Schedule Mgmt Flashcards
Schedule mgmt
Concerned with how work will be done (activities)
Schedule management processes
Initiating - none
Planning - plan schedule mgmt, define actinides, sequence activities
Executing - none
Monitoring and controlling - control schedule
Closing - none
Plan schedule mgmt output
Schedule mgmt plan
Define activities output
Activity list, activity attributes
Sequence activities output
Project schedule network diagrams
Estimate activity durations output
Activity duration estimates
Develop schedule output
Project schedule, schedule baseline
Control schedule output
Work performance info, change requests, schedule forecasts
Schedule mgmt plan
Part of the project plan, defines how the schedule will be defined, measured, how and how often the team will track progress, what will happen if project veers and how progress will be reported
Define activities
Baseline is more granular, decomposed into individual schedule activities
Define activities tools
Expert judgement
Decomposition
Rolling wave planning
Rolling wave planning
Progressive elaboration that models project planning
Decompose those that are coming up rather than those in the future
Activity list
All of the schedule activities that need to be performed in order to complete the project
Each activity should map to only one work package
Work package is delivery focused, activity is actual work focused
Activity attributes
Additional info about activities
Sequence activities
Taking activity list and arranging in order they must be performed
Network logic diagram
Each activity is drawn and placed in the order it must be performed and the amount of time required is represented by a number
Preferred method for activities
Sequence activities tools
Precedence diagramming method
Dependency determination and integration
Leads and lags
Precedence diagramming method (PDM)
Graphical representation to schedule activities in order they must be completed
Mandatory dependency
Required, cannot be broken
Discretionary dependency
Soft/preferred, based on historical info and expert judgement
External dependency
Must be considered although outside control and scope
Internal dependency
Team can control
Project schedule network diagram
Graphical way of depicting schedule activities, dependencies and sequence
Estimate activity duration
Duration depends on who, when, how many people and how long it will take
Estimate activity tools
Analogous estimating
Parametric estimating
Three point estimating
Bottom up estimating
Analogous estimating
Top down, activity from a previous project
Parametric estimating
Linear with historical information, calculated
Three point estimating (pert)
Beta distribution
Triangular distribution
Triangular distribution
(Pessimistic + optimistic + real) / 3
Beta distribution
(Pessimistic + 4 x real + optimistic) / 6
Std dev
(Pessimistic - optimistic ) / 6
Estimate activity data analysis
Alternatives analysis
Reserve analysis
Duration estimates
Estimated amount of time for each activity in activity list
Develop schedule tools
Schedule network analysis Critical path method Critical chain method Resource optimization Schedule compression
Schedule network analysis
Group of techniques used to create schedule
Critical path method (cpm)
Combination of activities that if delayed will delay the projects finish
Calculate projects finish
Identify how much float without delaying
Identify highest risk activities that can’t slip
Critical chain method
Estimating as aggressively as possible and then add buffer
Team doesn’t know, keeps to aggressive schedule
Resource optimization
Resource leveling
Resource smoothing
Resource leveling
Use critical path then apply resources, completion date may change
Resource smoothing
In light of resource changes, completion doesn’t change
Schedule compression
Crashing
Fast tracking
Crashing
Add resources, increases cost
Fast tracking
Re order sequences to allow parallels, increases risk
Control schedule
Schedule changes are reacted to and schedule is reviewed and adjusted
Control schedule data analysis
Earned value analysis, iteration burndown chart, performance reviews, trend analysis, variance analysis, what if scenario analysis
Control scope work performance information
Updated schedule performance index SPI schedule variance SV and other earned value measurements calculated and communicated
Control scope schedule forecasts
Estimate at completion
Estimate to completion
Network path
Sequence of events that affect each other on the project from start to finish
Critical path
Activities that cannot be delayed without delaying the project
Float
How much an activity can slip before it affects the critical path
If an item is critical it has zero float
Early start
Earliest date it can start when you factor in dependencies
Early finish
Forward pass
Early start date keys the duration estimate minus 1
Late start
Backward pass
Latest this activity could start and not delay the project finish date
Late finish
The Late start plus the activities minus 1
Activities with 0 float will have same late finish and early start
Node representation
Es Ef
Ls Lf
Free float
Amount of time an activity can be delayed without affecting the early start
Negative float
Activity’s start date occurs before a preceding activity’s finish date
Might have to rework the logic of the schedule by crashing or fast tracking
Activity decomposition
Final result is an activity list
Dummy activity
Activity in a network diagram that doesn’t have any time associated
Delphi technique
Expert judgement where the participants don’t know the others and therefore can’t influence opinions, prevents groupthink
Heuristics
Rules for which no formula exists
Usually derived thru trial and error
Milestones
High level schedule points used to reach progress
Usually have no time associated with them
Monte Carlo analysis
Computer simulation that throws a high number if what if scenarios at the project schedule to determine probable results
