Schedule Management

Question 1

Theory of Constraints

Answer 1

Examine the most limiting factor in our process and improve it so that it’s no longer a constraint.

Question 2

To decompose project activities you need these three things:

Answer 2

Scope baseline, EEFs, OPAs

Question 3

Rolling Wave Planning

Answer 3

An iterative planning technique in which the work to be accomplished in the near term is planned in detail while work further in the future is planned at a high level

Question 4

Activity List includes:

Answer 4

scheduled activities required on the project and an activity identifier and a scope of work description in sufficient detail to ensure the project team members understand what work is required to be completed

Question 5

Lead

Answer 5

The amount of time a successor activity can be advanced with respect to a predecessor activity.

Question 6

Lag

Answer 6

The amount of time a successor activity will be delayed with respect to a predecessor activity

Question 7

Law of diminishing returns

Answer 7

When one factor used to determine the effort required to produce a unit of work is increased while all other factors remain fixed, a point will eventually be reached at which additions of that one factor start to yield progressively smaller or diminishing increases in output

Question 8

Level of Effort

Answer 8

Needed to manage scope but are not required to complete scope

Question 9

Discrete Effort Activities

Answer 9

Activities required to complete project scope

Question 10

Apportioned Effort Activities

Answer 10

The project management work, QA, Integrated Change Control, and Communications

Question 11

Activity on Node Diagram

Answer 11

designed to show which activities must be completed in order for other activities to commence. This is referred to as “finish-to-start” precedence – meaning one activity must be finished before the next one can start.

Question 12

Precedence Diagramming Method

Answer 12

Arrows used to represent the relationship and the dependencies of the work packages

Question 13

Analogous Estimating

Answer 13

Using historical information / previous similar projects to estimate a projects duration

Question 14

Critical Path Method

Answer 14

used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths within the schedule model

Question 15

Schedule Network Analysis

Answer 15

a graphical representation of a schedule showing each sequenced activity and the time it takes to finish each one

Question 16

Three-Point Estimates

Answer 16

Find the average of the optimistic, most likely, and pessimistic (O+ML+P)/3=Estimate

Question 17

PERT Estimates

Answer 17

Program evaluation and review technique (beta distribution) (O+(4ML)+P)/6=estimate

Question 18

Free Float

Answer 18

An activity can be delayed without delaying the early start of any successor activities

Question 19

Total Float

Answer 19

An activity can be delayed without delaying project completion

Question 20

Project Float

Answer 20

A project can be delayed without passing the customer expected completion date

Question 21

Forward Pass

Answer 21

Early Start + Duration - 1 = Early Finish

Question 22

Backward Pass

Answer 22

Late Finish - Duration + 1 = Late Start

Question 23

Monte Carlo Simulation

Answer 23

a quantitative risk analysis technique which is used to understand the impact of risk and uncertainty in project management

Question 24

Resource Leveling Heuristic

Answer 24

Limits labor in a time period and often extends the project schedule

Question 25

Resource Smoothing

Answer 25

Resource smoothing is used when the time constraint takes priority. The objective is to complete the work by the required date while avoiding peaks and troughs of resource demand. Resource leveling is used when limits on the availability of resources are paramount.

Question 26

Allows you to add more labor to effort-driven activities. By adding more labor, or effort, you are reducing the duration of the activity

Answer 26

Crashing

Question 27

Score the difficulty of the tasks needed to complete a user story in a sprint

Answer 27

Story Points

Question 28

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

Answer 28

Soft Logic

Question 29

States that work will expand to fulfill the time allotted to it. Bloated tasks will take all the time allotted. Management reserve should be used instead

Answer 29

Parkinson’s Law

Question 30

A portion of the project schedule allotted for time overruns on activities

Answer 30

Contingency Reserve

Question 31

Allows activities to operate in tandem with each other rather than sequentially

Answer 31

Fast Tracking

Question 32

A bar chart that represents the duration of activities against a calendar. The length of the bars represents the length of activities, while the order of the bars represents the order of activities in the project.

Answer 32

Gantt Chart