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Schedule Management Flashcards

1
Q

Plan Schedule Management

A

2.3.1 (Planning Process, Schedule Mgmt KA)

The Process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.

Inputs: Project Charter, Project Management Plan, EEF, OPA
Tools & Techniques: Expert Judgement, Data Analysis, Meetings
Outputs: Schedule Management Plan

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2
Q

Schedule Management Plan

A

2.3.1 Plan Schedule Management Output

Establishes the criteria and the activities for developing, monitoring, and controlling the schedule. May be formal or informal, highly detailed or broadly framed, based on the needs of the project.

Includes:

  • Project schedule model development (tools & methodology)
  • Level of accuracy
  • Units of measure
  • Organizational procedures links
  • Project schedule model maintenance
  • Control thresholds
  • Rules of performance measurement
  • Reporting formats
  • Process descriptions
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3
Q

Define Activities

A

2.3.2 (Planning Phase, Schedule Mgmt KA)

Process of identifying and documenting the specific actions to be performed to produce the project deliverables.

Inputs: Project Management Plan, EEF, OPA
Tools & Techniques: Expert Judgement, Decomposition, Rolling Wave Planning, Meetings
Outputs: Activity List, Activity Attributes, Milestone List, Change Requests, Project Management Plan Updates

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4
Q

Decomposition

A

2.3.2 Define Activities TT

Technique used for dividing and subdividing the project scope and deliverables into smaller, more manageable parts.

Also done in Create WBS process

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5
Q

Rolling Wave Planning

A

2.3.2 Define Activities TT

Iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level.

Only to be used if there is no other way to plan

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6
Q

Activity List

A

2.3.2 Define Activities Output

Comprehensive list that includes all schedule activities required on the project.

Lower level than WBS.

Includes activity identifier and a scope of work description for each activity in sufficient detail to ensure the team understands what work is required to be completed.

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7
Q

Activity Attributes

A

2.3.2 Define Activities Output

Extend the description of the activity by identifying the multiple components associated with each activity.

May include predecessor activities, successor activities, constraints, resource requirements, logical relationships, leads and lags, assumptions, imposed dates, etc.

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8
Q

Milestone List

A

2.3.2 Define Activities Output

List identifying all project milestones (significant point or event in the project) and indicates whether the milestone is mandatory or optional.

They do not have a duration since they are a moment in time.

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9
Q

Sequence Activities

A

2.3.3 (Planning Process, Schedule Mgmt KA)

Process of identifying and documenting relationships among the project activities

Inputs: Project Management Plan, Project Documents, EEF, OPA
Tools & Techniques: Precedence Diagramming Method, Dependency Determination and Integration, Leads and Lags, Project Management Information System
Outputs: Project Schedule Network Diagrams, Project Documents Updates

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10
Q

Precedence Diagramming Method

A

2.3.3 Sequence Activities TT

Technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationship to show the sequence in which the activities are to be performed

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11
Q

Finish-to-Start (FS)

A

2.3.3 Sequence Activities TT

Used in PDMs
Logical relationship in which successor activity cannot start predecessor activity has finished

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12
Q

Finish-to-Finish (FF)

A

2.3.3 Sequence Activities TT

Used in PDMs
Logical relationship in which a successor activity cannot finish until a predecessor activity has finished

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13
Q

Start-to-Start (SS)

A

2.3.3 Sequence Activities TT

Used in PDMs
Logical relationship in which a successor activity cannot start until a predecessor activity has started

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14
Q

Start-to-Finish

A

2.3.3 Sequence Activities TT

Used in PDMs
Logical relationship in which a successor activity cannot finish until a predecessor activity has started.

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15
Q

Mandatory Dependencies

A

2.3.3 Sequence Activities TT

Legally or contractually required or inherent in the nature of the work

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16
Q

Discretionary Dependencies

A

2.3.3 Sequence Activities TT

Also known as preferred/preferential/soft logic
Established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired even though there may be other acceptable sequences

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17
Q

External Dependencies

A

2.3.3 Sequence Activities TT

Involve relationship between project activities and non-project activities. Usually outside the project team’s control

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18
Q

Internal Dependencies

A

2.3.3 Sequence Activities TT

Involve a precedence relationship between project activities and are generally inside the project team’s control.

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19
Q

Lead

A

2.3.3 Sequence Activities TT

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

When you let a task get started before its predecessor is done

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20
Q

Lag

A

2.3.3 Sequence Activities TT

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

When you purposefully put a delay between the predecessor and successor tasks.

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21
Q

Project Schedule Network Diagram

A

2.3.3 Sequence Activities Output

Graphical representation of the logical relationships, also referred to as dependencies, among the project schedule activities.

22
Q

Estimate Activity Durations

A

2.3.4 (Planning Process, Schedule Mgmt KA)

Process of estimating the number of work periods needed to complete individual activities with estimated resources

Inputs: Project Management Plan, Project Documents, EEF, OPA
Tools & Techniques: Expert Judgement, Analogous Estimating, Parametric Estimating, Three-point Estimating, Bottom-up Estimating, Data Analysis, Decision Making, Meetings
Outputs: Duration Estimates, Basis of Estimates, Project Documents Updates

23
Q

Analogous Estimating

A

2.3.4 Estimate Activity Durations TT

Technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project

24
Q

Parametric Estimating

A

2.3.4 Estimate Activity Durations TT

Estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters

25
Q

Three-Point Estimating

A

2.3.4 Estimate Activity Durations TT

Uses three estimates (most likely, optimistic, pessimistic_ to define an approximate range for an activity’s duration

Triangular Distribution = average of all three

26
Q

Program Evaluation Review Technique (PERT)

A

2.3.4 Estimate Activity Durations TT

Also known as Beta Distribution for Three-Point Estimating

(O+4M+P) / 6

27
Q

Reserve Analysis

A

2.3.4 Estimate Activity Durations TT

Estimates may include contingency reserves, sometimes called time reserves or buffers, in the project schedule to account for schedule uncertainty

Contingency reserves are associated with the known-unknowns

28
Q

Activity Duration Estimates

A

2.3.4 Estimate Activity Durations Output

Quantitative assessments of the likely number of time periods that are required to complete an activity

Do not include leads/lags
May include some indication of range of possible results (+- 2 days or 15% probability of exceeding three weeks)

29
Q

Develop Schedule

A

2.3.5 (Planning Process, Schedule Mgmt KA)

Process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.

Inputs: Project Management Plan, Project Documents, Agreements, EEF, OPA
Tools & Techniques: Schedule Network Analysis, Critical Path Method, Resource Optimization, Data Analysis, Lead and Lags, Schedule Compression, Project Management Information System, Agile Release Planning
Outputs: Schedule Baseline, Project Schedule, Schedule Data, Project Calendars, Change Requests, Project Managment Plan Updates, Project Documents Updates

30
Q

Schedule Network Analysis

A

2.3.5 Develop Schedule TT

Technique that generates the project schedule model. It employs various analytical techniques, such as Critical Path Method, critical chain method, what-if analyis, and resource optimization techniques to calculate the early and late start and finish dates for the uncompleted portions of project activities.

31
Q

Critical Path Method

A

2.3.5 Develop Schedule TT

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

32
Q

Float

A

2.3.5 Develop Schedule TT

The amount of time that an activity can slip or be delayed before it causes your project to be delayed.

Also known as SLACK

33
Q

Early Start

A

2.3.5 Develop Schedule TT

The earliest time an activity can start

Can only start early if all other previous activities started early and did not slip

34
Q

Early Finish

A

2.3.5 Develop Schedule TT

The earliest time that an activity can finish

Date that an activity will finish if all previous activities started early and did not slip

35
Q

Late Start

A

2.3.5 Develop Schedule TT

Latest time and activity can start

36
Q

Late Finish

A

2.3.5 Develop Schedule TT

Latest time an activity can finish

37
Q

Crashing

A

2.3.5 Develop Schedule TT

A schedule compression technique

Shorten the schedule duration for the least incremental cost by adding resources or moving them around.

This always costs more money and doesn’t always work

38
Q

Fast Tracking

A

2.3.5 Develop Schedule TT

A schedule compression technique

Activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.

39
Q

What-If Scenario Analysis

A

2.3.5 Develop Schedule TT

A modeling technique

Process of evaluating scenarios in order to predict their effort, positively or negatively, on project objectives

40
Q

Simulation

A

2.3.5 Develop Schedule TT

A modeling technique

Calculating multiple project durations with different sets of activity assumptions, usually using probability distributions constructed from three-point estimates to account for uncertainty

41
Q

Critical Chain Method

A

2.3.5 Develop Schedule TT

Schedule method in which resource dependencies are used to determine the critical path. Then, you add buffers, working backward from the delivery date into the schedule at strategic points, and managing the project so that each milestone is hit on time.

42
Q

Resource Leveling

A

2.3.5 Develop Schedule TT

A resource optimization technique

Start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply.

Sometimes only one resource can do a given activity. If that resource is busy doing something on the critical path, the path itself needs to change to include that dependency. This technique evaluates all resources to see if the critical path needs to change to accommodate resource assignments.

43
Q

Resource Smoothing

A

2.3.5 Develop Schedule TT

A resource optimization technique

Adjusts the activities of a schedule model so that the requirements for resources on the project do not exceed certain predefined resource limits.

Critical path is not changed, nor is completion date delayed. Thus, activities can only be delayed within their float, so this technique may not be able to optimize all resources.

44
Q

Schedule Baseline

A

2.3.5 Develop Schedule Output

Approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results

45
Q

Project Schedule

A

2.3.5 Develop Schedule Output

Presents linked activities with planned dates, durations, milestones, and resources.

46
Q

Bar Chart

A

2.3.5 Develop Schedule Output

A graph display of the project schedule

Also known as a Gantt Chart, represents schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates.

47
Q

Milestone Charts

A

2.3.5 Develop Schedule Output

A graph display of the project schedule

Similar to bar charts, but only identify that scheduled start or completion of major deliverables and key external interfaces.

48
Q

Project Schedule Network Diagrams

A

2.3.5 Develop Schedule Output

A graph display of the project schedule

Commonly presented in the activity-on-node diagram format showing activities and relationships without a time scale, sometimes referred to as a pure logic diagram, or presented in a time-scaled schedule network diagram format that is sometimes called a logic bar chart.

49
Q

Control Schedule

A

4.3.6 (Monitoring & Controlling Phase, Schedule Mgmt KA)

Process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan

Inputs: Project Management Plan, Project Documents, Work Performance Data, OPA
Tools & Techniques: Data Analysis, Critical Path Method, Project Management Information System, Resource Optimization, Lead and Lags, Schedule Compression
Outputs: Work Performance Information, Schedule Forecasts, Change Requests, Project Managment Plan Updates, Project Documents Updates

50
Q

Trend Analysis

A

4.3.6 Control Schedule TT

A kind of performance review

Examines project performance over time to determine whether performance is improving or deteriorating

51
Q

Earned Value Management (EVM)

A

4.3.6 Control Schedule TT

A kind of performance review

Schedule performance measurements such as schedule variance (SV) and schedule performance index (SPI) are used to assess the magnitude of variation to the original schedule baseline

PMP Flashcards (11 decks)

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