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21 Cards in this Set
- Front
- Back
Project Time Management |
* Includes calculations to critical path
* This includes the processes required to manage timelycompletion of the project * It is in this Knowledge Area that activities are derivedfrom scope then sequences * Estimates are made for resources and duration and a schedule(with corresponding baseline) is produced |
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Plan Schedule Management |
* ProcessGroup – Planning
* KnowledgeArea – Time Management * Purpose– The process of establishing the policies, procedures, and documentation forplanning, developing, managing, executing, and controlling the project schedule * Key Benefit– Provides guidance and direction on how the project schedule will be managedthroughout the project * Output– Schedule Management Plan * KeyTerms – Analytical techniques |
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Schedule Management Plan |
* Component of the pm plan that establishescriteria for developing, monitoring, and controlling the schedule.
* May establish (in part): * Level of accuracy in duration estimates * Units of measure (staff hours, days, or weeks) * Estimating approaches * Control thresholds (perhaps when to re-baseline)§ * Rules of performance measurement (percentcomplete, Earned Value measurement, schedule performance indicators such as SPand SV) |
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Define Activities |
* ProcessGroup – Planning
* KnowledgeArea – Time Management * Purpose– The process of identifying and documenting the specific actions to beperformed to produce the project and theproject deliverables * KeyBenefit – Break down work packages into activities that provide a basis forestimating, scheduling, executing, monitoring, and controlling the projectwork. * Outputs– Activity list, Activity Attributes, Milestone List * KeyTerms – Decomposition, rolling wave planning |
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Activity List |
Comprehensive list of all activities that arerequired to complete the project. Includes an activity ID and a scope of workdescription. It doesn’t matter how many work packages you have, you will only ever use one activity list.le-priUj2 |
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Sequence Activities |
ProcessGroup – Planning KnowledgeArea – Time Purpose– The process of identifying and documenting relationships among the projectactivities. KeyBenefit – Defines the logical sequence of work to obtain the greatestefficiency given all project constraints. Outputs– Project schedule network diagrams, project documents updates KeyTerms – PDM/AON, dependencies, leads and lags |
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Precedence Diagramming Method (PDM) |
Technique used for constructing a schedule modelin which activities are represented by nodes and graphically linked by one ormore logical relationships to show activity sequence. Also calledActivity-on-Node (AON) |
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Mandatory Dependency (hard logic, hard dependency) |
Legally or contractually required or inherent inthe nature of the work. Ex. Concrete must be poured before it can dry. |
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Discretionary Dependency (preferred preferential, soft logic) |
Established based on best practices or where aspecific sequence is desired. Ex. Having the sponsor sign off at keymilestones. |
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Difference between Leads and Lags |
* Lead – An overlap of time between predecessorand successor. Ex. a reviewer can start reviewing a document before the authoris entirely completed writing it.
* Lag – Introduces delay between predecessor andsuccessor. This does nothing to speed up the project but is a naturalconsequence of wait time between two events. Ex. There is a delay betweenpouring concrete and its drying. |
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Finish-to-Start (FS) Finish-to-Finish (FF) Start-to-Start (SS) Start-to-Finish (SF) |
* Finish-to-start (FS) - A finished before B starts. Ex. Finish writing code (A) before testing in (B)
* Finish-to-Finish (FF) - A finished before B finishes. Ex. Writing a document (A) is required to finish before editing the documents (B) can finish * Start-to-Start (SS) - A starts before B starts. Ex. Start collecting data (A) before entering data (B) * Start-to-Finish (SF) - A starts before B finishes. Ex. The night shift on the hotel (B) cannot leave until the day shift (A) begins |
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Estimate Activity Resources |
* ProcessGroup – Planning
* KnowledgeArea – Time * Purpose– The process of estimating the type and quantities of material, humanresources, equipment, or supplies required to perform each activity. * KeyBenefit – Identifies the type, quantity, and characteristic of resourcesrequired to complete the activity which allows more accurate cost and durationestimates. * Outputs– Activity resource requirements, resource breakdown structure, projectdocuments updates * KeyTerm – Bottom-up estimating |
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Bottom-Up Estimating |
* A method of estimating project duration or costby aggregating the estimates of the lower-level components of the WBS.
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Estimate Activity Durations |
The process of estimating the number of work periods neededto complete individual activities with estimated resources. * Outputs - Activity duration estimates, Project documents updates |
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Analogous Estimating Parametric Estimating Three-Point Estimating |
* Analogous estimating - Using historical data from a previous project toestimate current activities. Adjustments can be made for differences (e.g.senior v. junior resource). This is often used when there is a limitedamount of detailed information. This is less accurate than bottom-upestimating.
* Parametric estimating - An algorithm is used to calculate duration basedon historical data and project parameters. Ex. If a resource can paint one roomper day, the duration required to paint 5 rooms is 6 days or 40 hours given an8-hour work day. * Three-point estimating- Technique used to estimate duration by applyingan average of optimistic, pessimistic, and most likely estimates givenuncertainty. TriangularDistribution (simple average) is [optimistic + most likely + pessimistic]/3o BetaDistribution (PERT) is [optimistic + (4 x most likely) + pessimistic]/6 |
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Develop Schedule |
* ProcessGroup – Planning
* KnowledgeArea – Time * Purpose– The process of analyzing activity sequences, durations, resourcerequirements, and schedule constraints to create the project schedule model. * KeyBenefit – By entering schedule activities, durations, resources, resourceavailabilities, logical relationships into the scheduling tool, it generates aschedule model with planned dates for completing project activities. * Outputs– Schedule Baseline, Project Schedule, Schedule Data, Project Calendars, pmplan updates, Project Documents Updates * KeyTerms – Critical path, critical chain, resource optimization, float (slack),free float |
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Modeling Techniques (What-If and Monte Carlo) |
* What-If scenario analysis – The schedule can bemodeled to look at a variety of scenarios. That if a critical resource inunavailable? This can assist in contingency and response plans.
* Simulation – The most common is called MonteCarlo. Probability distributions are entered for activities and the schedule issimulated hundreds or thousands of times. This will calculate a distribution ofpossible project outcomes. |
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Critical Path Method |
* Method used toestimate the minimum project duration. It calculates the early start, earlyfinish, late start, and late finish of each activity.
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Critical Chain Method |
* Method that placesbuffers on any schedule path to account for limited resources anduncertainties. The resource-constrained critical path is known as the criticalchain.
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Resource Optimization Techniques (Resource leveling and smoothing) |
* Resource leveling –dates are adjusted based on resource constraints
* Resource smoothing –activities are adjusted so that resource requirements do not exceed predefinedresource limits |
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Schedule Compression |
* Techniques used to bring the schedule in whilestill maintaining the scope. They are of value only on the critical path.
* Crashing – Adding resources to the critical path.Can also include overtime or paying for expedited delivery. May result inincreased risk or cost. * Fast Tracking – Activities or phases typicallydone in sequence are done in parallel, at lease for part of the time. Increasesrisk. |