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31 Cards in this Set
- Front
- Back
Schedule Model Development |
refers to the methodologies and tools you'll use to develop the schedule (Microsoft Project, etc) |
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Accuracy Levels |
Describes rounding you'll use when deriving activity duration estimates. (ex. round to week, day, hour). |
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Unites of measure |
What measure you'll use when developing the schedule, like hours, days, weeks. |
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Control Thresholds |
Refer to the level of variance the schedule can experience before you take action. (can be expressed in terms of hours or days) |
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Performance Measurement Rules |
Where and what types of measures you'll use to verify schedule performance. |
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Project Time Management Knowledge Area includes these processes |
Plan Schedule Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Du rations Develop Schedule |
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Define Activities uses: |
Scope baseline (includes project scope statement, WBS, WBS dictionary) |
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Sequence Activities Process |
takes the activities and puts them in a logical , sequential order based on dependencies. |
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4 Types of dependencies |
Mandatory (hard logic or hard dependencies) Discretionary (preferred logic, soft logic, preferential logic) External Internal |
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Mandatory Dependencies |
natures of the work itself dictates the order in which the activities should be performed. Activities with physical limitations are telltale sign that you have a mandatory dependency. |
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Discretionary Dependencies |
Defined by the project team, usually process or procedure driven or "best practice" techniques based on past experience. |
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Precedence Diagramming Method (PDM) Also known as Activity on Note (AON) |
A method to display project schedule network diagrams. Uses only 1 time estimate to determine duration. Can use any of the 4 logical relationships (FS, SF, FF, SS) |
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PDM has 4 logical relationships or dependencies |
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Arrow Diagramming Method (ADM) |
Puts activities on the arrows, not in the nodes. Uses only the Finish to start relationship |
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Lags |
occur when time elapses between two activities which delays the successor activity from starting. |
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Leads |
speed up the successor activities, because of this time needs to be subtracted from the start date or finish date |
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Estimate Activity Resources process is concerned with |
determining the types of resources needed and in what quantities for each schedule activity within a work package |
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4 Tools and Techniques of estimating activity resources |
Alternative Analysis - thinking about the methods you might use to accomplish eh activities Published Estimating Data Bottom up estimating Project management software |
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Estimate Activity Duration 6 Tools and Techniques |
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Critical Path Method |
Estimates the minimum project duration. Does not take into account resource availability. A method to determine schedule duration. |
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Critical Path |
the longest full path on a the project. All activities that have 0 float or negative float are considered to be on the critical path. Also the path with the longest duration. |
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Total Float |
amount of time you can delay the earliest start of a task without delaying the ending of the project |
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Free float |
is the amount of time you can delay the start of a task without delaying the earliest start of a successor taks |
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Formula for standard deviation: |
(Pessimistic - optimistic) / 6 68.26 - 1 standard deviation 95.44 - 2 standard deviations |
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Critical Chain |
The new critical path that shows resources restrictions and feeding buffers is called the critical chain. It is built on top of the critical path when resource restrictions are added. |
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Resource Leveling |
when resources are over-allocated are only available at certain times, or when they are assigned to more than one activity at a time. Might change the project end date, or critical path. |
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Resource smoothing |
accommodates resource availability by modifying activities within their float times without changing the critical path or project end date. |
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Reverse resource allocation scheduling |
used when specific resources are needed at certain times. |
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Monte Carlo |
A simulation technique that runs the possible activity duration and schedule projections many, many times to come up with the schedule projections and their probability. |
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Crashing |
compression technique looks at cost and schedule trade-offs. Adding resources to critical path tasks. This also may lead to increased risk and increased costs. |
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Fast Tracking |
performing two tasks or project phases in parallel that were previously scheduled to start sequentially. |