Pmp Study Guide Second Edition Ch6

Front 1

activity list

Back 1

serve as key input to the sequencing of project activities.

Front 2

activity on arrow

Back 2

Older network diagramming methods used _________ to represent the activities and their relationships.

Front 3

activity on node

Back 3

It’s the most common approach to network diagramming since it’s used by most project management information systems, but can also be done manually.

Front 4

activity sequencing

Back 4

relies on several inputs to create the schedule.

Front 5

analogous estimating

Back 5

relies on historical information to predict what current activity durations should be.

Front 6

crashing

Back 6

This approach adds more resources to activities on the critical path to complete the project earlier.

Front 7

critical chain method

Back 7

aims to eliminate Parkinson’s Law by eliminating bottlenecks that hold up project progression.

Front 8

critical path method

Back 8

It uses a “forward” and “backward” pass to reveal which activities are considered critical.

Front 9

discretionary dependencies

Back 9

allow activities to happen in a preferred order because of best practices, conditions unique to the project work, or external events.

Front 10

fast tracking

Back 10

arranges activities to happen in tandem rather than in succession, which increases risk.

Front 11

finish-to-finish

Back 11

This relationship means Task A must complete before Task B does.

Front 12

finish-to-start

Back 12

This relationship means Task A must complete before Task B can begin.

Front 13

float

Back 13

is the amount of time a delayed task can delay the project’s completion. Also called slack.

Front 14

FNET

Back 14

This somewhat unusual constraint requires the activity to be in motion up until the predetermined date.

Front 15

fragnets

Back 15

The portions of a network template are also known as subnets

Front 16

hard logic

Back 16

the mandatory relationships between activities: the foundation must be in place before the house framing can begin.

Front 17

lag

Back 17

positive time added to a task to indicate waiting.

Front 18

lead

Back 18

negative time added to a task to “hurry up.”

Front 19

mandatory dependencies

Back 19

the natural order of activities. For example, you can’t begin building your house until your foundation is in place.

Front 20

Monte Carlo analysis

Back 20

typically a computer
program to estimate the many possible variables within a project schedule.

Front 21

network templates

Back 21

Used to streamline the planning process or to conform to a predetermined standard.

Front 22

parametric estimating

Back 22

use a mathematical model to calculate how long activities should take based on units, duration, and effort.

Front 23

Parkinson’s Law

Back 23

“Work expands so as to fill the time available for its completion.”

Front 24

precedence diagramming method

Back 24

the most common method of arranging the project work visually. The _____ puts the activities in boxes, called nodes, and connects the boxes with arrows.

Front 25

project calendar

Back 25

determines when the project work may take place.

Front 26

resource calendar

Back 26

reflects when the project resources (project team members, consultants, and so on) are available to complete the project work.

Front 27

resource leveling heuristics

Back 27

a method to flatten the schedule when resources are over-allocated.

Front 28

schedule control

Back 28

the process of managing changes to the project schedule

Front 29

schedule management plan

Back 29

must be consulted when project schedule changes occur, are proposed, or are needed.

Front 30

schedule variance

Back 30

An accumulation of differences between scheduled and actual dates

Front 31

SNET

Back 31

This constraint requires that the project or activity not start earlier than the predetermined date.

Front 32

soft logic

Back 32

allows the relationship and order of activities to be determined based on conditions, preferences, or other factors.

Front 33

start-to-finish

Back 33

requires that Task A start so that Task B may finish.

Front 34

start-to-start

Back 34

This relationship means Task A must start before Task B
can start.

Front 35

subnets

Back 35

often associated with repetitive actions within a network diagram

Front 36

three-point estimate

Back 36

requires that for each activity an optimistic, most likely, and pessimistic estimate be created.