CSTM test - cherf id'd questions

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CSTM test - cherf id'd questions
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2013-11-19 03:19:34
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  1. WBS levels
    • level 1 - project
    • level 2 - subproject
    • level 3 - subnetwork 
    • level 4 - activity
    • level 5 - subactivity
  2. why schedule the construction project?
    • 1. owner requirement
    • 2.  communication of the construction plan
    • 3.  establish production goals
    • 4.  monitor/measure progress
    • 5.  manage change
  3. what's the most important thing after durations/activity?
    • -project sequencing
    • -logic/relationships
  4. Estimating durations
    work quantity x production rate = total hours

    (total hours x productivity factor)/(burn rate) = duration
  5. what is the heart of the CPM diagram?  and what is cpm
    Complex relationships

    cpm = critical path method
  6. Work breakdown structure
    -WBS is a deliverable oriented grouping of project components that organizes and defines the total scope of the project

    -first step towards constructing a schedule

    - central role in project monitoring and control
  7. productivity is...
    actual / planned
  8. Can there be more than 1 critical path!??!?!
    yes
  9. Must be able to prove what in order to ask for a time extension?
    The stuff that made you late must be on the critical path
  10. Weather only gets you... and not...
    Days and not dollars
  11. Are weather days compensable?
    NO! weather days are non-compensable.  Only "extreme weather days" are compensable.
  12. what is a CBS?
    cost breakdown structure
  13. Constructive change directive
    agree to disagree and move forward
  14. Resources
    • 1. labor
    • 2. equipment
    • 3. material
    • 4.  subcontractors
  15. 6 things that u need to calculate the duration
    • 1.  quantity of work
    • 2.  production rate
    •   -total hours
    •   -based on a crew
    • 3.  Productivity
    • 4.  Crew mix
    • 5.  Work schedule
    • 6.  Project calendar
  16. Five categories of resource planning
    • 1.  resource loading (load into schedule)
    • 2.  resource aggregation
    • 3.  resource availability analysis
    • 4.  resource-constrained scheduling
    • 5.  resource leveling (software)
  17. Non-compensable fees
    • Owner gives you days but not dollars
    • -indirect cost
  18. 5 characteristics of activities
    • 1.  consume time (milestone)
    • 2.  consume resources (usually)
    • -- exception would be like cure time
    • 3.  definable start and finish
    • 4.  activities are assignable.
    • 5.  activities are measurable
  19. Why schedule the construction project?
    • 1.  Owner requirement
    • 2.  communication of the construction plan
    • 3.  establish production goals
    • 4.  monitor and measure progress
    • 5.  manage change
  20. What does PDM stand for?
    Precedence diagram model
  21. PDM forward backward pass includes EF, ES, EF, LS, LF, and what other two things?
    Duration and total float
  22. Three ways to accelerate a schedule
    • 1.  overtime
    • 2.  adding more resources
    • 3.  switching resources
  23. lean vs. traditional construction
    • LEAN
    • 1.  downstream players involved in upstream decisions
    • 2.  activities performed at the last responsible moment
    • 3.  Learning is incorporated into project, firm, and supply chain management.

    • TRADITIONAL - 
    • 1.  Decisions are made sequentially by specialists and "thrown over the fence"
    • 2.  Activities are performed as soon as possible
    • 3.  Learning occurs sporadically
  24. avoiding death by a thousand cuts
    Putting in work orders is important because small delays can cause a ripple effect that will could effect the project just as much as a major delay.
  25. project management objectives
    are why we schedule projects
  26. liquidated damages
    • -can be better than actual damages if they're less
    • -every day you're late you owe a certain amount of money
  27. why break down from large to small?
    • -location
    • -who performs
    • -sequence
    • -specific reason for proper planning
  28. heart of CPM (critical path method)
    predecessors and successors, and logic and relationships
  29. reason to update master schedule (4)
    • -evaluate project status
    • -predict completion date
    • -create a historical record
    • -evaluate change
  30. baseline
    what you predicted as being the schedule???? used to compare vs. what actually happens???

    -approved version of the project schedule

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