Project schedule management terms

Question 1

Activity list

Answer 1

The primary output of breaking down the WBS work packages

Question 2

Alternative analysis

Answer 2

The identification of more than one solution. Consider roles, materials, tools, and approaches to the project work

Question 3

Analogous Estimating

Answer 3

A somewhat unreliable estimating approach that relies on historical information to predict what current activity durations should be.

Question 4

Bottom-Up Estimating

Answer 4

Most accurate estimating approach a PM can use. This estimating approach starts at the bottom of the project and considers every activity, its predecessor and successor activites and the exact amount of resources each needs

Question 5

Control Account

Answer 5

A WBS entry that considers the time, cost, and scope measurements for that deliverable within the WBS. The estimated performance is compared against the actual performance for the deliverables within that control account.

Question 6

Control Threshold

Answer 6

A predetermined range of acceptable variances, such as +/- 10 percent of schedule. Should the variance exceed the threshold, then project control processes and corrected actions will be enacted

Question 7

Crashing

Answer 7

Schedule compression approach that adds more resources to activities on the critical path to complete the project earlier. Doing this adds cost because of associated labor and sometimes resources

Question 8

Critical Path

Answer 8

The path in the project network diagram that cannot be delayed, otherwise the project completion date will be late. Activities on this path have no float

Question 9

Discretionary Dependencies

Answer 9

These dependencies are the preferred order of activities. PM’s should use these relationships at their discretion and should document the logic behind the decision

Question 10

Early Finish

Answer 10

The earliest a project can finish. Used in the forward pass procedure to discover the critical path and the project float

Question 11

Early Start

Answer 11

The earliest a project activity can begin. Used in the forward pass procedure to discover the critical path and the project float

Question 12

External Dependencies

Answer 12

Dependencies outside the projects control. Examples include the delivery of equipment from a vendor, the deliverable of another project, or the decision of a committee, lawsuit, or expected new law

Question 13

Fast Tracking

Answer 13

Schedule compression that changes the relationship of activities. Activities that would normally be done in sequence are allowed to be done in parallel or with some overlap. Adds risk to the project

Question 14

Finish to finish

Answer 14

Activity relationship type that requires the current activity to be finished before its successor can finish

Question 15

Finish to start

Answer 15

Activity relationship that requires the current activity to be finished before its successor can start

Question 16

Fragnet/ Subnet

Answer 16

A representation of a project network diagram that is often used for outsourced portions of a project, repetitive work within a project, or a subproject.

Question 17

Free float

Answer 17

The total time a single activity can be delayed without affecting the early start of its immediately following successor activities

Question 18

Hard Logic

Answer 18

Logic that describes activities that must happen in a particular order.

Question 19

Internal Dependencies

Answer 19

Internal relationships to the project or organization.

Question 20

Lag Time

Answer 20

Positive time that moves two or more activities further apart

Question 21

Late finish

Answer 21

The latest a project activity can finish. Used in the backward pass procedure to discover the critical path and the project float

Question 22

Late start

Answer 22

The latest a project activity can begin

Question 23

Lead time

Answer 23

Negative time that allows two or more activities to overlap where ordinarily these activities would be sequential

Question 24

Management Reserve

Answer 24

A % of the project duration to combat Parkinson’s law. When project activities become late, their lateness is subtracted from the management reserve

Question 25

Mandatory Dependencies

Answer 25

Dependencies that are nature for the order of activities. Can’t build a house before foundation poured for example

Question 26

Monte Carlo Analysis

Answer 26

Simulation approach that predicts how scenarios may work out, given any number of variables. Doesn’t churn out a specific answer, but a range of possible answers.

Question 27

Parametric Estimate

Answer 27

A quantitatively based duration estimate that uses mathematical formulas to predict how long an activity will take based on the quantities of work to be completed

Question 28

Parkinson’s Law

Answer 28

Theory that states work will expand to fill the time available for its completion.

Question 29

Planning Package

Answer 29

A WBS entry located below a control account and above the work packages. This signifies that there is more planning that needs to be completed for this specific deliverable

Question 30

Precedence Diagramming Method

Answer 30

A network diagram that shows activities in nodes and relationship between each activity. Predecessors come before the current activity, and successors come after the current activity

Question 31

Project Calendars

Answer 31

Calendars that identify when the project work will occur

Question 32

Project Float

Answer 32

The total time the project can be delayed without passing the customer expected completion date

Question 33

Project network diagram

Answer 33

A diagram that visualizes the flow of the project activities and their relationships to other project activities

Question 34

Refinement

Answer 34

An update to the WBS

Question 35

Resource Breakdown Structure

Answer 35

A hierarchical breakdown of the project resources by category and resource type. For ex : Category of equipment, a category for HR. And within each you have the type of resources you’ll use

Question 36

Resource Calendars

Answer 36

Calendars that identify when project resources resources are available for the project work

Question 37

Resource-leveling heuristic

Answer 37

A method to flatten the schedule when resources are overallocated. Can be applied using different methords to accomplish different goals. One of the most common methods is to ensure that workers are not overextended on activities

Question 38

Rolling wave planning

Answer 38

The imminent work is planned in detail, while the work in the future is planned at a high level. A form of progressive elaboration

Question 39

Schedule Management Plan

Answer 39

A subsidiary plan in the PM plan. Defines how the project schedule will be created, estimated, controlled, and managed

Question 40

Soft logic

Answer 40

The activities don’t necessarily have to happen in a specific order. Example : you could install the lights before the carpet

Question 41

Start To Finish

Answer 41

Activity relationship that requires an activity to start so that its successor can finish. The most unusual of all the activity relationship types

Question 42

Start to Start

Answer 42

Activity relationship type that requires the current activity to start before it’s successor can start

Question 43

Subnet / Fragnet

Answer 43

Representation of a project network diagram that is often used for outsourced portions of projects, repetitive work within a project, or a subproject.

Question 44

Template

Answer 44

A previous project can be adapted for the current project and forms that are pre-populated with organization-specific information.

Question 45

3 point estimating

Answer 45

Estimating Technique for each activity that requires optimistic, most likely, and pessimistic estimateds be created. Based on these 3, an average can be created to predict how long the activity should take

Question 46

Total float

Answer 46

The total time an activity can be delayed without delaying project completion

Question 47

The smallest item in a WBS

Answer 47

Work Package