Schedule Management

Question 1

Plan Schedule Management PROCESS

Answer 1

Main output is schedule management plan

Documents how you will do the other 5 processes

States how to measure the schedule and how to fix it if there are any variances

Question 2

Define Activities PROCESS

Answer 2

Main output is activity list, activity attributes, and Milestone list

Taking the work packages and breaking them down into activities

Activities are more detailed then work packages. Each work package usually contains many activities
^Once this is done you store them in the activities list.

Question 3

Sequence Activities PROCESS

Answer 3

Main output is project schedule network diagram

Take the list of activities and put them in the order you will perform them

Question 4

Estimate Activity Durations PROCESS

Answer 4

Main output is activity duration estimates

Analyze each activity to determine how long each will take

This will be used to create the project schedule

Question 5

Develop Schedule PROCESS

Answer 5

Main output is schedule baseline, project schedule, schedule data, project calendars.

Process of creating project schedule and the schedule baseline.
You review everything you did in the previous processes to develop the schedule

This is an iterative process

Question 6

Control Schedule PROCESS

Answer 6

Main Output is work performance info and change request

Controlling project work to ensure it will finish on the schedule basline

Question 7

Activities List

Answer 7

Used to estimate the duration and cost of the project

Question 8

Rolling wave Planning

Answer 8

A form of progressive elaboration
Work packages happening soon can be decomposed now
Work packages happening later will be decomposed at a later date when more details are known

Question 9

Activity Attributes

Answer 9

More detailed info about each activity
This includes:
Resources needed to complete the activity
-Location of the activity
-Cost
-Assumptions
-Constraints
-Leads and lags
Relationship to other activities

Question 10

Milestone

Answer 10

Consist of all project or phase milestones
activity that has no duration and is used to represent a major accomplishment
Example: Permit

Question 11

Project schedule network diagram

Answer 11

A diagram that shows the order in which you will do each individual activity

Question 12

Precedence Diagramming Method (PDM)

Answer 12

PDM maps out project development by creating a visual representation of critical paths and dependencies. The primary output of PDM is a project schedule network diagram.

Question 13

Finish to Start (FS)

Answer 13

Finish activity A then you can start activity B
Activity A is the predecessor and activity B is the the successor

Question 14

Finish to Finish FF

Answer 14

Need to finish at the same time, but not necessarily start at the same time

Question 15

Start to Finish SS

Answer 15

Activity A must start before activity B can start

Question 16

Start to Finish SF

Answer 16

Activity B cannot finish until activity A has started

Question 17

Mandatory Dependencies

Answer 17

Also known has hard logic
You have to finish one activity to start the next activity

Question 18

Discretionary Dependencies

Answer 18

Known as soft logic
Activities do not need to get done in a specific order

Question 19

External Dependencies

Answer 19

Activities are dependent on activities outside the control of the project team

Question 20

Internal Dependencies

Answer 20

Activities are dependent on activities outside control of the project team

Question 21

Lead

Answer 21

Overlap between activities
EX you can start taping up fixtures after half of the furniture has been removed

Question 22

Lags

Answer 22

Delays between activities
Ex: Once you finish painting a room you give a lag of 1 day to let is dry before you put furniture back

Question 23

Analogous Estimating

Answer 23

Relies on historical information to assign the current duration to the activities

Question 24

Parametric Estimating

Answer 24

Uses mathematical algorithm to calculate cost or duration

Example: If it takes 1 hour to write one line of code, it would take 1000 hours to write 1000 lines of code

Question 25

Three Point Estimation (PERT)

Answer 25

Program evaluation and review technique Uses 3 different values to calculate the duration or cost of an activity -Optimistic -Most Likely (Realistic) -Pessimistic

Question 26

Optimistic

Answer 26

best case for the activity or the least amount of time to complete the activity Smallest of the 3 values

Question 27

Most Likely

Answer 27

Most realistic Usually has a value between Optimistic and pessimistic

Question 28

Pessimistic

Answer 28

Worst case for the activity Biggest of the 3 numbers

Question 29

Beta Distribution

Answer 29

PERT FORMULA Places more weight on the realistic estimate Optimistic +4 * Realistic +Pessimistic /6

Question 30

Standard Deviation

Answer 30

Pessimistic-Optimistic /6

Question 31

Bottom Up Estimating

Answer 31

Known to be accurate Done by breaking down work to its lowest levels and then aggregating the work back up to find an overall duration

Question 32

Reserve Analysis

Answer 32

Adding extra time to an activity because of risk

Question 33

Basis of Estimates

Answer 33

How the estimates were developed and their ranges. Can include consumptions and constraints

Question 34

Triangle Distribution

Answer 34

This is the average of 3 numbers

Question 35

Schedule Network Analysis

Answer 35

Helps create project schedule Will use critical path method or resource optimization

Question 36

Critical Path Method

Answer 36

The longest path through a network diagram Activities on the critical path have the highest risk Activities on this path have no float.

Question 37

Float

Answer 37

The amount of time you can delay activities without delaying the project end date

Question 38

Resource Leveling

Answer 38

resources are limited or over-allocated. Over-allocated means it is working on two or more activities at the same time. Resource leveling increases length of the critical path

Question 39

Resource Smoothing

Answer 39

Used to ensure the critical path does not change Allows activities to change if their is float Does not effect critical path

Question 40

Crashing

Answer 40

Increases cost and adds risk You add more resources to activities to complete them faster

Question 41

Fast Tracking

Answer 41

Gets project done quicker but increases risk Method where you do thing in parallel instead of sequentially EX: instead of installing server and then the workstation, you would install them at the same time.

Question 42

Release Plan

Answer 42

Set of iterations that will help to create a product that is given to the customers for feedback

Question 43

Iteration Plan

Answer 43

Plan that will be used to create a single iteration for part of the product

Question 44

Milestone Chart

Answer 44

Point in time and have no duration Only shows major deliverables Summary of Entire Project

Question 45

Gantt Chart

Answer 45

Shows activity start dates, end dates, and durations. Longer the bars, the bigger the activity

Question 46

Project Schedule Network Diagrams

Answer 46

Shows duration and sequencing of every activity on the project

Question 47

Project Schedule

Answer 47

Contains network diagram and the gantt chart

Question 48

Project calendar

Answer 48

Displays what is happening day to day on a project

Question 49

Earned Value Analysis

Answer 49

Series of formulas that are used to numerically analyze the performance of a project related cost and time

Question 50

Burndown chart

Answer 50

Generally used on agile project Y axis shows work needs to get complete d

Answer 52

1 or above means your ahead of schedule