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PMP > Project Schedule Management > Flashcards

Project Schedule Management Flashcards

1
Q

6 process

A
  1. plan schedule management
  2. define activities, base on scope create activities list
  3. sequence activities
  4. estimate activities duration
  5. develop schedule, float
  6. control schedule
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2
Q

Activity list

A

The primary output of breaking down the WBS work packages.

  • seperate document
  • lists all project activities
  • activity identifier
  • scope of work description
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3
Q

Alternative analysis

A

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

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4
Q

Analogous estimating

A

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

  • creates an analogy
  • similar project work
  • historical information
  • top-down estimating
  • fast and least expensive
  • least reliable estimating approach
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5
Q

Bottom-up estimating

A

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

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6
Q

Control account

A

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 that control account. The specifics of a control account are documented in a control account plan.

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7
Q

Control threshold

A

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

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8
Q

Crashing

A

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

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9
Q

Critical path

A

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 critical path. Activities in the critical path have no float.

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10
Q

Discretionary dependencies

A

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. Discretionary dependencies 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.

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11
Q

Early finish

A

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

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12
Q

Early start

A

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

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13
Q

External dependencies

A

As the name implies, these are dependencies outside of the project’s 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.

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14
Q

Fast tracking

A

A schedule compression method that changes the relationship of activities. With fast tracking, activities that would normally be done in sequence are allowed to be done in parallel or with some overlap. Fast tracking 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, fast tracking does add risk to the project.

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15
Q

Finish-to-finish

A

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

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16
Q

Finish-to-start

A

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

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17
Q

Fragnet

A

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.

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18
Q

Free float

A

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

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19
Q

Hard logic

A

Logic that 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.

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20
Q

Internal dependencies

A

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

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21
Q

Lag time

A

Positive time that moves two or more activities further apart.

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22
Q

Late finish

A

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

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23
Q

Late start

A

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

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24
Q

Lead time

A

Negative time that allows two or more activities to overlap where ordinarily these activities would be sequential.

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25
Q

Management reserve

A

A percentage of the project duration to combat Parkinson’s Law. When project activities become late, their lateness is subtracted from the management reserve.

  • associated with time or money
  • for activities take longer than plan
  • account for schedule uncertainty
  • the estimated duration for identified, accepted risks
  • associated with the known-unknown
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26
Q

Mandatory dependencies

A

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.

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27
Q

Monte Carlo analysis

A

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 Monte Carlo 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.

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28
Q

Parametric estimate

A

A quantitatively based duration estimate that uses mathematical formulas to predict how long an activity will take based on the quantities of work to be completed.

  • parameter for estimating
  • algorithm to calculate duration: time per unit, square footage, historical data
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29
Q

Parkinson’s Law

A

A theory that states: “Work expands so 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.

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30
Q

Planning package

A

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

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31
Q

Precedence diagramming method

A

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. Types:

  • finish to start: activity a must finish for b to start
  • Start to start: activity a must start so b can start, two happen at the same time
  • Finish to finish: activity a finish so b can finish, two finish at the same time
  • Start to finish: activity a start so b can finish
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32
Q

Project calendars

A

Calendars that identify when the project work will occur.

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33
Q

Project float

A

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

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34
Q

Project network diagram

A

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

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35
Q

Refinement

A

An update to the work breakdown structure.

36
Q

Resource breakdown structure (RBS)

A

This is a hierarchical breakdown of the project resources by category and resource type. For example, you could have a category of equipment, a category of human resources, and a category of materials. Within each category, you could identify the types of equipment your project will use, the types of human resources, and the types of materials.

37
Q

Resource calendars

A

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

38
Q

Resource-leveling heuristic

A

A method to flatten the schedule when resources are overallocated. Resource leveling can be applied using different methods to accomplish different goals. One of the most common methods is to ensure that workers are not overextended on activities.

  • limits labor in time period
  • often extends the project schedule
39
Q

Rolling wave planning

A

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.

  • imminent work, planned in detail
  • distant work planned at high level
  • future work approaches more planning, progressive elaboration start broad and get more detail
  • focus on most important
  • form of progressive elaboration
  • rolling wave planning with phase-gate planning, iterations of planning
40
Q

Schedule management plan

A

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

  • project model development
  • level of accuracy, probability
  • units of measure (hrs, days, weeks)
  • organizational procedure links
  • project schedule model maintenance
  • control thresholds
  • rules for performance measurements
  • reporting formats
41
Q

Soft logic

A

The activities don’t necessarily 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 soft logic to change the order of the activities if so desired.

  • decisions based on conditions outside of the project, best practices, or guidelines
42
Q

Start-to-finish

A

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.

43
Q

Start-to-start

A

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

44
Q

Subnet

A

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.

45
Q

Template

A

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

  • historical information
  • pre-populated forms and plans
  • organizational process assets
46
Q

Three-point estimate

A

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.

finds an average of:

  • optimistic
  • most likely
  • pessimistic
  • aka triangular distribution
  • (O+ML+P)/3 = estimate
47
Q

Total float

A

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

48
Q

Work package

A

The smallest item in the work breakdown structure.

49
Q

Kanban system

A
  • for work in progress (WIP)
  • lean manufacturing
  • kanban board
50
Q

scheduling for adaptive environment

A
  • short cycles of planning, executing aka sprint
  • rapid feedback in review cycles
  • prioritize backlog of requirements
  • user stories
  • change is welcome
  • pm takes the role of a servant leadership
51
Q

theory of constraints

A
  • identifying the most important limiting factor
  • systematically improving that constraint until it is no longer the limiting factor
  • constraint is often referred to as a bottleneck
  • scientific approach to improvement
  • lean manufacturig
  • Dr. Eliyahu goldratt book the goal
52
Q

ITTOs Schedule management plan

A
  • define schedule management approach for entire project, developed, managed, executed, controlled
  • Inputs: project charter, project management plan, scope management plan, development approach, EEFs and OPAs
  • Tools and techniques: expert judgment, data analysis, meetings
  • Outputs: schedule management plan
53
Q

ITTOs Define Activities

A
  • activities associated with work packages with the WBS
  • basis for estimating, scheduling, and controlling work
  • activities list, activity attributes, milestone list (key deliverable is a milestone)
  • Inputs: project management plan, schedule management plan, scope baseline, EEFs and OPAs
  • Tools and Techniques: expert judgment, decomposition, rolling wave planning, meetings
  • Outputs: activity list, activity attributes, milestone list, change requests, pm plan updates schedule baseline, cost baseline
54
Q

defining the project activities

A
  • project work and project manager work
  • planning processes
  • sequence of activities
  • procurement time
  • internal and external events
  • known (risk that going to happen) and unknown events (someone resigns, etc.)
    *
55
Q

decompose project activities

A
  • activity list and work packages
  • heuristic 8/80 rule
  • requires three inputs: scope baseline, EEFs, OPAs
56
Q

planning components for schedule

A
  • control accounts: management control point, scope, cost, and schedule, performance measurement
  • Planning packages: decisions to be completed, issues
57
Q

rolling wave planning for Adaptive

A
  • sprint backlog planning
  • create deliverables through short cycles of work
  • quick planning
  • quick bursts of execution
  • deliverables
  • team starts the cycle again
58
Q

activity attributes

A
  • each activity contains:
  • activity name and description
  • activity id
  • wbs identifier
  • relationships
  • leads (negative time, allow activities to overlap) and lags (positive time, adding time)
  • resource requirements
  • imposed dates
  • constraints and assumptions
  • additional information
59
Q

Effort and Project Activities

A
  • Level of effort (LOE) activities are support activities: reporting, budgeting, PM activities manage work
  • Discrete effort activities: required to complete project scope, most activities are discrete effort activities, create project scope
  • Apportioned effort are the project management work: quality assurance, integrated change control, communications
60
Q

milestones

A
  • just a mile marker that shows progress
  • no duration
  • no resources
  • milestone chart help visualize start to end line between shows variance
61
Q

ITTOs Sequence Project Activities

A
  • ways to do it: PMIS computer-driven, manual process, blended approach combo of manual and computer
  • inputs: project management plan, schedule management plan, scope baseline, project docs, activity attributes, activity list, assumption log, milestones list, EEFs and OPAs
  • Tools and techniques: precedence diagramming method, dependency determination and integration, leads and lags, project management information systems
  • Outputs: project schedule network diagrams, schedule baseline, project docs updates, activity attributes, activity list, assumption log, milestone list
62
Q

dependency determination

A
  • mandatory dependencies: hard logic, have to go a certain order
  • discretionary dependencies: soft logic, can pick and choose order
  • external dependencies: external constraint, waiting for vendor or little to no control
  • internal dependencies: type of hard logic,
63
Q

Activity on Node

A
  • Network Diagram
  • Precedence diagramming method (PDM) most common
  • activities in boxes or circles, called nodes, and connects the nodes with arrows
64
Q

ITTOs Estimate Activity Duration

A
  • Inputs: PM plan, scope management plan, scope baseline, Project documents, acitivity attributes, activity list, assumption log, lessons learned register, milestone list, Project team assignments, resource breakdown structure, resource calendars, resource requirements, risk register, EEFs and OPAs
  • Tools and Techniques: expert judgment, analogous estimating, parametric estimating, three-point estimating, bottom-up estimating, data analysis, alternative analysis, reserve analysis, decision making, meetings
  • Outputs: duration estimates, basis for estimates, project documents updates activity attributes, assumption log, lessons learned register
65
Q

estimate activity duration

A
  • level of detail leads to accuracy
  • activity lists
  • activity resource requirements
  • activity attributes
  • resource capabilities
  • organizational process assets
66
Q

estimating duration considerations

A
  • laws of diminishing returns: increase in resources will eventually yield diminishing returns
  • Number of resources: adding resources doesn’t necessarily reduce duration, risk, knowledge transfer/learning curve
  • Advances in technology: faster equipment/learning curve
  • Motivation of staff: student syndrome/Parkinson’s law
67
Q

duration and effort

A
  • duration is how long an activity takes
  • effort is the billable time for the labor
68
Q

three-point estimate PERT estimates

A
  • program evaluation and review technique
  • weighted to most likely
  • aka beta distribution
  • (O+(4ML)+P)/6 = estimate
69
Q

fist of five

A
  • determine confidence of estimates by voting
  • five fingers are full support
  • fewer than three fingers, team member discusses any objections
  • closed fist is no support
70
Q

contingency reserve

A
  • associated with money
  • for risk event that discrupt the project
71
Q

ITTOs Develop Schedule

A
  • Inputs: PM plan, schedule management plan, scope baseline, Project Docs, activity attributes, activity list, assumption log, basis of estimates, duration estimates, lessons learned register, milestone list, project schedule work diagrams, project team assignments, resource calendars, resource requirements, risk register, agreements, EEFs and OPAs
  • Tools and techniques: schedule network analysis, critical path method, resource optimization, data analysis, what-if scenario analysis, leads and lags, schedule compression, PMIs, agile release planning
  • Outputs: schedule baseline, project schedule, schedule data, project calendars, change requests, PM plan updates, schedule management plan & cost baseline, Project docs updates, activity attributes, assumption log, duration estimates, lessons learned register, resource requirements, risk register
72
Q

project constraints

A
  • must start on
  • must finish on
  • start no earlier than
  • start no later than
  • finish no earlier than
  • finish no later than
73
Q

Finding float

A
  • Free float: activity can be delayed w/o the early start of any successor activities
  • total float: activity can be delayed w/o delaying project completion
  • project float: project can be delayed w/o passing the customer expected completion date
74
Q

forward pass

A
    • ES: early start
  • Du: duration
  • EF: early finish
  • ES+du-1 = EF Path
75
Q

backward pass

A
  • LS: late start
  • du: duration
  • LF: late finish
  • LF-du+1 = LS
76
Q

float

A
  • LF-EF = float
  • LS-ES = float
77
Q

what if analysis

A
  • schedule simulation:
  • Monte Carlo analysis: risks used to calculate possible schedule outcomes, calculate multiple work package durations
  • Utilizes different: activity assumptions, constraints, risks, issues, probability distributions
78
Q

duration compression

A
  • two terms:
  • Crashing adds people and costs
  • fast tracking adds risk and overlaps
79
Q

Resource Smoothing

A
  • limits labor except for critical path
  • tries to adhere to deadline
80
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
  • how long it will take to have a releasable product
81
Q

ITTOs control schedule

A
  • schedule control - integrated change control
  • measuring project performance
  • examining schedule variance
  • updating the project schedule
  • corrective actions
  • lessons learned
  • Inputs: PM plan, schedule management plan, schedule baseline, scope baseline, performance measurement baseline, Project docs, lessons learned register, project calendars, project schedule, resource calendar, schedule data, work performance data, OPAs
  • Tools and techniques: data analysis, EV analysis, iteration burndown chart, performance reviews, trend analysis, variance analysis, what-if scenario analysis, critical path method, PMIs, resource optimization, leads and lags, schedule compression
  • Outputs: work performance info, schedule forecasts, change requests, PM plan updates, schedule management plan, schedule baseline, cost baseline, performance measurement baseline, Project docs updates, assumption log, basis of estimates, lessons learned register, project schedule, resource calendars, risk register, schedule data
82
Q

measure project performance

A
  • EV management
  • schedule variance: EVM tool
  • schedule performance index: how healthy your schedule is
  • to complete performance index: TCPI, likely hood to finish and meet budget
83
Q

burndown chart

A
  • seen in agile environment, identify trends and actual, shifts, etc
  • shows how much more work needs to be done
  • closer to the bottom closer to being done
  • Y-axis work to be done, tasks
  • X-axis iteration days
84
Q

story points

A
  • requirements are written as user stories
  • story point score the difficulty of the tasks needed to complete a user story in a sprint
85
Q

gantt chart

A
  • represents the duration of activities against a calendar
  • length of bars represents the length of activities
  • the order of the bars represents the order of activities in project
    *

PMP (19 decks)

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