Project Management Ch. 4

typically implemented by adding more resources to the critical path tasks in order to complete the project more quickly

Crashing

most frequently used logical relationship

Finish-to-start

Four possible logical relationships can exist between the predecessor activity and the successor activity

Finish-to-start Start-to-finish Finish-to-finish Start-to-start

determined by subtracting the early start from the late start or the early finish from the late finish for each activity

Float

probably one of the most commonly used methods to display the project schedule

Gantt charts

Finish-to-start

In a finish-to-start relationship, the successor activity cannot begin until the predecessor activity has completed. This is the most frequently used logical relationship and is the default setting for most project-scheduling software packages.

Start-to-finish

In a start-to-finish relationship, the predecessor activity must start before the successor activity can finish. This relationship is seldom used.

marks a key event in the project life cycle or the completion of a major deliverable

Milestone

A quantitatively based estimating method that multiplies the quantity of work by the rate. To apply quantitatively based durations, you must know the productivity rate of the resource performing the task.

Parametric estimating

The amount of time allowed to delay the early start of a task without delaying the finish date of the project. This is also known as float time.

Slack time

This relationship is seldom used.

Start-to-finish

external dependency

a relationship between a project task and some factor outside the project that drives the scheduling of that task. Installation of a new server depends on when the vendor can deliver the equipment.

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

arrow diagramming method (ADM)

the longest full path on the project

critical path

successor activity

one that comes after the activity in question

Finish-to-finish

A finish-to-finish relationship is where the predecessor activity must finish before the successor activity finishes.

Defines how revisions are made, the version numbering system, and the placement of the version number and revision date.

Document control process

performing two tasks in parallel that were previously scheduled to start sequentially.

Fast tracking

network diagram

depicts the project activities and the interrelationships among these activities

techniques can be used during planning to shorten the planned duration of the project or during project execution to help resolve schedule slippage

duration compression

calculated to determine the amount of time you can delay the earliest start of an activity without delaying the ending of the project

float

two most common ways project schedules are displayed

milestone charts or Gantt charts

most likely estimate is 10 days. The optimistic estimate is 7 days, and the pessimistic estimate is 14 days

(10 + 7 + 14) / 3 = 10 days

formula to calculate expected value

(optimistic + pessimistic + (4 × most likely)) / 6 Using the same numbers used in the three-point estimates produces the following expected value: (7 + 14 + (4 × 10)) / 6 = 10 days

A quantitatively based estimating method that multiplies the quantity of work by the rate. To apply quantitatively based durations, you must know the productivity rate of the resource performing the task.

Expert judgment

Start-to-start

In a start-to-start relationship, the predecessor activity depends on starting before the successive activity can start.

One of the most widely used techniques in Schedule Development

critical path method (CPM)

determines the amount of float time for each activity on the schedule by calculating the earliest start date, earliest finish date, latest start date, and latest finish date for each

critical path method (CPM)

predecessor activity

one that comes before another activity

discretionary dependency

usually process- or procedure-driven and may include best-practice techniques. An example is a decision to require sign-off on certain types of activities to conform to an established corporate practice.

considered critical path activities

Activities with zero float

the process of estimating the time to complete each item on the activity list

Activity Duration

most frequently used estimation at the early stages of project planning, when you have limited information regarding the project

Analogous estimating, or top-down estimating

the use of actual durations from similar activities on a previous project.

Analogous estimating, or top-down estimating

typically the least accurate means of obtaining an duration estimate

Analogous estimating, or top-down estimating

Any process that is repeated more than once. The five process groups are repeated throughout the project's life because of change requests, responses to change, corrective action, and so on.

Iterative process

an average of the most likely estimate, the optimistic estimate, and the pessimistic estimate for the activity. The most likely estimate assumes that work proceeds according to plan. The optimistic estimate is the fastest time frame in which your resources can complete the activity. The pessimistic estimate assumes the work will take a long time to complete.

Three-point estimates

This is a way to diagram activities that loop, or are repeated throughout the project, and is a way to diagram activities that are not in sequential order. You would use CDM in conjunction with the graphical evaluation and review technique (GERT). GERT allows for conditional loops in the project schedule as well.

conditional diagramming method (CDM)

mandatory dependency

defined by the type of work being performed, and one activity is dependent on another activity. For example, a utility crew can't lay the cable for a new housing area until a trench has been dug.

most commonly used network diagramming method

precedence diagramming method (PDM)PDM uses boxes to represent the project activities and arrows to connect the boxes and show the dependencies.

Dependencies

relationships between activities. For example, one activity may not be able to start until another has finished, or perhaps one activity is dependent on another activity starting before it can finish. We'll cover several types of dependencies next.

the final, approved version of the project schedule that includes the baseline start and finish dates and resource assignments

schedule baseline

Activity Sequencing

the process of identifying dependency relationships between project activities and sequencing them in proper order

difference between PERT and three-point estimates are similar techniques.

three-point estimates use an average estimate to determine project duration, while PERT uses what's called expected value (or the weighted average).

three categories of dependencies in Activity Sequencing

Mandatory dependencies Discretionary dependencies External dependencies

uses what's called expected value (or the weighted average). Expected value is calculated using the three-point estimates for Activity Duration and then finding the weighted average of those estimates

Program Evaluation and Review Technique (PERT)

provides you with the ability to display a number of different views of the project, which can be a great communication tool

Project management software

has the activities on nodes (or in boxes), and arrows connect each of the activities.

The PDM

three of the most common techniques used for developing schedules

The critical path method Duration compression Project management software