Schedule Management

Question 1

Plan Schedule Management

Answer 1

2.3.1 (Planning Process, Schedule Mgmt KA)

The Process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.

Inputs: Project Charter, Project Management Plan, EEF, OPA
Tools & Techniques: Expert Judgement, Data Analysis, Meetings
Outputs: Schedule Management Plan

Question 2

Schedule Management Plan

Answer 2

2.3.1 Plan Schedule Management Output

Establishes the criteria and the activities for developing, monitoring, and controlling the schedule. May be formal or informal, highly detailed or broadly framed, based on the needs of the project.

Includes:

• Project schedule model development (tools & methodology)
• Level of accuracy
• Units of measure
• Organizational procedures links
• Project schedule model maintenance
• Control thresholds
• Rules of performance measurement
• Reporting formats
• Process descriptions

Question 3

Define Activities

Answer 3

2.3.2 (Planning Phase, Schedule Mgmt KA)

Process of identifying and documenting the specific actions to be performed to produce the project deliverables.

Inputs: Project Management Plan, EEF, OPA
Tools & Techniques: Expert Judgement, Decomposition, Rolling Wave Planning, Meetings
Outputs: Activity List, Activity Attributes, Milestone List, Change Requests, Project Management Plan Updates

Question 4

Decomposition

Answer 4

2.3.2 Define Activities TT

Technique used for dividing and subdividing the project scope and deliverables into smaller, more manageable parts.

Also done in Create WBS process

Question 5

Rolling Wave Planning

Answer 5

2.3.2 Define Activities TT

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.

Only to be used if there is no other way to plan

Question 6

Activity List

Answer 6

2.3.2 Define Activities Output

Comprehensive list that includes all schedule activities required on the project.

Lower level than WBS.

Includes activity identifier and a scope of work description for each activity in sufficient detail to ensure the team understands what work is required to be completed.

Question 7

Activity Attributes

Answer 7

2.3.2 Define Activities Output

Extend the description of the activity by identifying the multiple components associated with each activity.

May include predecessor activities, successor activities, constraints, resource requirements, logical relationships, leads and lags, assumptions, imposed dates, etc.

Question 8

Milestone List

Answer 8

2.3.2 Define Activities Output

List identifying all project milestones (significant point or event in the project) and indicates whether the milestone is mandatory or optional.

They do not have a duration since they are a moment in time.

Question 9

Sequence Activities

Answer 9

2.3.3 (Planning Process, Schedule Mgmt KA)

Process of identifying and documenting relationships among the project activities

Inputs: Project Management Plan, Project Documents, EEF, OPA
Tools & Techniques: Precedence Diagramming Method, Dependency Determination and Integration, Leads and Lags, Project Management Information System
Outputs: Project Schedule Network Diagrams, Project Documents Updates

Question 10

Precedence Diagramming Method

Answer 10

2.3.3 Sequence Activities TT

Technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationship to show the sequence in which the activities are to be performed

Question 11

Finish-to-Start (FS)

Answer 11

2.3.3 Sequence Activities TT

Used in PDMs
Logical relationship in which successor activity cannot start predecessor activity has finished

Question 12

Finish-to-Finish (FF)

Answer 12

2.3.3 Sequence Activities TT

Used in PDMs
Logical relationship in which a successor activity cannot finish until a predecessor activity has finished

Question 13

Start-to-Start (SS)

Answer 13

2.3.3 Sequence Activities TT

Used in PDMs
Logical relationship in which a successor activity cannot start until a predecessor activity has started

Question 14

Start-to-Finish

Answer 14

2.3.3 Sequence Activities TT

Used in PDMs
Logical relationship in which a successor activity cannot finish until a predecessor activity has started.

Question 15

Mandatory Dependencies

Answer 15

2.3.3 Sequence Activities TT

Legally or contractually required or inherent in the nature of the work

Question 16

Discretionary Dependencies

Answer 16

2.3.3 Sequence Activities TT

Also known as preferred/preferential/soft logic
Established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired even though there may be other acceptable sequences

Question 17

External Dependencies

Answer 17

2.3.3 Sequence Activities TT

Involve relationship between project activities and non-project activities. Usually outside the project team’s control

Question 18

Internal Dependencies

Answer 18

2.3.3 Sequence Activities TT

Involve a precedence relationship between project activities and are generally inside the project team’s control.

Question 19

Lead

Answer 19

2.3.3 Sequence Activities TT

The amount of time a successor activity can be advanced with respect to a predecessor activity.

When you let a task get started before its predecessor is done

Question 20

Lag

Answer 20

2.3.3 Sequence Activities TT

The amount of time a successor activity will be delayed with respect to a predecessor activity.

When you purposefully put a delay between the predecessor and successor tasks.

Question 21

Project Schedule Network Diagram

Answer 21

2.3.3 Sequence Activities Output

Graphical representation of the logical relationships, also referred to as dependencies, among the project schedule activities.

Question 22

Estimate Activity Durations

Answer 22

2.3.4 (Planning Process, Schedule Mgmt KA)

Process of estimating the number of work periods needed to complete individual activities with estimated resources

Inputs: Project Management Plan, Project Documents, EEF, OPA
Tools & Techniques: Expert Judgement, Analogous Estimating, Parametric Estimating, Three-point Estimating, Bottom-up Estimating, Data Analysis, Decision Making, Meetings
Outputs: Duration Estimates, Basis of Estimates, Project Documents Updates

Question 23

Analogous Estimating

Answer 23

2.3.4 Estimate Activity Durations TT

Technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project

Question 24

Parametric Estimating

Answer 24

2.3.4 Estimate Activity Durations TT

Estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters

Question 25

Three-Point Estimating

Answer 25

2.3.4 Estimate Activity Durations TT Uses three estimates (most likely, optimistic, pessimistic_ to define an approximate range for an activity's duration Triangular Distribution = average of all three

Question 26

Program Evaluation Review Technique (PERT)

Answer 26

2.3.4 Estimate Activity Durations TT Also known as Beta Distribution for Three-Point Estimating (O+4M+P) / 6

Question 27

Reserve Analysis

Answer 27

2.3.4 Estimate Activity Durations TT Estimates may include contingency reserves, sometimes called time reserves or buffers, in the project schedule to account for schedule uncertainty Contingency reserves are associated with the known-unknowns

Question 28

Activity Duration Estimates

Answer 28

2.3.4 Estimate Activity Durations Output Quantitative assessments of the likely number of time periods that are required to complete an activity Do not include leads/lags May include some indication of range of possible results (+- 2 days or 15% probability of exceeding three weeks)

Question 29

Develop Schedule

Answer 29

2.3.5 (Planning Process, Schedule Mgmt KA) Process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model. Inputs: Project Management Plan, Project Documents, Agreements, EEF, OPA Tools & Techniques: Schedule Network Analysis, Critical Path Method, Resource Optimization, Data Analysis, Lead and Lags, Schedule Compression, Project Management Information System, Agile Release Planning Outputs: Schedule Baseline, Project Schedule, Schedule Data, Project Calendars, Change Requests, Project Managment Plan Updates, Project Documents Updates

Question 30

Schedule Network Analysis

Answer 30

2.3.5 Develop Schedule TT Technique that generates the project schedule model. It employs various analytical techniques, such as Critical Path Method, critical chain method, what-if analyis, and resource optimization techniques to calculate the early and late start and finish dates for the uncompleted portions of project activities.

Question 31

Critical Path Method

Answer 31

2.3.5 Develop Schedule TT Method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model.

Question 32

Float

Answer 32

2.3.5 Develop Schedule TT The amount of time that an activity can slip or be delayed before it causes your project to be delayed. Also known as SLACK

Question 33

Early Start

Answer 33

2.3.5 Develop Schedule TT The earliest time an activity can start Can only start early if all other previous activities started early and did not slip

Question 34

Early Finish

Answer 34

2.3.5 Develop Schedule TT The earliest time that an activity can finish Date that an activity will finish if all previous activities started early and did not slip

Question 35

Late Start

Answer 35

2.3.5 Develop Schedule TT Latest time and activity can start

Question 36

Late Finish

Answer 36

2.3.5 Develop Schedule TT Latest time an activity can finish

Question 37

Crashing

Answer 37

2.3.5 Develop Schedule TT A schedule compression technique Shorten the schedule duration for the least incremental cost by adding resources or moving them around. This always costs more money and doesn't always work

Question 38

Fast Tracking

Answer 38

2.3.5 Develop Schedule TT A schedule compression technique Activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.

Question 39

What-If Scenario Analysis

Answer 39

2.3.5 Develop Schedule TT A modeling technique Process of evaluating scenarios in order to predict their effort, positively or negatively, on project objectives

Question 40

Simulation

Answer 40

2.3.5 Develop Schedule TT A modeling technique Calculating multiple project durations with different sets of activity assumptions, usually using probability distributions constructed from three-point estimates to account for uncertainty

Question 41

Critical Chain Method

Answer 41

2.3.5 Develop Schedule TT Schedule method in which resource dependencies are used to determine the critical path. Then, you add buffers, working backward from the delivery date into the schedule at strategic points, and managing the project so that each milestone is hit on time.

Question 42

Resource Leveling

Answer 42

2.3.5 Develop Schedule TT A resource optimization technique Start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply. Sometimes only one resource can do a given activity. If that resource is busy doing something on the critical path, the path itself needs to change to include that dependency. This technique evaluates all resources to see if the critical path needs to change to accommodate resource assignments.

Question 43

Resource Smoothing

Answer 43

2.3.5 Develop Schedule TT A resource optimization technique Adjusts the activities of a schedule model so that the requirements for resources on the project do not exceed certain predefined resource limits. Critical path is not changed, nor is completion date delayed. Thus, activities can only be delayed within their float, so this technique may not be able to optimize all resources.

Question 44

Schedule Baseline

Answer 44

2.3.5 Develop Schedule Output Approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results

Question 45

Project Schedule

Answer 45

2.3.5 Develop Schedule Output Presents linked activities with planned dates, durations, milestones, and resources.

Question 46

Bar Chart

Answer 46

2.3.5 Develop Schedule Output A graph display of the project schedule Also known as a Gantt Chart, represents schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates.

Question 47

Milestone Charts

Answer 47

2.3.5 Develop Schedule Output A graph display of the project schedule Similar to bar charts, but only identify that scheduled start or completion of major deliverables and key external interfaces.

Question 48

Project Schedule Network Diagrams

Answer 48

2.3.5 Develop Schedule Output A graph display of the project schedule Commonly presented in the activity-on-node diagram format showing activities and relationships without a time scale, sometimes referred to as a pure logic diagram, or presented in a time-scaled schedule network diagram format that is sometimes called a logic bar chart.

Question 49

Control Schedule

Answer 49

4.3.6 (Monitoring & Controlling Phase, Schedule Mgmt KA) Process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan Inputs: Project Management Plan, Project Documents, Work Performance Data, OPA Tools & Techniques: Data Analysis, Critical Path Method, Project Management Information System, Resource Optimization, Lead and Lags, Schedule Compression Outputs: Work Performance Information, Schedule Forecasts, Change Requests, Project Managment Plan Updates, Project Documents Updates

Question 50

Trend Analysis

Answer 50

4.3.6 Control Schedule TT A kind of performance review Examines project performance over time to determine whether performance is improving or deteriorating

Question 51

Earned Value Management (EVM)

Answer 51

4.3.6 Control Schedule TT A kind of performance review Schedule performance measurements such as schedule variance (SV) and schedule performance index (SPI) are used to assess the magnitude of variation to the original schedule baseline