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26 Cards in this Set
- Front
- Back
- 3rd side (hint)
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activity list |
A listing of all of the project activities required to complete each project phase or the entire project. |
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activity on node |
A network diagramming approach that places the activities on a node in the project network diagram. |
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activity sequencing |
The process of mapping the project activities in the order in which the work should be completed. |
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analogous estimating |
A duration-estimating technique that bases the current project duration estimate on historical information from similar projects. |
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crashing |
A duration-compression technique that adds project resources to the project in an effort to reduce the amount of time alloted for effort-driven activities. |
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critical chain method |
A network diagramming approach that considers the availability of project resources and the project's promised end date to determine the critical path(s) in the project. |
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critical path method |
A network diaggraming approach that identifies the project activities that cannot be delayed or the project completion date will be late. |
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discretionary dependencies |
Project activities do not have to be completed in a particular order; instead, these tasks can be completed in the order determined by the project manager or at the project team's discretion. |
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fast-tracking |
A duration-compression technique that allows entire phases of a project to overlap other phases. |
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finish no earlier than (FNET) |
A project constraint that requires an activity to finish no earlier than a specific date. |
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finish-to-finish |
A relationship between project activities whereby the predecessor activities must finish before succesor activities may finish. |
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finish-to-start |
A relationship between project activities whereby the predecessor activities must finish before the succesor activities may start. This is the most common reationship type. |
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float |
A generic term to describe the amount of time an activity may be delayed without delaying any successor activities' start dates. |
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fragnet |
A portion of the project that is usually contracted to a vendor to complete, yet the project work is still represented in the project network diagram. |
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hard logic |
The project activities must be completed in a particular order; this is also known as mandatory dependencies. |
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internal dependencies |
Dependencies that are internal to the project that are often related to the nature of the work that's being completed. |
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lag |
Time added to a project activity to delay its start time; lag time is considered to be positive time, and it is sometimes called waiting time. |
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lead |
Time added to a project activity to allow its start time to begin earlier than scheduled; lead time is negative time, as it moves the activities to the project's start date. |
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mandatory dependencies |
Project activities must happen in a particular order due of the nature of the work; also known as hard logic. |
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Monte Carlo analysis |
A "what-if" scenario tool to determine how scenarios may work out, given any number of variables. The process does not actually create a specific answer, but a range of possible answers. When Monte Carlo is applied to a schedule, it can present, for example, the optimistic completion date, the pessimistic completion date, and the most likely completion date for each activity in the project. |
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negative total float |
When a project is running late on it's implementation or if there's a predefined deadline for the project , you may experience negative float. This means the activities in the critical path do not have enough time to meet the defined late finish date for the project. |
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network template |
A network diagram based on previous similar projects that is adapted for the current project work. |
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parametric estimating |
Ideal for projects with repetitive work where a parameter, such as five hours per unit, is used to estimate the project duration. |
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Parkinson's Law |
Work expands to fill the amount of time allotted to it. |
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precedence diagramming method |
The most common method of arranging the project work visually. The PDM puts the activities in boxes with arrows. The arrows represents the relationship and the dependencies of the work packages. |
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project calendar |
A calendar that defines the working times for the project. For example, a project may require the project team to work nights and weekends so as not to disturb the ongoing operations |
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