Pmp - Time

Front 1

Time Management (Knowledge Area)

Back 1

Processes:

(1) Plan Schedule Management

(2) Define Activities

(3) Sequence Activities

(4) Estimate Activity Resources

(5) Estimate Activity Durations

(6) Develop Schedule

(7) Control Schedule

Hint 1

7 total, 6 Ps, 1 M&C

PSM, DA, SA, EAR, EAD, DS, CS

Front 2

CPM

Back 2

Critical Path Method - used to estimate minimum project duration & amount of scheduling flexibility - sequence of activities that represent longest path, zero total float

Front 3

CPM /Precedence Diagramming

Back 3

Front 4

Float

Back 4

Formula: Late FInish - Early FInish

Front 5

CCM

Back 5

Critical Chain Method - Allows buffers on any project schedule path to account for limited resources and project uncertainties, resource-constrained critical path

Project Buffer - At end

Feeding Buffer - placed on activities that feed critical chain

Front 6

Plan Schedule Management (Process)

Back 6

Establishing policies, procedures, and documentation for how to manage the schedule

Hint 6

Output: Schedule Management Plan

Front 7

Schedule Management Plan (Output)

Back 7

Components:

(1) Schedule Model Development - methodology & tool

(2) Level of accuracy - acceptable range for duration estimates

(3) Units of measure - defined for each resource

(4) Org procedures links - provides framework

(5) Schedule model maintenance - process for updates to schedule

(6) Control thresholds - percentage deviations for monitoring performance

(7) Rules of performance measurement - Earned Value Management

(8) Reporting formats - format and frequency

(9) Process descriptions - for each schedule management process

Hint 7

Output of "Plan Schedule Management"

Front 8

Define Activities (Process)

Back 8

Identifying and documenting specific actions to be performed to produce project deliverablesTools: Decomposition & Rolling wave planning, expert judgment

Hint 8

Outputs:

(1) Activity list

(2) Activity attributes

(3) Milestone list

Front 9

Rolling Wave Planning (Tool)

Back 9

Iterative planning technique, near term work detailed, future work higher level

Front 10

Activity List (Output)

Back 10

Includes all schedule activities required on project, activity identifier, and scope

Hint 10

Output of "Define Activities"

Front 11

Activity Attributes (Output)

Back 11

Extended description - person responsible, activity type, location of work, etc

Hint 11

Output of "Define Activities"

Front 12

Milestone List (Output)

Back 12

List of milestones, zero durations, significant point or event in project

Hint 12

Output of "Define Activities"

Front 13

Sequence Activities (Process)

Back 13

Relationships among project activities to obtain greatest efficiency given all constraints

Tools: PDM, Dependency determination, leads & lags

Hint 13

Outputs:

(1)Project schedule network diagram

(2) Project documents updates

Front 14

PDM

Back 14

Precedence Diagramming Method - constructing a schedule model represented by nodes (Ex. AON)

4 types of dependencies (FS, FF, SS, SF)

Front 15

FS

Back 15

Finish to Start - successor cannot start until predecessor has finished

Front 16

FF

Back 16

Finish to Finish - Successor cannot finish until predecessor has finished (Ex. Writing document, editing document)

Front 17

SS

Back 17

Start to Start - Successor cannot start until predecessor has started (Ex. Leveling concrete, pouring foundation)

Front 18

SF

Back 18

Start to Finish - Successor cannot finish until predecessor has started (Ex. Security guard shifts, hand off)

Front 19

AON

Back 19

Activity-on-Node - type of Project Schedule Network Diagram

Front 20

Dependency Determination (Tool)

Back 20

Mandatory (Hard) or Discretionary

(Preferred/Preferential/Soft)

Internal or External

Front 21

Lead

Back 21

Amount of time a successor can be advanced with respect to predecessor

Front 22

Lag

Back 22

Amount of time successor will be delayed with respect to a predecessor

Front 23

Project Schedule Network Diagrams (Output)

Back 23

Graphical representation of logical relationships/dependencies

Hint 23

Output of "Sequence Activities"

Front 24

Estimate Activity Resources (Process)

Back 24

Estimating type and quantities of material, human resources, equipment/supplies to perform each activity - more accurate cost and duration estimates

Tools: Alternative Analysis, Published estimating data, Bottom-up estimating

Hint 24

Outputs:

(1) Activity resource requirements

(2) Resource breakdown structure

Front 25

Resource Calendars

Back 25

Calendar that identifies working days and shifts on each specific resource availability

Hint 25

Output from "Acquire Project Team" and "Conduct Procurements"

Front 26

Activity Resource Requirements (Output)

Back 26

Identify types and quantities of resources required for each activity in a work package

Hint 26

Output of "Estimate Activity Resources"

Front 27

Resource Breakdown Structure (Output)

Back 27

Hierarchical representation of resources by category and type (labor, material, equipment, supplies)

Hint 27

Output of "Estimate Activity Resources"

Front 28

Estimate Activity Durations (Process)

Back 28

Estimating number of work periods needed to complete individual activities with estimated resources - major input to Develop Schedule process

Hint 28

Output: Activity duration estimates

Front 29

Expert Judgment (Tool)

Back 29

SME knowledge, historical information for estimates

Front 30

Analogous Estimating (Tool)

Back 30

Historical information, storytelling

3 lesses (Accurate, Time, Cost)

Front 31

Parametric Estimating (Tool)

Back 31

Algorithm used to calculate cost or duration based on historical data and project parameters - unit of measure x amount or cost (ex. sq. footage in construction)

Front 32

Three Point Estimating (Tool)

Back 32

Program Evaluation and Review Technique (PERT) - 3 estimates to define approximate range for activity duration (P-M-O)

tP - Pessimistic, worst-case scenario

tM - Most likely

tO - Optimistic, best-case scenario

Front 33

Expected Duration (tE)

Back 33

Triangular (Average) - (P+M+O)/3

Beta (Weighting) - (P+4M+O)/6

Front 34

Variance Estimate

Back 34

Formula: ((P-O)/6)squared

Front 35

Standard Deviation Estimate

Back 35

Formula:(P-O)/6

Front 36

Group Decision Making Techniques (Tool)

Back 36

Delphi - Anonymous voting

Nominal - Voting with ranking

Dictatorship

Front 37

Reserve Analysis

Back 37

Contingency Reserve (Time Reserves/Buffers) - Known Unknowns

Management Reserve - Unknown Unknowns, unforeseen work within scope, not in schedule baseline but part of project duration requirements

Front 38

Activity Duration Estimates

Back 38

Do not include leads or lags, assessment of likely number of timer periods to complete activity (ex. 2 weeks +/- 2 days)

Hint 38

Output of "Estimate Activity Durations"

Front 39

Develop Schedule (Process)

Back 39

Iterative process - generate schedule model with planned dates for completing project activities

Tools: Schedule network analysis, CPM, CCM, Resource optimization techniques, modeling techniques, schedule compression

Hint 39

Outputs:

(1) Schedule baseline

(2) Project Schedule

(3) Schedule Data

(4) Project Calendars

Front 40

Resource Optimization (Tool)

Back 40

Resource leveling - move dates to accommodate resources

Resource smoothing - Move resources to meet project dates

Front 41

Modeling Techniques (Tool)

Back 41

What-If Scenario Analysis - predict effect (positive or negative) on project.assists with contingency and response planning

Simulation - calculating multiple project durations with different sets of activities (Monte Carlo analysis)

Front 42

Schedule Compression (Tool)

Back 42

Crashing - Add resources, increases cost

Fast Tracking - Parallel activities, increases risk

Front 43

Schedule Baseline (Output)

Back 43

Approved version of schedule model, only changed through change control processes, used for basis of comparison to actual results

Hint 43

Output of "Develop Schedule"

Front 44

Project Schedule (Output)

Back 44

Schedule Presentations: Bar charts, milestone charts, Project schedule network diagrams (AON diagram)

Hint 44

Output of "Develop Schedule"

Front 45

Control Schedule (Process)

Back 45

Monitoring the status of project activities to update project progress and manage changes to schedule baseline - provides means to recognize deviation from plan/minimize risk

Hint 45

Outputs:

(1) Work Performance Information

(2) Schedule forecasts

(3) Change requests

Front 46

Performance Reviews (Tool)

Back 46

Trend Analysis - Examines performance over time, improving or deteriorating

Critical Path Method (CPM) - Comparing progress along the critical path to determine schedule status

Critical Chain Method (CCM) - Comparing amount of buffer remaining to amount of buffer needed

Earned Value Management (EVM) - Schedule Variance (SV) and Schedule Performance Index (SPI) - assess magnitude of variation to original schedule baseline

Front 47

Schedule Forecasts (Output)

Back 47

Estimates/predictions of conditions and events in project's future based on current knowledge at time of forecast, updated and reissued based on work performance info

Hint 47

Output of "Control Schedule"