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Project Management > Study Cards - Chapter 6 > Flashcards

Study Cards - Chapter 6 Flashcards

1
Q

The time management planning processes are…

A
  • Define activities
  • Sequence activities
  • Estimate activity resources
  • Estimate activity durations
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2
Q

Activities are…

A
  • The foundation of providing estimates for budgets, scheduling, executing, and monitoring & controlling the project
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3
Q

The time management M&C process is…

A
  • Control schedule
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4
Q

The define activities inputs are…

A

Output from Create WBS
- Scope baseline

EEFs
OPAs

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5
Q

The define activities processes are…

A
  • Decomposition
  • Rolling wave planning
  • Templates
  • Expert judgement
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6
Q

The define activities outputs are…

A
  • Activity list (key)
  • Activity attributes
  • Milestone list
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7
Q

The sequence activities inputs are…

A

Outputs from Define Activities

  • Activity list
  • Activity attributes
  • Milestone list

Outputs from Define Scope
- Project scope statement

OPAs

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8
Q

The sequence activities processes are…

A
  • Precedence Diagraming Method (PDM)
  • Dependency determination
  • Applying leads and lags
  • Schedule network templates
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9
Q

The sequence activities outputs are…

A
  • Project schedule network diagrams

- Project documentation updates

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10
Q

A network diagram is useful for…

A
  • Illuminates dependencies
  • Assigns duration to each activity
  • Graphically identifies the workflow
  • Justifies time estimate for project
  • Identifies critical path
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11
Q

The four relationships in the Precedence Diagramming method are…

A
  • Finish to start
  • Start to start
  • Finish to finish
  • Start to finish
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12
Q

Three types of network diagrams are…

A
  • Precedence Diagramming Method (Activity on Node)
  • Activity on Arrow
  • GERT (looping)
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13
Q

Three types of network dependencies are…

A
  • Mandatory dependency (must have)
  • Discretionary dependency (nice to have)
  • External dependency (third party)
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14
Q

A milestone list becomes part of…

A
  • The project plan
  • The project scope statement
  • The WBS dictionary
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15
Q

Can be applied in the sequence activities process to affect timing…

A
  • Leads (schedule compression)

- Lags (imposed delay)

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16
Q

The estimate activity resources inputs are…

A

Outputs from Define Activities

  • Activity list
  • Activity attributes

Outputs from Develop PM Plan (subsidiary plan)
- Resource calendars

EEFs and OPAs

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17
Q

The estimate activity resources processes are….

A
  • Expert judgement
  • Alternatives analysis
  • Published estimating data
  • Bottom-up estimating
  • PM software
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18
Q

The estimate activity resources outputs are…

A
  • Activity resource requirements (key)
  • Resource breakdown structure
  • project document updates
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19
Q

The estimate activity durations inputs are…

A

Outputs from Define Activities

  • Activity list
  • Activity attributes

Output from Estimate Activity Resources
- Activity resource requirements

Outputs from Develop PM plan (subsidiary plan)
- Resource calendars

Outputs from Define Scope
- Project scope statement

EEFs and OPAs

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20
Q

As the project manager, you are responsible for the following when estimating activity resources and activity durations…

A
  • Obtaining historical information
  • Creating your own estimates
  • Forecasting your own estimates to completion
  • Reviewing estimates
  • Looking to shorten the project timeline
  • Basing estimates on the WBS
  • Ensuring that SMEs are delivering the estimates
  • Managing to the schedule baseline
  • Knowing when to implement a change
  • Create most accurate estimate possible
  • Meeting agreed estimates
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21
Q

Analogous Estimating

A
  • Project ‘A’ is like 3 previous projects
  • Quick and low cost
  • Very ‘rangy’
  • A form of expert judgement
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22
Q

Parametric Estimating

A
  • If it takes 1 day and costs x to build a widget, then 1000 widgets will take 1000 days and cost 1000x
  • Can be more detailed than analogous
  • Faster than bottom-up
  • Parameters may not scale
23
Q

Three-Point estimating

A
  • PERT (a weighted average)
  • Triangular Distribution (non-weighted average)
  • Can be very accurate for activities that are well understood
  • Can be very inaccurate if elements are unknown
24
Q

Bottom-Up estimating

A
  • A detailed estimate based on reliable historical values
  • More accurate
  • Better team buy-in
  • Longer with higher cost
  • Relies on WBS
  • Team may ‘pad’ estimates
25
Q

Expert Judgement

A
  • Subject matter expertise
26
Q

Reserve Analysis

A
  • Part of the Risk process
27
Q

One-Point estimate

A
  • Based on expert judgement but has numerous negative effects on the project
28
Q

Heuristics

A
  • Problem solving by experimental and trial-and-error methods (rule of thumb)
29
Q

Standard Deviation

A
  • The sigma value (σ)
  • 1 σ = 68%
  • 2 σ = 95%
  • 3 σ = 99%
30
Q

Six Sigma

A
  • 99.99966%

- (3.4 defects per million)

31
Q

PERT formulas

A

Mean = (To + 4Tml + Tp) / 6
Standard Deviation = (Tp - To) / 6
Variance = σ² (Standard Deviation squared)

32
Q

Triangular Distribution formulas

A

Mean = (To + Tml + Tp) / 3
Standard Deviation = (Tp - To) / 3
Variance = σ² (Standard Deviation squared)

33
Q

The develop schedule inputs are…

A

Outputs from Define Activities

  • Activity list
  • Activity attributes

Outputs from Sequence Activities
- Project schedule network diagrams

Outputs from Estimate Activity Resources
- Activity resource requirements

Outputs from Develop PM Plan (subsidiary plan)
- Resource calendars

Output from Estimate Activity Durations
- Activity Duration Estimates

Outputs from Define Scope
- Project scope statement

EEFs and OPAs

34
Q

The develop schedule processes are…

A
  • Schedule network analysis
  • Critical path method
  • Critical chain methods
  • Resource leveling
  • What-if scenario analysis
  • Applying leads and lags
  • Schedule compression
  • Scheduling tool
35
Q

The develop schedule outputs are…

A
  • Project schedule
  • Schedule baseline
  • Schedule data
  • Project document dates
36
Q

Schedule baseline

A
  • A version of the project schedule
  • A component of the project management plan
  • Accepted, approved and signed-off by the project management team
  • Calendar based (start and finish dates)
37
Q

Time estimate

A
  • NOT calendar based

- aka Work Effort or Level of Effort

38
Q

Slack or Float (three types)

A

Time an activity can be delayed without impacting…

Free - the Early start of the successor
Total - the project end date
Project - another project

39
Q

Critical Path

A
  • The longest path through a network diagram that produces the shortest possible completion time for a project
  • Contains zero or negative float
  • There can be more than one, and it can change
  • Negative float means you are behind schedule
  • Early start and late start are identical
40
Q

4-box method

A
  • Network diagram setup
  • Activity Identifier (upper left)
  • Activity Duration (upper right)
  • Early Start (lower left)
  • Late Start (lower right)
41
Q

Early Start

A
  • Calculated using the forward pass
  • Sum of the Early Start and Duration of the predecessor activity
  • When merging paths the largest number wins
42
Q

Late Start

A
  • Calculated using the backward pass
  • The Late Start of the successor activity minus the duration of the predecessor activity
  • When merging paths the smallest number wins
43
Q

Total Float

A
  • Sum of float across all activities in a path
44
Q

Fast Tracking

A
  • Schedule compression technique

- Allows for overlapping of activities

45
Q

Crashing

A
  • Schedule compression technique

- Adding resources to critical path activities

46
Q

Critical Path Method (CPM)

A
  • Computes forward and backward path to identify float
47
Q

Monte Carlo

A
  • What-if analysis
  • Mathematical model based on statistical probabilities
  • Uses random variables called stochastic variables
  • Uses PERT and Triangular Distribution
48
Q

Critical Chain Project Management (CCPM)

A
  • Extension of the process called the Theory of Constraints
  • Accounts for limited resources
  • Focuses on managing time buffers and resources
  • Cuts each task to it’s 50/50 estimate
  • Adds 50% duration buffer to end
  • Developed by Eliyahu Goldratt
49
Q

Resource Leveling

A
  • Used to adjust the variation in resource loading
  • Applied after use of the Critical Path Method
  • Stabilizes the number of resources working in each time period to prevent over-allocation
50
Q

Milestones

A
  • Have no duration

- Are an indicator that something has been completed

51
Q

The control schedule inputs are…

A

Outputs from Develop PM Plan
- Project Management Plan

Outputs from Develop Schedule
- Project Schedule

Outputs from Manage Project Execution
- Work performance information

OPAs

52
Q

The control schedule processes are…

A
  • Performance reviews
  • Variance analysis
  • Project management software
  • Resource leveling
  • What-if scenario analysis
  • Applying leads and lags
  • Schedule compression
  • Scheduling tool
53
Q

The control schedule outputs are…

A
  • Work performance measurements
  • OPA updates
  • Change requests (key)
  • PM plan updates
  • Project document updates
54
Q

Duration Estimating Types

A
  • Analogous Estimating
  • Parametric Estimating
  • Three-Point Estimating
  • Bottom-Up Estimating
  • Expert Judgement
  • Reserve Analysis
  • One-Point estimate
  • Heuristics

Project Management (28 decks)

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