Project Schedule Management

Question 1

Activity List

Answer 1

The primary output of breaking down the WBS work packages.

Question 2

Alternative Analysis

Answer 2

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

Question 3

Analogous Estimate

Answer 3

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.

Question 4

Bottom-Up Estimating

Answer 4

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.

Question 5

Control Account

Answer 5

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.

Question 6

Control Threshold

Answer 6

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.

Question 7

Crashing

Answer 7

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.

Question 8

Critical Path

Answer 8

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.

Question 9

Discretionary Dependencies

Answer 9

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.

Question 10

Early Finish

Answer 10

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

Question 11

Early Start

Answer 11

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

Question 12

External Dependencies

Answer 12

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.

Question 13

Fast Tracking

Answer 13

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.

Question 14

Finish-to-Finish

Answer 14

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

Question 15

Finish-to-Start

Answer 15

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

Question 16

Fragnet

Answer 16

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.

Question 17

Free Float

Answer 17

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

Question 18

Hard Logic

Answer 18

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.

Question 19

Internal Dependencies

Answer 19

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.

Question 20

Lag Time

Answer 20

Positive time that moves two or more

activities further apart.

Question 21

Late Finish

Answer 21

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

Question 22

Late Start

Answer 22

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

Question 23

Lead Time

Answer 23

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

Question 24

Management Reserve

Answer 24

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

Question 25

Mandatory Dependencies

Answer 25

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.

Question 26

Monte Carlo Analysis

Answer 26

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.

Question 27

Parametric Estimate

Answer 27

A quantitatively based duration estimate
that uses mathematical formulas to
predict how long an activity will take
based on the

Question 28

Parkinson’s Law

Answer 28

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.

Question 29

Planning Package

Answer 29

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.

Question 30

Precedence Digramming Method

Answer 30

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.

Question 31

Project Calendars

Answer 31

Calendars that identify when the project

work will occur.

Question 32

Project Float

Answer 32

This is the total time the project can be
delayed without passing the customerexpected
completion date.

Question 33

Project Network Diagram

Answer 33

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

Question 34

Refinement

Answer 34

An update to the work breakdown

structure.

Question 35

Resource Breakdown Structure

Answer 35

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.

Question 36

Resource Calendars

Answer 36

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

Question 37

Resource - Leveling Hereustic

Answer 37

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.

Question 38

Rolling Wave Planning

Answer 38

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.

Question 39

Schedule Management Plan

Answer 39

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

Question 40

Soft Logic

Answer 40

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.

Question 41

Start-to-Finish

Answer 41

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.

Question 42

Finish-to-Start

Answer 42

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

Question 43

Subnet

Answer 43

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.

Question 44

Template

Answer 44

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

Question 45

Three-Point Estimate

Answer 45

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.

Question 46

Total Float

Answer 46

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

Question 47

Work Package

Answer 47

The smallest item in the work breakdown

structure.