Scheduling Flashcards
Network Diagram
A graph that shows the activities, duration, and interdependencies of tasks within a project.
Node
Represents the start or end of an activity in a sequence.
Early Finish
Used in a networking diagram, this represents the earliest date that the activity can finish.
Early Start
Used in a networking diagram, this represents the earliest date that the activity can start.
Precedence Diagramming Method (PDM)
A technique used to create the network diagram. It constructs a schedule model in which activities are represented by nodes (Activity on Node - AoN) and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed.
What is a schedule model?
A schedule model is a representation of the plan for executing the project’s activities including durations, dependencies, and other planning information, used to produce a project schedule. [PMBOK® Guide 7th edition, Page 249] (Domain: Process, Task 6)
schedule management plan
A schedule management plan documents the schedule management processes on a project but not the schedule model itself. [PMBOK® Guide 7th edition, Page 249] (Domain: Process, Task 6)
What 4 steps make up the Schedule planning process?
Define activities,
Sequence activities
Estimate activity durations
Develop schedule
Lag
In dependencies, refers to the amount of time whereby a successor activity will be delayed with respect to a preceding activity on the critical path.
Lead
In dependencies, refers to the amount of time whereby a successor activity can be advanced (started) with respect to predecessor activity.
Schedule Baseline
The approved version of a schedule model that can be changed using formal change control procedures and is used as the basis of comparison to actual results. It is one of the main project documents that should be created before the project starts.
Schedule Compression
A method used to shorten the schedule duration without reducing the project scope.
Schedule Forecast
Estimates or predictions of conditions and events in the project’s future based on information and knowledge available at the time the schedule is calculated.
Schedule Management Plan
A component of the project or program management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule.
Schedule Performance Index (SPI)
Schedule Performance Index (SPI) is a measure of schedule efficiency, expressed as the ratio of earned value over planned value. Less than 1 = behind schedule. Greater than 1 = ahead of schedule.
Schedule Variance (SV)
A measure of schedule performance is expressed as the difference between the earned value and the planned value.
Slack
Used in the critical path method. Amount of time that a task can be delayed without affecting the deadlines of other subsequent tasks. (same as Float)
Backward Pass
Technique for calculating the late start and late finish dates of the schedule activities. This is part of the critical path method and is paired with forward pass to determine activity and schedule float along with the critical path.
Bar Chart
A graphic display of schedule-related information. In the typical bar chart, schedule activities or WBS components are listed down the left side of the chart, dates are shown across the top, and activity durations are shown as date-placed horizontal bars. See also “Gantt Chart”.
Critical Path
The sequence of activities that represents the longest path through a project, which determines the shortest possible duration.
Critical Path Method (CPM)
A technique of schedule analysis in which schedule activities (Activity on Arrow - AoA) are evaluated to determine the float or slack for each activity and the overall schedule. To calculate critical path, use the forward and backward pass along with float analysis to identify all network paths, including critical.
Forward Pass
Technique for calculating the early start and early finish dates of the schedule activities. This is part of determining critical path and is paired with backward pass to determine activity and schedule float along with the critical path.
Resource Leveling
Resource Leveling is a resource optimization technique which IMPACTS the critical path. Adjustments are made to the project schedule to help with over or under allocation of resources.
Resource Smoothing
Resource Smoothing is a resource optimization technique which does NOT affect the critical path in which free and total float are used to even out the allocation of resources across a project schedule.
Resource Optimization Techniques
Techniques in which activity start and finish dates are adjusted to balance demand for resources with the available supply.
Either resource smoothing or leveling.
Resource Breakdown Structure
A hierarchical representation of resources by category and type.
Resource Calendar
A calendar that identifies the working days and shifts for which each specific resource is available.
Resource Histogram
A bar chart that represents when a resource will be needed in the project.
Free Float
The amount of time that a scheduled activity can be delayed without impacting the early start date of any subsequent scheduled activity. (same as Free Slack)
Negative Float
The amount of time that must be saved to bring the project to completion on time. (same as negative Slack)
Indicates the schedule must be adjusted.
Total Float
The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint. (same as Total Slack)
When a project is seriously lagging behind schedule and an extension of time is not an option, you are left with the option of crashing the project. You are concerned that crashing the project might over-allocate resources and want to apply resource leveling and smoothing to the crashed schedule. What is the difference between resource leveling and smoothing?
Resource Leveling can cause the project’s critical path to change, while Resource Smoothing doesn’t alter the project’s critical path. [PMBOK7 p238] (Domain: Process, Task 6)
Schedule Crashing
Schedule Crashing is when the project sponsor approves extra funding and resources to expedite delivery of activities
Resource Fast Tracking
Resource Fast Tracking is when some activities on the critical path currently in sequence can be done in parallel
Project Schedule Network Diagram
A graphical representation of the logical relationships among the project schedule activities including project tasks, dependencies, and sequencing to visualize the project schedule and critical path. An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources. See also “Network Diagram”.
Name the Schedule Management process steps in sequential order
Plan Schedule Management
Define Activities
Sequence Activities
Estimate Activity Durations
Develop Schedule
Control Schedule
