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PMP > Schedule Mgmt > Flashcards

Schedule Mgmt Flashcards

1
Q

Schedule mgmt

A

Concerned with how work will be done (activities)

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2
Q

Schedule management processes

A

Initiating - none
Planning - plan schedule mgmt, define actinides, sequence activities
Executing - none
Monitoring and controlling - control schedule
Closing - none

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3
Q

Plan schedule mgmt output

A

Schedule mgmt plan

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4
Q

Define activities output

A

Activity list, activity attributes

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5
Q

Sequence activities output

A

Project schedule network diagrams

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6
Q

Estimate activity durations output

A

Activity duration estimates

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7
Q

Develop schedule output

A

Project schedule, schedule baseline

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8
Q

Control schedule output

A

Work performance info, change requests, schedule forecasts

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9
Q

Schedule mgmt plan

A

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

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10
Q

Define activities

A

Baseline is more granular, decomposed into individual schedule activities

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11
Q

Define activities tools

A

Expert judgement
Decomposition
Rolling wave planning

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12
Q

Rolling wave planning

A

Progressive elaboration that models project planning

Decompose those that are coming up rather than those in the future

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13
Q

Activity list

A

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

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14
Q

Activity attributes

A

Additional info about activities

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15
Q

Sequence activities

A

Taking activity list and arranging in order they must be performed

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16
Q

Network logic diagram

A

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

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17
Q

Sequence activities tools

A

Precedence diagramming method
Dependency determination and integration
Leads and lags

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18
Q

Precedence diagramming method (PDM)

A

Graphical representation to schedule activities in order they must be completed

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19
Q

Mandatory dependency

A

Required, cannot be broken

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20
Q

Discretionary dependency

A

Soft/preferred, based on historical info and expert judgement

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21
Q

External dependency

A

Must be considered although outside control and scope

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22
Q

Internal dependency

A

Team can control

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23
Q

Project schedule network diagram

A

Graphical way of depicting schedule activities, dependencies and sequence

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24
Q

Estimate activity duration

A

Duration depends on who, when, how many people and how long it will take

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25
Q

Estimate activity tools

A

Analogous estimating
Parametric estimating
Three point estimating
Bottom up estimating

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26
Q

Analogous estimating

A

Top down, activity from a previous project

27
Q

Parametric estimating

A

Linear with historical information, calculated

28
Q

Three point estimating (pert)

A

Beta distribution

Triangular distribution

29
Q

Triangular distribution

A

(Pessimistic + optimistic + real) / 3

30
Q

Beta distribution

A

(Pessimistic + 4 x real + optimistic) / 6

31
Q

Std dev

A

(Pessimistic - optimistic ) / 6

32
Q

Estimate activity data analysis

A

Alternatives analysis

Reserve analysis

33
Q

Duration estimates

A

Estimated amount of time for each activity in activity list

34
Q

Develop schedule tools

A 
Schedule network analysis 
Critical path method 
Critical chain method 
Resource optimization 
Schedule compression
35
Q

Schedule network analysis

A

Group of techniques used to create schedule

36
Q

Critical path method (cpm)

A

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

37
Q

Critical chain method

A

Estimating as aggressively as possible and then add buffer

Team doesn’t know, keeps to aggressive schedule

38
Q

Resource optimization

A

Resource leveling

Resource smoothing

39
Q

Resource leveling

A

Use critical path then apply resources, completion date may change

40
Q

Resource smoothing

A

In light of resource changes, completion doesn’t change

41
Q

Schedule compression

A

Crashing

Fast tracking

42
Q

Crashing

A

Add resources, increases cost

43
Q

Fast tracking

A

Re order sequences to allow parallels, increases risk

44
Q

Control schedule

A

Schedule changes are reacted to and schedule is reviewed and adjusted

45
Q

Control schedule data analysis

A

Earned value analysis, iteration burndown chart, performance reviews, trend analysis, variance analysis, what if scenario analysis

46
Q

Control scope work performance information

A

Updated schedule performance index SPI schedule variance SV and other earned value measurements calculated and communicated

47
Q

Control scope schedule forecasts

A

Estimate at completion

Estimate to completion

48
Q

Network path

A

Sequence of events that affect each other on the project from start to finish

49
Q

Critical path

A

Activities that cannot be delayed without delaying the project

50
Q

Float

A

How much an activity can slip before it affects the critical path

If an item is critical it has zero float

51
Q

Early start

A

Earliest date it can start when you factor in dependencies

52
Q

Early finish

A

Forward pass

Early start date keys the duration estimate minus 1

53
Q

Late start

A

Backward pass

Latest this activity could start and not delay the project finish date

54
Q

Late finish

A

The Late start plus the activities minus 1

Activities with 0 float will have same late finish and early start

55
Q

Node representation

A

Es Ef

Ls Lf

56
Q

Free float

A

Amount of time an activity can be delayed without affecting the early start

57
Q

Negative float

A

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

58
Q

Activity decomposition

A

Final result is an activity list

59
Q

Dummy activity

A

Activity in a network diagram that doesn’t have any time associated

60
Q

Delphi technique

A

Expert judgement where the participants don’t know the others and therefore can’t influence opinions, prevents groupthink

61
Q

Heuristics

A

Rules for which no formula exists

Usually derived thru trial and error

62
Q

Milestones

A

High level schedule points used to reach progress

Usually have no time associated with them

63
Q

Monte Carlo analysis

A

Computer simulation that throws a high number if what if scenarios at the project schedule to determine probable results

PMP (14 decks)

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