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PMP Exam > Chapter 6: Project Time Management > Flashcards

Chapter 6: Project Time Management Flashcards

1
Q

What are the four relationships in a PDM?

A 
FS = finish to start
FF = finish to finish
SS = start to start
SF = start to finish

06.3.2.1 Precedence Diagramming Method

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2
Q

What allows an acceleration of a successor activity, is represented by a negative value and is represented by a minus sign?

A

A lead

06.3.2.3 Leads and Lags

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3
Q

In what process is the risk register developed?

A

Identify Risks

06.4.1.5 Risk Register

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4
Q

What are existing processes and practices that can be used to help create the updated risk register?

A

Organizational process assets

06.7.3.6 Organizational Process Assets Updates

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5
Q

What is used to account for cost uncertainty, is part of the funding requirements and is used at the discretion of of the project manager to deal with known unknowns?

A

Contingency reserves

6.5.2.6 Reserve Analysis

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6
Q

What is the degree of total float in the critical path?

A

0 or negative numbers

A CPM critical path is normally characterized by zero total float on the critical path.

6.6.2.2 Critical Path Method

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7
Q

What technique adjusts the activities of a schedule model such that the requirements for resources on the project do not exceed certain predefined resource limits.?

A

Resource smoothing

6.6.2.4 Resource Optimization Techniques

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8
Q

What is a technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply?

A

Resource leveling

6.6.2.4 Resource Optimization Techniques

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9
Q

What are the two types of schedule compression?

A
  1. Fast tracking
  2. Crashing

6.6.2.7 Schedule Compression

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10
Q

What is any schedule activity on a critical path in a project schedule?

A

Critical Activity

Most commonly determined by using the critical path method. Although some activities are “critical,” in the dictionary sense, without being on the critical path, this meaning is seldom used in the project context.

6.6.2.2 Critical Path Method

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11
Q

What directs a delay in the successor activity is represented as a positive value and is represented by a plus sign?

A

A lag

6.3.2.3 Leads and Lags

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12
Q

What is the process of monitoring the status of the project activities to update project progress and managing changes to the schedule baseline to achieve the plan?

A

Control Schedule

6.7 Control Schedule

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13
Q

What is a technique that computes, or iterates, the project cost or project schedule many times using input values selected at random from probability distributions of possible costs or durations, to calculate a distribution of possible total project cost or completion dates?

A

Monte Carlo Analysis

6.6.2.5 Modeling Techniques

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14
Q

What is the order of the time management knowledge area processes?

A
  1. Plan schedule management
  2. Define activities
  3. Sequence Activities
  4. Estimate Activity Resources
  5. Estimate Activity Durations
  6. Develop Schedule

6.0 Project Time Management

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15
Q

What identifies all milestones and significant points in the project?

A

Milestone List

6.2.3.3 Milestone List

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16
Q

What is the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule?

A

Develop Schedule

6.6 Develop Schedule

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17
Q

What is a technique for estimating the statistical relationship between historical data and other variables (e.g., square footage in construction, lines of code in software development) to calculate an estimate for activity parameters, such as scope, cost, budget, and duration?

A

Parametric

6.5.2.3 Parametric Estimating

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18
Q

What is the component of the project management plan that describes how the schedule will be effectively managed throughout the course of the project?

A

The schedule management plan

6.1.3.1 Schedule Management Plan

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19
Q

What is similar to schedule activities, but has zero duration?

A

Milestone List

6.2.3.3 Milestone List

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20
Q

What component of the project management plan describes how the schedule will be effectively managed throughout the project?

A

The schedule management plan

6.1.3.1 Schedule Management Plan

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21
Q

What is the component of the project management plan that describes how the schedule will be effectively managed throughout the project?

A

Schedule management plan

6.1.3.1 Schedule Management Plan

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22
Q

What contains information regarding people, equipment, supplies and material (resources) and when they are available and unavailable?

A

Resource calendars

6.4.1.4 Resource Calendars

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23
Q

What lists the availability, capabilities, and skills of human resources?

A

Resource calendars

6.4.1.4 Resource Calendars

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24
Q

What contains information on risk events that may impact people, material, equipment, supply, or location?

A

The Risk Register

6.4.1.5 Risk Register

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25
Q

What captures the costs associated with all people, material, equipment, supply or location that could impact resource selection?

A

Activity cost estimates

6.4.1.6 Activity Cost Estimates

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26
Q

What contains information on risk events that may impact duration estimates along with the results of risk analysis and risk response planning?

A

The Risk Register

6.4.1.5 Risk Register

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27
Q

What is an estimating technique that uses the duration or cost of an activity from similar, previous projects to estimate project duration when we have a limited amount of detail?

A

Analogous estimating

6.5.2.2 Analogous Estimating

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28
Q

What kind of estimating is more accurate than analogous estimating?

A

Parametric estimating

6.5.2.3 Parametric Estimating

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29
Q

What kind of estimate quantitatively creates an estimate by multiplying the work to be performed by the productivity rate?

A

Parametric estimating

6.5.2.3 Parametric Estimating

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30
Q

What is the process of identifying the specific actions to be performed to produce the project deliverables?

A

Define Activities

6.2 Define Activities

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31
Q

What is CPM?

A

Critical Path Method

6.6.2.2 Critical Path Method

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32
Q

What is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level?

A

Rolling Wave Planning [Progressive Elaboration]

6.2.2.2 Rolling Wave Planning

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33
Q

What is the process of approximating the number of work periods needed to complete individual activities with estimated resources?

A

Estimate Activity Durations

6.5 Estimate Activity Durations

34
Q

What is the process of estimating the types and quantities of material, people, equipment, or supplies required to perform each activity?

A

Estimate Activity Resources

6.4 Estimate Activity Resources

35
Q

What is the comprehensive list of all scheduled activities required on the project?

A

The activity list

6.2.3.1 Activity List

36
Q

What are the four types of dependencies?

A
  1. Mandatory
  2. Discretionary
  3. External
  4. Internal

6.3.2.2 Dependency Determination

37
Q

What is the process of establishing the policies, procedures and documenting from planning, developing, managing, executing and controlling the project schedule?

A

Plan Schedule Management

6.1 Plan Schedule Management

38
Q

What is the process of identifying and documenting relationships among the project activities?

A

Sequence Activities

6.3 Sequence Activities

39
Q

What is PDM?

A

Precedence Diagraming Method

6.3.2.1 Precedence Diagramming Method

40
Q

What is an activity that does not produce definitive end products and is measured by the passage of time?

A

Level of Effort [LOE]

6.2.3.2 Activity Attributes

41
Q

What documents time periods that project members can work on the project, including schedule conflicts?

A

Resource calendars

6.4.1.4 Resource Calendars

42
Q

What technique re-adjusts the leads and lags that were created in the Sequencing Activity process to create a workable schedule?

A

Leads + Lags

6.3.2.3 Leads and Lags

43
Q

What technique is applied at the end of the critical path method to examine the project for an unbalanced use of resources (usually people) over time, and for resolving over-allocations or conflicts?

A

Resource Leveling

6.6.2.4 Resource Optimization Techniques

44
Q

What is PDM?

A

Precedence Diagraming Method

6.3.2.1 Precedence Diagramming Method

45
Q

What is AON?

A

Activity on node

6.3.2.1 Precedence Diagramming Method

46
Q

What is the relationship between AON and PDM?

A

They are the same thing

6.3.2.1 Precedence Diagramming Method

47
Q

What is a method for constructing a project schedule network diagram that uses boxes for the activities and are graphically linked by lines with arrows to depict the relationships?

A

Precedence Diagraming

6.3.2.1 Precedence Diagramming Method

48
Q

What technique allows the project team to accelerate the start of a successor activity?

A

Lead

6.3.2.3 Leads and Lags

49
Q

What technique allows the project team to delay the start of a successor activity?

A

Lag

6.3.2.3 Leads and Lags

50
Q

What is the process of estimating the type and quantities of material, people, equipment, or supplies required to perform each activity?

A

Estimating activity resources

6.4 Estimate Activity Resources

51
Q

What is the most reliable, most time consuming and most costly estimating technique?

A

Bottom-up estimating

6.4.2.4 Bottom-Up Estimating

52
Q

What is an estimating technique that reviews the activity list and estimates each activity individually?

A

Bottom-up estimating

6.4.2.4 Bottom-Up Estimating

53
Q

What is a hierarchical depiction of the identified resources of the project by category and type?

A

Resource breakdown structure

6.4.3.2 Resource Breakdown Structure

54
Q

What kind of estimate creates three estimates to improve the quality of the estimating process using an approximate range for an activity’s duration?

A

Three-point estimating

6.5.2.4 Three-Point Estimating

55
Q

What kind of analysis calculates an expected activity duration using a weighted average of a three-point estimate?

A

Program Evaluation and Review Technique (PERT)

6.5.2.4 Three-Point Estimating

56
Q

What technique requires that the project team determines what contingency or reserve time (sometimes refered to as buffers) should be applied to the estimates to account for schedule uncertainty?

A

Reserve Analysis

6.5.2.6 Reserve Analysis

57
Q

What can be used to improve duration estimate accuracy and encourage commitment toward meeting the estimates?

A

Group-Decision Making Techniques

6.5.2.5 Group Decision-Making Techniques

58
Q

What is the technique that requires the project team to determine what contingency or reserve time (buffers) should be applied to the estimates to account for schedule uncertainty?

A

Reserve Analysis

6.5.2.6 Reserve Analysis

59
Q

What is the time it will likely take to complete a schedule activity?

A

An activity duration estimate

6.5.3.1 Activity Duration Estimates

60
Q

What contains the description of the types and amounts of the people, material, equipment, supplies or location that is required for each activity in a work package?

A

Activity resource requirements

6.5.1.4 Activity Resource Requirements

61
Q

What is the longest path through the project network diagram that represents the shortest amount of time in which a project can be completed?

A

Critical Path Method (CPM)

6.6.2.2 Critical Path Method

62
Q

What has 0 negative total flow?

A

Critical Path Method (CPM)

6.6.2.2 Critical Path Method

63
Q

What else is known once the float is known?

A

Critical Path Method (CPM)

6.6.2.2 Critical Path Method

64
Q

What technique adjusts the activities so the requirements do not exceed defined resource limits?

A

Resource Smoothing

6.6.2.4 Resource Optimization Techniques

65
Q

What should one review to consider risk mitigation costs?

A

The Risk Register

6.5.1.7 Risk Register

66
Q

What are reserves (that the PM must seek approval to access) are kept as budgets for unplanned but potentially required changes to product and scope?

A

Management reserves

6.5.2.6 Reserve Analysis

67
Q

What technique requires that the project team determines what reserve should be applied to the estimates?

A

Reserve analysis

6.5.2.6 Reserve Analysis

68
Q

What is a resourced constrained critical path?

A

A critical chain

6.6.2.3 Critical Chain Method

69
Q

Which process produces the activity duration estimates?

A

Estimate activity durations

6.5 Estimate Activity Durations

70
Q

Which process produces the milestone list?

A

Define activities process

6.2 Define Activities

71
Q

Which process produces the schedule baseline?

A

Develop schedule

6.6 Develop Schedule

72
Q

What is a description of the types and amounts of the people, material, equipment, supplies or location that is required for each activity in a work package?

A

Activity resource requirements

6.4.3.1 Activity Resource Requirements

73
Q

How do we calculate for an early finish using the zero method?

A

ES (early start) + Duration = EF (Early Finish)

6.6.2.2 Critical Path Method

74
Q

What is PERT?

A

The program evaluation and review technique

(Optimistic + (4x most likely) + pessimistic) / 6

6.5.2.4 Three-Point Estimating

75
Q

What is the output of the Develop Schedule Process that helps determine required timelines or mandated deliverable dates?

A

Project schedule

6.6.3.2 Project Schedule

76
Q

What is a lag?

A

A delay in a successor activity

6.3.2.3 Leads and Lags

77
Q

In what two processes do we use the tool and technique of decomposition?

A
  1. Create WBS
  2. Define Activities
  3. 4.2.1 Decomposition
  4. 2.2.1 Decomposition
78
Q

What is a CA?

A

Control accountor…Critical Activity

6.6.2.2 Critical Path Method

79
Q

What technique shortens the duration of the project schedule without changing the project scope?

A

Schedule Compression

6.7.2.6 Schedule Compression

80
Q

What is the time it will likely take to complete a schedule activity?

A

Activity duration estimates

6.5.3.1 Activity Duration Estimates

PMP Exam (13 decks)

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