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Schedule Flashcards

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1
Q

Rolling wave planning

A

An iterative planning technique. Work to be accomplished soon is planned in detail, while work further in the future is scheduled for a higher level.

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2
Q

Leads and lags

A

Applied to optimize your schedule (Gantt Chart or a critical path method)

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3
Q

Lead time

A

Amount of time the next activity can be brought forward. Bring them forward to be done sooner.

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4
Q

Lag time

A

Amount of time the next activity will be delayed. Delay the item and do it later.

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5
Q

Precedence diagramming method (PDM)

A

The technique used for constructing a schedule that shows how activities are linked and the sequence in which they need to be performed.

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6
Q

Finish to start (FS)

A

The next activity cannot start until the previous activity has finished.

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7
Q

Start-to-start (SS)

A

The next activity cannot start until the previous activity has started.

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8
Q

Finish-to-finish (FF)

A

The next activity cannot finish until the previous activity has finished.

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9
Q

Start-to-finish (SF)

A

The next activity cannot finish until the previous activity has started.

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10
Q

Parametric estimating

A

Use a parameter to estimate per item.

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11
Q

Analogous estimating

A

Estimates using data from a similar activity or project. Frequently used to estimate project duration when there is a limited amount of detailed information about the project.

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12
Q

Bottom-up estimating

A

Estimating project resources by assigning a value to the lower-level components of the work breakdown structure (WBS). Add them all up and collate an overall budget.

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13
Q

3-point estimating

A

Uses an average of 3 points - the optimistic estimate, most likely estimate, and pessimistic estimate. (Average divided by 3)

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14
Q

Resource optimization

A

Used to adjust the planned use of resources to ensure your schedule is on track.

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15
Q

Resource levelling

A

It can be used when shared resources are over-allocated, such as when a resource has been assigned to two or more activities during the same period. Often pushes out the schedule.

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16
Q

Resource smoothing

A

Adjusts the activities of schedules. Activities may only be delayed within their free and total float - the critical path isn’t changed.

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17
Q

Critical path

A

The sequence of activities which determine the shortest possible project duration.

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18
Q

Critial path method

A

Used to calculate this, using the amount of free float (for an activity) and total float (total schedule flexibility) on different paths.

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19
Q

How is calculating float done?

A

Forward and backward pass.

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20
Q

What is float?

A

The difference between late start and early start.

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21
Q

Schedule compression

A

A technique that is used to shorten or accelerate the schedule duration, without reducing the project scope, to meet schedule constraints, imposed dates, or other schedule objectives.

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22
Q

Schedule crashing

A

Shortens the schedule duration by adding resources.

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23
Q

Fast tracking

A

Activities usually done in sequence are performed in parallel.

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24
Q

Law of diminishing returns

A

states that as additional resources (e.g., labor, time, materials) are added to a project, the incremental gain in output or efficiency will eventually decrease.

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25
Parkinson’s law
states that work expands to fill the time available for its completion. If a task is given more time than necessary, people will use all the available time, even if the work could be finished sooner.
26
Student syndrome
the tendency of people to delay starting a task until the last possible moment before a deadline, reducing available time for handling unexpected issues.
27
Extrinsic motivation
refers to motivation that comes from external rewards rather than internal satisfaction. These rewards can include salary increases, bonuses, promotions, recognition, or avoiding penalties.
28
Intrinsic motivation
comes from internal satisfaction and personal fulfillment rather than external rewards. People are motivated by their passion, enjoyment, or a sense of accomplishment in their work.
29
What is the resource breakdown structure?
a hierarchical representation of project resources, categorized by type (e.g., labor, materials, equipment). It helps in planning, managing, and allocating resources efficiently.
30
What is the resource requirements?
define the types and quantities of resources (human, material, equipment, facilities) needed to complete project tasks.
31
What is the resource calendar?
a document that shows the availability and schedule of resources (human, equipment, facilities) for project tasks.
32
What is analogous estimating?
a top-down estimation technique that uses historical data from previous, similar projects to estimate cost, duration, or resource needs. It is quick but less accurate than other methods.
33
What is parametric estimating?
uses mathematical models or historical data with statistical relationships to estimate cost, duration, or resources. It is more accurate than Analogous Estimating when reliable data is available.
34
What is three point estimating?
improves accuracy by using three estimates to calculate an average: Optimistic (O): Best-case scenario Pessimistic (P): Worst-case scenario Most Likely (M): Normal conditions estimate
35
What is bottom up estimating?
involves estimating individual tasks at a detailed level and then rolling them up to determine the total project cost or duration. It is highly accurate but time-consuming.
36
What is alternatives analysis?
a technique used to evaluate different options to achieve project objectives, considering factors like cost, time, risk, and feasibility.
37
What is reserve analysis?
the process of identifying and managing contingency and management reserves to account for project risks and uncertainties.
38
What are contingency reserves?
buffers set aside for known risks that may impact the project’s cost or schedule. They are included in the project baseline and are used to address identified risks in the risk management plan.
39
What are ranges?
a range of possible values for cost, time, or resources, instead of a single-point estimate. They help account for uncertainty and variability in estimates.
40
What is probability?
refers to the likelihood that a specific risk, event, or outcome will occur. It is a key factor in risk analysis and decision-making.
41
What is the basis of the estimate? (BOE)
documents the assumptions, constraints, methodologies, data sources, and confidence level used to develop project estimates. It helps justify and validate cost, time, and resource estimates.
42
Assumptions made
are factors considered to be true for planning purposes, even though they may not be fully verified. They influence estimates, schedules, and risk analysis.
43
Range of the estimate
defines the minimum and maximum possible values for cost, time, or resource estimates, accounting for uncertainty and risk. It provides a more realistic expectation than a single-point estimate.
44
Constraints
limitations or restrictions that impact project execution, such as time, cost, scope, resources, or regulatory requirements.
45
Confidence level in the estimate
degree of certainty that an estimate is accurate based on available data, assumptions, and risk analysis. Higher confidence levels indicate more reliable estimates.
46
T shirt sizing (agile)
a relative estimating technique that categorizes tasks or projects into broad size categories (e.g., XS, S, M, L, XL) instead of using precise numerical estimates. It is commonly used in Agile and high-level project planning.
47
Story points (agile)
a relative estimation unit used in Agile to measure the complexity, effort, and uncertainty of a user story or task. They are not tied to specific hours but reflect effort compared to other tasks.
48
Planning poker (agile)
an Agile estimation technique where team members assign story points to user stories using a consensus-based approach.
49
What is the critical path method?
a schedule management technique used to determine the longest sequence of dependent tasks that defines the shortest time to complete a project. Tasks on the critical path have zero float, meaning delays will extend the project duration.
50
What is the forward and backward pass used for?
techniques used in the Critical Path Method (CPM) to calculate task start and finish dates and determine project duration and float (slack).
51
What is float?
(slack) amount of time a task can be delayed without affecting the project’s completion date or delaying dependent tasks.
52
What is zero float?
delays will extend the project duration.
53
What is resource leveling?
a technique used to adjust project schedules to resolve resource overallocation by delaying or extending tasks without exceeding project constraints. It ensures a balanced workload across available resources.
54
What is resource smoothing?
a technique that adjusts activities within their float (slack) limits to optimize resource use without affecting the project’s end date.
55
What is resource optimization?
refers to techniques used to adjust schedules and resources to maximize efficiency while meeting project constraints. (leveling and smoothing)
56
What is the Monte Carlo simulation?
a quantitative risk analysis technique that uses probability modeling to predict possible project outcomes by running multiple simulations with different variables.
57
What is what if scenario analysis?
a risk management technique that evaluates different possible future outcomes by analyzing potential events, conditions, or decisions. It helps in planning for uncertainties and making informed decisions.
58
What is crashing?
a schedule compression technique that reduces project duration by adding extra resources to critical path activities, typically increasing costs.
59
What is fast tracking?
a schedule compression technique where activities that were originally planned to be performed sequentially are overlapped to shorten the project timeline without adding extra resources.
60
What is agile release planning?
a high-level roadmap that outlines when features or functionalities will be delivered over multiple iterations or sprints. It ensures incremental value delivery and aligns with business priorities.
61
What is the feature release schedule (agile)?
a planned timeline for rolling out specific features or functionalities over multiple releases. It ensures incremental delivery based on business priorities, technical dependencies, and customer needs.
62
What is the schedule management plan?
a document that outlines how the project schedule will be planned, developed, monitored, and controlled. It ensures that scheduling processes are standardized, clear, and aligned with project objectives.
63
What are high level milestones?
significant events or key achievements in a project timeline that mark major progress points. They help track progress, align stakeholders, and ensure project goals are met on schedule.
64
What is the schedule model development approach?
the methodology used to create a detailed and realistic project schedule. This approach involves selecting appropriate scheduling techniques, tools, and processes to plan, monitor, and control project timelines effectively.
65
What is the project schedule model maintenance approach?
determines how we are going to maintain our schedule.
66
What is the product roadmap (Agile)?
high-level features or epics displayed in order of delivery and on a timeline. Might look like a Gantt Chart or product breakdown structure.
67
What is velocity (Agile)?
The rate at which we're completing work (usually user stories), measured by story points.
68
What is lead time (agile)?
The time from customer order to customer delivery - when a feature is known to when it is released.
69
What is cycle time (agile)?
Time it takes for one process or one piece within that feature. (user story or just the testing for a user story)
70
What are activities?
a specific task or set of tasks that are performed to achieve a particular project objective. Activities are the fundamental units of work that, when completed, contribute to the project's overall progress and success.
71
What is rolling wave planning?
a project management technique that involves planning the project in phases, detailing tasks and schedules for the near term while keeping future work at a higher level. As the project progresses and more information becomes available, plans are updated with greater detail for upcoming phases.
72
What is the activity list?
a comprehensive document that outlines all the tasks and activities required to complete a project. It serves as a foundational tool for planning, organizing, and tracking project progress.​
73
What are activity attributes?
Extra information we can include for the activities in our activity list.
74
What is a milestone?
A significant point or event in a project.
75
What is a milestone list?
Identifies all project milestones and indicates whether the milestone is mandatory or optional.
76
What is the schedule baseline?
the approved version of the project's schedule, comprising planned start and finish dates for project activities. It serves as a benchmark for measuring and monitoring project performance throughout its lifecycle.
77
What is a schedule network diagram?
a visual representation of the sequence and interdependencies of activities within a project. It helps project managers plan, organize, and monitor the progress of tasks to ensure timely project completion.
78
What is a mandatory dependency?
Legally or contractually required, physical limitations. Usually, we can't change these.
79
What is a discretionary dependency?
Preferred or soft logic generally accepted best practices. We can review and move these when we need to move activities.
80
What is a internal dependency?
Any activity inside the project's control.
81
What is an external dependency?
Any activity outside the project's control.

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