashcards

Chapter 7: Project Schedule Management Flashcards

1
Q

This is the process of documenting how to manage the schedule.

A

Plan Schedule Management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

This plan documents how to define, sequence, estimate, develop and control the schedule.

A

Schedule Management Plan

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

This is the process of taking the work packages from the WBSand breaking them down into activities.

A

Define activities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

The specific work that will need to get done by the project team to create project deliverables.

A

Activities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

The output where the activities are stored.

A

Activities List

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

The process of taking the list of activities and putting them in the order they will be performed.

A

Sequence Activities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

A diagram that shows the order in which you will do each activity.

A

Project Schedule Network Diagram

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

A technique that is used to build a sequence using the activitites.

A

Precedence Diagramming Method (PDM)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

A precedence diagramming method that relates activities based on their status as a predecessor or successor.

A

Activity on Node (AON)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

A type of dependency in which one activity must be finished before starting another activity.

A

Mandatory Dependency (AKA hard logic, hard dependency)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

A type of dependency in which activities do not need to be performed in a specific order.

A

Discretionary Dependency (AKA soft logic)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

A type of dependency in which activities are dependent on activities outside the control of the project team.

A

External Dependency

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

A type of dependency in which activities are dependent on activities within the control of the project team.

A

Internal Dependencies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

An overlap between activities.

A

Lead

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Delays between activities.

A

Lag

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

The process of analyzing each activity to determine how long it will take.

A

Estimate Activity Duration

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

An input that lists all all of the identified project risks as well as their impact and response.

A

Risk Register

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

A hierarchical breakdown of resources by their categories and types.

A

Risk Breakdown Structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

A listing of all the lessons learned so far on the project.

A

Lessons learned register

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

The listing of the project team that will be assigned to work on the project.

A

Project Team Assignment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

An estimating technique that relies on historical information to assign the current duration to the activities.

A

Analogous Estimating (AKA Top Down)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

An estimating technique that uses a mathematical algorithm based on historical data and variables to calculate duration or cost.

A

Parametric Estimating

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

An estimating technique that uses optimistic, most likely and pessimistic scenarios to calculate duration or cost.

A

Program Evaluation and Review Technique (PERT)
(AKA Three Point Estimating)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

The normal PERT formula that places more weight on the realistic estimate.

(Optimistic + 4 * Realistic + Pessimistic)/6

A

Beta Distribution

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

The formula used to give a range of an estimate.

(Pessimistic - Optimistic)/6

A

Standard Deviation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

The formula used to give an average based on pessimistic, optimistic and realistic:

(Optimistic + Realistic + Pessimistic)/3

A

Triangular Distribution

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

The most accurate method of estimating achieved by breaking down work to the lowest levels and aggregating the work back up to find an overall duration.

A

Bottom Up Estimating

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

A data analysis technique that adds extra time to an activity to account for risk.

A

Reserve Analysis

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

An output that defines how estimates were developed and their ranges.

A

Basis of Estimates

30
Q

The process of creating the schedule baseline and the project schedule.

A

Develop Schedule

31
Q

A technique that helps to generate the project schedule using tools such as the critical path method or resource optimization.

A

Schedule Network Analysis

32
Q

A scheduling technique that uses a network diagram to find the longest path and it’s start and end dates.

A

Critical Path Method

33
Q

The amount of time you can delay an activity without delaying the project.

A

Float

34
Q

A resource optimization technique in which activity dates are extended or activities are resequenced in order to account for resource over-allocation

A

Resource Leveling

35
Q

A resource optimization technique that allows activities to change if there is float.

A

Resource Smoothing

36
Q

A schedule compression technique in which more resources are added to an activity to make it go faster.

A

Crashing

37
Q

A schedule compression technique in which activities are done in parallel instead of sequentially to make a project go faster.

A

Fast Tracking

38
Q

Crashing increase _____, Fast-Tracking increases _______ .

A

Cost, Risk

39
Q

A set of iterations that will help to create a product that is given to the customer for feedback.

A

Release Plan

40
Q

A plan used to create a single iteration for part of the product.

A

Iteration Plan

41
Q

The version of the schedule that the project manager and team will use to measure the progress of the project schedule.

A

Schedule Baseline

42
Q

A time-phased graphical display of activity start dates, end dates and durations.

A

Gantt Charts (AKA Bar Charts)

43
Q

A chart that shows the major deliverables on a project.

A

Milestone Chart

44
Q

A diagram that shows the duration and the sequencing of every activity on a project.

A

Project Schedule Network Diagram

45
Q

The process of controlling the project work to ensure it will finish on the schedule baselin.

A

Control Schedule

46
Q

A data analysis technique in which a series of formulas are used to numerically analyze the performance of a project’s related costs and time.

A

Earned Value Analysis

47
Q

A chart used on an agile project to show how much work is left to be done.

A

Iteration Burndown Chart

48
Q

A data analysis technique that compares planned work to the actual work.

A

Performance Review

49
Q

A schedule analysis technique that looks at different possible scenarios to help fix or reorganize the schedule.

A

What-if Scenarios (AKA Monte Carlo)

50
Q

A high level relative estimation used on agile projects in which you assign T-Shirt sizing to the different stories on a project.

A

T-Shirt Sizing

51
Q

An estimation technique used on agile projects in which the team uses a series of “playing cards” with a set of number written on them.

A

Planning Poker

52
Q

A diagram used on agile projects that tracks how much work is getting done based on the number of points.

A

Cumulative Flow Diagram (CFD)

53
Q

The number of points an agile team can get done in one iteration.

A

Team Velocity

54
Q

A chart used on agile projects that shows the amount of work that has been done.

A

Burnup Chart

55
Q

The amount of time something takes to go through the entire process.

A

Lead Time

56
Q

The amount of time something takes to go through a defined part of a process.

A

Cycle Time

57
Q

The amount of work that can get done in a particular period of time.

A

Throughput

58
Q

What is the formula for cycle time?

A

Cycle Time = Work in Progress/Throughput

59
Q

The amount of time you can delay an activity without delaying the next activity

A

Free Float

60
Q

The earliest date you can start an activity without delaying the project end date.

A

Early Start

61
Q

The latest you can start an activity without delaying the project end date.

A

Late Start

62
Q

The earliest you can finish an activity without delaying the project end date.

A

Early FInish

63
Q

The latest you can finish an activity without delaying the project end date.

A

Late Finish

64
Q

Name two formulas in the critical path method you can use to calculate slack.

A

LS - ES

or

LF - EF

65
Q

What is the formula for calculating the early finish date of an activity in the critical path method?

A

ES + Duration -1 = EF

66
Q

What is the formula for calculating the late start date of an activity in the critical path method?

A

LF - Duration + 1 = LS

67
Q

When employing the critical path method Use the forward pass to find the ________ and ________.

A

Early Start and Early Finish

68
Q

When employing the critical path method use the backward pass to find the _______ and ________ .

A

Late Finish and Late Start

69
Q

When going forward at a convergence of paths when employing the critical path method use the _________ start number.

A

Highest

70
Q

When going backward at a convergence of paths when employing the critical path method use the _________ finish number.

A

Lowest

PMP Exam Prep (9 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions