Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
23 Cards in this Set
- Front
- Back
|
What are the processes of Time Management?
|
Plan Schedule Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule |
|
|
What is the Plan Schedule Management?
|
How you will plan, manage, and control the project schedule. |
|
|
What are the inputs of Plan Schedule Management
|
Scope baseline project management plan OPAS and EEFs Project Charter Analysis Techniques |
|
|
What is the Schedule management plan?
|
Scheduling methodology/software Rules for estimates Establishing Schedule baseline for measuring against ID of performance measures, to ID variances what are acceptable variances how schedule variances be ID and managed ID schedule change control procedures reporting formats |
|
|
What level should activities be at?
|
Small enough to estimate, schedule, monitor and control |
|
|
What is rolling wave planning?
|
Plan to higher level until project work begins and work is clearer to plan the lower levels |
|
|
What are for types of dependencies?
|
Mandatory: inherent in the nature of work Discretionary: way Organization has chosen to have work performed External: based on needs of party outside of project Internal: based on needs of project and maybe under project team control More than one dependency can be identified for same work. |
|
|
What is needed to Estimate Activity Duration?
|
Activity resource requirements resource calendars resource breakdown structure OPAs and EEFs Risk Register |
|
|
What are the different methods of estimating?
|
Parametric Estimating Three-point Estimating Group decision-making (such as Delphi) Reserve analysis |
|
|
What is one-point estimating?
|
Submit one estimate per activity, based on expert judgment, historical info, or guess Negatives: force padding into estimate hide info about risks and uncertainties schedule no one believes in makes person look unreliable estimators working against PM |
|
|
What is Analogous Estimating?
|
Top-down, applicable to both time and cost uses expert judgment and historical data to predict future Compare to past projects or activity |
|
|
What is parametric Estimating?
|
Regression Analysis: diagram 2 variables to see if they are related Learning Curve: 100th room painted will take less time than 1st |
|
|
What is Heuristics?
|
a generally accepted rule, or best practice. EX: Design work is always 15 percent of the total project length |
|
|
What is three-point estimating?
|
Analysis what could go right (opportunity), what could go wrong (Threats) help create range for activities. Estimators give optimistic (O), pessimistic (P) and most likely (M) Triangular(simple or straight): (P+O+M)/3 Beta( PERT or weighted): (P+4M+O)/6 Standard Deviation: (P-O)/6 |
|
|
What are the types of reserves added to projects?
|
Management Reserves: to cover unforeseen risks. Management Time Reserves not part of schedule baseline |
|
|
What is needed to Develop Schedule?
|
Historical data Project scope Statement Activity list and attributes network diagram activity duration estimate activity resource requirements resource calendar resource breakdown structure Workdays project staff assignments Risks |
|
|
What are the Schedule Network Analysis tools?
|
Schedule compression Modeling Resource Optimization Critical Chain Method |
|
|
What are the types of float?
|
Free Float (slack): time activity can be delayed without delaying next activity Project Float (slack): time project can be delayed without delaying external project completion date |
|
|
What are the Schedule Compression Techniques?
|
Crashing: Adding or adjusting resources to compress schedule. Trades time for money. |
|
|
What is Monte Carlo Analyisis?
|
Prob of completing on specific day Prob of completing for specific cost Prob of activity being on critical path Overall project risk |
|
|
What are the Resource Optimization Techniques?
|
Resource Smoothing: Resources leveled within the float of activities, completion date not changed. Modified resource leveling |
|
|
What are some activities in Control Schedule?
|
Review work performance data Re-estimate the remaining components Conduct performance reviews (Earned Value Measurement, etc) Perform Trend Analysis Consider optimizing Resources Use modeling to optimize schedule Adjust metrics to get correct information Follow Change Control Process |
|
|
What are the outputs of Control Schedule?
|
Schedule Forecasts Changes to schedule baseline or schedule management plan Other changes to project plans or documents |
