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PMBOK 6th edition flash cards by chapter > Chapter 6 - Schedule Management > Flashcards

Chapter 6 - Schedule Management Flashcards

1
Q

An activity that does not produce definitive end products and is measures by the passage of time. [Note: This is one of three earned value management (EVM) types of activities used to measure work performance.]

A

LEVEL OF EFFORT (LOE)

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2
Q

A logical relationship in which a successor activity cannot begin until a predecessor activity has begun.

A

START-TO-START (SS)

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3
Q

The process of identifying and documenting relationships among the project actions and tasks.

A

SEQUENCE ACTIVITIES

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4
Q

The approved version of a schedule model that can be changed using formal change control procedures and is used as the basis for comparison to actual results.

A

SCHEDULE BASELINE

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5
Q

The process of analyzing activity sequences, durations, resource requirements, and availability constraints to create a project timeline model.

A

DEVELOP SCHEDULE

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6
Q

The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint.

A

TOTAL FLOAT

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7
Q

The sequence of activities that represents the longest course through a project, which determines the shortest possible duration.

A

CRITICAL PATH

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8
Q

A technique used to approximate cost or duration by applying an average or weighted average of optimistic, pessimistic, and most likely figures when there is uncertainty with the individual activity appraisal.

A

THREE-POINT ESTIMATE

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9
Q

A distinct, scheduled portion of work performed during the course of a project.

A

ACTIVITY

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10
Q

A logical relationship in which a successor activity cannot begin until a predecessor activity has completed.

A

FINISH-TO-START (FS)

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11
Q

A relationship that is contractually required or inherent in the nature of the work.

A

MANDATORY DEPENDENCY

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12
Q

A technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.

A

PARAMETRIC ESTIMATING

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13
Q

A significant point or event in a project, program, or portfolio.

A

MILESTONE

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14
Q

An analysis technique where a computer model is iterated many times, with the input values chosen at random for each iteration driven by the input data, including probability distributions and probabilistic branches. Outputs are generated to represent the range of possible outcomes for the project.

A

MONTE CARLO SIMULATION

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15
Q

The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.

A

LEAD

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16
Q

In the critical path method, the soonest possible point in time when the uncompleted portions of a schedule activity can be completed based on the schedule network logic, the data date, and any schedule constraints.

A

EARLY FINISH DATE (EF)

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17
Q

A dependent activity that logically comes after another activity in a schedule.

A

SUCCESSOR ACTIVITY

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18
Q

A bar chart showing the amount of time that a resource is scheduled to work over a series of time periods. Resource availability may be depicted as a line for comparison purposes. Contrasting bars may show actual amounts of resources used as the project progresses.

A

RESOURCE HISTOGRAM

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19
Q

A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.

A

FAST TRACKING

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20
Q

The number of labor units required to complete a schedule activity or work breakdown structure component, often expressed in hours, days, or weeks.

A

EFFORT

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21
Q

An undertaking that logically comes before a dependent action in a schedule.

A

PREDECESSOR ACTIVITY

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22
Q

The process of identifying and documenting the specific actions to be performed to produce the project deliverables.

A

DEFINE ACTIVITIES

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23
Q

A logical relationship in which a successor activity cannot conclude until a predecessor activity has begun.

A

START-TO-FINISH (SF)

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24
Q

The time in calendar units between the actual start date of the schedule activity and either the data date of the project schedule if the schedule activity is in progress or the actual finish date if the schedule activity is complete.

A

ACTUAL DURATION

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25
Q

A method of assessing project duration or cost by aggregating the appraisals of the lower-level components of the work breakdown structure (WBS).

A

BOTTOM-UP ESTIMATING

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26
Q

A docket that identifies the working days and shifts upon which each specific resource is available.

A

RESOURCE CALENDAR

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27
Q

The quantitative assessments of the likely number of time periods that are required to complete an activity.

A

ACTIVITY DURATION ESTIMATES

28
Q

The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project timeline.

A

PLAN SCHEDULE MANAGEMENT

29
Q

An activity where effort is allotted proportionately across certain discrete efforts and not divisible into discrete efforts. [Note: This is one of three earned value management (EVM) types of activities used to measure work performance.]

A

APPORTIONED EFFORT

30
Q

A scheduling approach that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.

A

CRITICAL CHAIN METHOD

31
Q

A bar illustration of schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates.

A

GANTT CHART

32
Q

A component of the project or program management plan that establishes the criteria and the activities for developing, monitoring, and controlling the timetable.

A

SCHEDULE MANAGEMENT PLAN

33
Q

The process of developing an approximation of the number of work periods needed to complete individual activities with identified resources.

A

ESTIMATE ACTIVITY DURATIONS

34
Q

Multiple characteristics or objects associated with each schedule action that can be included within the activity list. Examples include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.

A

ACTIVITY ATTRIBUTES

35
Q

When one internal project activity is contingent upon another internal project activity and is therefore usually inside the project team’s control.

A

INTERNAL DEPENDENCY

36
Q

A graphical representation of the logical relationships among the project schedule activities.

A

PROJECT SCHEDULE NETWORK DIAGRAM

37
Q

A documented tabulation of schedule actions that shows the action description, action identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed.

A

ACTIVITY LIST

38
Q

The processes required to manage the timely completion of the project.

A

PROJECT SCHEDULE MANAGEMENT

39
Q

A representation of the plan for executing the project’s activities including durations, dependencies, and other planning information, used to produce a project schedule along with other scheduling artifacts.

A

SCHEDULE MODEL

40
Q

The total number of work periods required to complete an activity or work breakdown structure component, expressed in hours, days, or weeks. Contrast with effort.

A

DURATION (DU OR DUR)

41
Q

The amount of time whereby a successor activity will be delayed with respect to a predecessor activity.

A

LAG

42
Q

The process of monitoring the status of the project to update the project schedule and manage changes to the schedule baseline.

A

CONTROL SCHEDULE

43
Q

A technique used to shorten the schedule duration for the least incremental cost by adding resources.

A

CRASHING

44
Q

In the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can be executed based on the schedule network logic, the project completion date, and any schedule constraints.

A

LATE FINISH DATE (LF)

45
Q

A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed.

A

PRECEDENCE DIAGRAMMING METHOD (PDM)

46
Q

A list identifying all significant points or events in a project, program, or portfolio and normally indicates whether the point or event is mandatory or optional.

A

MILESTONE LIST

47
Q

A set of techniques used to adjust start and finish dates when there is an imbalance in the supply versus the demand for project resources.

A

RESOURCE OPTIMIZATION

48
Q

An activity that can be planned and measured and that yields a specific output. [Note: This is one of three earned value management (EVM) types of activities used to measure work performance.]

A

DISCRETE EFFORT

49
Q

A technique used to shorten the timetable duration without reducing the project scope.

A

SCHEDULE COMPRESSION

50
Q

A point at which dependency lines connect on a schedule network diagram.

A

NODE

51
Q

In the critical path method, the latest possible point in time when the uncompleted portions of a schedule activity can begin based on the schedule network logic, the project completion date, and any schedule constraints.

A

LATE START DATE (LS)

52
Q

An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources.

A

PROJECT SCHEDULE

53
Q

A resource optimization technique in which free and total float are used without affecting the critical path.

A

RESOURCE SMOOTHING

54
Q

The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.

A

FREE FLOAT

55
Q

An analytical technique to determine the essential features and relationships of components in the project management plan to establish a reserve for the schedule duration, budget, estimated cost, or funds for a project.

A

RESERVE ANALYSIS

56
Q

A technique for assessing the duration or cost of an activity or a project using historical data from a similar activity or project.

A

ANALOGOUS ESTIMATING

57
Q

A logical relationship in which a successor activity cannot conclude until a predecessor activity has completed.

A

FINISH-TO-FINISH (FF)

58
Q

A technique to identify early and late start dates, as well as early and late finish dates, for the uncompleted portions of project activities.

A

SCHEDULE NETWORK ANALYSIS

59
Q

In the critical path method, the soonest possible point in time when the uncompleted portions of a schedule activity can begin based on the schedule network logic, the data date, and any schedule constraints.

A

EARLY START DATE (ES)

60
Q

A logical relationship in which a successor activity cannot begin until a predecessor activity has begun.

A

START-TO-START (SS)

61
Q

A procedure used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network courses within the schedule model.

A

CRITICAL PATH METHOD (CPM)

62
Q

A docket that identifies working days and shifts that are available for scheduled activities.

A

PROJECT CALENDAR

63
Q

A resource optimization technique in which adjustments are made to the project schedule to optimize the allocation of resources and which may affect critical path. See also resource optimization technique and resource smoothing.

A

RESOURCE LEVELING

64
Q

A relationship that is established based on knowledge of best practices within a particular application area or an aspect of the project where a specific sequence is desired.

A

DISCRETIONARY DEPENDENCY

65
Q

A relationship between project activities and non-project activities.

A

EXTERNAL DEPENDENCY

PMBOK 6th edition flash cards by chapter (35 decks)

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