Flashcards
Chapter 6
Cards in this deck (45)
- 1Resource-leveling heuristicA method to flatten the schedule when resources are overallocated. Resource leveling can be applied using different methods to accomplish different goals. One of the most common methods is to ensure that workers are not overextended on activities.
- 2Rolling wave planningThe imminent work is planned in detail, while the work in the future is planned at a high level. This is a form of progressive elaboration.
- 3Soft logicThe order of activities doesn't necessarily have to happen in a specific order. For example, you could install the light fixtures first, then the carpet, and then paint the room. The project manager could use soft logic to change the order of the activities if so desired.
- 4Start-to-finishAn activity relationship that requires an activity to start so that is successor can finish. This is the most unusual of all the activity relationship types.
- 5Start-to-startAn activity relationship type that requires the current activity to start before its successor can start.
- 6SubnetA representation of a project network diagram that is often used for outsourced portions of projects, repetitive work within a project, or a subproject. Also called a fragnet.
- 7TemplateA previous project that can be adapted for the current project.
- 8Three-point estimateAn estimating technique for each activity that requires optimistic, most likely, and pessimistic estimates to be created. Based on these three estimates, an average can be created to predict how long the activity should take.
- 9Total floatThis is the total time an activity can be delayed without delaying project completion.
- 10Work packageThe smallest item in the work breakdown structure.
- 11Alternative identificationThe identification of more than one solution. Consider roles, materials, tools, and approaches to the project work.
- 12Analogous estimatingA somewhat unreliable estimating approach that relies on historical information to predict what current activity durations should be. Analogous estimating is also known as top-down estimating and is a form of expert judgement.
- 13Bottom-up estimatingThe most accurate time-and-cost estimating approach a project manager can use. This estimating approach starts at "the bottom" of the project and considers every activity, its predecessor and successor activities, and the exact amount of resources needed to complete each activity.
- 14Control accountA WBS entry that considers the time, cost, and scope measurements for that deliverable within the WBS. The estimated performance is compared against the actual performance to measure overall performance for the deliverables within that control account. The specifics of a control account are documented in a control account plan.
- 15CrashingA schedule compression approach that adds more resources to activities on the critical path to complete the project earlier. When crashing a project, costs are added, as the associated labor and sometimes resources such as faster equipment cause costs to increase.
- 16Critical chain methodA network analysis approach where the deadlines associated with individual tasks are removed and the only date that matters is the promised due date of the project deliverable. CCM works to modify the project schedule based on the availability of project resources rather than on the pure sequence of events, as in the critical path method.
- 17Critical pathThe path in the project network diagram that cannot be delayed, or the project completion date will be late. There can be more than one critical path. Activities in the critical path have no float.
- 18Discretionary dependenciesThese dependencies are the preferred order of activities. Project managers should use these relationships at their discretion and should document the logic behind the decision. Discretionary dependencies allow activities to happen in a preferred order because of best practices, conditions unique to the project work, or because of external events.
- 19Early finishThe earliest a project activity can finish. Used in the forward pass procedure to discover the critical path and the project float.
- 20Early startThe earliest a project activity can begin. Used in the forward pass procedure to discover the critical path and the project float.
- 21External dependenciesAs the name implies, these are dependencies outside of the project's control. Examples include the delivery of equipment from a vendor, the deliverable of another project, or the decision of a committee, lawsuit, or expected new law.
- 22Fast trackingA schedule compression method that changes the relationship of activities. With fast tracking, activities that would normally be done in sequence are allowed to be done in parallel or with some overlap. Fast tracking can be accomplished by changing the relation of activities from FS to SS or even FF or by adding lead time to downstream activities. However, fast tracking does add risk to the project.
- 23Finish-to-finishAn activity relationship type that requires the current activity be finished before its successor can start.
- 24Finish-to-startAn activity relationship type that requires the current activity be finished before its successor can start.
- 25FragnetA representation of a project network diagram that is often used for outsourced portions of a project, repetitive work within a project, or a subproject. Also called a subnet.
- 26Free floatThis is the total time a single activity can be delayed without affecting the early start of its immediately following successor activities.
- 27Hard logicLogic that describes activities that must happen in a particular order. For example, the dirt must be excavated before the foundation can be built. The foundation must be in place before the framing can begin.
- 28Lag timePositive time that moves two or more activities farther apart.
- 29Late finishThe latest a project activity can finish. Used in the backward pass procedure to discover the critical path and the project float.
- 30Late startThe latest a project activity can begin. Used in the backward pass procedure to discover the critical path and the project float.
- 31Lead timeNegative time that allows two or more activities to overlap where ordinarily these activities would be sequential.
- 32Management reserveA percentage of the project duration to combat Parkinson's Law. When project activities become late, their lateness is subtracted from the management reserve.
- 33Mandatory dependenciesThese dependencies are the natural order of activities. For example, you can't begin building your house until your foundation is in place. These relationships are called hard logic.
- 34Monte Carlo analysisA project simulation approach named after the world-famous gambling district in Monaco. This predicts how scenarios may work out, given any number of variables. The process doesn't actually churn out a specific answer, but a range of possible answers. When Monte Carlo analysis is applied to a schedule, it can examine, for example, the optimistic completion date, the pessimistic completion date, and the most likely completion date for each activity in the project and then predict a mean for the project schedule.
- 35Parametric estimateA quatitatively based duration estimate that uses mathematical formulas to predict how long an activity will take based on the quantities of work to be completed.
- 36Parkinson's LawA theory that states: "Work expands so as to fill the time available for its completion." It is considered with time estimating, because bloated or padded activity estimates will fill the amount of time allotted to the activity.
- 37Planning packageA WBS entry located below a control account and above the work packages. A planning package signifies that there is more planning that needs to be completed for this specific deliverable.
- 38Precedence diagramming methodA network diagram that shows activities in nodes and the relationship between each activity. Predecessors come before the current activity, and successors come after the current activity.
- 39Project calendarsCalendars that identify when the project work will occur.
- 40Project floatThis is the total time the project can be delayed without passing the customer-expected completion date.
- 41Project network diagramA diagram that visualizes the flow of the project activities and their relationships to other project activities.
- 42RefinementAn update to the work breakdown structure.
- 43Resource breakdown structure (RBS)This is a hierarchical breakdown of the project resources by category and resource type. For example, you could have a category of equipment, a category of human resources, and a category of materials. Within each category, you could identify the types of equipment your project will use, the types of human resources, and the types of materials.
- 44Resource calendarsCalendars that identify when project resources are available for the project work.
- 45Activity listThe primary output of breaking down the WBS work packages.
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- Flashcards on Chapter 6, created by amitarya1 on 22/04/2013.
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