Chap 5

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Author:
DsrtDweller
ID:
100988
Filename:
Chap 5
Updated:
2011-09-12 04:36:43
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Time
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Description:
Project Time Management
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  1. Planning Process Group

    Define Activities -Main Output(s)
    Activity List Milestone List
  2. Planning Process Group

    Sequence Activities - Main Output(s)
    Project schedule Network Diagrams
  3. Planning Process Group

    Est. Activity Resources - Main Output(s)
    • Activity Resources Requierments
    • Resource Breakdown Structure
  4. Planning Process Group

    Est. Activity Durations - Main Output(s)
    Activity Duration Est.
  5. Planning Process Group

    Develop Schedule Main Output(s)
    • Project schedule
    • Schedule Baseline
  6. Rolling Wave Planning
    Defines a low level of WBS detail for immediate work to be accomplished while future work WBS is at a high level of decomposition untile it is soon to be started.
  7. Schedule Management Plan
    • Decompose work packages into activities and milestones.
    • Establish the network diagram.
    • Determine the resources needed for the project.
    • Determine activity durations.
    • Integrate activity components into a schedule.
    • Deal with schedule changes and updates.
  8. Dependencies

    Manadatory
    A constraint that MUST be completed before subsequent items can start.
  9. Dependencies

    Discretionary
    A constraint that SHOULD be completed but is not absolutely required to be completed before subsequent items can start.
  10. Dependencies

    External
    A constraint put in place by something external to the project team or organization.
  11. GERT
    Graphical Evaluation Review Technique. Uses feedback loops or multiple passes - usually a noise answer.
  12. Lag
    A delay between activities. Used where there is some type of constraint in which something must wait before it can continue. Example: time for paint to dry.
  13. Lead
    Accelerant of an activity. You use Lead when something can begin before its predecessor is totally complete.
  14. Analogous (top-down) estimating method
    Compare to previous project.

    Can be create quickly but lacks detail such as individual piece estimates.
  15. Bottom-Up estimating method
    Individual itemas are estimated and summed up for the total.

    Has detail and accuracy but can take a long time and the team could pad the estimate to compensate for unknowns.
  16. Parametric estimating method.
    Parameters around which the estimate is built. Cost per unit of work/material etc.

    Can be done quickly and usually accurate
  17. Computerized/Monte Carlo estimating method
    Individual items are estimated, them summed for total cost.

    Usually accurate and can include what-is scenerios. However ramp-up time and costs associated with setup can be high.
  18. PERT
    • Program Evaluation Review Technique. Uses 3 estimates per activity:
    • P=Pessimistic, R=Realistic ("M" most likely) & O=Optimistic
    • PERT can be used to calculate time or cost.
  19. PERT formula
    (O + P + 4R) / 6
  20. PERT Std Dev.
    (P - O)/6
  21. PERT Variance of an activity
    ((P - O)/6)**2
  22. Three-Point Est
    Uses a straight average (O + P + R)/3
  23. Reserve Analysys/Estimate
    Plans for unknowns or contingency.
  24. Activity Lists
    Contail all required activities, an identifier for each activity and detailed scope of work description for each activity.
  25. Bar Chart
    Representation of schedule activities that denote start and end dates and duration of each activity.
  26. Network Diagram
    Visual representation of network logic and scheduling, Typlically contain date info for critical path activites and are formatted as activity-on-node or logic bar chart
  27. Critical Path & Slack

    What is the critical path?
    • The longest path on the network diagram.
    • It has NO slack but can change as the project evolves.
    • There can be multiple critical paths.
    • It has the greatest project risk.
    • The project end date could be delayed if anything on the critical path has a problem.
  28. What is "crashing"?
    Usually involves putting more people/resources on critical path tasks.
  29. What is "fast tracking"?
    Analyzing the network diagram and sequencing of activities to accelerate the compleation of work by adjusting the sequence of tasks. Typically used to determine if some tasks can be started sooner. Can increase risk.

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