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PM chapter 6
| Question | Answer |
|---|---|
| Project time management | The process required to ensure timely completion of a project |
| 6 main processes | 1 defining activities 2 sequencing activities 3 estimating activity resources 4 estimating activity durations 5 developing the schedule 6 controlling the schedule |
| Defining the activities | ID specific activities that project team members and stakeholders must perform to product product deliverables |
| Sequencing activities | ID and documenting relationships between project activities |
| Estimating activity resources | Estimating how many resources a project team should use to perform project activities |
| Estimate activity durations | Estimating the number of work periods that are needed to complete individual activities |
| Developing the schedule | Analyzing activity sequences, activity resource estimates, activity duration estimates to create the project schedule. |
| Controlling the schedule | Controlling and managing changes to the project schedule |
| Defining activities outputs | Activity list, activity attributes, and milestone list |
| Sequencing activities outputs | Project schedule network diagrams and project document updates |
| Estimating activity resource outputs | Activity resource requirements, resource breakdown structure, project document updates |
| Estimating activity duration outputs | Activity duration estimates, project document updates |
| Developing the schedule outputs | Project schedule, schedule baseline, schedule data, project document updates |
| Controlling the schedule outputs | Work performance measurement, organizational process assets update, change requests, project management plan updates, project document update |
| Activiity/task | An element of work normally found on the work breakdown structure that has an expected duration, cost and resource requirement |
| Resource | People, equipment, and materials |
| Activity Definition | developing a more detailed WBS/ Supporting explanations to develop realistic cost and duration estimates |
| Activity List | a tabulation of activities to be included on a project schedule:-Name, -ID, -Description |
| Activity Attributes | provide more information such as: predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates and assumptions related to activity. |
| Milestone | a significant event that normally has no duration-- requires several activities, lots of work. Useful tools for setting schedule goals and monitoring progress. Example: obtaining customer sign-off on key documents or completion of specific products. |
| Dependency/Relationship | Sequencing project activities or tasks. Must be determined to use critical pathway analysis |
| Mandatory Dependency | inherent in the nature of the work being performed on a project. "Hard logic" |
| Discretionary Dependencies | defined by Project Team. "Soft Logic" |
| External Dependencies | involve relationships between project and non-project activities |
| Network Diagrams | a schematic display of the logical relationships among, sequencing of project activities. Preferred technique for showing activity sequencing |
| Arrow Diagramming Method | AKA: Activity-on-Arrow. ACT represented by arrows, connected at points called Nodes. Can only show finish-to-start dependencies. |
| Arrow Diagramming Process | 1. Find all act that start at node 1-- draw their finish nodes and arrows. Put activity letter and duration estimate. 2 Continue working L to R. 3. continue till all act have dependencies |
| Burst | A signle node is followed by 2 or more activities |
| Merge | 2 or more nodes proceed to a single node. |
| Precedence Diagramming Method | Act represented by boxes, arrows rep relationships. More popular. better at showing different dependencies |
| Finish-to-start | "from" activity must finish before "to" activity can start. EX: can't provide training until program is installed. |
| Start-to-start | "from" activity cannot start until "to" successor activity has. EX: group of activities all starting simultaneously-- go live. |
| Finish-to-finish | "from" activity must be finished before the "to" activity can be finished. EX: quality control efforts cannot finish until production finishes |
| Start-to-finish | "from" activity must start before the "to" activity can be finished. RARELY USED. EX: stock raw materials before manufacturing begins. |
| duration | actual amount of time worked on an activity plus elapsed time |
| effort | number of workdays or hours required to complete a task |
| Three points estimate | optimistic, most likely and pessimistic estimate of a project duration. |
| Gantt Chart | a standard format for displaying project schedule information by listing project activities and their start/finish dates in calendar format. |
| Gant Chart symbol: black diamond | Milestone |
| Gantt chart symbol: thick black bar | summary task |
| Gantt Chart symbol: lighter horizontal bar | duration tasks |
| Gantt Chart symbol: arrows | Dependencies between tasks. |
| SMART Criteria | Milestones should be: Specific, Measurable, Assignable, Realistic, Time-framed |
| Critical Path Method (CPM) | a network diagramming technique used to predict total project duration |
| critical path | series of activities that determines the earliest time by which the project can be accomplished. longest path with the least slack/float |
| Slack/Float | amount of time an activity may be delayed without delaying a succeeding activity or project finish date. |
| Free Slack/free float | the amount of time an activity can be delayed without delaying the early start of any immediately following activities |
| Total slack/total Float | Amount of time an activity may be delayed from its early start without delaying the planned project finshe dates |
| Backward pass | determines the late start and finish dates |
| 3 main techniques for shortening an project schedule | -shorten duration of critical activities/tasks by adding more resources/changing scope - crashing act by obtaining greast amount of schedule compression for least incremental cost-- fast tracking by doing them parallel or overlapping |
| critical chain scheduling | method of scheduling that considers limited resources when creating a project schedule and includes buffers to protect the project completion date |
| Buffer | additional time to complete a task |
| murphy's law | if something can go wrong-- it will |
| parkinson's law | work expands to fill the time allowed |
| Program evaluation and review technique(PERT) | a network analysis technique used to estimate project duration when there is a high degere of uncertainty about the individual activity duration estimate |
| Probabilistic time estimates | duration estimates based on using optimistic, most likely and pessimistic estimates of activity duration |
Created by:
antoszewskialexis