6. Project Schedule Management Flashcards
(46 cards)
Describe the Project Scope Management knowledge area.
6.1 Define the six project management processes in the project schedule management knowledge area.
Includes the processes required to manage the timely completion of the project.
- 1 Plan Schedule Management
- 2 Define Activities
- 3 Sequence Activities
- 4 Estimate Activity Durations
- 5 Develop Schedule
- 6 Control Schedule
* PMBOK Guide, Sixth Edition, 6.0 - Project Schedule Management, p. 173*
Define the following process: Plan Schedule Management
6.1 Define the six project management processes in the project schedule management knowledge area.
(P) - develop the procedures and high-level ‘plan‘ for how you will create, maintain, and manage your project’s schedule. planning, developing, managing, executing, and controlling the project schedule.
Benefit: Guidance on how scheudle will be managed
- performed once
- PMBOK Guide, Sixth Edition, 6.1 - Plan Schedule Management, p. 179*
Define the following process: Define Activities
6.1 Define the six project management processes in the project schedule management knowledge area.
(P) - The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
Benefit: Decomposes work packages into schedule activities that provide basis for etimating scheduling, executing, monitoring & controlling work
- performed throughout
- PMBOK Guide, Sixth Edition, 6.2 - Define Activities, p. 183*
Define the following process: Sequence Activities
6.1 Define the six project management processes in the project schedule management knowledge area.
(P) - The process of identifying and documenting relationships among the project activities.
Benefit: Defines logical sequence of work for most efficient route with given constraints
- performed throughout
- PMBOK Guide, Sixth Edition, 6.3 - Sequence Activities, p. 187*
Define the following process: Estimate Activity Durations
6.1 Define the six project management processes in the project schedule management knowledge area.
(P) - The process of estimating the number of work periods needed to complete individual activities with estimated resources.
Benefit: Provides time each activity will take
- performed throughout
- PMBOK Guide, Sixth Edition, 6.4 - Estimate Activity Durations, p. 195*
Define the following process: Develop Schedule
6.1 Define the six project management processes in the project schedule management knowledge area.
(P) - Use duration estimates and activity info to create project schedule (baseline) . The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create a schedule model for project execution and monitoring and controlling.
Benefit: generates schedule model with planned dates for completing activities
- Performed throughout
- PMBOK Guide, Sixth Edition, 6.5 - Develop Schedule, p. 205*
Define the following process: Control Schedule
6.1 Define the six project management processes in the project schedule management knowledge area.
(MC) - The process of monitoring the status of the project to update the project schedule and manage changes to the schedule baseline.Monitor schedule performance
Benefit: Schedule baseline Maintained
- performed throughout
- PMBOK Guide, Sixth Edition, 6.6 - Control Schedule, p. 222*
Identify the inputs, tools, techniques, and outputs for the following process: Plan Schedule Management
6.2 Identify the inputs, tools, techniques, and outputs defined in the six processes in project schedule management
Identify the inputs, tools, techniques, and outputs for the following process: Define Activities
6.2 Identify the inputs, tools, techniques, and outputs defined in the six processes in project schedule management
Identify the inputs, tools, techniques, and outputs for the following process: Sequence Activities
6.2 Identify the inputs, tools, techniques, and outputs defined in the six processes in project schedule management
Identify the inputs, tools, techniques, and outputs for the following process: Estimate Activity Durations
6.2 Identify the inputs, tools, techniques, and outputs defined in the six processes in project schedule management
PMBOK Guide, Sixth Edition, Figure 6-12. Estimate Activity Durations: Inputs, Tools & Techniques, and Outputs, p. 195
Identify the inputs, tools, techniques, and outputs for the following process: Develop Schedule
6.2 Identify the inputs, tools, techniques, and outputs defined in the six processes in project schedule management
PMBOK Guide, Sixth Edition, Figure 6-14. Develop Schedule: Inputs, Tools & Techniques, and Outputs, p. 205
Identify the inputs, tools, techniques, and outputs for the following process: Control Schedule
6.2 Identify the inputs, tools, techniques, and outputs defined in the six processes in project schedule management
PMBOK Guide, Sixth Edition, Figure 6-22. Control Schedule: Inputs, Tools & Techniques, and Outputs, p. 222
What are the four precendence relationships in Precedence Diagramming Method (PDM)?
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
- Schedule Model; activities graphically linked by 1+ relationships to show sequence performed
- Finish-to-Start (FS)
- Start-to-Start (SS)
- Finish-to-Finish (FF)
- Start-to-Finish (SF)
PMBOK Guide, Sixth Edition, 6.3.2.1 - Precendence Diagramming Method, p. 189
Define the following precedence relationship: Finish-to-Start.
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A logical relationship in which a successor activity cannot start until a predecessor activity has finished. For example, installing the operating system on a PC (successor) cannot start until the PC hardware is assembled (predecessor).

PMBOK Guide, Sixth Edition, 6.3.2.1 - Precedence Diagramming Method, p. 190
Define the following precedence relationship: finish-to-finish.
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A logical relationship in which a successor activity cannot finish until a predecessor activity has finished. For example, writing a document (predecessor) is required to finish before editing the document (successor) can finish.

PMBOK Guide, Sixth Edition, 6.3.2.1 - Precedence Diagramming Method, p. 190
Define the following precedence relationship: start-to-start.
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A logical relationship in which a successor activity cannot start until a predecessor activity has started. For example, level concrete (successor) cannot begin until pour foundation (predecessor) begins.

PMBOK Guide, Sixth Edition, 6.3.2.1 - Precedence Diagramming Method, p. 190
Define the following precedence relationship: start-to-finish.
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A logical relationship in which a successor activity cannot finish until a predecessor activity has started. For example, a new accounts payable system (successor) has to start before the old accounts payable system can be shut down (predecessor).

PMBOK Guide, Sixth Edition, 6.3.2.1 - Precedence Diagramming Method, p. 190
What are the four types of dependencies an activity may have?
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
- Mandatory
- Discretionary
- Internal
- External
Only two can be applicable at the same time in the following ways: mandatory internal dependency, mandatory external dependency, discretionay internal dependency, and discretionary external dependency.
PMBOK Guide, Sixth Edition, 6.3.2.2 - Dependency Determination and Integration, p. 191
Define “mandatory dependency.”
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work.
PMBOK Guide, Sixth Edition, 6.3.2.2 - Dependency Determination and Integration, p. 191
Define “discretionary dependency.”
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences.
PMBOK Guide, Sixth Edition, 6.3.2.2 - Dependency Determination and Integration, p. 191
Define “external dependency.”
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
External dependencies involve a relationship between the project activities and non-project activities. These dependencies are usually outside of the project team’s control.
PMBOK Guide, Sixth Edition, 6.3.2.2 - Dependency Determination and Integration, p. 192
Define “internal dependency.”
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
Internal dependencies involve a precedence relationship between project activities and are generally inside the project team’s control.
PMBOK Guide, Sixth Edition, 6.3.2.2 - Dependency Determination and Integration, p. 192
Define “lead.”
6.3 Solve simple network diagrams problems and perform basic scheduling calculations
A lead is the amount of time a succcessor activity can be advanced with respect to a predecessor activity. For example, on a project to construct a new office building, the landscaping could be scheduled to start 2 weeks prior to the scheduled punch list completion.

PMBOK Guide, Sixth Edition, 6.3.2.3 - Leads and Lags, p. 192










