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104 Cards in this Set
- Front
- Back
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Define PROJECT TIME MANAGEMENT? (Approved) |
Includes the following processes required to manage timely the completion of the project: 1. Plan schedule management 2. Define activities 3. Sequence activities 4. Estimate activities ressources 5. Estimate activities duration 6. Develop schedule 7. Control schedule |
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Project Time management notes
(Approved)) in tw6uy |
- Project time management occurs in all phases of a project - Processes may be grouped together depending on the size and nature of the project - Previous processes may have to be updated during the course of the planning process to reflect the additional detail available |
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Define SCHEDULE MANAGEMENT PLAN? (Approved) |
Establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule |
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What is the key benefit of planning schedule management? (Approved) |
It provides guidance and direction on how the project schedule will be managed throughout the project |
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What are the INPUTS to planning schedule management? (Approved) |
- Project management plan. - Project charter. - Enterprise environmental factors. - Organizational process assets. |
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What TOOLS AND TECHNIQUES are necessary for planning schedule management? (Approved) |
Expert judgment Analytical techniques Meetings |
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What is the OUTPUT of the process Plan Schedule Management? |
Schedule management plan |
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What is a schedule model? (142) |
It is a representation of the plan for executing the project's activities including durations, dependencies, and other planning information, used to produce project schedules along with other scheduling artifacts |
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Define OUTPUT schedule management plan?
(Approved) |
1. It establishes the criteria and the activities for developing, monitoring, and controlling the schedule. - It is a component of the project management plan. - Provides guidance and direction in how the project schedule will be manage. - Defines how schedule contingencies will be reported and assessed. - May be formal or informal, highly detailed or broadly framed, based upon the needs of the project and includes appropriate control thresholds.
2. Can establish the following: - Project schedule model development, Level of accuracy, Inits of measure, Organizational procedures links, Project schedule model maintenance, Control thresholds, Rules of performance measurement
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Define DEFINE ACTIVITIES? (Approved) |
Identifying and documenting the specific actions to be performed to produce the project deliverables |
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What is the key benefit of defining activities? (Approved) |
It breaks down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work |
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What are the INPUTS to defining activities? (Approved) |
Schedule management plan. Scope baseline. Enterprise environmental factors. Organizational process assets. |
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What TOOLS AND TECHNIQUES are necessary for defining activities? (Approved) |
1. Decomposition: Subdividing the project scope and project deliverables into more manageable parts. Activities represent the effort needed to complete a work package. 2. Rolling wave planning. 3. Expert judgment: Experts who are experienced and skilled in developing detailed project scope statements, the WBS, and project schedules. |
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What are the outputs from defining activities? (Approved) |
Activity list Activity attributes Milestone list |
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What is tool and technique rolling wave planning? (Approved) |
It is a form of progressive elaboration planning where the work to be accomplished in the near term is planned in detailed at a low level of the WBS, while the work in the future is planned for WBS components that are relatively high level of the WBS.
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Define Define activity OUTPUT milestone list (Approved) |
- It is a list identifying all significant points or events in a project (all project milestone).
- Normally indicated whether the milestone is mandatory or optional
Note: - Activity consumes time or resources - Event does not consumes time or resources. - Milestones have zero durations since they represent a moment in time and is an event. - Milestone represent specified accomplishment |
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Define activities OUTPUTS Activity list and activity attribute (Approved) |
1. Activity list: A comprehensive list including all schedule activities required on the project with sufficient detail to ensure that the project team members understand what work is required to be completed. 2. Activity attributes: Extend the description of the activity identifying the multiples components associated with each activity; for example, Activity ID, WBS ID, Activity name, Activity description. |
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Define SEQUENCE ACTIVITIES? (Approved) |
Identifying and documenting relationships among project activities Notes: - Every activity is sequenced using logical relationship. - Every activity and milestone is connected to at least one predecessor and one successor (except the first and the last). - It may be necessary to use lag and lead time between activities to support a realistic and achievable project schedule. |
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What is the key benefit of sequencing activities? (Approved) |
It defines the logical sequence of work to obtain the greatest efficiency given all project constraints |
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What are the INPUTS to sequencing activities? (Approved) |
Schedule management plan. Activity list. Activity attributes. Milestone list. Project scope statement. Enterprise environmental factors. Organizational process assets. |
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What TOOLS and techniques are necessary for sequencing activities? (Approved) |
Precedence diagramming method (PDM). Dependency determination. Leads and lags. |
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What are the outputs of sequencing activities? (Approved) |
Project schedule network diagrams. Project documents updates. |
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What are examples of activity attributes? (526) |
activity codes predecessor activities successor activities logical relationships leads and lags resource requirements imposed dates constraints assumptions |
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What is the TOOL and technique precedence diagramming method (PDM)? (Approved) |
It is a technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed Notes: - Work is done during activities - Arrow indicates dependency - Activity-on-node (AON) is one method of representing a preceding diagram |
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TOOLS and technique: What are the four types of logical relationships in a precedence diagramming method (PDM)? (Approved) |
Finish-to-start (FS): successor activity cannot start till predecessor activity is finished.
Finish-to-finish (FF): successor activity cannot finish till predecessor activity is finished.
Start-to-start (SS): successor activity cannot start till predecessor activity has started.
Start-to-finish (SF): successor activity cannot finish till predecessor activity has started. |
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What are the four types of dependencies used to define the sequence among activities? (Approved) |
1. Mandatory: a dependency that is legally or contractually required or inherent in the nature of the work being done. Also known as hard logic.
2. Discretionary: Defined by the project management team. Involves a dependency that is established based on knowledge of best practices within a particular application area or an aspect of the project where a specific sequence is desired. Known also as preferred logic, preferential logic or soft logic.
3. External: a dependency between project activities and non-project activities. These dependencies are usually outside the project team control.
4. Internal: Defined by the project management team. Involves a dependency between project activities. |
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TOOLS and technique: What are leads and lags? (Approved) |
1. - A lead is the amount of time whereby a successor activity can be advanced with respect to a predecessor activity. - Allows an acceleration of the successor activity
2. - A lag is the amount of time whereby a successor activity will be delayed with respect to a predecessor activity. - Directs a delay in the successor activity |
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OUTPUTS: What are project schedule network diagrams? (Approved) |
- A graphical representation of the logical relationships or dependencies among the project schedule activities - A narrative can accompany the diagrams to explain the diagrams |
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Define ESTIMATE ACTIVITY RESOURCES? (Approved) |
Estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity |
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What is the key benefit of estimating activity resources? (Approved) |
It identifies the type, quantity, and characteristics of resources required to complete the activity which allows more accurate cost and duration estimates |
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What are the INPUTS to estimating activity resources? |
Schedule management plan. Activity list. Activity attributes. Resource calendars. Risk register. Activity cost estimates. Enterprise environmental factors. Organizational process assets. |
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What tools and techniques are necessary for estimating activity resources? (Approved) |
1. Expert judgment. 2. Alternative analysis: What if scenarios. 3. Published estimating data. 4. Bottom-up estimating. 5. Project management software. |
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What are the outputs from estimating activity resources? (Approved) |
Activity resource requirements. Resource breakdown structure. Project documents updates. |
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What is a resource calendar? (163) |
It is a calendar that identifies the working days and shifts on which each specific resource is available. |
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What is a risk register? (560) |
A document in which the results of risk analysis and risk response planning are recorded. |
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What is TOOL AND TECHNIQUE bottom-up estimating? (Approved) |
- The WBS provides the framework for bottom-up estimate - When using bottom-up estimating, use estimate cost (when available) and durations of the lowest level activities in the work packages. |
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OUTPUT: Define activity resources requirements? (Approved) |
Describe what is required to perform project activities in terms of: - What resources (persons, equipment, or material). - What quantities of each resources will be used. - When each resource will be available. |
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OUTPUT: What is a resource breakdown structure (RBS)? (Approved) |
it is a hierarchical representation of resources by category and type. |
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What does it mean to ESTIMATE ACTIVITY DURATIONS? (Approved) |
Estimating the number of work periods needed to complete individual activities with estimated resources. |
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What is the key benefit of estimating activity durations? (Approved) |
It provides the amount of time each activity will take to complete, which is a major input into the Develop Schedule process |
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What are the INPUTS to estimating activity durations? (Approved) |
Schedule management plan. Activity list. Activity attributes. Activity resource requirements. Resource calendars. Project scope statement. Risk register. Resource breakdown structure. Enterprise environmental factors. Organizational process assets. |
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What TOOLS AND TECHNIQUES are necessary for estimating activity durations? (Approved) |
Expert judgment. Analogous estimating. Parametric estimating. Three-point estimating. Group decision-making techniques. Reserve analysis.
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TOOLS AND TECHNIQUES: What is analogous estimating or Top-Down? (Approved) |
It is a technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project.
Less costly and less time consuming than other techniques used for the same purpose, but also less accurate |
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TOOLS AND TECHNIQUES: What is parametric estimating? (Approved) |
An estimating technique that uses statistical relationship between historial data and other variables such as hours/square foot, etc, |
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TOOLS AND TECHNIQUES: What are group decision-making techniques? (Approved) |
Team based approaches by involving a structured group of people who are close to the technical execution of work. Includes brainstorming, Delphi, Nominal group tecnique |
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TOOLS AND TECHNIQUES: what is Reserve analysis ? (Approved) |
- Incorporate additional time referred to as contingency reserves, time reserves or buffers, into the overall project schedule as recognition of the schedule risk - In other words, schedule risk to mitigate it (as in the risk register) and protect the end date. |
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TOOLS AND TECHNIQUES: What is three-point estimating? (Approved) |
This concept originated with the program evaluation and review technique (PERT), which uses three estimates to define an approximate range for an activity's duration
Most likely: most realistic duration estimate Optimistic: best-case scenario duration estimate Pessimistic: worst-case scenario duration estimate |
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TOOLS AND TECHNIQUE: What two equations can be used to estimate duration (tE) when using three-point estimation? (Approved) |
Triangular distribution Beta distribution
Duration estimates based on three points, each with an assumed distribution, provide an expected duration and clarity the range of uncertainty around the expected duration |
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OUTPUTS: What is activity duration estimates? (Approved) |
Quantitive assessments if the likely number of work periods that will be required to complete a schedule activity. Activity duration estimates include some indication of the range of possible results. For example: - 2 weeks more or less 2 weeks. - 15% of probability of exceeding three weeks |
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OUTPUTS: Explain project document update? (Approved) |
Include, but are not limited to: - Activity attributes - Assumptions made in developing the activity duration estimate such as skill levels and availability. |
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What does it mean to DEVELOP SCHEDULE? (Approved) |
Analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model |
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What is the key benefit of developing a schedule? (Approved) |
By entering schedule activities, durations, resources, resource availabilities, and logical relationships into the scheduling tool, it generates a schedule model with planned dates for completing project activities |
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What are the inputs for developing a schedule? (Approved) |
Schedule management plan. Activity list. Activity attributes. Project schedule network diagrams. Activity resource requirements. Resource calendars. Activity duration estimates. Project scope statement. Risk register. Project staff assignments. Resource breakdown structure. Enterprise environmental factors. Organizational process assets.
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What TOOLS AND TECHNIQUES are necessary for developing a schedule? (Approved) |
Schedule network analysis. Critical path method. Critical chain method. Resource optimization techniques. Modeling techniques. Leads and lags. Schedule compression. Scheduling tool. |
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What are the outputs of developing a schedule? (Approved) |
Schedule baseline. Project schedule. Schedule data. Project calendars. Project management plan updates. Project documents updates. |
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TOOL AND TECHNIQUES: What is a schedule network analysis? (Approved) |
- It is a technique that generates the project schedule - Employs a schedule model and various analytical techniques such as critical path method, critical chain method, what-if analysis, and resource optimization techniques to calculate the early start and finish dates, and schedule start and finish dates for the uncompleted portion of project schedule activities |
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TOOL AND TECHNIQUES: what is the critical path method? (Approved) |
A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths with the schedule model without regard for any resource limitations.
The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration. In summary it calculates: - The longest path in network - The project duration - The path with zero float |
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What is schedule flexibility? (177) |
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 (AKA total float)
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What are total float and free float? (Approved) |
1. Free float: The amount of time than an activity can be delayed without delaying the early start of any immediate sucesor activity 2. Total float: The amount of time than an activity can be delayed from early start without delaying the project finish date. Total float= Late finish - early finish Late start - early start - Positive float means than time is available. - IF total float is equal to zero= Critical path - Negative floats means than schedule cannot be met on the imposed completion date. |
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What is the difference between a forward pass and a backward pass? (Approved) |
Both are critical path method techniques Forward: calculate early start and early finish dates by working forward through the schedule model Backward: calculate late start and late finish dates by working backward through the schedule model |
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What are resource optimization techniques? (179) |
Techniques used to adjust the schedule model due to demand and supply of resources
Resource leveling: start and finish dates are adjusted based on resource constraints Resource smoothing: Resource usage is controlled to maintain start and finish dates
Resource leveling optimizes all resources but compromises the critical path Resource smoothing retains the critical path but does not optimize resources |
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TOOL AND TECHNIQUE: Resource Optimization technique. Explain Resource leveling. (Approved) |
1. Schedule network analysis technique applied to a schedule that has already been analyzed by the critical path method. 2. Schedule decision are driven by resource management concerns: - Limited resources, availability of critical resources only in certain time, difficult to manage changes in resource level, over-allocation of resources at the same time period. 3. Result: Longer project and can cause the original critical path to change. |
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TOOL AND TECHNIQUE: Resource Optimization technique. Explain Resource smoothing.
(Approved) |
A technique that adjusts the activities of a schedule model such that the requirements for resources on the project do not exceed certain predefined resources limits. In resource smoothing, as opposed to resource leveling, the critical path is not changed and the completion date may not be delayed. In other words, activities may only be delayed within their free and total float. Thus resource smoothing may not be able to optimize resources. |
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What are two types of modeling techniques used to develop schedules? (180) |
What-if scenario analysis Simulation |
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TOOL AND TECHNIQUE: Modelling techniques. What if scenarios.
(Approved) |
- It is the process of evaluating scenarios in order to predict their effect, positively or negatively, on project objectives".What if the situation represented by scenario X happens?". - A schedule network analysis is performed using the schedule to compute the different scenarios. |
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TOOL AND TECHNIQUE: Modelling techniques. Simulation.
(Approved) |
- Involves calculating multiple project duration with different sets of activity assumptions. - Using probability distribution constructed from the three-points estimates to account for uncertainty. - The most common simulation technique es Monte Carlos analysis. |
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TOOL AND TECHNIQUE: Leads and lags.
(Approved) |
Since the improper use of leads and lags can distort the project schedule, the leads and lags are adjusted during the schedule network analysis to develop a viable project schedule. |
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TOOL AND TECHNIQUE: Schedule compression.
(Approved) |
- Shortens the project schedule without changing the project scope to meet schedule constraints, imposed dates, or other schedule objectives. - Schedule compression includes: - Crashing - Fast tracking |
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TOOL AND TECHNIQUE: Schedule compression. Crashing. (Approved) |
- A schedule compression technique in which cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost. Decrease duration by increasing resources. - Crashing obeys the law of diminishing returns (e.g. the more resources you assign to a project, the lower the returns). - Crashing only works for activities where additional ressources will shorten the duration. - Crashing does not always produce a viable alternative. - Result: Shorter project, higher risk and/or cost. In summary, crashing reduce duration by increasing resources for the least cost and apply only to activities. |
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TOOL AND TECHNIQUE: Schedule compression. Crashing. Actions to reduce the project schedule. (Approved) |
- Eliminate critical activities on critical path. - Shorten the duration of critical activities. - Increase the number of hours per day. - Shorten early activities. - Shorten the longest activities. - Shorten the easy activities. - Shorten activities for which you have more resources. - Shorten activities that cost the least to speed up. - Shorten activities that your organization controls |
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TOOL AND TECHNIQUE: Fast Tracking. (Approved) |
- Performing activities in parallel instead of sequentially. - May result in a need to rework. - This approach can require work to be performed without completed detailed information. - This activity also trades cost for time. - Only works if activities can be overlapped to shorten duration. - Result: Shorter project, higher risk. |
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TOOLS AND TECHNIQUES: What is Critical Chain Method? (Approved) |
Another schedule network analysis that: 1. Modifies the project schedule to account for limited resources. 2. Combines deterministic and probabilistic approaches. 3. Takes the following human factors into account: - Multi-tasking: Too many things at the moment - Student syndrome: The last minute study rush. - Parkinson's law: The work expanding to fill the time allowed. - Fudges estimates: To not lose face, double and even triple estimated duration. |
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TOOLS AND TECHNIQUES: Critical chain method. Principles.? (Approved) |
Principles: - No multitasking. - Resources working o an activity will try to complete this activity as soon as possible. - When a task is about to be completed, it will trigger the start of the next following task in advance for the resources to be prepared. - All tasks are planned using ALAP or As late as possible logic. - The planning will be done using the project end date. - Task durations are estimated with non conservative estimates. They are aggressively but attainable (50% of conservative estimates). |
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TOOLS AND TECHNIQUES: Critical chain method. What are buffers? |
1. Project buffer: To protect the end date. 2. Feeding buffer: To protect incursion from the sub-chain in the main chain. - The buffer size is equal to the sum of all events divided by two. |
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What is the difference between a project buffer and feeding buffers? (178) |
A project buffer is a non-work schedule activity used to manage uncertainty and is placed at the end of a critical chain to protect the target finish date. The only difference in a feeder buffer is that it is placed at a point where a chain of dependent activities that are not on the critical chain feeds into the critical chain |
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TOOL AND TECHNIQUE: What is Scheduling tool. (Approved) |
- Automated scheduling tool expedite the scheduling process by generating start and finish dates based on the inputs of activities, network diagrams, resources and activity duration. - Can be used in conjunction with other project management software applications as well as manual methods. |
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OUTPUTS: What is schedule Baseline. (Approved) |
- A specific version of the project schedule developed from the schedule network analysis. - It is accepted and approved by the project management team as the schedule baseline with baseline start dates and baseline finish dates. - It is a component of the project management plan. |
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OUTPUT: Project Schedule. Milestone chart. (Approved) |
- Similar to bar chart, but only identifies the schedule start or completion of major deliverables and key external interfaces. - These charts reflect status of events over time. - Present high level information. |
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OUTPUT: Project Schedule. Bar (Gantt Charts)
(Approved) |
- Easy to read, shows start/end dates. and expected duration. - Good communication tool. - Easy to prepare (minimal cost), easy to update. - Good for small project, good for project tracking. - Does not show relationship. |
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OUTPUT: Project Schedule. Project schedule network diagram.
(Approved) |
- Diagrams with activity and date information. - Usually shows the project network logic and the project critical path schedule activities. - It is not in the time line. - |
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OUTPUT: Project Schedule. Project schedule network diagram. Logic bar chart.
(Approved) |
- Also know as the Time-scaled schedule network diagram. - Show time and relationship. |
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OUTPUT: What is schedule data. (Approved) |
1. Includes at least: - Schedule milestone. - Schedule activities. - Activity attributes. - Documentation of all identified assumptions and constraints. 2. Supporting detail includes, but not limited to: - Resources requirements by time period. - Alternatives schedules. - Schedule of contingency reserves. 3. Could include such items are resource histograms, cash-flow projection, and order and delivery schedules. |
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OUTPUT: What is Project calendars. (Approved) |
Identify days and shifts that are available for schedule activities |
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OUTPUT: Project Management Plan updates.
(Approved) |
- Schedule baseline. - Schedule management plan. |
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OUTPUT: Project document update. (Approved) |
Includes the following but not limited: - Activity resources requirement. - Activity attribute. - Calendar. - Risk register. |
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What does it mean to CONTROL SCHEDULE? (Approved) |
Monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan |
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What is the key benefit of controlling a schedule? (Approved) |
It provides the means to recognize deviation from the plan and take corrective and preventative actions and thus minimize risk |
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What are the INPUTS to controlling a schedule? (Approved) |
1. Project management plan. 2. Project schedule. 3. Work performance data. 4. Project calendar. 5. Schedule data. 6. Organizational process assets. |
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What TOOLS AND TECHNIQUES are necessary to control a schedule?
(Approved) |
1. Performance reviews. 2. Project management software. 3. Resource optimization techniques. 4. Modeling techniques. 5. leads and lags. 6. schedule compression. 7. scheduling tool. |
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What are the OUTPUTS from controlling a schedule? (Approved) |
1. Work performance information. 2. Schedule forecasts. 3. Change requests. 4. Project management plan updates. 5. Project documents updates. 6. Organizational process updates. |
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TOOLS AND TECHNIQUES: What is the purpose of a performance review? (Approved). |
To measure, compare, and analyze schedule performance such as actual start and finish dates, percent complete, and remaining duration for work in progress. Includes - Trend analysis. - Critical path method. - Critical chain method. - Earned value management. |
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TOOLS AND TECHNIQUES: What are four types of performance review? (Approved) |
1. Trend analysis: It examines performance over time to determine if performance is improving or deteriorating 2. Critical path method: It compares progress along the critical path looking for variance to identify risk 3. Critical chain method: It compares amount of buffer remaining to the amount of buffer needed to protect the delivery date 4. Earned value management: It uses schedule variance (SV) and schedule performance index (SPI) to assess the magnitude of variation to the original schedule baseline |
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TOOLS AND TECHNIQUES: Explain Project Management software.
(Approved). |
Project Management software for scheduling provides the ability to track planned dates versus actual dates, and to forecast the effects of changes to the project schedule. |
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TOOLS AND TECHNIQUES: Explain resource optimization techniques.
(Approved) |
Involve the scheduling of activities and the resources required by those activities while taking into consideration both the resource availability and the project time. |
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TOOLS AND TECHNIQUES: Explain modelling techniques.
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Modelling techniques are used to review various scenarios guides by risk monitoring to bring the schedule alignment with the project management plan and approved baseline. |
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TOOLS AND TECHNIQUES: Explain lead and lags.
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Adjusting lead and lags is applied to bring project activities that are behind into alignment with the plan. |
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TOOLS AND TECHNIQUES: Explain schedule compression.
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Used to find ways to bring project activities that are behind into alignment with the plan by fast tracking or crashing schedule for the remaining work. |
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TOOLS AND TECHNIQUES: Explain scheduling tools.
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Used in conjunction with manual methods or other project management software to perform schedule network analysis to generate an update project schedule. |
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OUTPUTS: Explain Work Performance measurements. |
The calculated SV and SPI values for WBS components, in particular the work package, are documented and communicated to stakeholders. |
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OUTPUTS: Explain Schedule Forecasts |
Are estimates or predictions of conditions and events un the project's future based on information and knowledge available at the time of the forecasts. Forecasts are updates and reissued based on work performance information provided as the project is executed. |
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OUTPUTS: Change request |
Schedule variance analysis, along with review of progress reports, results of performance measures, and modifications to the projects schedule can result in change request to the schedule baseline and/or to other components of the project management plan. |
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OUTPUTS: Project Management Plan updates.
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Maybe updated but not limited to: - Schedule baseline, Schedule management plan, Cost baseline. |
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OUTPUTS: Project documents updates. |
1. Schedule data. - New project schedule network diagrams may be developed to display approved remaining durations and modifications to the work plan. 2. Project Schedule. - An updated project schedule will be generated from the update schedule data to reflect the schedule changes and manage the project. 3. Risk register. - The risk register and risk response plans with it, may also be updated based on the risks that may arise due to schedule compression techniques. |
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OUTPUTS: Organizational Processes Assets Updates. |
- Cause of variance. - Correctives actions chosen and the reasons. - Other types of lessons learned from project schedule control. |
