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PM TERMS > Schedule Management > Flashcards

Schedule Management Flashcards

1
Q

Plan Schedule Management PROCESS

A

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

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2
Q

Define Activities PROCESS

A

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.

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3
Q

Sequence Activities PROCESS

A

Main output is project schedule network diagram

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

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4
Q

Estimate Activity Durations PROCESS

A

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

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5
Q

Develop Schedule PROCESS

A

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

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6
Q

Control Schedule PROCESS

A

Main Output is work performance info and change request

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

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7
Q

Activities List

A

Used to estimate the duration and cost of the project

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8
Q

Rolling wave Planning

A

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

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9
Q

Activity Attributes

A

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

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10
Q

Milestone

A

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

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11
Q

Project schedule network diagram

A

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

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12
Q

Precedence Diagramming Method (PDM)

A

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.

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13
Q

Finish to Start (FS)

A

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

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14
Q

Finish to Finish FF

A

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

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15
Q

Start to Finish SS

A

Activity A must start before activity B can start

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16
Q

Start to Finish SF

A

Activity B cannot finish until activity A has started

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17
Q

Mandatory Dependencies

A

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

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18
Q

Discretionary Dependencies

A

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

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19
Q

External Dependencies

A

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

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20
Q

Internal Dependencies

A

Activities are dependent on activities outside control of the project team

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21
Q

Lead

A

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

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22
Q

Lags

A

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

23
Q

Analogous Estimating

A

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

24
Q

Parametric Estimating

A

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

25
Q

Three Point Estimation (PERT)

A

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

26
Q

Optimistic

A

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

27
Q

Most Likely

A

Most realistic
Usually has a value between Optimistic and pessimistic

28
Q

Pessimistic

A

Worst case for the activity
Biggest of the 3 numbers

29
Q

Beta Distribution

A

PERT FORMULA
Places more weight on the realistic estimate

Optimistic +4 * Realistic +Pessimistic /6

30
Q

Standard Deviation

A

Pessimistic-Optimistic /6

31
Q

Bottom Up Estimating

A

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

32
Q

Reserve Analysis

A

Adding extra time to an activity because of risk

33
Q

Basis of Estimates

A

How the estimates were developed and their ranges.

Can include consumptions and constraints

34
Q

Triangle Distribution

A

This is the average of 3 numbers

35
Q

Schedule Network Analysis

A

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

36
Q

Critical Path Method

A

The longest path through a network diagram

Activities on the critical path have the highest risk

Activities on this path have no float.

37
Q

Float

A

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

38
Q

Resource Leveling

A

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

39
Q

Resource Smoothing

A

Used to ensure the critical path does not change

Allows activities to change if their is float

Does not effect critical path

40
Q

Crashing

A

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

41
Q

Fast Tracking

A

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.

42
Q

Release Plan

A

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

43
Q

Iteration Plan

A

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

44
Q

Milestone Chart

A

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

45
Q

Gantt Chart

A

Shows activity start dates, end dates, and durations.

Longer the bars, the bigger the activity

46
Q

Project Schedule Network Diagrams

A

Shows duration and sequencing of every activity on the project

47
Q

Project Schedule

A

Contains network diagram and the gantt chart

48
Q

Project calendar

A

Displays what is happening day to day on a project

49
Q

Earned Value Analysis

A

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

50
Q

Burndown chart

A

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

51
Q
A
52
Q
A

1 or above means your ahead of schedule

53
Q
A
54
Q
A

PM TERMS (14 decks)

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