Project Management > Study Cards - Chapter 6 > Flashcards

Study Cards - Chapter 6 Flashcards

(54 cards)

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1
Q

The time management planning processes are…

A
  • Define activities
  • Sequence activities
  • Estimate activity resources
  • Estimate activity durations
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2
Q

Activities are…

A
  • The foundation of providing estimates for budgets, scheduling, executing, and monitoring & controlling the project
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3
Q

The time management M&C process is…

A
  • Control schedule
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4
Q

The define activities inputs are…

A

Output from Create WBS
- Scope baseline

EEFs
OPAs

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5
Q

The define activities processes are…

A
  • Decomposition
  • Rolling wave planning
  • Templates
  • Expert judgement
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6
Q

The define activities outputs are…

A
  • Activity list (key)
  • Activity attributes
  • Milestone list
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7
Q

The sequence activities inputs are…

A

Outputs from Define Activities

  • Activity list
  • Activity attributes
  • Milestone list

Outputs from Define Scope
- Project scope statement

OPAs

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8
Q

The sequence activities processes are…

A
  • Precedence Diagraming Method (PDM)
  • Dependency determination
  • Applying leads and lags
  • Schedule network templates
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9
Q

The sequence activities outputs are…

A
  • Project schedule network diagrams

- Project documentation updates

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10
Q

A network diagram is useful for…

A
  • Illuminates dependencies
  • Assigns duration to each activity
  • Graphically identifies the workflow
  • Justifies time estimate for project
  • Identifies critical path
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11
Q

The four relationships in the Precedence Diagramming method are…

A
  • Finish to start
  • Start to start
  • Finish to finish
  • Start to finish
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12
Q

Three types of network diagrams are…

A
  • Precedence Diagramming Method (Activity on Node)
  • Activity on Arrow
  • GERT (looping)
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13
Q

Three types of network dependencies are…

A
  • Mandatory dependency (must have)
  • Discretionary dependency (nice to have)
  • External dependency (third party)
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14
Q

A milestone list becomes part of…

A
  • The project plan
  • The project scope statement
  • The WBS dictionary
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15
Q

Can be applied in the sequence activities process to affect timing…

A
  • Leads (schedule compression)

- Lags (imposed delay)

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16
Q

The estimate activity resources inputs are…

A

Outputs from Define Activities

  • Activity list
  • Activity attributes

Outputs from Develop PM Plan (subsidiary plan)
- Resource calendars

EEFs and OPAs

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17
Q

The estimate activity resources processes are….

A
  • Expert judgement
  • Alternatives analysis
  • Published estimating data
  • Bottom-up estimating
  • PM software
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18
Q

The estimate activity resources outputs are…

A
  • Activity resource requirements (key)
  • Resource breakdown structure
  • project document updates
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19
Q

The estimate activity durations inputs are…

A

Outputs from Define Activities

  • Activity list
  • Activity attributes

Output from Estimate Activity Resources
- Activity resource requirements

Outputs from Develop PM plan (subsidiary plan)
- Resource calendars

Outputs from Define Scope
- Project scope statement

EEFs and OPAs

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20
Q

As the project manager, you are responsible for the following when estimating activity resources and activity durations…

A
  • Obtaining historical information
  • Creating your own estimates
  • Forecasting your own estimates to completion
  • Reviewing estimates
  • Looking to shorten the project timeline
  • Basing estimates on the WBS
  • Ensuring that SMEs are delivering the estimates
  • Managing to the schedule baseline
  • Knowing when to implement a change
  • Create most accurate estimate possible
  • Meeting agreed estimates
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21
Q

Analogous Estimating

A
  • Project ‘A’ is like 3 previous projects
  • Quick and low cost
  • Very ‘rangy’
  • A form of expert judgement
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22
Q

Parametric Estimating

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A
  • If it takes 1 day and costs x to build a widget, then 1000 widgets will take 1000 days and cost 1000x
  • Can be more detailed than analogous
  • Faster than bottom-up
  • Parameters may not scale
23
Q

Three-Point estimating

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A
  • PERT (a weighted average)
  • Triangular Distribution (non-weighted average)
  • Can be very accurate for activities that are well understood
  • Can be very inaccurate if elements are unknown
24
Q

Bottom-Up estimating

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A
  • A detailed estimate based on reliable historical values
  • More accurate
  • Better team buy-in
  • Longer with higher cost
  • Relies on WBS
  • Team may ‘pad’ estimates
25
Expert Judgement
- Subject matter expertise
26
Reserve Analysis
- Part of the Risk process
27
One-Point estimate
- Based on expert judgement but has numerous negative effects on the project
28
Heuristics
- Problem solving by experimental and trial-and-error methods (rule of thumb)
29
Standard Deviation
- The sigma value (σ) - 1 σ = 68% - 2 σ = 95% - 3 σ = 99%
30
Six Sigma
- 99.99966% | - (3.4 defects per million)
31
PERT formulas
Mean = (To + 4Tml + Tp) / 6 Standard Deviation = (Tp - To) / 6 Variance = σ² (Standard Deviation squared)
32
Triangular Distribution formulas
Mean = (To + Tml + Tp) / 3 Standard Deviation = (Tp - To) / 3 Variance = σ² (Standard Deviation squared)
33
The develop schedule inputs are...
Outputs from Define Activities - Activity list - Activity attributes Outputs from Sequence Activities - Project schedule network diagrams Outputs from Estimate Activity Resources - Activity resource requirements Outputs from Develop PM Plan (subsidiary plan) - Resource calendars Output from Estimate Activity Durations - Activity Duration Estimates Outputs from Define Scope - Project scope statement EEFs and OPAs
34
The develop schedule processes are...
- Schedule network analysis - Critical path method - Critical chain methods - Resource leveling - What-if scenario analysis - Applying leads and lags - Schedule compression - Scheduling tool
35
The develop schedule outputs are...
- Project schedule - Schedule baseline - Schedule data - Project document dates
36
Schedule baseline
- A version of the project schedule - A component of the project management plan - Accepted, approved and signed-off by the project management team - Calendar based (start and finish dates)
37
Time estimate
- NOT calendar based | - aka Work Effort or Level of Effort
38
Slack or Float (three types)
Time an activity can be delayed without impacting... Free - the Early start of the successor Total - the project end date Project - another project
39
Critical Path
- The longest path through a network diagram that produces the shortest possible completion time for a project - Contains zero or negative float - There can be more than one, and it can change - Negative float means you are behind schedule - Early start and late start are identical
40
4-box method
- Network diagram setup - Activity Identifier (upper left) - Activity Duration (upper right) - Early Start (lower left) - Late Start (lower right)
41
Early Start
- Calculated using the forward pass - Sum of the Early Start and Duration of the predecessor activity - When merging paths the largest number wins
42
Late Start
- Calculated using the backward pass - The Late Start of the successor activity minus the duration of the predecessor activity - When merging paths the smallest number wins
43
Total Float
- Sum of float across all activities in a path
44
Fast Tracking
- Schedule compression technique | - Allows for overlapping of activities
45
Crashing
- Schedule compression technique | - Adding resources to critical path activities
46
Critical Path Method (CPM)
- Computes forward and backward path to identify float
47
Monte Carlo
- What-if analysis - Mathematical model based on statistical probabilities - Uses random variables called stochastic variables - Uses PERT and Triangular Distribution
48
Critical Chain Project Management (CCPM)
- Extension of the process called the Theory of Constraints - Accounts for limited resources - Focuses on managing time buffers and resources - Cuts each task to it's 50/50 estimate - Adds 50% duration buffer to end - Developed by Eliyahu Goldratt
49
Resource Leveling
- Used to adjust the variation in resource loading - Applied after use of the Critical Path Method - Stabilizes the number of resources working in each time period to prevent over-allocation
50
Milestones
- Have no duration | - Are an indicator that something has been completed
51
The control schedule inputs are...
Outputs from Develop PM Plan - Project Management Plan Outputs from Develop Schedule - Project Schedule Outputs from Manage Project Execution - Work performance information OPAs
52
The control schedule processes are...
- Performance reviews - Variance analysis - Project management software - Resource leveling - What-if scenario analysis - Applying leads and lags - Schedule compression - Scheduling tool
53
The control schedule outputs are...
- Work performance measurements - OPA updates - Change requests (key) - PM plan updates - Project document updates
54
Duration Estimating Types
- Analogous Estimating - Parametric Estimating - Three-Point Estimating - Bottom-Up Estimating - Expert Judgement - Reserve Analysis - One-Point estimate - Heuristics
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