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PM 2500 > Final exam > Flashcards

Final exam Flashcards

1
Q

Project Schedule Management components (6)

A
  • Plan Schedule Management (planning process group)
  • Define Activities (planning process group)
  • Sequence Activities (planning process group)
  • Estimate Activity Durations (planning process group)
  • Develop Schedule (planning process group)
  • Control schedule (monitoring and controlling process group)
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2
Q

How do project managers plan the schedule?

A

Use tools and techniques to define the sequence project activities and dependencies, and identify and plan for project risks.

Required processes that need to occur in order to manage the completion of the project on time.

Ensures requirements of stakeholders and team members are both reasonable and in alignment.

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3
Q

Processes of plan schedule management

A

The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project.

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4
Q

Processes of defining activities

A

The process of identifying and documenting the specific actions to be performed to produce the project deliverables. This includes identifying and documenting the work that is planned to be performed, identifying the deliverables, and defining the schedule activities to meet project objectives.

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5
Q

Process of Sequencing Activities

A

The process of identifying and documenting relationships among the project activities. Activities are logically sequenced with precedence relationships.

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6
Q

Process of Estimating Activity Durations

A

The process of estimating the number of work periods needed to complete individual activities with estimated resources.

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7
Q

Process of developing a schedule

A

The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.

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8
Q

Process of controlling schedule

A

The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.

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9
Q

What needs to be included in a schedule?

A

1) Accounts for work that needs to be done (deliverables, work packages).
2) Determines sequence in which tasks are completed. (parallel, sequential, what goes first?)
3) Accounts for external constraints beyond control of the project. (weather, time, resources, money).
4) Can meet timeline requirements. (prescribed timeline that the schedule will work backwards from, you can’t change the date of the milestone).

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10
Q

The project schedule is developed in the initiating process group. (Y/N)

A

No – it is developed in the planning process group.

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11
Q

Project Schedule Management Processes are documented in the Schedule Management Plan. (Y/N)

A

Yes

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12
Q

Schedules do not need to account for external constraints. (Y/N)

A

No – Schedules must take into account constraints that are beyond the control of the project. For example: weather, time, resources, money

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13
Q

Schedule Management includes the processes necessary to ensure well-timed completion of the project. (Y/N)

A

Yes

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14
Q

The major benefit of a Schedule Management Plan is that everyone knows when the project activities will be completed. (Y/N)

A

No - The major benefit of the Schedule Management Plan process is that it provides direction on how the project schedule will be managed throughout the project.

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15
Q

A schedule determines the sequence in which tasks are completed. (Y/N)

A

Yes - A schedule determines the sequence in which tasks are completed AND by which resources.

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16
Q

MS Project is the best software for developing an electronic schedule. (Y/N)

A

No – there are many software applications that function the same way that MS Project does, and some are open source, online and with little to no cost.

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17
Q

Plan Schedule Management definition

A

Process of establishing the policies, procedures and documentation for: planning, developing, managing, executing and controlling the project schedule.

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18
Q

Inputs of the plan schedule management

A

1) Project Charter
2) Project management plan (scope mgmt plan, dev’t approach)
3) Enterprise environmental factors
4) Organizational process assets.

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19
Q

Tools and techniques for plan schedule management

A

1) expert judgement
2) data analysis
3) meetings

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20
Q

Output of plan schedule management

A

Schedule management plan.
Based on the requirements of the project, this plan will include applicable control thresholds for developing, monitoring, and controlling the schedule.

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21
Q

Define activities

A

Identifying and documenting the specific actions to be performed to produce the project deliverables.
- work planned to be performed
- identifying deliverables
- defining the schedule activities to meet project objectives.

Creates basis for estimating, scheduling, executing, monitoring, and controlling the project work.

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22
Q

Inputs of defining activities

A

1) Project mgmt plan (schedule mgmt plan, scope baseline).
2) Enterprise environmental factors
3) Organizational process assets.

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23
Q

Tools and techniques of defining activities

A

1) Expert judgement
2) Decomposition
3) Rolling wave planning (waiting until project work has begun and the tasks are evident to plan the subsequent levels; it is a form of progressive elaboration)
4) Meetings

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24
Q

Outputs of defining activities (5)

A

1) Activity List
2) Activity attributes
3) Milestone list
4) Change requests
5) Project mgmt plan updates (schedule and cost baselines)

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25
Q

Progressive elaboration

A

Is the iterative process of increasing the level of detail in a project management plan as great amounts of information and more accurate estimate become available.

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26
Q

Activity attributes

A

Characteristics or features associated with each activity is detailed on the activity list. Ex: activity code, description, predecessor activities, logical relationships, constraints, assumptions, etc.

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27
Q

Milestone list

A

Comprehensive list that is used to identify all project milestones and normally indicates whether the milestone is mandatory or optional.

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28
Q

Sequence Activities inputs

A
  1. PM plan - schedule mgmt plan, scope baseline
  2. Project documents - activity attributes, activity list, assumption log, milestone list.
  3. Enterprise env’t factors
  4. organizational process assets.
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29
Q

Sequence activities tools & techniques

A
  1. Precedence diagramming method.
  2. Dependency determination and integration.
  3. Leads and lags.
  4. Project mgmt information system
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30
Q

Sequence activities outputs

A
  1. Project schedule network diagrams
  2. project document updates - activity attributes, activity list, assumption log, milestone list
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31
Q

Sequence activities

A

Identifying and documenting the relationships amongst project activities.

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32
Q

Activity attributes

A

environment, skills, timing, quality, special people, conditions

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33
Q

Precedence Diagramming Method (PDM)

A

Activities are represented as nodes; each activity is connect by an arrow that shows dependencies.
Can be full details or summary activities (hammocks)

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34
Q

Dependency Determination and Integration

A

Dependencies can be mandatory, discretionary, internal or external.

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35
Q

Leads and Lags

A

LEAD - The amount of time a successor activity can be advanced. OVERLAP
LAGS - how long an activity will be delayed in relation to its predecessor. WAITING TIME

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36
Q

Project Management Information System

A

Includes software to enable the PM to schedule. The software allows user to plan, organize, adjust and manipulate logical relationships, leads and lags.

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37
Q

Why use precedence diagramming method?

A
  • Helps with resource planning
  • Creates a baseline for critical activities
  • Determines when the project will end (the duration)
  • Shows dependencies among activities
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38
Q

Predecessor

A

The activities that must be completed prior to initiation of a later activity in the network

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39
Q

Successor

A

Activities that cannot be started until previous activities have been completed. These activities follow predecessors’ tasks

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40
Q

Serial (sequential) activity

A

One resource, many tasks (one has to be done before the other is done). This linear method is the most time consuming way of sequencing.

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41
Q

Parallel activity

A

more than one resource, one activity done at the same time as another activity.

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42
Q

Merge activity

A

a couple of activities have to be done before the one activity can be done. (make all the dishes before they can be served at a party)

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43
Q

Burst activity

A

An activity that has to start before others can begin. (once foundation is done, you can frame, start drainage and bring material).

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44
Q

Start to start

A

Predecessor must start before successor can start. (road excavating must start before asphalt can be laid).

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45
Q

Finish to Finish

A

Predecessor must finish before Successor can finish. (Laying asphalt must be complete before line painting can be started).

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46
Q

Finish to start

A

Predecessor must finish before Successor can start. THIS IS THE MOST COMMON RELATIONSHIP IN A NETWORK. (Land must be purchased before road building can start.)

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47
Q

Start to Finish

A

Predecessor must start before Successor can finish. This is the least common task relationship and is rarely used.
(road excavating must start before line painting can be completed).

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48
Q

Task relationship: Writing a chapter in a book and having an editor proof the writing, then going onto next chapter.

A

(Start to Start) Relationship - Once Chapter 1 is finished you can give to the editor to commence proofing while you work away on Chapter 2. Once Chapter 2 is finished, you give to editor etc.

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49
Q

Task relationship: Activities of digging foundation and pouring concrete in a project.

A

(Finish to Start) Relationship - Pouring concrete can only occur after the foundation has been dug

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50
Q

Task relationship: Icing a homemade cake for a birthday party.

A

(Finish to Start) Relationship - the cake must be prepared and baked before the task of icing can begin

51
Q

Task relationship: Activities involving pouring concrete and construction of a new facility.

A

(Start to Start) Relationship with a delay. Construction can begin after concrete has been poured; 2-5 days, then curing.

52
Q

Task relationship: Heating up the oven to a temperature in order to have a fully baked cake.

A

(Finish to Finish) Relationship – the oven must be pre-heated in order to complete the baking of the cake.

53
Q

Task relationship: The task of cleaning up following a party.

A

SF - The cleaning can only start once the party has finished.
FF - The cleaning can finish 2 hours after the party has finished.
FS - The party has to finish before the cleaning can start.

54
Q

Task relationship: Completing the task of painting and installation of baseboards and trim.

A

(FS) Relationship - paint must be dry before all the trimming tasks to be completed.

55
Q

Task relationship: Project involves building a new gas pipeline to replace an old pipeline.

A

(SF) Relationship. Construction will be finished and implementation of the new pipeline would occur before commencing shutting down and breaking down the old pipeline.

56
Q

Task relationship: The tasks of baking a cake and making the icing.

A

(SS) Relationship - You can make the icing for the cake while the cake is baking in the oven, but you can’t start making the icing until the cake has started baking.

57
Q

Task relationship: Handover of security guard to a new shift of guards.

A

(SF) Relationship – If the second guard does not show up for shift the first guard cannot finish his shift.

58
Q

Dependency determination: mandatory

A

These dependencies are required based on the nature of the work involved. (Cannot test something not yet developed). Not referring to policy based on physical and logistical limitations of the relationship.

59
Q

Dependency determination: discretionary

A

These relationships are determined by a best practice or resource availability.

60
Q

Dependency determination: external

A

An external dependency is based on something or someone outside the project. (requiring a permit, waiting on vendor delivery)

61
Q

Dependency determination: internal

A

Internal dependency involves a precedence relationship between project activities and is generally inside project team’s control. (team cannot test a machine until they assemble it).

62
Q

Lead

A

IS OVERLAP. the amount of time whereby a successor activity can be advanced with respect to a predecessor activity.
Two weeks before I am done gathering the requirements, I will start designing the center FS - 2w (FS = finish-to-start relationship, a lead is shown as minus sign, 2w= 2 weeks)

63
Q

Lag

A

WAITING TIME. the amount of time whereby the successor activity will be delayed with respect to a predecessor activity.
You want to start an activity 10 days after you start the predecessor activity. SS + 10d

64
Q

Assumptions during sequencing process

A

There are no limitations on resources (time, people and money).

65
Q

Critical path

A

longest continuous chain of activities through the network schedule that establishes the minimum overall project duration. If delayed will delay the entire project

66
Q

Forward pass

A

The first calculation necessary for determining the duration of a project is called the Forward Pass.

67
Q

Backward pass

A

in order to determine the float of a project, and subsequent Critical Path

68
Q

Float

A

calculated by determining the difference between either EF and LF, or ES and LS

69
Q

Free float

A

Amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint. AKA slack or slide time

70
Q

Guidelines for Estimating Activity Duration

A
  • Evaluate each activity independently
  • assume normal level of labour
  • assume normal work week
  • first time around, ignore any pre-determined completion date
  • use consistent time units
  • use past actual duration
71
Q

Tools for Estimating Activity Duration

A
  • Expert Judgement
  • Analogous estimating
    -Bottom-up estimating
  • Parametric estimating
  • Heuristics (educated guess)
  • Real life examples
  • Decision Making (collaborate with team members)
  • Meetings
  • Data analysis
72
Q

Analogous estimating

A

Analogy derived from expert, industry standards and historical information. Or Top-Down estimating. High-level estimates, less costly but less accurate.

73
Q

Parametric

A

Uses an algorithm to estimate. 2 hours to install a toilet and you have 20 toilets to install. More accurate estimates.

74
Q

Types of Data Analysis for time estimates

A

Alternatives: Comparison of resources (make/ rent/buy decisions).
Reserve: amount of contingency reserve and mgmt reserve (knowns and unknowns) build a buffer.
Monte Carlo Analysis: quantitative analysis to account for uncertainty. Forecasting model. What if scenarios.

75
Q

3 point estimating: Triangular (simple average)

A

D = (O + M + P) / 3
The risks (P & O estimates) and considered equally with M

76
Q

3 point estimating: Beta (weighted average) PERT

A

D = (O + 4M + P) / 6
Stronger consideration is given to the M estimate

77
Q

Standard Deviation

A

(P -O) / 6
Shows the possible range for the estimate. You want the number to be as low as possible.

78
Q

Range of Estimate

A

EAD - SD and EAD + SD
EAD = Estimated Activity Duration

79
Q

MOP acronym for activity estimate

A

D = Duration
M = Most likely (based on facts and skills available)
O = Optimistic (best-case scenario)
P = Pessimistic (worst-case scenario)

80
Q

PERT Analysis

A

Program Evaluation and Review Technique
- used when no certainty about duration of activity
- provides expected activity duration (EAD) and SD based on normal distribution.
Uses M, O, P estimates.

81
Q

Scheduling units

A

Calendar days = all days in the calendar (including holidays and weekends)
Work days = days project work is being carried out
Resource days = days resource is available.

82
Q

Outputs of Estimate Activity Duration

A
  • Activity duration estimates: quantitative estimates
  • Basis of estimates: method, assumptions, constraints
  • Project document updates - activity attributes, assumptions log, lessons learned register
83
Q

Factors influencing the quality of estimates

A
  • Law of diminishing returns
  • Number of resources
  • Advances in Technology
  • Learning Curve
  • Motivation of staff
  • other factors (equipment down-time, holidays, vacations, legal limits.
84
Q

Outputs of Estimate Activity Duration

A
  • Activity duration estimates: quantitative estimates
  • Basis of estimates: method, assumptions, constraints
  • Project document updates - activity attributes, assumptions log, lessons learned register
85
Q

Develop schedule - definition

A

Process of analyzing activity sequences, durations, resource requirements and schedule constraints to create project schedule.

86
Q

Steps in developing schedule

A
  • Determine start and end dates of each activity, and of complete project
  • Reveal critical path activities
  • “what-if” analyses - leads/lags, overlap
  • iterative process
87
Q

Inputs of Scheduling

A
  • Project mgmt plan (schedule and scope baseline).
  • Project docs (activity list, assumption log, duration estimates, lessons learned, milestone list, network diagrams, resource requirements, risk register
  • Agreements
  • Enterprise env’t factors
  • Organizational process assets.
88
Q

Tools & Techniques of scheduling

A
  • schedule network analysis
  • critical path method
  • resource optimization
  • data analysis (what-if, simulation)
  • leads and lags
  • schedule compression
  • project mgmt information system
  • agile release planning
89
Q

Outputs of scheduling

A
  • schedule baseline
  • project schedule
  • schedule data
  • project calendars
  • change requests
  • project mgmt plan updates
  • Project doc updates (see inputs).
90
Q

Schedule Network Analysis

A

Utilizes many techniques critical path method, resource optimization and modelling techniques. Gather schedule reserves when analyzing probability of schedule slip.

91
Q

Resource optimization

A

used to adjust start and finish dates of activities.

92
Q

Resource levelling

A

used when shared or critical resources are limited (availability or quantity). Used to keep resource at a constant level during specific time periods. AKA resource-based scheduling

93
Q

Resource smoothing

A

adjusts activities so resources on project do not exceed limits. Critical path and length of project will not change, they move with the available free and total float.

94
Q

Schedule compression

A

Shorten project schedule without changing project scope to meet constraints (ie: imposed dates).

95
Q

Crashing

A

adding resources. (approving OT, bringing additional resources, paying expedite delivery).
Analyze cost and schedule trade-offs. Higher cost

96
Q

Fast-tracking

A

performing activities in parallel which would normally be carried out in sequence. Higher risk (and sometimes cost)

97
Q

Project schedule graphical representation

A
  • Milestone chart: reflects status of events over time
  • Project schedule network diagrams
  • Bar charts - reflects status of activities over time, depict schedule and progress against plan.
98
Q

Control schedule definition

A

How is the project doing?
- Define current status
- determine schedule has changed
- managing actual changes as they occur

Must be thoroughly integrated with scope control, cost control, quality control and risk mgmt.

99
Q

Reporting performance, how to display amount of work completed

A

% of task complete.
0/50/100 rule,
0 - task hasn’t begun
50 - started, but not done
100 - complete.
Can use traffic light to indicate progression.

100
Q

You have been hired by a contractor, who wants you to manage a construction project for one of their clients. The project team has been working for six weeks. You need to determine whether the team is ahead of or behind schedule. Which of the following tools and techniques is the best one for you to consult?

A) Performance Measurement
B) Project Management Software
C) Schedule Change Control System
D) Bottom up Estimating

A

A) Performance Measurement

101
Q

When fast-tracking a project, one should focus on:

A) as many activities as possible
B) accelerating the performance of non-critical activities
C) reducing the project duration by overlapping normally serial activities
D) reducing the project duration by decreasing critical activities

A

C) reducing the project duration by overlapping normally serial activities

102
Q

In completing Critical Path Method analysis on his project, the Project Manager discovers two ‘longest’ paths with the duration of 16 days. What does this represent to the project?

A) Opportunity to finish two different ways
B) Probably an incorrect calculation
C) Greater risk
D) Less risk to the schedule, since either will suffice to complete

A

Answer: C - Risk – if you want to shorten the length you have to change ALL the critical paths

103
Q

Control Schedule inputs

A
  • project mgmt plan: schedule baseline, scope baseline, performance msmt.
  • project docs - lessons learned
  • project schedule
  • work performance data (current progress)
  • project calendars
  • schedule data
  • organizational process assets.
104
Q

Control schedule tools and techniques

A
  • Data analysis - earned value analysis, performance review, variance analysis, critical path.
  • Earned value (performance measurement tool - cost, schedule and technical). how much work should have been done versus how much has been done.
105
Q

Control schedule outputs

A
  • Work performance information
  • schedule forecasts
  • change requests
  • project plan updates
  • organizational process assets
106
Q

Why is it sometimes necessary to reduce the length of a project?

A
  • Minimize Time to market
  • Adaptability - quickly adapt to changing market and offering similar features to competitors
  • Unforeseen Delays - get back on track
  • Incentive Contracts
  • Imposed deadlines
  • high overhead costs
  • reassignment of resources
107
Q

Methods to reduce project length when resources are not constrained

A
  • adding or adjusting resources while within original scope
  • outsourcing project work
  • scheduling overtime
  • establish a core project team
  • do it twice - fast and correctly
108
Q

Methods to reduce project length when resources are constrained

A
  • Fast tracking- adjusting logic of network to create parallel activities
  • Critical-chain - used to accelerate project completion
  • Reducing project scope
  • Compromise quality - seldom used
109
Q

Crashing

A

Adding resources to the least cost activity to shorten duration of schedule. Can increase risk and cost.
1) Determine crash cost per day (extra cost, not total)
2) Only look at activities on the critical path. If two critical paths you must reduce on both paths. Look at the remaining possible activities and add them together and choose the least expensive.
3) Choose the one with the lowest cost.
4) recalculate the forward pass
Crash point = no more activities to crash.

110
Q

control schedule process simplified

A
  • How am I doing it? Plan Schedule Management
  • What do I have to do? Define activity
  • When do i have to do it? Sequence activities
  • How long will it (activity) take? Estimate activity duration
  • How long will it (project) take? Develop scehdule
  • How are things going? control schedule
111
Q

Steps in creating your project in MS project

A
  1. Define project paramaters (time unit, working days, number of hours per day)
  2. Enter tasks
  3. Sequence tasks
  4. Define resources and their rates
  5. Assign resources to tasks
  6. Schedule the project
  7. Control the project
112
Q

Steps for measuring and evaluating project performance

A
  • Setting a baseline plan
  • measuring progress and performance
  • comparing plan against actual
  • taking action (compression, add resources, outsource, etc.)
113
Q

Status report

A

The amount of work completed

114
Q

Progress report

A

Estimate of when the project will end

115
Q

Earned Value Management (EVM)

A
  • Combines scope, scehdule, and cost to assess project pefroamnce and progress
  • integrates scope, cost and schedule baesline to form a performance baseline.
  • Develops and monitors 3 dimensions of each work package (Planned value, earned value and actual costs).
  • Variance analysis
116
Q

4 data points EVM relies on

A

Calculated during Planning and part of measurement baseline:
* Planned value (PV)
* Budget at completion (BAC)

Obtained and updated during execution:
* Earned value (EV)
* Actual cost (AC)

117
Q

Planned value (PV)

A
  • the estimated value of work planned to be done as of today
  • Authorized budget assigned to schedule work
  • AKA BCWS = budgeted cost of the work scheduled
118
Q

Earned value (EV)

A

the estimated value of the work actually accomplished as of today. Or % of the original budget that has been earned by actual work completed.

119
Q

Actual Cost (AC), or Total Cost

A

the actual cost incurred for the work accomplished
[ACWP - actual cost of the work performed]

120
Q

Budget at Completion (BAC) or the Budget

A

the total budget calculated during planning

121
Q

Cost variance (CV)

A
  • Difference between the earned value and the actual costs for the work completed to date where CV = EV - AC.
  • Amount of budget deficit or surplus.
122
Q

Schedule variance (SV)

A
  • Difference between the earned value and the baseline to date where SV = EV - PV
  • Will be zero when the project is completed
  • amount the project is ahead or behind the planned delivery date.
  • Negative = behind schedule
  • Positive = ahead of schedule
123
Q

Schedule Performance Index (SPI)

A

SPI = EV / PV
* Measure of scehdule efficiency expressed as a ratio
* How efficient project team is using their time
* < 1 = less work was completed than planned
* > 1 = more work completed than planned

124
Q

Cost Performance Index (CPI)

A

CPI = EV / AC
* meaure of cost efficiency of budgeting resources, expressed as a ratio of EV to AC
* Considered most critical of the EVM metric and measures the cost efficiency of work completed
* > 1 = cost underrun for work completed
* < 1 = cost overrun for work completed

PM 2500 (2 decks)

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