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30 Cards in this Set
- Front
- Back
Identifying the specific activities that the project team members and stakeholders must perform to produce the project deliverables |
Activity definition |
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Identifying and documenting the relationships between project activities |
Activity sequencing |
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Estimating how many resources a project team should use to perform project activities |
Activity resource estimating |
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Estimating the no. Of work periods that are needed to complete individual activities |
Activity duration estimating |
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Analyzing activity sequences, activity resource estimates and activity duration estimates to create the project schedule |
Schedule development |
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Controlling ang managing changes to the project schedule |
Schedule control |
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After defining activities and determining their sequence, the next step in time management is |
Duration estimating |
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Includes the actual amount of time worked on an activity plus elapsed time |
Duration |
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No. Of workdays or work hours required to complete a task |
Effort |
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Effort is equal to duration |
False |
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People doing the work should help create estimates and an expert should review them |
True |
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Uses results of the other time management processes to determine the start and end date of the project and it's activities |
Schedule development |
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Ultimate goal of schedule development is to create a realistic project that provides a basis for monitoring project progress for the time dimension of the project |
True |
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Important tolls of schedule devt |
Gantt chart Pert analysis Critical Path analysis Critical chain scheduling |
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Project network analysis technique used to predict total project duration |
CPM |
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series of activities that determines the EARLIEST TIME by which the project can be completed |
Critical Path for a project |
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The longest path through the network diagram and has the least amount of slack or float |
Critical Path |
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Method of scheduling that takes limited resources into account when creating a project schedule and includes buffers to protect the project completion date |
Critical chain scheduling |
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Assumes resources do not multitask because it often delays task completions and increases total durations |
Critical chain scheduling |
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Determining what resources and quantities of them should be used |
Resource planning |
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Developing an estimate of the costs and resources needed to complete a project |
Cost estimating |
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Allocating the overall cost estimate to individual work items to establish a baseline for measuring performance |
Cost budgeting |
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Controlling changes to the project budget |
Cost control |
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Project cost control includes |
*monitoring cost performance *Ensuring that only appropriate project changes are included *Informing project stakeholders of authorized changes |
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An important tool for cost control |
Earned value management |
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Found by multiplying the estimated percent physical completion of work for each task by the planned cost for the task |
Earned value of work performed (value completed) |
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Amount that should have been spent on the task thus far |
Earned value |
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Coat variance (CV, overrun) |
BCWP-ACWP |
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Schedule variance (SV, behind is negative) |
BCWP-BCWS |
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Five levels for project portfolio management |
... |