WEEK 4 VOCAB- Project schedule Flashcards
Project Schedule Management
processes required to ensure timely completion of a project
schedule processes
plan schedule management, define activities, estimate activity duration develop schedule,
cost planning processes
plan cost management, estimate costs , determine budget
activity
distinct, scheduled portion of work performed during the course of a project
activity list
(VERBS-create, review…) tabulation of activities to be included in the project schedule (activity name, identifier, and description). created by work packages out of WBS
activity attributes
schedule related information about each activity, such as predecessors successors, logical relationships, leads and lags, resource requirements, constraints…
WBS 100$ RULE
all work required for the deliverable is included in the sub-deliverables, if you complete all the work packages than you complete all work required
milestone
significant point or event in a project. marker to help identify necessary activities
SMART Criteria
Specific, Measurable, Attainable, Relevant, time-framed
Activity sequencing
relationships or dependencies between activities
dependency, relationship
sequencing or project activities, ( overlap, parallel, sequential)
mandatory dependency
hard logic, relationships unavoidable - inherent in the nature of the work being done
discretionary dependencies
defined by project team. soft logic, (signing off on a storyboard before proceeding)
External dependencies
between project and nonproject activities. delivery of equipment. can be mandatory or discretionary
Internal dependencies
withing project teams control, testing, all the work is done by the team
Network diagram
schematic display of the logical relationships among or sequencing of project activities (PERT Chart)
Activity-on-arrow (AOA) Network diagram
(arrow diagramming method ADM). network diagramming technique activities are represented by arrows and connected to points called nodes to illustrate the sequence of activities . only activities with dependencies
Node
starting and ending point of an activity. first node is start of a project, last is the end
steps to AOA diagram
- circles are activity boundaries, lines are the actual activity 2. draw node 1 for the start of the project 3. draw nodes for activities that do not need predecessors draw lines fro node 1 to new nodes with duration for each. 4. look for bursts (two or more activities follow a node) and merges ( two or more nodes proceed a single node) 5. continue until all activities are included 6. all arrows show face right, none should cross
precedence diagramming method (PDM)
network diagramming technique where boxes represent activities . used to define different types of time dependencies AOA only does start to finish. more commonly used
four types of dependencies
- FS ( finish to start) 2. SS (Start to start) 3. FF (finish to finish) 4. SF (start to finish)
lag time
Lag time is a delay between tasks that have a dependency.
lead time
is overlap between tasks that have a dependency.
duration
includes amount of time working on an activity plus elapsed time
effort
work hours required, estimates labor costs - how many billable hours.
three-point estiamte
includes an optimistic, most likely, and pessimistic estimate.
Program evaluation review technique (PERT)
Network analysis technique used to estimate project duration with high degree of uncertainty of individual activity duration estimates FORMULA:
Optimistic time + 4x most likely time + pessimistic time/6
monte carlo simulation
quantitative risk analysis provides probability distribution for outcome values for the whole project. probability of completing an activity between optimistic and most likely times
Gantt chart
standard format for displaying projects schedule information by listing project activities and their start and finish dates in a calendar
critical path method (CPM)
network diagramming techniques used to predict total project duration and show the amount of schedule flexibility on the network paths within the schedule model.
critical path
series of activities that determine the earliest time by which the project can be completed. The longest path is the critical path and also the shortest duration to complete the project
slack or float
The amount of time an activity may be delayed without delaying a succeeding activity of the project finish date
Crashing
technique for making cost and schedule trade-offs to obtain, the greatest amount of schedule compression for the least incremental cost . increasing costs
fast tracking
involves doing activities in parallel that you would normally do in sequence. can end up lengthening the project increases risk of rework
Theory of constraints (TOC)
management philosophy that in a complex system there is often only one aspect or constraint that limits its ability to achieve more of its goal
critical chain scheduling
method of scheduling that considers limited resources when creating a project schedule and includes buffers to protect the project completion date
multitasking
occurs when a resource works on more than one activity at a time
buffer
additional time to complete activity
murphy’s law
is something can go wrong, it will
project buffer
additional time added before project due date
feeding buffers
additional time before activities on the critical path that proceeded by non-critical activities
Parkinson’s law
work expands to fill the time allowed.
tracking Gantt chart
compares planned and actual project schedule information
