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PMBOK 6th edition flash cards by chapter > Cert flashcards 6 > Flashcards

Cert flashcards 6

1
Q

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

A

Activity

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2
Q

The time in calendar units between the start and finish of a schedule activity. See also duration.

A

Activity Duration

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3
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

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4
Q

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

A

Activity Duration Estimates

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5
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

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6
Q

Supporting documentation outlining the details used in establishing project estimates, such as assumptions, constraints, level of detail, ranges, and confidence levels.

A

Basis of Estimates

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7
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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8
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

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9
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

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10
Q

Supporting documentation outlining the details used in establishing project estimates, such as assumptions, constraints, level of detail, ranges, and confidence levels.

A

Basis of Estimates

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11
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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12
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

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13
Q

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

A

Crashing

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14
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 Chain Method

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15
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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16
Q

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

A

Critical Path Method (CPM)

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17
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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18
Q

The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model for project execution and monitoring and controlling.

A

Develop Schedule

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19
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

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20
Q

A relationship that is 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.

A

Discretionary Dependency

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21
Q

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

A

Duration (DU or DUR)

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22
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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23
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)

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24
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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25
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

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26
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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27
Q

A relationship between project activities and non-project activities.

A

External Dependency

28
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

29
Q

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

A

Finish-to-Finish (FF)

30
Q

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

A

Finish-to-Start (FS)

31
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

32
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

33
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

34
Q

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

A

Lag

35
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)

36
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)

37
Q

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

A

Lead

38
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)

39
Q

A relationship that may be legally or contractually required or inherent in the nature of the work.

A

Mandatory Dependency

40
Q

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

A

Milestone

41
Q

A list that identifies all project milestones and indicates whether the milestone is mandatory, such as those required by contract, or optional, such as those based on historical information.

A

Milestone List

42
Q

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

A

Parametric Estimating

43
Q

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

A

Plan Schedule Management

44
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)

45
Q

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

A

Predecessor Activity

46
Q

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

A

Project Calendar

47
Q

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

A

Project Schedule Network Diagram

48
Q

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

A

Project Schedule Management

49
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

50
Q

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

A

Resource Calendar

51
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

52
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.

A

Resource Leveling

53
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

54
Q

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

A

Resource Smoothing

55
Q

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

A

Schedule Compression

56
Q

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

A

Sequence Activities

57
Q

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

A

Start-to-Finish (SF)

58
Q

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

A

Start-to-Start (SS)

59
Q

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

A

Successor Activity

60
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

61
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

62
Q

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

A

Node

63
Q

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

A

Schedule Baseline

64
Q

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

A

Schedule Management Plan

65
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

66
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

67
Q

An analytical technique that models the combined effect of uncertainties to evaluate their potential impact on objectives.

A

Simulation

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

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