R-TIME
Project calendars
- Identifies working days and shifts that are available for scheduled activitie
Modelling techniques
1.What-if scenario analysis 2.Simulation using Monte Carlo Analysis
Lag
A lag is the amount of time whereby a successor activity will be delayed with respect to a predecessor activity
Resource calendar
A resource calendar is a calendar that identifies the working days and shifts on which each specific resource is available. Information on which resources (such as human resources, equipment, and material) are potentially available during a planned activity period, is used for estimating resource utilization. Resource calendars specify when and how long identified project resources will be available during the project. This information may be at the activity or project level. This knowledge includes consideration of attributes such as resource experience and/or skill level, as well as various geographical locations from which the resources originate and when they may be available.
Resource smoothing
A resource optimization technique in which free and total float are used without affecting the critical path. In other words, activities may only be delayed within their free and total float. Thus resource smoothing may not be able to optimize all resources.
Fast tracking
A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. Fast tracking may result in rework and increased risk. Fast tracking only works if activities can be overlapped to shorten the project duration.
Critical Chain method
A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties. It is developed from the critical path method approach and considers the effects of resource allocation, resource optimization, resource leveling, and activity duration uncertainty on the critical path determined using the critical path method
Mandatory dependency
A scheduling dependency that is legally or contractually required. Sometimes called hard logic or hard dependency.
Analogous estimating/Top down estimating
A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project. (Tool/Technique) An estimating technique that uses the values of parameters, such as scope, 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.Takes less time and costs less than other types of estimates. Also called top-down estimating.
AON, AOA diagram
Activity-on-node (AON) is one method of representing a precedence diagram
Feeding Buffer
Additional buffers, known as feeding buffers, are placed at each point where a chain of dependent activities that are not on the critical chain feeds into the critical chain. Feeding buffers thus protect the critical chain from slippage along the feeding chains.
Float/Slack
Also called Total Float and free float.
Milestone charts.
Are another type of bar chart used to present schedule information. This is very similar to the Gantt chart but it only includes the major project milestones rather than all activities.
PERT estimates
Beta Distribution (from the traditional PERT technique). tE = (tO + 4tM + tP) / 6
Decomposition
Decomposition is a technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts. Activities represent the effort needed to complete a work package. The Define Activities process defines the final outputs as activities rather than deliverables, as done in the Create WBS process
Soft logic
Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic.
Reserve Analysis
Duration estimates may include contingency reserves, sometimes referred to as time reserves or buffers, into the project schedule to account for schedule uncertainty Contingency reserves are the estimated duration within the schedule baseline, which is allocated for identified risks that are accepted and for which contingent or mitigation responses are developed. Contingency reserves are associated with the "known-unknowns," which may be estimated to account for this unknown amount of rework. Estimates may also be produced for the amount of management reserve of time for the project Management reserves are intended to address the "unknown-unknowns" that can affect a project. Management reserve is not included in the schedule baseline, but it is part of the overall project duration requirements. Depending on contract terms, use of management reserves may require a change to the schedule baseline.
Simulation using Monte Carlo Analysis
Simulation involves calculating multiple project durations with different sets of activity assumptions, usually using probability distributions constructed from the three-point estimates to account for uncertainty. The most common simulation technique is Monte Carlo analysis, in which a distribution of possible activity durations is defined for each activity and used to calculate a distribution of possible outcomes for the total project.
Resource optimization techniques
Techniques that can be used to adjust the schedule model due to demand and supply of resources include, but are not limited to: 1.Resource leveling. 2.Resource Smoothing
Total Float/Total Slack
The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint. Total Float = LS—ES or LF -EF
Free float
The amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.
Bar charts
These charts, also known as Gantt charts, represent schedule information where activities are listed on the vertical axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to start and finish dates. Bar charts are relatively easy to read, and are frequently used in management presentations.
3 Point Estimate
Three Point Estimates involve estimating the most likely, optimistic, and pessimistic costs for items. Triangular Distribution. tE = (tO + tM + tP) / 3
Parkinson's law
work expands to fill time available for completion.
What-if scenario analysis
(Tool/Technique) A technique used to assess the feasibility of the project schedule should unexpected events occur. This analysis is useful for preparing contingency and response plans to mitigate the impact of identified risk events and could involve simulations of varoius project durations using different sets of project assumptions. The most common simulation is the Monte Carlo Analysis technique.
Parametric estimating
(Tool/Technique) An estimating technique that uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters, such as scope, cost, budget, and duration. An example used in home construction is cost per square foot. This number remains about the same no matter how big the house.
Lead
A lead is the amount of time whereby a successor activity can be advanced with respect to a predecessor activity.
Dummy activity
A logical dependency between two indirectly linked tasks in a project. it is used to prevent an illogical path from being followed. (Dummy activities do not consume time or resources). Logical dependency between indirectly linked tasks in a project. It is used to prevent an illogical path from being followed and is shows by a dotted line.
Bottom up estimating
A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS).
Critical Path Method
A method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model. A CPM critical path is normally characterized by zero total float on the critical path.
Milestone, Milestone list, examples
A milestone is a significant point or event in a project. A milestone list is a list identifying all project milestones and indicates whether the milestone is mandatory, such as those required by contract, or optional, such as those based upon historical information. Milestones are similar to regular schedule activities, with the same structure and attributes, but they have zero duration because milestones represent a moment in time.
Resource levelling
A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply. Resource leveling can be used when shared or critically required resources are only available at certain times, or in limited quantities, or over-allocated, such as when a resource has been assigned to two or more activities during the same time period, Resource leveling can often cause the original critical path to change, usually to increase.
Crashing
A technique used to shorten the schedule duration for the least incremental cost by adding resources. Crashing works only for activities on the critical path where additional resources will shorten the activity's duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost.
Scheduling tool
Automated scheduling tools expedite the scheduling process by generating start and finish dates based on the inputs of activities, network diagrams, resources and activity durations. A scheduling tool can be used in conjunction with other project management software applications as well as manual methods.
Feeding buffers
Critical chain scheduling protects tasks on the critical chain from being delayed by using Feeding buffers, which consist of additional time added before tasks on the critical chain that are preceded by non-critical-path tasks.
Discretionary dependency
Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modification or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.
External dependency/Internal Depdency
External dependencies involve a relationship between project activities and non-project activities. These dependencies are usually outside the project team's control. Internal dependencies involve a precedence relationship between project activities and are generally inside the project team's control.
Hammock activity
For control and management communications, the broader, more comprehensive summary activity, sometimes referred to as a hammock activity, is used between milestones or across multiple interdependent work packages, and is displayed in bar chart reports
Hard logic
Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies.Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.
Activity attributes
Multiple attributes associated with each schedule activity that can be included within the activity list. Activity attributes include activity codes, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions. Activity attributes can be used to identify the person responsible for executing the work, geographic area, or place where the work has to be performed, the project calendar the activity i s assigned to, and activity type such as level of effort (often abbreviated as LOE), discrete effort, and apportioned effort.
Project buffer
One buffer, placed at the end of the critical chain, protects the target finish date from slippage along the critical chain.
4 types of relationships (most common, least common)
PDM includes four types of dependencies or logical relationships *Finish-to-start (FS). A logical relationship in which a successor activity cannot start until a predecessor activity has finished. Example: The awards ceremony (successor) cannot start until the race (predecessor) has finished. • Finish-to-finish (FF). A logical relationship in which a successor activity cannot finish until a predecessor activity has finished. Example: Writing a document (predecessor) is required to finish before editing the document (successor) can finish. • Start-to-start (SS). A logical relationship in which a successor activity cannot start until a predecessor activity has started. Example: Level concrete (successor) cannot begin until pour foundation (predecessor) begins. • Start-to-finish (SF). A logical relationship in which a successor activity cannot finish until a predecessor activity has started. Example: The first security guard shift (successor) cannot finish until the second security guard shift (predecessor) starts. In PDM, finish-to-start is the most commonly used type of precedence relationship. The start-to-finish relationship is very rarely used but is included to present a complete list of the PDM relationship types.
Schedule compression
Schedule compression techniques are used to shorten the schedule duration without reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objectives. Schedule compression techniques include, but are not limited to: 1. Crashing 2. Fast Tracking
Activity list
The activity list is a comprehensive list that includes all schedule activities required on the project. The activity list also includes the activity identifier and a scope of work description for each activity in sufficient detail to ensure that project team members understand what work is required to be completed. Each activity should have a unique title that describes its place in the schedule, even if that activity title is displayed outside the context of the project schedule.The activity list contains all schedule activities required on the project, which are to be sequenced. Dependencies and other constraints for these activities can influence the sequencing of the activities.
Precedence Diagramming Method
The precedence diagramming method (PDM) is a technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed.
Resource breakdown structure
The resource breakdown structure provides a hierarchical structure of the identified resources by resource category and resource type
Schedule forecasts
The schedule forecasts are derived from progress against the schedule baseline and computed time estimate to complete (ETC). This is typically expressed in terms of schedule variance (SV) and schedule performance index (SPI).
Progressive elaboration/rolling wave planning
[Technique]. Continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available as the project progresses, and thereby producing more accurate and complete plans that result from the successive iterations of the planning process. Rolling wave planning is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. It is a form of progressive elaboration.
