Time Management

Card Set Information

Time Management
2015-11-30 23:40:40
Knowledge area
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  1. Time Management
    Knowledge area with 6 processes that focus on creating an activtity list, ordering that list choronologically estimating resources, estimating time, creating the schedule, and controlling that schedule.

    • Processes:
    • - Define Activities (planning)
    • - Sequence Activities (planning)
    • - Estimate Activity Resources (planning)
    • - Estimate Activity Durations (planning)
    • - Develop Schedule (planning)
    • - Control Schedule (M&C)
  2. Define Activities
    Planning process within time management concerned with creating the activity list.

    • Key Inputs
    • Scope Baseline

    • Key Tools
    • Decomposition
    • Rolling Wave Planning

    • Key Outputs
    • Activity List
  3. Sequence Activities
    Planning process within time management where schedule activities are put into order according to when they should occur.

    • Key Inputs
    • Activity List

    • Key Tools
    • Precedence Diagramming Method
    • Dependency Determination
    • Applying Leads and Lags

    • Key Outputs
    • Project Schedule Network Diagrams
  4. Estimate Activity Resources
    Planning process within time management where the resources needed to perform each schedule activity are estimated.

    • Key Inputs
    • Activity List

    • Key Tools
    • Expert Judgement

    • Key Outputs
    • Activity Resource Requirements
    • Resource Breakdown Structure
  5. Estimate Activity Durations
    Planning process within time management where the length of time to perform each schedule activity is estimated.

    • Key Inputs
    • Activity List
    • Activity Resource Requirements
    • Resource Calendars

    • Key Tools
    • Analogous Estimating
    • Three-Point Esimates
    • Reserve Analysis

    • Key Outputs
    • Activity Duration Estimates
  6. Develop Schedule
    Planning process within time mangement where the project's schedule is created.

    • Key Inputs
    • Activity List
    • Project Schedule Network Diagrams
    • Resource Calendars

    • Key Tools
    • Critical Path Method
    • Critical Chain Method
    • Resource Leveling
    • What-if Scenario Analysis
    • Applying Leads and Lags
    • Schedule Compression

    • Key Outputs
    • Project Schedule
    • Schedule Baseline
  7. Control Schedule
    Monitoring and controlling process within time management that manages change requests and unanticipated changes to the project schedule.

    • Key Inputs
    • Project Schedule

    • Key Tools
    • Performance Reviews

    • Key Outputs
    • Work Performance Measurements
    • Change requests
  8. Milestone
    A significant point or event in the life of the project. Milestones are usually tied to deliverables.
  9. Lead
    A jump-start on one activity that has a dependency upon another activity.

    If the start of activity B were dependent upon the finish of activity A, and activity B aslo has a lead of 3 days, then activity B could begin 3 days before activity A finished.

    Leads are essentially the opposite of lags.
  10. Lag
    A waiting period between activities.

    If the start of activity B were dependent upon the finish of activity A, and activity B as a lag of 5 days after activity A had finished.

    A lag is non-working time, so it is not considered to be part of the activity itself. Lags are essentially the opposite of leads.
  11. Float
    Also called "Slack", it is the amount of time an activity may slip befoe it causes the finish date of the project to change.
  12. Forward Pass
    A technique for calculating the early start and early finish dates for the activities in a project network diagram.

    A forward pass begins at the start of the network and progresses linearly to the finish.
  13. Backward Pass
    A method for calculating the late start and finish for activities on a project network diagram.

    A backward pass starts at the end of the network diagram and works backward though each activity to the start.
  14. Analogous Estimating
    Also called top-down estimating, it is a form of expert judgement used when there is little information available. Activities, or even entire projects, are estimated by comparing to similar projects.
  15. Activity Decomposition
    A tool used in Define Activities process. It is similar to scope decomposition and it used to break down work packages into schedule activities.
  16. Reserve Time
    Padding added to the schedule to ensure that the scheule is still achievable and manageable if one or more activties take longer than their estimates.
  17. Variance Analysis
    A tool used to understand the difference between what was planned and what was executed. It is used in the following processes:

    • -Control Scope
    • -Control Schedule
    • -Control Costs
    • -Report Performance
  18. Schedule Baseline
    A version of the project schedule that has been placed under control.

    The schedule baseline is created in the Develop Schedule process and eventually becomes a component of the Project Management Plan.
  19. Precedence Diagramming Method

    A method of creating project network diagrams that yeilds activity on node diagrams.
  20. Schedule Compression
    A technique used in the Develop Schedule and Control Schedule processes to make the overall schedule shorter. The two techniques most commonly associated with duration compression are crashing and fast tracking.
  21. Dependencies
    • The relationships that exist between schedule activities. Dependencies may be either:
    • Mandatory, Discretionary, External

    • Activities that have dependencies may have any of the following logical relationships:
    • Finish to Start (FS)
    • Start to Start (SS)
    • Finish to Finish (FF)
    • Start to Start (SS)
  22. Critical Path
    The path(s) through the network that show which activities, if delayed, will affect the project finish date.

    The critical path is the highest risk path through the network.

    All activities on the critical path have no float.
  23. Activity On Node Diagram (AON)
    A type of network diagram where the schedule activities are represented on the rectangular nodes. The connecting lines represent dependencies.

  24. Activity On Arrow Diagram (AOA)
    A type of network diagram where the activities are on the arrows that connect circular nodes.

  25. Dummy Activity
    A way of creating a dependency relationship between two activities on an activity on arrow diagram.

    • Dummy activities are not real activities, and they have no actual duration. They are represented using a dashed line.