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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

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


Whenyou see “Management” and “Plan” you should think “how” will I do a particularthing?

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)

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

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

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

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

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)

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.

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.

Difference between Leads and Lags

Lead – An overlap of time between predecessor
and successor. Ex. a reviewer can start reviewing a document before the author
is entirely completed writing it.  
Lag – Introduces delay between predecessor and
successor. This does nothing t...

* 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.


Note:Lead is NOT Lead time.




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 fi...

* 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




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

Bottom-Up Estimating

* A method of estimating project duration or costby aggregating the estimates of the lower-level components of the WBS.

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

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

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

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.

Critical Path Method

* Method used toestimate the minimum project duration. It calculates the early start, earlyfinish, late start, and late finish of each activity.

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.

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

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.