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INFO5096 - Managing and Budgeting Tech Projects > Review - Chapter 6 > Flashcards

Review - Chapter 6 Flashcards

1
Q

Define Project Schedule Management

A

Involves the processes required to ensure timely completion of a project

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2
Q

What are the six main processes involved in Project Schedule Management?

A
  1. Planning schedule management
  2. Defining activities
  3. Sequencing activities
  4. Estimating activity durations
  5. Developing the schedule
  6. Controlling the schedule
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3
Q

What information is included in a schedule management plan?

A 
Project schedule model development
Level of accuracy
Control thresholds
Rules of performance
Reporting formats
Process descriptions
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4
Q

What are outputs of the Defining Activities process?

A

Activity list, activity attributes, a milestone list, change requests, and project management plan updates.

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5
Q

What is the Activity List?

A

A tabulation of activities to be included on a project schedule. Should include the activity name, ID or number, and a brief description of the activity.

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6
Q

What are Activity Attributes?

A

They provide schedule-related information about each activity (logical relationships, resource requirements, assumptions related to the activity, etc.)

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7
Q

What is a Milestone?

A

A significant event that normally has no duration which often takes several activities and a lot of work to complete.

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8
Q

Dependency/Relationship

A

Pertains to the sequencing of project activities or tasks.

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9
Q

Types of Dependencies

A

Mandatory dependencies
Discretionary dependencies
External dependencies
Internal dependencies

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10
Q

What are network diagrams?

A

A schematic display of the logical relationships among project activities and their sequencing and is the preferred technique for showing activity sequencing.

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11
Q

What is the AOA or ADM?

A

The Activity-on-Arrow approach or Arrow Diagramming Method is a network diagramming technique in which activities are represented by arrows and connected at points called nodes to illustrate the sequence of activities.

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12
Q

Node

A

The starting and ending point of an activity

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13
Q

Bursts

A

Occur when two or more activities follow a single node

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14
Q

Merge

A

Occurs when two or more nodes precede a single node

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15
Q

What is the Precedence Diagramming Method (PDM)?

A

A network diagramming technique in which boxes represent activities and is particularly useful for visualizing certain types of time relationships.

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16
Q

Types of Relationships Between Activities

A

Finish-to-start
Start-to-start
Finish-to-finish
Start-to-finish

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17
Q

What are Dummy Activities?

A

Activities that have no duration and no resources, but are occasionally needed on AOA network diagrams to show logical relationships between activities.

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18
Q

Duration

A

Includes the actual amount of time worked on an activity plus elapsed time.

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19
Q

What is Effort?

A

The number of workdays or work hours required to complete a task.

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20
Q

Tools and techniques for Schedule Development

A

Gantt chart
Critical chain scheduling
PERT analysis

21
Q

Gantt Charts

A

Provide a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in calendar form.

22
Q

What is the SMART Criteria

A 
Guidelines suggesting that milestones should be:
Specific
Measurable
Assignable
Realistic
Time-framed
23
Q

Tracking Gantt Chart

A

A Gantt that compares planned and actual project schedule information.

24
Q

Baseline Dates

A

The planned schedule dates for activities

25
Q

Schedule Baseline

A

The entire approved planned schedule

26
Q

What is a Slipped Milestone?

A

A white diamond that means the milestone activity was completed later than originally planned.

27
Q

What is the Critical Path Method (CPM)?

A

AKA Critical Path Analysis; A network diagramming technique used to predict total project duration.

28
Q

What is a Critical Path?

A

The series of activities that determine the earliest time by which the project can be completed. Is the longest path through the network diagram and has the least amount of slack or float.

29
Q

What is Slack/Float?

A

The amount of time an activity may be delayed without delaying a succeeding activity or the project finish date.

30
Q

What is Free Slack/Free Float?

A

The amount of time an activity can be delayed without delaying the early start date of any immediately following activities.

31
Q

Early Start Date

A

The earliest possible time an activity can start based on the project network logic.

32
Q

Total Slack/Total Float

A

The amount of time an activity can be delayed from its early start without delaying the planned project finish date.

33
Q

Forward Pass

A

Determines the early start and early finish dates for each activity.

34
Q

Early Finish Date

A

The earliest possible time an activity can finish based on the project network logic.

35
Q

Backward Pass

A

Determines the late start and late finish dates for each activity.

36
Q

Late Start Date

A

The latest possible time an activity might begin without delaying the project finish date.

37
Q

Late Finish Date

A

The latest possible time an activity can be completed without delaying the project finish date.

38
Q

What is Crashing?

A

A technique for making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost.

39
Q

Fast Tracking

A

Involves doing activities in parallel that you would normally do in sequence.

40
Q

What is the Theory of Constraints (TOC)?

A

A management philosophy developed by Eliyahu M. Goldratt that is based on the metaphor of a chain and its weakest link.

41
Q

What does the Theory of Constraints state?

A

Any complex system at any point in time often has only one aspect or constraint that limits the ability to achieve more of the system’s goal.

42
Q

What is Critical Chain Scheduling?

A

A method that considers limited resources when creating a project schedule and includes buffers to protect the project completion date.

43
Q

Buffer

A

Additional time to complete a task.

44
Q

Murphy’s Law

A

If something can go wrong, it will.

45
Q

Project Buffer

A

Time added before the project’s due date.

46
Q

Parkinson’s Law

A

Work expands to fill the time allowed.

47
Q

What does PERT stand for?

A

Program Evaluation and Review Technique

48
Q

What is PERT?

A

Can be used to estimate project duration, it applies the CPM to a weighted average duration estimate.

49
Q

Probabilistic Time Estimates

A

Duration estimates based on using optimistic, most likely, and pessimistic estimates of activity durations.

INFO5096 - Managing and Budgeting Tech Projects (8 decks)

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