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PMP > Project Schedule Management > Flashcards

Project Schedule Management Flashcards

1
Q

Smaller projects and schedule management

A
  • Can make defining activities, sequencing activities, estimating activity durations and developing the schedule model one single process
  • This is difficult to do with larger projects
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2
Q

Iterative Scheduling with a backlog

A
  • Found in adaptive or hybrid environments

- Rolling wave planning of plans and executing over and over again

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3
Q

Lean Manufacturing

A
  • Backlog of assignments
  • As team members become available the assignments go to the next available person
  • Not as much planning on who does what
  • Everyone must be capable of performing all of the tasks
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4
Q

Scrum Master

A

Analogous to PM in Adaptive Environment

Acting as a Servant Leader to the team

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5
Q

Theory of Contraints

A
  • Identifying the most limiting factor (ex. time, resources, etc.)
  • Improve that constraint until its no longer the limiting factor
  • Scientific approach to improvement
  • Lean manufacturing
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6
Q

Schedule Management Plan

A
  • First step in Schedule Management

- Defined how the schedule will be developed, managed, executed and controlled

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7
Q

ITTOs: Planning Schedule Management

A
  • Inputs:
  • Project Charter
  • Project Management Plan
  • EEFs
  • OPAs

T&T:

  • Expert judgement
  • Data Analysis
  • Meetings

Outputs
- Schedule management plan

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8
Q

What is in the schedule management plan?

A
  • Project schedule model development
  • Level of accuracy
  • Units of measure
  • Organizational procedure links (links to procurement, links to resources)
  • Project schedule model maintenance
  • Control thresholds
  • Rules for performance measurements
  • Reporting formats (# of activities on time, or # of activities complete, etc.)
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9
Q

Define Activities

A
  • Activities associated with work packages (taken from the WBS)
  • Basis for estimating scheduling and controlling work
  • Activity attributes
  • Milestone list shows all of the activities leading up to a given milestone
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10
Q

ITTOs: Define Activities

A

Inputs:

  • Project Management Plan
  • EEFs
  • OPAs

T&T:

  • Expert judgement
  • Decomposition
  • Rolling wave planning
  • Meetings

Outputs:

  • Activity list
  • Activity attributes
  • Milestone list
  • Change requests
  • PMP updates (schedule and/or cost baseline)
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11
Q

8/80 rule

A
  • Rule not to breaking down the WBS too far
  • Between 8 hours and 80 hours is how long a work package should take. Anything below 8 hours is too granular. Anything greater than 80 hours is too big
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12
Q

Control Accounts

A
  • Marker in the WBS

-

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13
Q

Planning Packages

A
  • Decisions to be completed for a given Control Account
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14
Q

Rolling Wave Planning

A
  • Imminent work is planned in detail
  • Distant work is planned at a high level
  • As work approaches, the work is planned in more detail
  • Focus on most important
  • Example of progressive elaboration
  • Possible to do this with phase gate
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15
Q

Activity List

A
  • Separate document
  • Lists all project activities
  • Scope of work for each activity and an identifier
  • Links back to WBS identifier
  • Establishes relationships between activities (dependencies)
  • Reosourcing requirements
  • Imposed dates
  • Constraints and assumptions
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16
Q

Lead

A
  • negative time

- when we are allowing time to overlap for multiple activities

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17
Q

Lag time

A
  • positive time

- waiting longer for one tag before completing another

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18
Q

LOE

A
  • Level of effort
  • Reporting/Budgeting
  • Don’t contribute to project scope but are needed to manage the work
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19
Q

Discrete effort activities

A
  • Required to complete the project scope

- Most activities are discrete effort activities

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20
Q

Apportioned effort

A
  • Project Management work
  • QA
  • Integrated Change Control
  • Communications
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21
Q

Milestones

A
  • marker that show progress
  • noting significant events or delivery items
  • no duration or resources
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22
Q

Milestone Chart

A

Up Triangle = Planned
Down Triangle = Actual

Shows variance

23
Q

Sequencing Project Activities

A
  • Computer driven, manual or blended approach
24
Q

ITTOs: Sequencing Project Activities

A

Inputs:

  • PMP
  • Project documents
  • EEF
  • OPA

T&T:

  • Precedence diagramming method
  • Dependence determination and integration
  • Leads and Lags
  • PMIS

Outputs:

  • Project schedule network diagrams
  • Project doc updates
25
Q

Dependency determination

A
  • mandatory dependencies - hard logic (not optional)
  • discretionary dependencies - soft logic (can happen whenever)
  • external dependencies - external constraint (waiting on someone else or another project deliverable)
  • internal dependencies - type of hard logic ( project team member taking a vacation)
26
Q

Precedence Diagramming Method

A
  • most common (Microsoft Project)
  • Activities in boxes or circles, called nodes
  • Number represent durations
  • Can go through and identify the paths to completion and the relative durations for each path
  • Identifies the critical path, early start and early finish
  • Arrows represent the relationship and the dependencies of the work packages
  • Creates the Network Diagram
  • Critical path should not have any float. Whole project must be done in the time from the critical path
27
Q

Float

A

The amount of time a task can be delayed without impacting subsequent tasks and overall project completion

28
Q

Law of Diminishing Returns

A
  • Increase in resources will eventually yield diminishing returns
  • Some things take a set amount of time no matter how many resources you throw at the problem
29
Q

Parkinson’s Law/Student Syndrome

A
  • Work will expand to fill the time a lotted to it
30
Q

Range of variance

A
  • range of +/- days or weeks

- percentage of acceptable target date

31
Q

Basis of estimates

A
  • Assumptions made
  • Known constraints
  • Range of possible estimates
  • Confidence level and risks that could impact the duration
32
Q

Analogous estimating

A
  • Takes similar project work to create a basis for the duration
  • Aka Top-Down Estimating
  • Fast/least expensive but also the least reliable
  • Requires expert judgement and historical/reliable information
33
Q

Parametric Estimate

A
  • Parameter for estimating

- Ex. Algorithm to calculate duration (time per unit),

34
Q

Duration vs. Effort

A
  • Duration is how long something will take
  • Effort is the billable time for labor
  • Ex. if you have two people who can do the same task but one is a more senior engineer and bills more, the duration is the same but the effort will be different
35
Q

Three-Point Estimate

A
  • Find an average of Optimistic, Most Likely and Pessimistic

- (O + ML+P)/3 = Estimate

36
Q

PERT Estimates

A
  • Program Evaluation and Review Technique
  • Beta distribution
  • Weighted towards the most likely
  • (O+ (4ML)+P)/6 = Estimate
37
Q

Bottom-up Estimating (Resources)

A
  • Requires a fully-decomposed WBS for each work package
  • Estimate how many and what type of resources you’ll need to create that work package
  • Takes longer than other approaches, but is the most accurate
38
Q

Contingency Reserve

A
  • Usually associated with money

- Risk events that disrupt the project

39
Q

Management Reserve

A
  • Typically associated with time or money
  • Activities take longer than expected which interferes with the given pool of time and money because you have only budgeted for a certain amount of time
40
Q

Reserve Analysis

A
  • Amount of buffer in the project durations

- Goes down over time as tasks are delayed

41
Q

Free Float

A
  • An activity can be delayed without delaying the early float of any successor activities
  • Late finish - Early Finish = Late Start - Early Start = Float
42
Q

Total Float

A
  • An activity can be delayed without delaying project completion
43
Q

Project Float

A
  • A project can be delayed without passing the customer expected completion date
44
Q

Critical Path

A

Longest path in terms of duration

Has no float since you can’t delay any of the activities otherwise the project will be late

45
Q

Forward Pass

A

Early Start + Duration - 1 = Early Finish

46
Q

Backward Pass

A

Late Finish - Duration +1 = Late Start

47
Q

Crashing a project

A
  • Add people to get something done faster
  • increases costs
  • Subject to the law of diminishing returns (Only so many people are helpful)
  • Useful for projects that are effort driven
48
Q

Fast tracking

A
  • Multiple phases overlapping

- Increases risk since an error found in an earlier phase can impact another phase since they overlap

49
Q

Heuristic

A
  • Limits labor in a time period

- Extends the schedule

50
Q

Resource Smoothing

A
  • Limits labor except for the critical path (allow overtime)

_ Try to adhere to the deadline

51
Q

Agile Release Planning

A
  • High-level summary timeline of the release schedule
  • 3 to 6 months
  • Product roadmap and product vision
  • Determines the number of iterations or sprints
  • How much needs to be developed
52
Q

ITTOs: Control Schedule

A

Inputs:

  • Project Management Plan
  • Project Documents
  • WPA
  • OPA

T&T:

  • Data Analysis
  • Critical Path method
  • PMIS
  • Resource optimization
  • Leads and Lags
  • Schedule Compression

Ouputs:

  • WPI
  • Schedule forecasts
  • Change Requests
  • PMP. updates
  • Project doc updates
53
Q

Story Points

A
  • Rating of requirements given to determine how many requirements can be completed in a sprint
54
Q

Soft Logic

A

Allows the PM to make decisions based on conditions outside of the project, best practices or guidelines

PMP (9 decks)

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