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Schedule Flashcards

1
Q

The two most notable trends currently impacting scheduling are

A
  1. Iterative scheduling with a backlog

2. On-demand scheduling

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2
Q

Iterative scheduling with a backlog

A 
a type of rolling wave planning used in adaptive
project management (such as Agile) to deliver incremental value to the customer during an iteration.
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3
Q

back log

A

The backlog is the list of features that have yet to be developed during the current increment.

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4
Q

user story

A

A brief description of deliverable value for a specific user.
The schedule is based on project requirements that are documented with user stories. User stories are prioritized and clarified to define the requirements for
product features that are developed within a defined work period (a time-boxed period).

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5
Q

On-demand scheduling

A

an approach typically used in a Kanban system to limit the team’s work in progress in order to balance demand against throughput.
The schedule is subject to the availability of resources:

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6
Q

Plan Schedule Management

A

the process of establishing the policies, procedures and documentation for planning, managing and controlling the project schedule.

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7
Q

Plan Schedule Management

benefit

A

guidance and direction of how schedule will be managed throughout the project

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8
Q

Plan Schedule Management

inputs

A
  1. project charter (milestone sturcuture)
  2. pmp: scp mt plan & development approach
  3. EEF (scheduling software & commercial database)
  4. OPA (monitoring and reporting tools)
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9
Q

Plan Schedule Management

TT

A

EDM

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10
Q

Plan Schedule Management

outputs

A

Schedule Management Plan

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11
Q

schedule management plan establishes

A
  • project schedule model development maintenance practices
  • level of accuracy that will be required for activity duration estimates
  • units of measure (time and quantity) that will be used for each resource
  • Organizational procedures links based on the WBS
  • Control thresholds for monitoring schedule performance
  • rules of perf measurement
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12
Q

Define Activities

A

determining and listing the activities required to create the deliverables of the project
Note: list is created without regard to necessary resources, start dates, or completion dates

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13
Q

Define Activities

benefit

A

it decompose the work packages into schedule activities that provides a basis for..

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14
Q

Define Activities

inputs

A
  • schedule mt plan

- scope baseline

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15
Q

Define Activities

TT

A

E+M
Decomposition
RWP (rolling wave planning)

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16
Q

Define Activities

outputs

A
  • activity list
  • activity attributes
  • milestone list
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17
Q

Activity List

A

The activity list enumerates each schedule activity
stipulated for the project, including its IDENTIFIER and
SCOPE DESCRIPTION sufficiently DETAILED to ensure an understanding of the work by each team member.

NOT a component of the WBS.

break down the activity list to the point where the activities are 4-80 hours in duration.

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18
Q

Activity Attributes

A

clarify an activity by identifying multiple components related to the activity.

The components evolve during the project. When completed:
a description of the activity, predecessor and successor activities, logical relationships, leads and
lags, resource needs, constraints, assumptions, and exact dates.

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19
Q

Rolling Wave Planning

A

TT of define activities
concept that utilizes the progressive elaboration concept in planning.
work to be done in the near term is planning in detail, work further in the future is planned at higher level

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20
Q

Control Accounts

A

specific points in the WBS where the project scope,

budget, actual cost, and schedule are combined

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21
Q

Planning Package

A

a piece of the WBS above the work package. It is used
to plan work that has been scoped but lacks sufficient
work package level details.

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22
Q

Sequence Activities

A

identifying and documenting relationships among project activities

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23
Q

Sequence Activities

benefit

A

defines the logical sequence of the work to obtain the greatest efficiency giving all the constrains.

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24
Q

Sequence Activities

inputs

A
  • schedule mt plan
  • scope baseline
  • activity list
  • milestone list
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25
Sequence Activities | TT
- PDM (Precedence Diagramming Method) - Dependency Determination and Integration - Leads and Lags
26
Sequence Activities | outputs
1. PSDM (Project Schedule Network Diagrams) | 2. activity attributes
27
four types of dependency attributes
1. mandatory (legally or contractually required) 2. discretionary (preferred, based on best practices) 3. external (usually out of the project team's control) 4. internal (relationship between project activities)
28
FS
successor cannot start until predecessor finishes | most common
29
FF
successor cannot finish until predecessor finishes
30
SS
successor cannot start until predecessor starts
31
SF
predecessor cannot finish until successor start | very rare
32
leads
amount of time that a successor activity will be started BEFORE a predecessor activity is completed
33
lags
the amount of time that a successor activity will be | delayed AFTER the predecessor activity is completed
34
precedence diagramming method (PDM)
typically used with modern project management scheduling software. This method depicts each activity in a box (node) and connects the activities by arrows. It is sometimes called activity-on-node (AON).
35
GERT (Graphical Evaluation Review Technique)
uses FEEDBACK LOOPS or multiple passes through a diagram as iterations are completed
36
arrow diagramming method (ADM)
typically used for manual drawing. This method depicts each activity on an arrow or line, and activities are connected by a circle or box and is sometimes called activity-on-arrow (AOA).
37
A dummy used with ADM
A dummy is a dashed line that connects two activities where a relationship exists, but is not directly connected. The dummy is not an activity and has a zero duration.
38
Total Float
Total Float is the schedule flexibility or amount of time that a schedule activity can be delayed or extended without delaying the project finish date
39
Free Float
The amount of time an activity can be delayed without violating any schedule limitation and without delaying the early start date of successor activities
40
estimate activity duration
estimate the number of workdays (or hours) to complete each activity with estimated resources
41
estimate activity duration | benefit
provides the amount of time each activities will take to complete
42
estimate activity duration | inputs
- schedule mt plan - activity list - assumption log - lessons learned register - resource requirement - risk register
43
estimate activity duration | TT
E+APTB | Reserve analysis
44
estimate activity duration | outputs
- duration estimates - basis of estimates - activity attributes update
45
Duration Estimates
Duration estimates are quantitative estimates of activity durations. They are often expressed as a range of time or a probability of reaching a specific duration
46
Computerized estimates | Monte Carlo
computerized tool that simulates project outcome to | determine factors such as time or cost or number of needed resources
47
PERT (Program Evaluation Review Technique)
beta distribution
48
Develop Schedule
the process of analyzing activity sequence, durations, resource requirements and schedule constraints to create a schedule model for proj exe, monitor & control
49
Develop Schedule | benefit
it generate a schedule model with planned dates for completing project activities.
50
Develop Schedule | Input
``` schedule mt plan activity list and attributes duration estimates milestone list project schedule network diagrams project team assignments resource calendars resource requirements risk register agreements ```
51
Develop Schedule | TT
``` schedule network analysis CPM resource optimization leads and lags schedule compression agile release planning ```
52
Develop Schedule | output
schedule baseline project schedule project calendars
53
critical path
the longest path through the project and represents the minimum project duration
54
schedule network analysis
it employs several techniques to create the schedule model. The analysis typically includes critical path analysis, resource optimization, modeling techniques, and techniques to increase the effectiveness of resources.
55
Resource Optimization
adjust the start and finish dates of activities to schedule to accommodate resource availability.
56
resource leveling
adjusting start and finish dates based on resource constraints to offset resource demand with resource supply. CP may change.
57
Resource smoothing
using an activity’s float to offset resource demand with resource supply. activities only be delayed within their free and ttl float. CP is not changed. Completetion date may not be delayed.
58
lead
the amount of time that a successor activity will be started before a predecessor activity is completed.
59
lag
A lag is the amount of time that a successor activity will be delayed after the predecessor activity is completed.
60
schedule compression
shorten or accelerate the schedule duration without reducing the project scope Resource leveling and schedule compression techniques are typically used together in several iterations to attain an optimal balance between delivery deadlines and resource utilization.
61
crashing
adding resources. (high cost) | works ONLY for activities on the CP
62
fast tracking
activities normally done in sequence are performed in parallel. (high risk) work ONLY when activities can be overlapped to shorten the duration on CP
63
Agile Release Planning
creates a high-level timeline of the release schedule for the next 3-6 months in accordance with the product roadmap. The number of iterations or sprints in the release is determined during planning so decisions can be made regarding the extent of product development and the length of time required to release the product. The customer typically finds the timeline more understandable than the project schedule since it exhibits the features that will be functional as a result of each iteration. The coach/facilitator facilitates the release planning meeting. The team and the product owner/customer attend this meeting.
64
Milestone Schedule
typically used in executive reporting and each milestone has a zero (0) duration. It lacks detail, generally listing only the main project milestones as diamonds instead of Gantt bars.
65
Summary Schedule
shows an aggregate or rolled up view of the various activities at a summary level.
66
control schedule
monitor the status of the project to update project schedule | manage changes to the schedule baseline
67
control schedule | benefit
maintain schedule baseline
68
control schedule | inputs
``` schedule mt plan schedule baseline project schedule schedule data WPD ```
69
control schedule | TT
data analysis 1. EVA 2. Iteration burndown chart 3. performance review 4. trend analysis 5. what if scenario analysis CPM resources optimization leads and lags schedule compression
70
control schedule | output
WPI schedule forecasts change request updates: schedule baseline
71
iteration burndown chart
TT of control schedule depicts remaining work from the iteration backlog. An ideal burndown (the burndown established during iteration planning) is used as the basis for comparison and analysis. Using a forecast trend line, the variance at iteration completion can be determined so that the proper course of action can be taken.
72
schedule baseline
the APPROVED version of schedule model. | can be changed ONLY through formal change control procedures.
73
project schedule
an output of project schedule, often presented graphically using: 1. bar chart (aka Gantt chart) 2. milestone chart 3. PSND project schedule network diagrams

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