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  1. Complex formulas to determine a project’s worthiness to be selected. Examples include:

    • Linear programming
    • Nonlinear programming
    • Integer algorithms
    • Dynamic programming
    • Multiobjective programming
    Constrained Optimization Methods
  2. What does the WBS derive from?
  3. What is a deliverables-oriented decomposition of the project scope.
    the WBS
  4. an accounting system to track project costs by category that tells who we do business with
    Chart of accounts
  5. A numbering system to identify the deliverables down to the work package within a WBS.
    Code of accounts
  6. What is defined by the 8/80 rule
    Work packages
  7. What law identifies that individuals will allow their work to consume all of their time. Work will expand to fill the amount of time allotted to it.
    Parkinson’s Law
  8. What is comprised of the project scope statement, the WBS, and the WBS Dictionary.
    Scope baseline
  9. What is your cost baseline
    Starting budget
  10. What is your time baseline
    Starting schedule defined by original start and end dates.
  11. What baseline is defined by your starting and dates
    time baseline
  12. What baseline is defined by your starting budget
    cost baseline
  13. Something you haven't planned for but you develop an alternate solution upon meeting.
  14. What inputs are needed for the sequence activities process, and where are they produced
    • Schedule Management Plan
    •  - comes from Plan Schedule Management

    • Activity list
    • Activity attributes |---> from Define activities
    • Milestone List
  15. The amount of time by whereby a successor activity can be advanced with respect to predecessor activity
  16. The amount of time whereby a successor activity is required to be delayed with respect to a predecessor activity
  17. schedule optimization techniques
    • fast tracking
    • crashing
  18. Allows project phases to overlap to reduce the project duration. This adds risk to the project.
    fast tracking
  19. Adding resources to reduce the project duration. This adds costs to the project.
  20. Dead time that you can take advantage
    Lag time
  21. Legally or contractually required, or due to nature of work. hard logic/dependencies, no way around
    Mandatory dependencies
  22. desired sequence of activities that make sense. soft logic, not necessary & can be modified as the project progresses and a better sequence is found
    Discretionary dependencies
  23. relationships between project & non-project activities; can be out of project's control
    External dependencies
  24. Whenever you overlap activities what happens to risk
    Risk increases
  25. -Any useful material, object, or individual
    -Vary greatly in size, cost, and function
    -Typical categories include:
    Activity Resources
  26. An average taking your optimistic, pessimistic & most likely, adds them together and divides by 3:

    (optimistic + pessimistic + most likely)/3
    three-point estimating
  27. PERT: (pessimistic + optimistic + (4 * most likely)) / 6
    Program Evaluation Review Technique
  28. looks at adding contingency reserve time to account for uncertainties such as project risks.  could be a percent of the full schedule, a fixed amount of time, or an amount determined by a Monte Carlo simulation
    Reserve analysis
  29. computerized, statistical probability analysis software application that allows project managers to account for risk in quantitative analysis and decision making
    Monte Carlo Simulation
  30. What is a characteristic of milestones as it relates to time
    Milestones have no duration
  31. methods of schedule compression
    • fast tracking
    • crashing
  32. What are the following:
    EF, ES, LF, LS, DU
    • Standard Schedule Diagramming Notations
    • ES: Early Start
    • EF: Early Finish
    • LF: Late Finish
    • LS: Late Start
    • DU: Duration
  33. amount of time an activity can be delayed w/o affecting early start of downstream/successor activities
    Free Float
  34. time activity can be deloayed w/o delaying project completion
    total float
  35. time a project can be delayed without passing the customer expected completion date
    project float
  36. longest path to project completion
    critical path
  37. In what calculation do you use the following formula

    ES + du - 1 = EF

    calculating from the highest end date of the previously calculated activity
    Calculating Float, forward pass
  38. In what calculation do you use the following formula

    LF - du + 1 = LS

    calculating from the lowest start date of the previously calculated activity
    Calculating Float, backward pass
  39. What does a critical path NOT have
  40. What aims to eliminate Parkinson's Law and may be affected by the resources available
    Critical Chain Method
  41. When do you want to rebaseline
    Only in extreme drastic scenarios
Card Set
PMP NH Orlando Dec 4 - Day 3
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