6 - Time

Front 1

List the 6 processes in the Proj Time Mgmt ka

Back 1

1 Define Activities
2 Sequence Activities
3 Estimate Activity Resources
4 Estimate Activity Durations
5 Develop Schedule
6 Control Schedule

Front 2

Describe the Define Activities process in the Proj Time Mgmt ka

Back 2

Define Activities is the process of identifying the specific actions to be performed to produce the project deliverables.

Project work packages are typically decomposed into smaller components called activities.

Activities provide a basis for estimating, scheduling, executing, and monitoring and controlling the project work.

Front 3

Describe the 3 inputs of the Define Activities process

Back 3

1. Scope Baseline
2. Enterprise Environmental Factors
3. Organizational Process Assets

Front 4

Describe the 4 tools/techniques for the Define Activities process

Back 4

1. Decomposition
2. Rolling wave planning -
3. Templates
4. Expert Judgment

Front 5

Describe the 3 outputs of the Define Activities process

Back 5

1. Activity list
2. Activity attributes
3. Milestone List

Front 6

Describe the Sequence Activities process in the Proj Time Mgmt ka

Back 6

Sequence Activities is the process of identifying and documenting relationships among the project activities. It may be necessary to use lead or lag time between activities to support a realistic and achievable project schedule.

Front 7

Describe the 5 inputs of the Sequence Activities process

Back 7

1 Activity List
2 Activity Attributes
3 Milestone List
4 Project Scope Statement
5 Organizational Process Assets

Front 8

Describe the 4 tools/techniques for the Sequence Activities process

Back 8

1. Precedence Diagramming Method (PDM) - a method used in Critical Path Methodology (CPM) for constructing a project schedule network diagram that uses boxes or rectangles, referred to as nodes, to represent activities
2. Dependency Determination
3. Applying Leads and Lags
4. Schedule Network Templates

Front 9

Describe the 2 outputs of the Sequence Activities process

Back 9

1. Project Schedule Network Diagrams - schematic displays of the project’s schedule activities and the logical relationships among them, also referred to as dependencies.
2. Project Document Updates

Front 10

Describe the four types of dependencies or logical relationships in the Precedence Diagramming Method (PDM).

Back 10

1. Finish-to-start (FS). The initiation of the successor activity depends upon the completion of the predecessor activity.
2. Finish-to-finish (FF). The completion of the successor activity depends upon the completion of the predecessor activity.
3. Start-to-start (SS). The initiation of the successor activity depends upon the initiation of the predecessor activity.
4. Start-to-finish (SF). The completion of the successor activity depends upon the initiation of the predecessor activity.

- In PDM, finish-to-start is the most commonly used type of precedence relationship.
- The start-to-finish relationship is rarely used.

Front 11

Describe 3 three types of dependencies are used to define the sequence among activities.

Back 11

1. Mandatory dependencies - those that are contractually required or inherent in the nature of the work. often involve physical limitations

2. Discretionary dependencies - soft logic. established based on knowledge of best practices within a particular application area

3. External dependencies- usually outside the project team’s control. For example, governmental environmental hearings may need to be held before site preparation can begin

Front 12

Explain "leads" & "lags"

Back 12

- A lead allows an acceleration of the successor activity. For example, on a project to construct a new office building, the landscaping could be scheduled to start 2 weeks prior to the scheduled punch list completion. This would be shown as a finish-to-start with a 2-week lead.

- A lag directs a delay in the successor activity. For example, a technical writing team can begin editing the draft of a large document 15 days after they begin writing it. This could be shown as a start-to-start relationship with a 15-day lag.

Front 13

Describe the Estimate Activity Resources process in the Proj Time Mgmt ka

Back 13

Estimate Activity Resources is the process of estimating the type and quantities of material, people, equipment, or supplies required to perform each activity.

Front 14

Describe the 5 inputs to the Estimate Activity Resources process.

Back 14

1. Activity List
2. Activity Attributes
3. Resource Calendars
4. Enterprise Environmental Factors
5. Organizational Process Assets

Front 15

Describe the 5 tools/techniques to the Estimate Activity Resources process.

Back 15

1. Expert Judgment
2. Alternatives Analysis
3. Published Estimating Data
4. Bottom-Up Estimating
5. Project Management Software

Front 16

Describe the 3 outputs to the Estimate Activity Resources process.

Back 16

1. Activity Resource Requirements
2. Resource Breakdown Structure
3. Project Document Updates

Front 17

Describe the Estimate Activity Durations process in the Proj Time Mgmt ka

Back 17

Estimate Activity Durations is the process of approximating the number of work periods needed to complete individual activities with estimated resources.

Front 18

Describe the 7 inputs to the Estimate Activity Durations process.

Back 18

1. Activity List
2. Activity Attributes
3. Activity Resource Requirements
4. Resource Calendars
5. Project Scope Statement
6. Enterprise Environmental Factors
7. Organizational Process Assets

Front 19

Describe the 5 tools/techniques to the Estimate Activity Durations process.

Back 19

1. Expert Judgment
2. Analogous estimating - uses parameters such as duration, budget, size, weight, and complexity, from a previous, similar project,
3. Parametric estimating - uses a statistical relationship between historical data and other variables (e.g., square footage in construction)
4. Three-Point Estimates (PERT)
5. Reserve Analysis

Front 20

Describe the 2 outputs to the Estimate Activity Durations process.

Back 20

1. Activity duration estimates - quantitative assessments of the likely number of work periods that will be required to complete an activity. Duration estimates do not include any lags.
2. Project Document Updates

Front 21

Describe PERT and its 3 estimate types.

Back 21

Program Evaluation and Review Technique (PERT) - uses three estimates to define an approximate range for an activity’s duration:
1. Most likely (tM).
2. Optimistic (t O). .
3. Pessimistic (tP). The activity duration is based on analysis of the worst-case scenario for the activity.

Front 22

What is the formula to calculate expected activity in PERT?

Back 22

PERT analysis calculates an Expected (tE) activity duration using a weighted average of the three estimates.

Front 23

Describe the Develop Schedule process in the Proj Time Mgmt ka

Back 23

The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule.

Front 24

Describe the 9 inputs to the Develop Schedule process.

Back 24

1 Activity List
2 Activity Attributes
3 Project Schedule Network Diagrams
4 Activity Resource Requirements
5 Resource Calendars
6 Activity Duration Estimates
7 Project Scope Statement
8 Enterprise Environmental Factors
9 Organizational Process Assets

Front 25

Describe the 8 tools/techniques to the Develop Schedule process.

Back 25

1. Schedule Network Analysis - such as critical path method, critical chain method, what-if analysis, and resource leveling to calculate the early and late start and finish dates analysis or other analyses.
2. Critical Path Method
3. Critical Chain Method
4. Resource Leveling
5. What-If Scenario Analysis
6. Applying Leads and Lags
7. Schedule Compression - shortens the project schedule without changing the project scope, to meet schedule constraints, imposed dates, or other schedule objectives.
8. Scheduling Tool

Front 26

Describe the 4 outputs to the Develop Schedule process.

Back 26

1. Project Schedule
2. Schedule Baseline - a specific version of the project schedule developed from the schedule network analysis.
3. Schedule Data
4. Project Document Updates

Front 27

Describe the Critical Path Method.

Back 27

The critical path method calculates the theoretical early start and finish dates, and late start and finish dates, for all activities without regard for any resource limitations, by performing a forward and backward pass analysis through the schedule network.

Front 28

What is "total float"?

Back 28

Provides schedule flexibility and, may be positive, negative, or zero. On any network path, the schedule flexibility is measured by the positive difference between early and late dates, and is termed “total float.” Critical paths have either a zero or negative total float, A critical path is normally characterized by zero total float on the critical path.

Front 29

Describe the Critical Chain Method.

Back 29

Critical chain is a schedule network analysis technique that modifies the project schedule to account for limited resources.

After the critical path is identified, resource availability is entered and the resource-limited schedule result is determined. The resulting critical path is known as the critical chain. The critical chain method adds duration buffers that are non-work schedule activities to manage uncertainty.

Front 30

Describe Resource Leveling

Back 30

-Applied to a schedule that has already been analyzed by the critical path method.

-used when shared or critical required resources are only available at certain times,

-Neccessary when resources have been over-allocated

Front 31

Describe What-If Scenario Analysis

Back 31

-What if ‘X’ happens?”

-uses the schedule to compute the different scenarios, such as delaying a major component delivery

-most common technique is Monte Carlo Analysis

Front 32

Describe the 2 schedule compression techniqes.

Back 32

1. Crashing - cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression Examples of crashing could include approving overtime, bringing in additional resources.
2. Fast tracking - A schedule compression technique in which phases or activities normally performed in sequence are performed in parallel.

Front 33

Describe 3 possible formats for representing project schedules

Back 33

1. Milestone charts - similar to bar charts, but only identify the scheduled start or completion of major deliverables and key external interfaces.
2. Bar charts - show activity start and end dates, as well as expected durations.
3. Project schedule network diagrams - contain activity date information, usually show both the project network logic and the project’s critical path schedule activities.

Front 34

Describe the Control Schedule process in the Proj Time Mgmt ka

Back 34

Control Schedule is the process of monitoring the status of the project to update project progress and manage changes to the schedule baseline. Schedule control is concerned with:
- Determining the current status of the project schedule,
- Influencing the factors that create schedule changes,
- Determining that the project schedule has changed, and
- Managing the actual changes as they occur.

Front 35

Describe the 4 inputs of the Control Schedule process.

Back 35

1 Project Management Plan
2 Project Schedule
3 Work Performance Information
4 Organizational Process Assets

Front 36

Describe the 8 tools/techniques of the Control Schedule process.

Back 36

1. Performance Reviews - measure, compare, and analyze schedule performance such as actual start and finish dates, percent complete, and remaining duration for work in progress.
2. Variance Analysis - Schedule performance measurements (SV, SPI) are used to assess the magnitude of variation to the original schedule baseline. The total float variance is also an essential planning component to evaluate project time performance.
3. Project Management Software
4. Resource Leveling
5. What-If Scenario Analysis
6. Adjusting Leads and Lags
7. Schedule Compression
8. Scheduling Tool

Front 37

Describe the 5 outputs of the Control Schedule process.

Back 37

1. Work Performance Measurements (SV & SPI)
2. Organizational Process Assets Updates
3. Change Requests
4. Project Management Plan Updates
5. Project Document Updates

Front 38

What does Define Activity mean and include?

Back 38

The process of identifying the specific actions to be performed to produce the project deliverables
Activity list: is a tabulation of activites to be included on project schedule
Activity attributes: shedule related information about activity
Milestone list: Significant event with no duration attached to it

Front 39

What are mandetory dependecies

Back 39

Are inherent in the nature of the work
"Physical constraints"

Front 40

Descretionary dependencies

Back 40

Defined by the project team as examples of good practice
"Good practice"

Front 41

External dependencies

Back 41

Relationships between project and non–project activities
Non project – i.e government must make a ruling before can act

Front 42

What does estimate activity duration mean?

Back 42

The process of approximating the number of work periods needed to complete individual activities with estimated resources

Front 43

What does develop schedule mean?

Back 43

Process of analyzing the activity sequences, durations, resource requirements and schedule constraints to create the project scheule model

Front 44

CPM what is it and what does it determine?

Back 44

Critical Path Method
The series of activities that determine the earliest time a project can be compleated
Determines the total project duration by taking the longest path through the network diagram

Front 45

Critical Chain Method

Back 45

Application of Theory of Constraints. Considers limited resources and includes buffers to protect project compleation date

Front 46

Resource Leveling. What is it and When used?

Back 46

Applied to a schedule that has already been analyzed by CPM.
Used when shared or critical resources are only available at certian times

Front 47

Resource Smoothing

Back 47

Adjusts the activities of a schedule model such that resource requirements do not exceed predefined limits. Does not change critical path.

Front 48

Schedule compression – two ways

Back 48

Shortens the project schedule without changing the project scope
1) Crashing
2) Fast tracking

Front 49

Crashing

Back 49

Increase resource allocation to shorten activity duration

Front 50

Fast Tracking

Back 50

Activity overlap

Front 51

Def. Activity

Back 51

An element of work in an WBS that has an expected duration, cost and resource requirements

Front 52

What is activity also called?

Back 52

Task

Front 53

What is a task also called?

Back 53

Activity

Front 54

What does a backward pass determine?

Back 54

The late start and late finish dates for each activity

Front 55

What does effort refer to in time management?

Back 55

Number of workdays or work hours to complete a task

Front 56

What does forward pass determine?

Back 56

early start dates and early finish dates

Front 57

A display that shows activites and thier start and finish dates, callender format

Back 57

Gnatt chart

Front 58

PERT avearge

Back 58

(optimistic + 4*,most likely + pessimistic)/6

Front 59

Rolling wave planning

Back 59

a form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail and future work is planned at a higher level of the WBS

Front 60

Finish to Start

Back 60

Frame Floor, THEN pour concrete

Front 61

Finish to Finish

Back 61

Last student finishes exam, THEN indivudualtor can collect exams

Front 62

Start to start

Back 62

Marathon starts, THEN GPS tracking can start

Front 63

Start to Finish

Back 63

Delivery Tracking Report THEN Last delivery