Introducing Project Time Management Flashcards
Activity List
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.
Activity on Arrow
A network diagramming method where the arrows in the arrow diagramming method network diagram represent the activities within the project.
Activity on Node
A network diagramming method where the nodes in a project network diagram represent the activities.
Activity Sequencing
A process for setting the order of activities within the project schedule.
Analogous Estimating
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.
Crashing
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.
Critical chain method
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.
Critical Path Method
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.
Discretionary Dependencies
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.
Fast Tracking
Doing activities in parallel that are normally done sequentially.
Finish-to-Finish
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.
Finish-to-Start
This relationship means Task A must complete before Task B can begin. This is the most common relationship.
Float
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.
FNET
Finish No Earlier Than is a somewhat unusual constraint which requires the activity to be in motion up until the predetermined date.
Fragnets
Also called ‘subnets’ are portions of a network diagram that branch off the project and are not on the critical path.
Hard Logic
The logical relationship between activities based on the type of work. This is also known as mandatory dependency.
Lag
Positive time added to a task to move it away from the project start date; lag is adding time between activities.
Lead
Negative time added to a task to bring it closer to the project start date; lead is subtracting time between activities.
Mandatory Dependencies
(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.
Monte Carlo Analysis
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.
Network Templates
Network Templates can represent an entire project if appropriate, though portions of a network template, such as the required project management activities, are common.
Parametric Estimating
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.
Precedence Diagramming Method
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.
Project Calendar
A calendar that defines the working times for the project.
Resource Calendar
The charter authorizes the project, the project manager, and the required resources to complete the project work.
Resource Leveling Heuristics
A method to flatten the schedule when resources are overallocated or allocated unevenly.
Schedule Control
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.
Schedule Management Plan
A subsidiary plan of the overall project plan which is used to control changes to the schedule.
Schedule Variance
The difference between the planned work and the earned work.
Soft Logic
(or ‘discretionary dependency’) PMs should use these relationships at their “discretion” and document the logic behind making soft logic decisions.
Start-to-Finish
This relationship requires that Task A start so that Task B may finish; it is unusual and is rarely used.
Start-toStart
This relationship means Task A must start before Task B can start. This relationship allows both activities to happen in tandem.
Subnets
(or ‘fragments’) Portions of a network diagram that branch off the project and are not on the critical path.
Three-point Estimate
An estimate that uses optimistic, most likely, and pessimistic values to determine the cost or duration of a project component.
