Final Exam Study Flashcards

(42 cards)

1
Q

Project scheduling is defined as and requires

A

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

to follow some carefully laid-out
steps, in order, for the schedule to take shape

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2
Q

Project planning Definition

A

The identification of the project objectives and the ordered
activity necessary to complete the project including the
identification of resource types and quantities required to
carry out each activity or task.

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3
Q

Define Project Network Diagram

A

Any schematic display of the logical relationships of project activities

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4
Q

Define Path

A

A sequence of activities defined by the project network logic

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5
Q

Define Event

A

A point when an activity is either started or completed

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6
Q

Define Node

A

One of the defining points of a network; a junction point joined to some or all of the other dependency lines (paths).

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7
Q

Define Predecessors

A

Those activities that must be completed prior to initiation of a later activity in the network.

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8
Q

Define Successors

A

Activities that cannot be started until previous activities have been completed. These activities
follow predecessor tasks

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9
Q

Define Early start (ES) date

A

The earliest possible date the
uncompleted portions of an activity can start.

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10
Q

Define Late start (LS) date

A

The latest possible date that an
activity may begin without delaying a specified milestone

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11
Q

Define Forward pass

A

Network calculations to determine earliest
start/earliest finish for an activity through working forward through each activity in network

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12
Q

Define Backward pass

A

Network calculations to determine late start/late finish for uncompleted tasks through working backward through each activity in network

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13
Q

Define Merge activity

A

An activity with two or more immediate predecessors.

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14
Q

Define Burst activity

A

An activity with two or more immediate successors.

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15
Q

Define Float

A

The amount of time an activity may be delayed
from its early start without delaying the finish of the
project

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16
Q

Define Critical path

A

The path through project network with the longest duration

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17
Q

Define Critical Path Method

A

A network analysis technique used to determine the amount of schedule flexibility on logical
network paths in project schedule network and to determine minimum project duration

18
Q

Define Resource-limited schedule

A

Start and finish dates reflect expected resource availability

19
Q

Define Serial activities

A

are those that flow from one to the next, in sequence

ID Topic > Research > Paper draft

20
Q

Define Concurrent Activities

A

When the nature of the work allows for more than one
activity to be accomplished at the same time, these activities are called concurrent, and parallel project paths are constructed through the network

editing the paper and preparing the presentation can happen at the same time

21
Q

Define Merge Activity

A

Activity D can only begin following the completion of
activities A, B, and C

(A,B,C) > D

22
Q

Define Burst Activity

A

Activities B, C, and D can only begin following the
completion of activity A

A > (B,C,D)

23
Q

Review Complete Activity Network from Lec 9, slide 11

24
Q

What are methods for Constructing the Critical Path (Define them)

A
  • Forward pass—an additive move through the network from start to finish
  • Backward pass—a subtractive move through the network from finish to start
  • Critical path—the longest path from end to end which determines the shortest project length
25
What are Options for Reducing the Critical Path (8)
1. Eliminate tasks on the critical path. 2. Replan serial paths to be in parallel. 3. Overlap sequential tasks. 4. Shorten the duration on critical path tasks. 5. Shorten early tasks. 6. Shorten longest tasks. 7. Shorten easiest tasks. 8. Shorten tasks that cost the least to speed up.
26
Gantt Charts are used for
* Establish a time-phased network * Can be used as a tracking tool
27
Benefits of Gantt charts (5)
1. Easy to comprehend 2. Identify the schedule baseline network 3. Allow for updating and control 4. Identify resource needs 5. Easy to create
28
Define Crashing
The process of accelerating a project
29
What are the Primary methods for crashing: (6)
1. Improving existing resources’ productivity 2. Changing work methods 3. Compromise quality and/or reduce project scope 4. Institute fast-tracking 5. Work overtime 6. Increasing the quantity of resources
30
What is the Crash Process
* Determine activity fixed and variable costs * The crash point is the fully expedited activity * Optimize time–cost tradeoffs * Shorten activities on the critical path * Cease crashing when: – the target completion time is reached – the crashing cost exceeds the penalty cost
31
What is the project Control Cycles—General Model (4)
1. Setting a goal. 2. Measuring progress. 3. Comparing actual with planned performance. 4. Taking action.
32
A Project S-Curves compares
Cumulative cost against Elapsed Time
33
Define Milestone Analysis
events or stages of the project that represent a significant accomplishment.
34
What are examples of Milestones
1. Signal completion of important steps 2. Motivate team and suppliers 3. Offer reevaluation points 4. Help coordinate schedules 5. Identify key review gates 6. Signal other team members when their participation begins 7. Delineate work packages
35
Define Earned Value Management (EVM)
recognizes that it is necessary to jointly consider the impact of time, cost, and project performance on any analysis of current project status
36
Define Earned Value (EV)
directly links all three primary project success metrics (cost, schedule, and performance).
37
Steps in Earned Value Management
1. Clearly define each activity including its resource needs and budget. 2. Create usage schedules for activities and resources. 3. Develop a time-phased budget (PV). 4. Total the actual costs of doing each task (AC). 5. Calculate both the budget variance (CV) and schedule variance (SV).
38
Review Figures in Lec 10
39
Flow of Earned Value System/ Northrop Grumman’s flow of earned value management
* Proposal stage * Contract award * Baseline stage * Maintenance phase
40
What is critical for using EVM?
Accurate and up-to-date information
41
Human Factors in Project Evaluation and Control
* Project coordination and relations among stakeholders * Adequacy of project structure and control * Project uniqueness, importance, and public exposure * Success criteria salience and consensus * Lack of budgetary pressure * Avoidance of initial over-optimism and conceptual difficulties
42
Critical Success Factors in the Project Implementation Profile (10)
1. Project mission 2. Top management support 3. Project plans and schedules 4. Client consultation 5. Personnel 6. Technical tasks 7. Client acceptance 8. Monitoring and feedback 9. Communication channels 10. Troubleshooting