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Caitlin's PMP 2024 > Planning: Schedule Management > Flashcards

Planning: Schedule Management Flashcards

1
Q

The processes required to manage timely completion of the project.

A

Project Schedule Management

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2
Q

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

A

3.6 Plan Schedule Management

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3
Q

What is this the key benefit for?

It provides guidance and direction on how the project schedule will be managed throughout the project.

A

3.6 Plan Schedule Management

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4
Q

A component of the project or program management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule

A

Schedule Management Plan

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5
Q

Thresholds indicating allowable schedule variation before action must be taken

A

Control thresholds

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6
Q

The process of identifying and documenting the specific actions to be performed to produce the project deliverables.

A

‘3.7 Define Activities’

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7
Q

A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed.

A

Activity list

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8
Q

Multiple attributes associated with each schedule activity that can be included within the activity list

can include: activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, etc.

A

Activity Attributes

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9
Q

A distinct, scheduled portion of work performed during the course of a project.

A

Activity

VERBS!

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10
Q

A list of significant points or events in a project

ex: submission of a prototype to the FDA

A

Milestone list

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11
Q

The process of planning near-term activities in great detail and longer-term activities at a high level.

Iterative, ongoing process, and is a form of progressive elaboration

A

Rolling-Wave Planning

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12
Q

The work defined at the lowest level of the WBS for which cost and duration are estimated and managed.

A

Work Package

NOUNS!

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13
Q

Any unique and verifiable product, result, or capability to perform a service that is required to be produced to complete a process, phase, or project

A

Deliverable

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14
Q

Activities are never included in the ___.

Activities are shown separately on the ___.

A

WBS

Activity List

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15
Q

The process of identifying and documenting relationships among the project activities.

A

3.8 Sequence Activities

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16
Q

A graphical representation of the logical relationships among the project schedule activities.

A

Project Schedule Network Diagram

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17
Q

A method used in Critical Path Methodology (CPM) to build a network diagram showing activity relationships

A

Precedence Diagramming Method (PDM)

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18
Q

Name and describe the four types of PDM relationships.

A
  1. Finish-to-start: A finishes before B starts (most common)
  2. Start-to-finish (A starts before B finishes (rarely used)
  3. Finish-to-finish: A finishes before B finishes
  4. Start-to-start: A starts before B starts
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19
Q

What does PDM stand for and what is it also known as?

A

Precedence Diagraming Method

Activity on Node (AON)

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20
Q

What are the four types of Dependencies?

A

Mandatory (aka hard logic or hard dependencies)

Discretionary (aka soft logic or preferred dependency)

External

Internal

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21
Q

Dependency that is contractually required, physical limitations, etc.

A

Mandatory dependency

(aka hard logic or hard dependency)

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22
Q

Dependency where there is a preferred order or logic

(focus on these when you need to re-sequence tasks)

A

Discretionary dependency

(aka soft logic or preferred dependency)

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23
Q

Dependency outside the project team’s control

ex: must wait for FDA approval before proceeding with next steps in development

A

External dependency

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24
Q

Dependency generally within the control of the project team.

A

Internal dependency

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25
Q

The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.

A

Lead

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26
Q

The amount of time whereby a successor activity will be delayed with respect to a predecessor activity.

A

Lag

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27
Q

an information system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes.

A

Project Management Information System (PMIS)

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28
Q

Visual representation of the relationships between schedule activities.

A

Project Schedule Network Diagrams

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29
Q

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

A

‘3.9 Estimate Activity Durations’

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30
Q

The total number of work periods required to complete an activity or WBS component, expressed in hours, days, or weeks.

A

Duration

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31
Q

The number of labor units required to complete a schedule activity or WBS component, often expressed in hours, days, or weeks

A

Effort

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32
Q

Supporting documentation outlining the details used in establishing project estimates such as assumptions, constraints, level of detail, ranges, and confidence levels.

A

Basis of Estimates

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33
Q

A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project.

A

Analogous Estimating

34
Q

An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.

A

Parametric Estimating

35
Q

A technique used to estimate cost or duration by applying an average or weighted average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates.

A

Three-Point Estimating

36
Q

A point will eventually be reached when adding one factor (resources) yields less (products).

A

Law of diminishing returns

37
Q

Work expands to fill time available

A

Parkinson’s Law

38
Q

What is Student Syndrome?

A

Procrastination

39
Q

A hierarchical representation of resources by category and type.

A

Resource Breakdown Structure

40
Q

A calendar that identifies the working days and shifts upon which each specific resource is available.

A

Resource Calendar

41
Q

The types and quantities of resources required for each activity in a work package.

A

Resource Requirements

42
Q

What is the formula for Three-Point Estimating?

A

[Optimistic + Most Likely + Pessimistic] / 3

aka Triangular Distribution (simple average)

43
Q

A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the WBS.

A

Bottom-Up Estimating

(most accurate form of estimating and most time-consuming)

44
Q

An analytical technique to determine the essential features and relationships of components in the PMP to establish a reserve for the schedule duration, budget, estimated cost, or funds for a project.

A

Reserve Analysis

45
Q

A provision in the PMP to mitigate cost and/or schedule risk.

A

Reserve

Often used with a modifier to provide further detail on what types of risk are meant to be mitigated.

46
Q

Time or money allocated in the schedule or cost baseline for known risks with active response strategies.

A

Contingency Reserve

47
Q

An amount of time of the project budget or project schedule held outside of the performance measurement baseline (PMB) for management control purposes, that is reserved for unforeseen work that is within scope of the project.

A

Management Reserve

48
Q

Integrated scope, schedule, cost baselines used for comparison to manage, measure, and control project execution.

A

Performance Measurement Baseline (PMB)

49
Q

___ reserves (known-unknowns) are included in the baseline, and ___ reserves (unknown-unknowns) are not included in the baseline.

A

Contingency reserves

Management reserves

50
Q

Effort vs Duration

A

Effort is the total amount of labor needed while Duration is how long it will take for that labor to be done.

51
Q

Formula for Standard Deviation

A

SD = (P - O) / 6

52
Q

Formula for Three-Point Estimating

A

(t)E = (O + M + P) / 3

53
Q

Formula for PERT (beta) distribution formula

A

(t)E = (O + 4M + P) / 6

54
Q

A method used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths within the schedule model.

A

Critical Path Method (CPM)

55
Q

A technique to identify early and late start dates, as well as early and late finish dates, for the uncompleted portions of project activities.

A

Schedule Network Analysis

56
Q

A representation of the plan for executing the project’s activities including durations, dependencies, and other planning information, used to produce a project schedule along with other scheduling artifacts.

A

Schedule Model

57
Q

Estimates or predictions of conditions and events in the project’s future based on information and knowledge available at the time the schedule is calculated.

A

Schedule Forecasts

58
Q

A technique in which activity start and finish dates are adjusted to balance demand for resources with the available supply.

A

Resource Optimization Technique

59
Q

A resource optimization technique in which adjustments are made to the project schedule to optimize the allocation of resources and which may affect critical path.

A

Resource Leveling

60
Q

A resource optimization technique in which free and total float are used without affecting the critical path.

A

Resource Smoothing

61
Q

The process of evaluating scenarios in order to predict their effect on project objectives.

A

What-If Scenario Analysis

62
Q

An analytical technique that models the combined effect of uncertainties to evaluate their potential impact on objectives

A

Simulation

63
Q

A technique used to shorten the schedule duration without reducing the project scope.

A

Schedule Compression

64
Q

The approved version of a schedule model that can be changed using formal change control procedures and is used as the basis for comparison to actual results.

A

Schedule Baseline

65
Q

An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources.

A

Project Schedule

66
Q

The collection of information for describing and controlling the schedule.

A

Schedule Data

67
Q

A calendar that identifies working days and shifts that are available for scheduled activities.

A

Project Calendar

68
Q

A formal proposal to modify a document, deliverable, or baseline.

A

Change Request

69
Q

What are the three types of float?

A

Total float (slack)

Free float

Project Float

70
Q

The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint.

A

Total Float (slack)

71
Q

The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.

A

Free Float

72
Q

The amount of time a project can be delayed without impacting the externally imposed project deadline set by a customer or management.

A

Project Float

73
Q

Adding resources to critical path tasks, which exchanges higher costs for shorter schedule duration

(try to do this at the lowest incremental cost)

A

Crashing

(type of Schedule Compression)

74
Q

Converts sequential activities to parallel, which primarily increases risk

A

Fast tracking

(type of Schedule Compression)

75
Q

High level summary timeline of release schedule (3-6 months) based on product roadmap/vision

A

Agile Release Planning

76
Q

random, iterative computer model showing probability distributions

A

Monte Carlo Analysis

(type of Simulation)

77
Q

What is the difference between a Project Schedule and Project Calendar?

A

Project Schedule - planned start/finish dates for each activity

Project Calendar - identifies working days and shifts available for scheduled activities

78
Q

A critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or a given point in time.

A

Forward Pass

79
Q

A critical path method technique for calculating the late start and late finish dates by working backward through the schedule model from the project end date.

A

Backward Pass

80
Q

How do you calculate the float (aka slack)?

A

LF - EF

Late Finish - Early Finish

81
Q

What is the difference of One Day Scheduling Method and Zero Day Scheduling Method?

A

One Day subtracts from the duration

Zero Day adds to the duration to the ES

Caitlin's PMP 2024 (16 decks)

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