Ch.4: Schedule Planning

Activity list

A list of all the activities required to complete the work of the project that also includes an identifier code and the WBS code it's associated with. Activities are broken down from the work package level of the WBS.

precedence diagramming method (PDM)

A network diagramming method that places activities on nodes, which connect to dependent activities using arrows. Also known as activity on node. The most commonly used method.

fast tracking

A schedule compression technique where two activities that were previously scheduled to start sequentially start at the same time. It reduces schedule duration.

network diagram

A depiction of project activities and the interrelationships between those activities. This technique is used for Activity Sequencing by project managers.

parametric estimating

A quantitatively based estimating technique that is typically calculated by multiplying rate times quantity.

analogous estimating

An estimating technique that uses the actual duration of a similar, completed activity to determine the duration of the current activity. This is also called top-down estimating. It is typically the least accurate means of obtaining an estimate.

program evaluation and review technique (PERT)

Calculates the expected value, or weighted average, of critical path tasks to determine project duration by using three estimates: most likely, pessimistic, and optimistic. Its calculation is (optimistic + pessimistic + (4 x most likely)) / 6.

backward pass

Calculating late start and late finish dates by starting at the end of a network diagram and working back through each path until reaching the start of the network diagram. This is part of critical path method (CPM), which is a mathematical technique to develop the project schedule.

Finish-to-Finish

In this relationship, the predecessor activity depends on finishing before the successive activity finishes. The next activity could have started before the first one.

Start-to-Start

In this relationship, the predecessor activity depends on starting before the successive activity can start. The first activity must start first.

Start-to-Finish

In this relationship, the predecessor activity must start before the successor activity can finish. The next activity can start however before the first activity is finished.

Finish-to-start

In this relationship, the successor activity cannot begin until the predecessor activity has been completed. First activity must finish before the next one starts.

Arrow Diagramming Method (ADM)

It is the exact opposite of the PDM. The arrows themselves represent the activities, and the nodes are the connecting points between the activities.

expected value

Weighted average. It is calculated using a modified three-point estimates for Activity Duration in the PERT technique.

critical path method (CPM)

A schedule development method that determines a single early and late start date, early and late finish date, and the float time for each activity on the project.

successor

A task on the network diagram that occurs after another task.

predecessor

A task on the network diagram that occurs before another task.

expert judgment

A technique used in project selection, determining estimates, and determining other related project information that relies on the knowledge of those with expertise on the requested subject matter. It can come from stakeholders, other departments, consultants, team members, vendors, or industry groups.

three-point estimates

A technique used to determine Activity Duration. They are an average of the most likely estimate, the optimistic estimate, and the pessimistic estimate for the activity ((mle days + oe days + pe days)/3)

discretionary dependency

A type of dependency that the project manager and project team choose to impose on the project schedule, such as the use of an established corporate practice.

external dependency

A type of dependency where a relationship between a project task and a factor outside the project, such as weather conditions, drives the scheduling of that task.

mandatory dependency

A type of dependency where the relationship between two tasks is created by the type of work the project requires.

Conditional Diagramming Method (CDM)

A way to diagram activities that loop and actitivies that are not in sequential order. It would be used in conjunction with the graphical evaluation and review technique (GERT).

Activity Duration

Assessing the number of work periods needed to complete the project activities. Work periods are usually expressed in hours or days. Large project might express duration in weeks or months.

crashing

It looks at cost and schedule trade-offs. This is a schedule compression technique that adds resources to the project to reduce the time it takes to complete the project. It could be also accomplished by requiring mandatory overtime for critical path tasks, by speeding up delivery times from vendors, etc.

Activity Sequencing

Sequencing activities in logical order and determining whether dependencies exist among the activities.

float time

The amount of time the early start of a task may be delayed without delaying the finish date of the project. Also known as slack time.

logical relationships

The dependency relationships that may exist between tasks. Finish-to-start is the most common logical relationships. There is also Start-to-finish, Finish-to-Finish, and Start-to-Start.

early finish

The earliest date an activity may finish as logically constrained by the network diagram.

early start

The earliest date an activity may start as logically constrained by the network diagram.

late finish

The latest date an activity can complete without impacting the project end date.

late start

The latest date an activity can start without impacting the project end date.

critical path (CP)

The longest path through the project. Activities with zero float are considered critical path tasks.

forward pass

The process of working from the left to the right of a network diagram in order to calculate early start and early finish dates for each activity.

dependencies

The relationship between project activities. Three categories: Mandatory, Discretionary and External.

duration compression

The use of techniques such as fast-tracking or crashing to shorten the planned duration of a project or to resolve schedule slippage.