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31 Cards in this Set

  • Front
  • Back

Schedule Model Development

refers to the methodologies and tools you'll use to develop the schedule (Microsoft Project, etc)

Accuracy Levels

Describes rounding you'll use when deriving activity duration estimates. (ex. round to week, day, hour).

Unites of measure

What measure you'll use when developing the schedule, like hours, days, weeks.

Control Thresholds

Refer to the level of variance the schedule can experience before you take action. (can be expressed in terms of hours or days)

Performance Measurement Rules

Where and what types of measures you'll use to verify schedule performance.

Project Time Management Knowledge Area includes these processes

Plan Schedule Management


Define Activities


Sequence Activities


Estimate Activity Resources


Estimate Activity Du rations


Develop Schedule

Define Activities uses:

Scope baseline (includes project scope statement, WBS, WBS dictionary)

Sequence Activities Process

takes the activities and puts them in a logical , sequential order based on dependencies.

4 Types of dependencies

Mandatory (hard logic or hard dependencies)


Discretionary (preferred logic, soft logic, preferential logic)


External


Internal



Mandatory Dependencies

natures of the work itself dictates the order in which the activities should be performed. Activities with physical limitations are telltale sign that you have a mandatory dependency.

Discretionary Dependencies

Defined by the project team, usually process or procedure driven or "best practice" techniques based on past experience.

Precedence Diagramming Method (PDM) Also known as Activity on Note (AON)

A method to display project schedule network diagrams. Uses only 1 time estimate to determine duration. Can use any of the 4 logical relationships (FS, SF, FF, SS)

PDM has 4 logical relationships or dependencies


  1. Finish to start
  2. Start to finish
  3. Finish to finish
  4. Start to start

Arrow Diagramming Method (ADM)

Puts activities on the arrows, not in the nodes.


Uses only the Finish to start relationship

Lags

occur when time elapses between two activities which delays the successor activity from starting.

Leads

speed up the successor activities, because of this time needs to be subtracted from the start date or finish date

Estimate Activity Resources process is concerned with

determining the types of resources needed and in what quantities for each schedule activity within a work package

4 Tools and Techniques of estimating activity resources

Alternative Analysis - thinking about the methods you might use to accomplish eh activities


Published Estimating Data


Bottom up estimating


Project management software

Estimate Activity Duration 6 Tools and Techniques


  • Expert Judgment
  • Analogous estimating or Top down estimating
  • Parametric estimating - quantity of work multiplied by the amount of time it will take to complete that work.
  • Three-point estimating (triangular distribution: E=O+P+M / 3; PERT: E = (O+P+4M) / 6.
  • Group decision making techniques
  • Reserve analysis - time added to the project just in case

Critical Path Method

Estimates the minimum project duration. Does not take into account resource availability. A method to determine schedule duration.

Critical Path

the longest full path on a the project. All activities that have 0 float or negative float are considered to be on the critical path. Also the path with the longest duration.

Total Float

amount of time you can delay the earliest start of a task without delaying the ending of the project

Free float

is the amount of time you can delay the start of a task without delaying the earliest start of a successor taks

Formula for standard deviation:

(Pessimistic - optimistic) / 6




68.26 - 1 standard deviation


95.44 - 2 standard deviations

Critical Chain

The new critical path that shows resources restrictions and feeding buffers is called the critical chain. It is built on top of the critical path when resource restrictions are added.

Resource Leveling

when resources are over-allocated are only available at certain times, or when they are assigned to more than one activity at a time. Might change the project end date, or critical path.

Resource smoothing

accommodates resource availability by modifying activities within their float times without changing the critical path or project end date.

Reverse resource allocation scheduling

used when specific resources are needed at certain times.

Monte Carlo

A simulation technique that runs the possible activity duration and schedule projections many, many times to come up with the schedule projections and their probability.

Crashing

compression technique looks at cost and schedule trade-offs. Adding resources to critical path tasks. This also may lead to increased risk and increased costs.

Fast Tracking

performing two tasks or project phases in parallel that were previously scheduled to start sequentially.