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Flashcards in FLASH_TIME Deck (48):
1

ANALYZE PORTFOLIO RISKS

The process of prioritizing risks based on probability of occurrence, effect on portfolio goals, organization and stakeholder risk tolerance, and other factors

2

BACKWARDS PASS

A network diagramming method that calculates the late start (LS) and late finish (LF) dates for each activity.

3

BAR CHART (Gantt Chart)

A chart that shows a time relationship between activites fo the program or project

4

BURST

The separation of divergence of activities on a network diagram from a central node

5

COMPONENT MILESTONES

Distinguish the deliverables of the program for the purpose of pinpointing milestones for moving component deliverables to the program.

6

CRASHING

A duration compression technique in which more people are added to critical path activities to shorten the duration of the critical path or other impacted areas of the schedule

7

CRITICAL PATH

The series of activities that shows the overall duration of the program or project; can change as the program or project evolves.

8

CRITICAL PATH METHOD (CPM)

A network analysis method used to calculate total program or project duration.

9

DEPENDENCY

A relationship between activities represented in the way activities are sequenced.

10

DEVELOP PROGRAM SCHEDULE

Process of setting dates for components and milestones. Determine the component execution sequences, estimate the duration of each component, and determine major program milestones, and timing of program packages.

11

DISCRETIONARY DEPENDENCY

A dependency in which the Project Manager (or other decision maker) can choose to allow it to be a dependency or not, depending upon the needs of the project; e.g. busying a plane ticket before booking a hotel reservation.

12

DURATION

The overall amount of time unexpended on a program or project or activity.

13

EARLY START DATE (ES)

The earliest time and activity can start based on the network logic.

14

EARNED FINISH DATE (EF)

The earliest time of an activity can finish based on the network logic.

15

ESTIMATE

A logical, educated prrediction of some program or project component; typically includes a tolerance of accuracy.

16

EXTERNAL DEPENDENCY

A dependency that lies outside the control of the project team.

17

FAST TRACKING

A schedule compression technique in which the main focus is to find activities that can be done in parallel and then to adjust the activity sequences to shorten the schedule.

18

FLOAT

The amount of time an activity can be delayed or slip without causing a delay to the successor activities or to the final finish date of the program or project.

19

FORWARD PASS

A network diagram technique that calculates the arly start (ES) and early (EF) dates for each activity.

20

FREE SLACK (FREE FLOAT)

The amount of time an activity can be delayed without causing slippage or delay to the early start of any subsequent activities.

21

GANTT CHART

The horizontal bar chart used in program or project management to show a time relationship between activities; also called a bar chart.

22

GERT

A diagramming technique that uses fedback loops or multiple passes through a diagram as iterations are completed.

23

LAG

A delay to a successor activity from the predessor; e.g., Activity A finishes then has a three-day wait before Activity B can begin

24

LATE FINISH DATE (LF)

The latest time an activity can finish without delayign the program or project finish date.

25

LATE START DATE (LS)

The latest time an activity can start without delaying the program or project finish date

26

LEAD

The act of sequencing activities with an activity that starts before it?s predecessor is 100% complete; elgl, Activity A is four days long, and is followed by Activity B. Activity starts two days after Activity A starts.

27

MANDATORY DEPENDENCY

A required dependency on a project; cannot be ignored; e.g. you must pour the foundation of a house before you can begin framing it.

28

MASTER SCHEDULE

A high level schedule which displays summary information associated with activities, deliverables, milestones, and WB components.

29

MILESTONE SCHEDULE

A high level schedule which displays summary information associated with activities and milestones; also known as milestone chart.

30

MONITOR AND CONTROL PROGRAM SCHEDULE

The process of tracking and regulating the timely generation of program deliverables

31

NETWORK DIAGRAM

A schematic of logical relationships that make up the flow of activities on the program or projct; always drawn from left to right

32

NETWORK LOGIC

The connection of activities on the network diagram to esablish the diagram structure

33

NETWORK PATH

A non-stop series of activities from start to fiish o the ntwork diagram

34

NODE

A point in a schedule network

35

PATH DIVERGENCE

A burst on the network diagram where the output of an activity goes to more than one activity.

36

PREDECESSOR ACTIVITY

An activity that determines when its successor activity can begin

37

PROGRAM MASTER SCHEDULE

Depicts component schedules and the dependencies between components.

38

PROGRAM SCHEDULE MANAGEMENT PLAN

Document that: - decomposes work packages - establishes the network diagram - determines required resources - determines activity duratio - integration activity components into a schedule - considers schedule changes and updates.

39

ROLLING WAVE PLANNING

A progressive elaboration approach to managing a schedule where the initial phases are defined at a detailed level with the remaining work at a high level; as the initial phases are done, the remaining phases are planned.

40

SCHEDULE

The planned dates, sequencing, resources, and durations of activities and milestones on a program or project.

41

SCHEDULE COMPRESSION

The process of shortening the program or project schedule without modifying the scope of the program or project; e.g., crashing and fast tracking

42

SLACK (FLOAT)

The amount of time an activity can be delayed or slip without causing a delay to the successor activities or to the final program or project finish date.

43

SUCCESSORY

An activity that follows a logically connected activity

44

THREE POINT ESTIMATE

An estimating technique that can be applied to schedule or budget and uses three estimates for each activity; optimistic; pessimistic, and realistic.

45

TOTAL FLOAT (TF)

The maximum amount of time an activity can slip without causing a delay to the program or project finish date.

46

TOTAL SLACK (TOTAL FLOAT)

The amount of time an activity can slip or be delayed from its arly start date without delaying the overal finish date.

47

VARIANCE

A result that varies from the expected result.

48

RESOURCE LEVELING PURPOSES (2)

1. Approach to show the impact on the schedule if the resources are not available as planned. 

2. Way to optimize the program plan by leveling the resource requirements in order to gain efficiencies and maximize productivity/synergies amongst projects