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CAMP 6th Edition > Project Schedule Management > Flashcards

Project Schedule Management Flashcards

1
Q

The primary output of breaking down the WBS work packages.

A

Activity list

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2
Q

The identification of more than one solution. Consider roles, materials, tools, and approaches to the project work.

A

Alternative analysis

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3
Q

A somewhat unreliable estimating approach that relies on historical information to predict what current activity durations should be. More reliable, however, than team member recollections. Also known as top-down estimating and is a form of expert judgment.

A

Analogous estimating

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4
Q

The most accurate time-and-cost estimating approach a project manager can use. This estimating approach starts at the bottom of the project and considers every activity, its predecessor and successor activities, and the exact amount of resources needed to complete each activity.

A

Bottom-up estimating

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5
Q

A WBS entry that considers the time, cost, and scope measurements for that deliverable within the WBS. The estimated performance is compared against the actual performance to measure overall performance for the deliverables within.

A

Control account

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6
Q

A predetermined range of acceptable variances, such as +/-10 percent off schedule. Should the variance exceed this, then project control processes and corrected actions will be enacted.

A

Control threshold

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7
Q

A schedule compression approach that adds more resources to activities on the critical path to complete the project earlier. Costs are added because the associated labor and sometimes resources (such as faster equipment) cause costs to increase.

A

Crashing

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8
Q

The path in the project network diagram that cannot be delayed, otherwise the project completion date will be late. There can be more than one and have no float.

A

Critical path

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9
Q

These dependencies are the preferred order of activities. Project managers should use these relationships at their discretion and should document the logic behind the decision. They allow activities to happen in a preferred order because of best practices, conditions unique to the project work, or external events. Also known as preferential or soft logic.

A

Discretionary dependencies

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10
Q

The earliest a project activity can be completed. Used in the forward pass procedure to discover the critical path and the project float.

A

Early finish

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11
Q

The earliest a project activity can begin. Used in the forward pass procedure to discover the critical path and the project float.

A

Early start

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12
Q

As the name implies, these are outside of the projects control. Examples include the delivery of equipment from a vendor, the deliverable of another project, or the decision of a committee, lawsuit, or expected new law.

A

External dependencies

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13
Q

A schedule compression method that changes the relationship of activities. Activities that would normally be done in sequence are allowed to be done in parallel or with some overlap.Can be accomplished by changing the relation of activities from FS to SS or even FF or by adding lead time to downstream activities. However, adds risk to the project.

A

Fast tracking

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14
Q

An activity relationship type that requires the current activity to be finished before its successor can finish.

A

Finish-to-finish

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15
Q

An activity relationship type that requires the current activity to be finished before its successor can start.

A

Finish-to-start

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16
Q

A representation of a project network diagram that is often used for outsourced portions of a project, repetitive work within a project, or a subproject. Also called a subnet.

A

Fragnet

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17
Q

This is the total time a single activity can be delayed without affecting the early start of its immediately following successor activities.

A

Free float

The difference between Total Float and Free Float is that Total Float represents the amount of time a task can be delayed without affecting the completion date of the project, while Free Float represents the amount of time a task can be delayed without affecting the start date of its subsequent tasks.

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18
Q

Describes activities that must happen in a particular order. For example, the dirt must be excavated before the foundation can be built. The foundation must be in place before the framing can begin. Also known as a mandatory dependency.

A

Hard Logic

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19
Q

Internal relationships to the project or the organization. For example, the project team must create the software as part of the projects deliverable before software can be tested for quality control.

A

Internal dependencies

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20
Q

The time that moves two or more activities further apart.
EX: Waiting for primer to dry before you can paint

A

Lag time

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21
Q

The latest a project activity can finish. Used in the backward pass procedure to discover the critical path and the project float.

A

Late finish

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22
Q

Negative time that allows two or more activities to overlap where ordinarily these activities would be sequential. The latest a project activity can begin. Used in the backward pass procedure to discover the critical path and the project float.

A

Lead time

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23
Q

A percentage of the project duration to combat Parkinson’s Law. When project activities become late, their lateness is subtracted from this.
“unknown unknowns.”

A

Management reserve

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24
Q

These dependencies are the natural order of activities. For example, you can’t begin building your house until your foundation is in place. These relationships are called hard logic.

A

Mandatory dependencies

25
Q

A project simulation approach named after the world-famous gambling district in Monaco. This predicts how scenarios may work out, given any number of variables. The process doesn’t actually churn out a specific answer, but a range of possible answers. When this analysis is applied to a schedule, it can examine, for example, the optimistic completion date, the pessimistic completion date, and the most likely completion date for each activity in the project and then predict a mean for the project schedule.

A

Monte Carlo analysis

26
Q

A quantitatively based duration estimate based on unit rates per activity. It is much more accurate than analogous estimating when there is data available. \
Example:
A house building project is estimated at $120 per square foot
A contractor must bid at least $5,000 per day
A engineer requires a fee of $10,000 per drawing

A

Parametric estimate

27
Q

A theory that states: Work expands as to fill the time available for its completion. It is considered with time estimating, because bloated or padded activity estimates will fill the amount of time allotted to the activity.

A

Parkinson’s Law

28
Q

A WBS entry located below a control account and above the work packages. Signifies that there is more planning that needs to be completed for this specific deliverable.

A

Planning package

29
Q

A network diagram that shows activities in nodes and the relationship between each activity. Predecessors come before the current activity, and successors come after the current activity.

A lag refers to a fixed delay imposed on a predecessor.

A

Precedence diagramming method

30
Q

Calendars that identify when the project work will occur.

A

Project calendars

31
Q

This is the total time the project can be delayed without passing the customer-expected completion date.

A

Project float

32
Q

A diagram that visualizes the flow of the project activities and their relationships to other project activities.

A

Project network diagram

33
Q

An update to the work breakdown structure.

A

Refinement

34
Q

This is a hierarchical breakdown of the project resources by category and resource type. A table, list, or diagram that project managers create to identify the necessary resources for each task in a project plan (similar to WBS)

A

Resource breakdown structure (RBS)

35
Q

Calendars that identify when project resources are available for the project work.

A

Resource calendars

36
Q

A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply. May be performed:

*When key or shared resource are only available at certain times, or available in limited quantities, or over-allocated.
*To keep resource usage at a constant level (reduce fluctuation in demand for key resources).

A

Resource-leveling

37
Q

The imminent work is planned in detail, while the work in the future is planned at a high level. This is a form of progressive elaboration.

A

Rolling wave planning

38
Q

A subsidiary plan in the project management plan. It defines how the project schedule will be created, estimated, controlled, and managed.

A

Schedule management plan

39
Q

The activities don’t have to happen in a specific order. For example, you could install the light fixtures first, then the carpet, and then paint the room. The project manager could use this to change the order of the activities if so desired.

*allows the project manager to make decisions based on conditions outside of the project, best practices, or guidelines.

A

Soft logic

40
Q

An activity relationship that requires an activity to start so that its successor can finish. This is the most unusual of all the activity relationship types.

A

Start-to-finish

41
Q

An activity relationship type that requires the current activity to start before its successor can start.

A

Start-to-start

42
Q

A representation of a project network diagram that is often used for outsourced portions of projects, repetitive work within a project, or a subproject. Also called a fragnet.

A

Subnet

43
Q

A previous project that can be adapted for the current project and forms that are pre-populated with organizational-specific information.

A

Template

44
Q

An estimating technique for each activity that requires optimistic, most likely, and pessimistic estimates to be created. Based on these three estimates, an average can be created to predict how long the activity should take.

A

Three-point estimate/Triangular Distributions

45
Q

This is the total time an activity can be delayed without delaying project completion.

A

Total float

46
Q

The smallest item in the work breakdown structure.

A

Work package

47
Q

Output to Define Activities

A

Milestone list

48
Q

Adjusting the project’s activities to ensure work is completed according to existing timelines.

A

Resource Smoothing

49
Q

PERT

A

(Pessimistic + Optimistic + 4XMost Likely ) / 6

50
Q

A milestone is represented on a project schedule as:

A. having the duration of the project phase
B. having the duration of the activity it represents
C. having a duration equal to zero
D. having a variable duration, depending on the time-box used in the specific increment

A

C. having a duration equal to zero

51
Q

In an Agile/Adaptive project environment, which of the following tools would be used to track work remaining in the iteration?

A. Burndown Chart
B. Histogram
C. Product Backlog
D. Milestone Schedule

A

A. Burndown Chart

52
Q

A project has a budget of $20,000. The planned value is currently $6,000. The project is 25% complete and $6,000 has been spent. Which statement is correct:

A. The project is behind schedule
B. The project is ahead of schedule
C. The project is on schedule
D. The project is under budget

A

A. The project is behind schedule

Planned Value (PV) = $6,000

Earned Value (EV) = $20,000 * 25% = $5,000

Schedule Variance (SV) = EV - PV

Schedule Variance (SV) = 5,000 - 6,000 = (-,1000)

a Schedule Variance that is less than zero denotes a status of behind schedule.

53
Q

What would a diagonal trend line that rises above the plan line signify on a Burndown Chart?

A. Less work is being completed than forecasted
B. More work is being completed than forecasted
C. More resources are being used to get work done
D. Fewer resources are being used to get work done

A

A. Less work is being completed than forecasted

54
Q

In an Agile/Adaptive project environment, which of the following tools would be used to track work remaining in the iteration?

A. Burndown Chart
B. Histogram
C. Product Backlog
D. Milestone Schedule

A

A. Burndown Chart

55
Q

The specific amount of time a successor may begin prior to the fulfillment of the predecessor’s dependency is called a:

A. lead
B. lag
C. scrum
D. increment

A

A. lead

56
Q

Determine the Duration for Activity X illustrated below:

3 ? 7

Activity-X

11 8 15

A. 3
B. 4
C. 5
D. 8

A

C. 5

Duration = Early Finish Date - Early Start Date +1, or in this example 7 - 3 + 1 = 5

57
Q

Which of the following is NOT a Tool and Technique of the process Sequence Activities?

A. Precedence Diagramming Method (PDM)
B. Dependency Determination and Integration
C. Critical Path Method (CPM)
D. Leads and Lags

A

C. Critical Path Method (CPM)

58
Q

Determine the Late Start Date for Activity X illustrated below:

3 5 7

Activity-X

? 8 15

A. 3
B. 8
C. 10
D. 11

A

D. 11

Late Start Date = Early Start Date + Float, or in this example 3 - 8 = 11.

CAMP 6th Edition (14 decks)

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