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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

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2
Q

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

A

Schedule Management Plan

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3
Q

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

A

Define activities

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4
Q

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

A

Activities

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5
Q

The output where the activities are stored.

A

Activities List

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6
Q

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

A

Sequence Activities

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7
Q

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

A

Project Schedule Network Diagram

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8
Q

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

A

Precedence Diagramming Method (PDM)

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9
Q

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

A

Activity on Node (AON)

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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)

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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)

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12
Q

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

A

External Dependency

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13
Q

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

A

Internal Dependencies

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14
Q

An overlap between activities.

A

Lead

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15
Q

Delays between activities.

A

Lag

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16
Q

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

A

Estimate Activity Duration

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17
Q

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

A

Risk Register

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18
Q

A hierarchical breakdown of resources by their categories and types.

A

Risk Breakdown Structure

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19
Q

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

A

Lessons learned register

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20
Q

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

A

Project Team Assignment

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21
Q

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

A

Analogous Estimating (AKA Top Down)

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22
Q

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

A

Parametric Estimating

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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)

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24
Q

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

(Optimistic + 4 * Realistic + Pessimistic)/6

A

Beta Distribution

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25
The formula used to give a range of an estimate. (Pessimistic - Optimistic)/6
Standard Deviation
26
The formula used to give an average based on pessimistic, optimistic and realistic: (Optimistic + Realistic + Pessimistic)/3
Triangular Distribution
27
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.
Bottom Up Estimating
28
A data analysis technique that adds extra time to an activity to account for risk.
Reserve Analysis
29
An output that defines how estimates were developed and their ranges.
Basis of Estimates
30
The process of creating the schedule baseline and the project schedule.
Develop Schedule
31
A technique that helps to generate the project schedule using tools such as the critical path method or resource optimization.
Schedule Network Analysis
32
A scheduling technique that uses a network diagram to find the longest path and it's start and end dates.
Critical Path Method
33
The amount of time you can delay an activity without delaying the project.
Float
34
A resource optimization technique in which activity dates are extended or activities are resequenced in order to account for resource over-allocation
Resource Leveling
35
A resource optimization technique that allows activities to change if there is float.
Resource Smoothing
36
A schedule compression technique in which more resources are added to an activity to make it go faster.
Crashing
37
A schedule compression technique in which activities are done in parallel instead of sequentially to make a project go faster.
Fast Tracking
38
Crashing increase _____, Fast-Tracking increases _______ .
Cost, Risk
39
A set of iterations that will help to create a product that is given to the customer for feedback.
Release Plan
40
A plan used to create a single iteration for part of the product.
Iteration Plan
41
The version of the schedule that the project manager and team will use to measure the progress of the project schedule.
Schedule Baseline
42
A time-phased graphical display of activity start dates, end dates and durations.
Gantt Charts (AKA Bar Charts)
43
A chart that shows the major deliverables on a project.
Milestone Chart
44
A diagram that shows the duration and the sequencing of every activity on a project.
Project Schedule Network Diagram
45
The process of controlling the project work to ensure it will finish on the schedule baselin.
Control Schedule
46
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.
Earned Value Analysis
47
A chart used on an agile project to show how much work is left to be done.
Iteration Burndown Chart
48
A data analysis technique that compares planned work to the actual work.
Performance Review
49
A schedule analysis technique that looks at different possible scenarios to help fix or reorganize the schedule.
What-if Scenarios (AKA Monte Carlo)
50
A high level relative estimation used on agile projects in which you assign T-Shirt sizing to the different stories on a project.
T-Shirt Sizing
51
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.
Planning Poker
52
A diagram used on agile projects that tracks how much work is getting done based on the number of points.
Cumulative Flow Diagram (CFD)
53
The number of points an agile team can get done in one iteration.
Team Velocity
54
A chart used on agile projects that shows the amount of work that has been done.
Burnup Chart
55
The amount of time something takes to go through the entire process.
Lead Time
56
The amount of time something takes to go through a defined part of a process.
Cycle Time
57
The amount of work that can get done in a particular period of time.
Throughput
58
What is the formula for cycle time?
Cycle Time = Work in Progress/Throughput
59
The amount of time you can delay an activity without delaying the next activity
Free Float
60
The earliest date you can start an activity without delaying the project end date.
Early Start
61
The latest you can start an activity without delaying the project end date.
Late Start
62
The earliest you can finish an activity without delaying the project end date.
Early FInish
63
The latest you can finish an activity without delaying the project end date.
Late Finish
64
Name two formulas in the critical path method you can use to calculate slack.
LS - ES or LF - EF
65
What is the formula for calculating the early finish date of an activity in the critical path method?
ES + Duration -1 = EF
66
What is the formula for calculating the late start date of an activity in the critical path method?
LF - Duration + 1 = LS
67
When employing the critical path method Use the forward pass to find the ________ and ________.
Early Start and Early Finish
68
When employing the critical path method use the backward pass to find the _______ and ________ .
Late Finish and Late Start
69
When going forward at a convergence of paths when employing the critical path method use the _________ start number.
Highest
70
When going backward at a convergence of paths when employing the critical path method use the _________ finish number.
Lowest

PMP Exam Prep (9 decks)

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