Time Knowledge Area

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  1. activity attributes
    are those associated with each schedule activity that can be included within the activity list. Includes activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions
  2. Activity List
    is a documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed
  3. Activity Resource Requirements
    are the types and quantities of resources required for each project activity work package are identified by the output of the Estimate Activity Resources process. Once in place, requirements can be aggregated for an overall view
  4. activity-on-node
    are diagrams illustrating activities that are identified as nodes with arrows directing work and depicting the logical progression of work package dependencies from left to right. Each node is assigned a specific code that is then used to correlate activity to the project schedule
  5. Alternative Analysis
    refers to the fact that there are multiple methods available to accomplish certain tasks
  6. analogous estimating
    is an estimating technique that uses the values of parameters, such as scope, cost, budget, and duration or measures of scale such as size, weight, and complexity from a previous, similar activity as the basis for estimating the same parameter or measure for a future activity
  7. Automated Scheduling Tools
    are systemic tools that serve to expedite the overall process by generating start and completion dates based upon data provided
  8. bar charts
    illustrate project activities relevant to start and end dates along with overall durations
  9. baseline
    means that the project manager and team have fully vetted all activities within the project plan
  10. brainstorming
    is an information-gathering technique that is a tool and technique of the Identify Risks process. It involves assembling in one place subject matter experts, team members, risk management team members, and anyone else who might benefit from the process and querying them on possible risk events
  11. budget
    is a planning, monitorization, and recording tool that includes estimates and final totals for a project and all its activities to ensure that costs are constrained
  12. compromising
    is where opposing sides partially relinquish positions for a Lose- Lose solution
  13. confronting
    is where opposing sides address concerns directly for a Win-Win solution
  14. Control Schedule
    monitors the status of project activities to provide progress updates and oversee changes to the schedule baseline. This process helps determine the status of current project schedule
  15. crashing
    incorporates spending money to accomplish a task within a shorter time span
  16. Critical Chain Method
    modifies the project schedule to accommodate limited resources. Here the project schedule network diagram uses duration estimates with dependencies and constraints as inputs
  17. Critical Path Method (CPM)
    is a method that determines a single early and late start date and early and late finish date for each activity on the project to determine both the longest path of the project schedule network diagram and the finish date of the project
  18. decomposition
    is a technique that helps further define activities by identifying activities aligned within work packages
  19. Define Activities
    pertains to all the necessary actions to be performed to generate work package deliverables
  20. Develop Project Management Plan
    is aligned to the Planning Process Group. The project management plan and subsidiary plans will begin to develop within the planning phase and evolve over time. The project plan is a living document that will be reviewed and revised as the project moves from initiation to completion
  21. Enterprise Environmental Factors
    are internal or external factors based on an organization?s culture that can impact, negatively or positively, project management options, such as industry or regulatory standards, organizational culture or structure and global trends or known practices.
  22. Estimate Activity Durations
    is the length of time estimated for an activity in conjunction with resource estimates so that a comprehensive view of what it would take and how long it will take to deliver the components of a project is available
  23. Estimate Activity Resources process
    helps determine resource requirements. Estimating resources may take place in the form of cost or time
  24. expert judgment
    is knowledge functioning as a project management tool that aids the project manager and project team by providing necessary details and skills on different subject matters
  25. fast-tracking
    refers to conducting project activities concurrently or overlapping activities in order to achieve the project?s goal
  26. feeding buffers
    are placed at critical points in the chain of dependent tasks not on the critical chain, but that feed into the critical chain
  27. Finish-To-Finish
    the completion of a successor is dependent on the completion of prior activities
  28. Finish-To-Start
    is where the successor can only begin upon completion of prior activities. This is the most common relationship between activities
  29. forcing
    is when there is a Win-Lose solution
  30. historical information
    is knowledge base information such as lessons learned, project records and all related documentation and appendices
  31. lag time (lags)
    permits a delay in successor activity
  32. lead time (leads)
    permits an acceleration of successor activity
  33. milestone charts
    detail time-bound perspectives relevant to the overall productivity of the project. It is simply a graphical illustration of milestone activities
  34. Monte Carlo analysis
    is based on ?hedging your bets? based on odds and probability
  35. network diagram
    illustrates how the project team intends to deliver each work package that is part of the project plan
  36. network diagrams
    are used to illustrate connection points between work packages
  37. organizational process assets
    are an accumulation of tools, processes, and techniques that are retained by the business in order to standardize processes and practices
  38. parametric estimates
    are defined by activity durations that are quantified by the quantity of work divided by the labor rate per hour of work
  39. parametric estimating
    also known as by the numbers. It refers to statistical relationships between historical data and other information that help calculate cost, budget, and duration estimates
  40. performance reviews
    compare cost performance over time, schedule or work packages, budget over and under runs and estimated funding to complete the project
  41. precedence diagram method (PDM)
    is a diagramming method that places activities on nodes, which connect to dependent activities using arrows. One type of precedence diagram are activity on node diagrams
  42. Program Evaluation and Review Technique (PERT)
    uses expected value?or weighted average?of critical path tasks to determine project duration by establishing three estimates: most likely, pessimistic, and optimistic. The formula for PERT is optimistic + pessimistic + (4 * most likely) / 6. PERT is used when activity duration estimates are highly uncertain
  43. progressive elaboration
    is the accumulation of knowledge over time that is applied repeatedly, which results in the individual gaining different levels of experience
  44. project baseline
    incorporates plan start to finish date for each activity. This process typically occurs prior to the completion of the project management plan
  45. project calendars
    are constantly updated to reflect changing deliverables and manageable time frames. It is an excellent point of reference the project team can use to ensure that deliverables and expectations are met within the time constraints of a project
  46. Project Management Body of Knowledge (PMBOK?)
    is the sum of knowledge within the profession of project management. Includes proven traditional practices that are widely applied and innovative practices that are emerging in the profession. Includes both published and unpublished materials
  47. Project Management Institute? (PMI?)
    is a not-for-profit professional organization developed from a group of working project managers. Today its primary goal is to advance the practice, and profession of project management throughout the world
  48. project management plan
    is the document detailing all aspects of a project including baselines that are referenced throughout the project?s lifecycle to keep the project on track
  49. project manager
    is the individual charged with managing a temporary endeavor from beginning to end who monitors project progress and ensures that project activities stay on task, under budget, and finishes on time
  50. Project Scope Statement
    is an important communications tool that provides all project participants with a shared and common understanding of the project?s deliverables and the work that will be performed to create those deliverables. It is a key project management document that provides the project team with guidance on the work to be performed during project execution. Also helps determine those activities deemed to be out of scope and not a part of the project
  51. Project Time Management
    is a knowledge area that takes into the consideration project constraints that pertain to time. It incorporates all the processes that are required to ensure the effective and timely completion of projects
  52. Requests for Change (RFCs)
    formal change requests that are instituted based upon findings and adjustments to requirements that took place throughout the prior processes
  53. resource breakdown structure (RBS)
    is a hierarchical chart of resources that breaks down the work of the project according to the types of resources needed
  54. resource calendars
    are used to determine which resources, as part of the project team, are available to work on specific activities
  55. resource leveling
    is a technique applied after analyzing input information to ensure that project activities remain on target
  56. resource optimization techniques
    are used to optimize the distribution of work among resources
  57. risk log
    is another method used to help determine the level of risk and manage it. The log can be a spreadsheet based template that aligns to the project schedule and details activities within each work package
  58. rolling wave technique
    is a method that helps rive projects that have dissimilar levels of information
  59. Rough Order of Magnitude (ROM)
    is a concept referring to estimation cycles. Additional estimating activities usually do not deliver additional benefits beyond the third iteration, so it may be cost prohibitive to attempt to fine-tune estimates beyond the third approach
  60. Schedule Baseline
    is developed from the schedule network analysis. The baseline is used to measure all future work activities
  61. Schedule Compression
    permits the project manager to compress the project schedule without impacting scope by addressing activities that are behind schedule to realign with the project?s critical path
  62. schedule compression techniques
    is where additional resources are used to shorten the duration of a project?s critical path, or the project?s critical path is shortened by running more activities in parallel, enable resources to be applied in a manner that helps drive project activities in alignment with the project?s constraints
  63. schedule data
    incorporates milestone scheduling activities, activity attributes, and project documentation covering all assumptions and constraints
  64. Schedule Management Plan
    is used to identify risks associated with project development, especially predecessors and successors, and how risk can impact their ability to meet a project?s critical path
  65. scope baseline
    incorporates project assumptions into the scope of a project. It contributes to the development of the project Work Breakdown Structure which, in turn, can serve as an analytical tool to help determine risk at the summary, control account, and work package levels
  66. Sequence Activities
    identifies and documents the relationship between work packages. All activities have connections to either predecessors or successors, with the exception of the first and last milestones
  67. serve analysis
    is a tool/technique of the Estimating Activity Durations process. It helps account for schedule uncertainties. A reserve or contingency reserve is typically 5 percent of a project?s budget, and is used at the project manager?s discretion to ensure project activities remain on track
  68. smoothing
    is a technique used to address conflicts within a project. It is considered a No-solution technique because nothing is actually resolved
  69. (project) sponsor
    is the individual or group outside the project team that initiates the project by requesting for the service or product and beginning the project charter
  70. stakeholders
    are identified individuals who have influence and impact in a project?s outcome. They can either be internal or external to an organization
  71. Start-To-Finish
    is where successor activities completion relies upon the start of prior activities. This is the least common relationship
  72. Start-To-Start
    is when the successor activity start relies upon the start of prior activities
  73. subject matter experts (SMEs)
    are individuals with knowledge on a specific topic or trade who provide details that can be used in expert judgment; it?s knowledge sharing
  74. The Gartner Group
    is a company that provides information and analysis relevant to technology
  75. Three-Point Estimates
    is also known as the PERT technique
  76. total float
    is used to determine the number of delays permitted from the start of the project that will not impede the project expected completion date
  77. Variance Analysis
    is used with earned value management compares actual project performance to planned or expected performance most frequent analysis pertains to costs and schedule
  78. what-if scenarios
    provide a review of multiple scenarios that may be required to realign schedule activities with the project plan
  79. Withdrawal
    is similar to Smoothing where no solution is produced
  80. work breakdown structure (WBS)
    gives the project manager and team the ability to decompose project-based features to their lowest elements that can be monitored, managed, measured, and delivered upon. Details developed within the WBS permit the project manager to determine the project's critical path and schedule, and provide a tool to develop and deliver project metrics
  81. work package
    is a specific task that is part of a project's Work Breakdown Structure
  82. work performance metrics
    equate to the calculations for cost variance, schedule variance, cost performance index and schedule performance index as they relate to work packages within the WBS
  83. work periods
    is known activity duration

Card Set Information

Author:
jridoret001
ID:
314732
Filename:
Time Knowledge Area
Updated:
2016-01-26 03:09:23
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PMP Time Knowledge Area
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Description:
LearnSmart PMP Course glossary items Time Knowledge Area
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