Introducing Project Time Management

Question 1

Activity List

Answer 1

An output of activity definition, and includes all of the activities to be performed within the project. The list must be in line with the project scope.

Question 2

Activity on Arrow

Answer 2

A network diagramming method where the arrows in the arrow diagramming method network diagram represent the activities within the project.

Question 3

Activity on Node

Answer 3

A network diagramming method where the nodes in a project network diagram represent the activities.

Question 4

Activity Sequencing

Answer 4

A process for setting the order of activities within the project schedule.

Question 5

Analogous Estimating

Answer 5

This relies on historical information to predict estimates for current projects. Analogous estimating is also known as top-down estimating and is a form of expert judgement.

Question 6

Crashing

Answer 6

This is the addition of more resources to activities on the critical path in order to complete the project earlier. Crashing results in higher project costs.

Question 7

Critical chain method

Answer 7

A scheduling approach that considers the availability of the resources needed to complete the project work. Unavailable resources may cause the network diagram to be reconfigured or the project duration to take longer than originally planned.

Question 8

Critical Path Method

Answer 8

The CPM is the most common approach to calculating when a project may finish. It uses a “forward” and “backward” path to reveal which activities are considered critical, and which contain float. If activities on the critical path are delayed, the project end date will be delayed.

Question 9

Discretionary Dependencies

Answer 9

Discretionary dependencies have activities happen in a preferred order because of best practices, conditions unique to the project work, or external events which project managers should adhere to at their “discretion” and should document the logic behind the ordering.

Question 10

Fast Tracking

Answer 10

Doing activities in parallel that are normally done sequentially.

Question 11

Finish-to-Finish

Answer 11

This relationship means Task A must complete before Task B can complete. Ideally, two tasks must finish at exactly the same time, but this is not always the case.

Question 12

Finish-to-Start

Answer 12

This relationship means Task A must complete before Task B can begin. This is the most common relationship.

Question 13

Float

Answer 13

Total float is the total time an activity can be delayed without delaying project completion. Project float is the total time the project can be delayed without passing the customer’s expected completion date.

Question 14

FNET

Answer 14

Finish No Earlier Than is a somewhat unusual constraint which requires the activity to be in motion up until the predetermined date.

Question 15

Fragnets

Answer 15

Also called ‘subnets’ are portions of a network diagram that branch off the project and are not on the critical path.

Question 16

Hard Logic

Answer 16

The logical relationship between activities based on the type of work. This is also known as mandatory dependency.

Question 17

Lag

Answer 17

Positive time added to a task to move it away from the project start date; lag is adding time between activities.

Question 18

Lead

Answer 18

Negative time added to a task to bring it closer to the project start date; lead is subtracting time between activities.

Question 19

Mandatory Dependencies

Answer 19

(or ‘hard logic’) This refers to the logical relationship between activities based on the type of work. For example, the foundation of a house must be created before the frame of the house can be built.

Question 20

Monte Carlo Analysis

Answer 20

When Monte Carlo is applied to a schedule, it can present, for example, the optimistic/pessimistic completion date, and the most likely completion date for each activity in the project.

Question 21

Network Templates

Answer 21

Network Templates can represent an entire project if appropriate, though portions of a network template, such as the required project management activities, are common.

Question 22

Parametric Estimating

Answer 22

A mathematical model based on known parameters to predict the cost of a project. The parameters in the model can vary based on the type of work being done. A parameter can be cost per cubic yard, cost per unit and so on.

Question 23

Precedence Diagramming Method

Answer 23

The most common method of arranging the project work visually. The PDM puts the activities in boxes, called nodes, and connects the boxes with arrows. The arrows represent the relationship and the dependencies of the work packages.

Question 24

Project Calendar

Answer 24

A calendar that defines the working times for the project.

Question 25

Resource Calendar

Answer 25

The charter authorizes the project, the project manager, and the required resources to complete the project work.

Question 26

Resource Leveling Heuristics

Answer 26

A method to flatten the schedule when resources are overallocated or allocated unevenly.

Question 27

Schedule Control

Answer 27

Part of integrated change management, schedule control is concerned with three processes: the PM confirms that any schedule changes are agreed upon; the PM examines the work results and conditions to know if the schedule has changed; and the project manager manages the actual change in the schedule.

Question 28

Schedule Management Plan

Answer 28

A subsidiary plan of the overall project plan which is used to control changes to the schedule.

Question 29

Schedule Variance

Answer 29

The difference between the planned work and the earned work.

Question 30

Soft Logic

Answer 30

(or ‘discretionary dependency’) PMs should use these relationships at their “discretion” and document the logic behind making soft logic decisions.

Question 31

Start-to-Finish

Answer 31

This relationship requires that Task A start so that Task B may finish; it is unusual and is rarely used.

Question 32

Start-toStart

Answer 32

This relationship means Task A must start before Task B can start. This relationship allows both activities to happen in tandem.

Question 33

Subnets

Answer 33

(or ‘fragments’) Portions of a network diagram that branch off the project and are not on the critical path.

Question 34

Three-point Estimate

Answer 34

An estimate that uses optimistic, most likely, and pessimistic values to determine the cost or duration of a project component.