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29 Cards in this Set

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Activity Definition
Continue to subdivide the WBS work packages (those created in Scope Definition) into Schedule Activities. Each Schedule Activity is small enough for accurate budgeting, scheduling, and control.

OUT: Activity List, start/end dates, and budgets
Activity Sequencing
Process of putting the activities in the Activity List into a sequence so that B occurs after A, etc.

IN: Activity List, Scope Statement, Milestones
TOOLS: Diagram methods
OUT: Network diagrams
Activity Resource Estimating
Identification of who is doing the Schedule Activities, how much of their time we need, and when they are available.

IN: Activity List, Resource Availability, Project Management Plan
TOOLS: Bottom-up Estimating, Resource Breakdown
OUT: Resource Requirements
Activity Duration Estimating
Estimation of 4 things:

1) Amount of work to complete Schedule Activity
2) Amount of resources we'll need
3) Duration in days or weeks to complete it
4) Waiting time, if applicable needs to be factored in

IN: Activity List, Risk Register
TOOLS: Parametric Estimating, 3 Point Estimates, Analogous Estimating
OUT: Activity Duration Estimates
Planning Component
Stopping point listed out in the Scheduling Management section of the Project Management Plan.

Examples of Planning Components are Control Accounts that halt activity right above the Work Package level.
Project Milestones
A special deadline on the Activity Definition. Part of Project Management Plan and can be mandatory or optional.
Activity-on-Node (Predence Diagram Method)

p. 101
In the diagram, lines represent the relationships and the nodes are the activities.

Most common and has 4 types of relationships:

* Finish-to-finish: A & B finish same time
* Finish-to-start: A must finish before B can start
* Start-to-start: A & B start same time
* Start-to-finish: B cant start before A can finish
Activity-on-Arrow (Arrow Diagram Method)

p. 103
PMBOK states only used in academic settings.

Includes dummy variables to help show predecessor relationships.

In the diagram, arrows represent the tasks and the nodes are the dependencies.

Maps out various paths from start to finish, the longest being the Critical Path.
Critical Path
Longest path from start to finish. Shortenening the Critical Path is considered to automatically shorten the project as a whole.
Analogous Estimating
Estimate this project duration with duration on another analogous project (either at the company or out in public).

Any adjustments for the present project may be made.

PROS: Fast
CONS: Tends to be inaccurate
Bottom Up Estimating
Entire project team sits down and puts their heads together and creates duration estimates for each Schedule Activity.

PROS: Most accurate estimation method
CONS: Very time consuming and difficult to coordinate
Parametric Estimating
Calculate estimates based on outside shared resource/database of estimating information.

PROS: Quick to do
CONS: Not as accurate
3-Point Estimating

(PERT)
Average of 3 seperate estimates: Optomistic (o), Pessimistic (p), and Most Likely (ml).

Follows this formula: (P+O + (4*ml))/6

PROS: Very accurate
Reserve Analysis
Occurs during activity duration estimating where we analyze whether we need to build up a buffer in case of any duration overstimating. Can add this buffer to each low level task or build it up into large lumps.
Schedule Development
Produce start and stop dates for Schedule Activities and is the baseline that is used for tracking and reporting actual progress versus the baseline plan.


OUT: Project Schedule
Total Float
Schedule Activity's early finish date and late finish date are not the same.

Float = Slack
Free Float
Measures the slack between a Schedule Activity and it's successor Activity. (ex: 5 days of free float means that the Activity can be 5 days late and not affect schedule)

Float = Slack
Negative Float
Cant meet the constraint dates.

Fixed by adjusting resources and estimates till we can catch up.

Float = Slack
Zero Float
Items on the Critical Path for they have no flexibility and slippage here will have a negative domino affect on all subsequent tasks.

Float = Slack
Crashing the Plan
Adding resources to Critical Path Activities.

CONS: May increase cost though!
Fast Tracking
Alter our predecessor relationships so we perform Activities in parallel.

CONS: Increased risk!
Monte Carlo Simulation
Computer map of the effect of various "what-if" alternatives occurred on our project.
Resource Leveling
Even out resource requirements across the project at the cost of possibly extending duration.

May alter the critical chain though.
Critical Chain
Instead of adding lag or leads (padding) to each Schedule Activity, it is applied to the Critical Path as a whole to make it easier to calculate where padding might be necessary.
Schedule Control
Controlling Process Group.

Where we compare the Schedule against the baseline, the Project Schedule.

OUT: Corrective Action, Schedule Baseline Updates
Forward Pass
Method of calculating early start date and early finish dates in the process of activity sequencing.
Backward Pass
Method of calculating late start date and late finish dates in the process of activity sequencing.
Resource Breakdown Structure
Describes type, category, and scheduling of project resources. Can be used to level out resources.
Milestone
Special highlighted event on the schedule.

Has zero duration.