Is the amount of time an activity can be delayed from its early start without delaying?

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Terms in this set (73)

Lag

The amount of time whereby a successor activity is required to be delayed with respect to a predecessor activity.

Lead

The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.

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.

Total Float

The amount of time that a schedule activity can be delayed from its early start date without delaying the project finish date or violating a schedule constraint.

Discretionary Dependencies

Often referred to as preferred, preferential, or soft logic. A relationship that is established based on knowledge of best practices within a particular application area or an aspect of the project where a specific sequence is desired. 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 dependencies should be reviewed and considered for modification or removal.

External Dependencies

A relationship between project activities and non-project activities. Usually outside the project teams control.

Internal Dependencies

Involve a relationship between project activities an are generally inside the project team's control.

Mandatory Dependencies

Often referred to has hard logic. A relationship that is legally or contractually required or inherent in the nature of the work. Often involve physical limitations, such as on a construction site. Also refereed to has hard logic or hard dependencies.

Project Schedule Network Diagram

A graphical representation of the logical relationships among the project schedule activities. Usually shows the project's critical path schedule activities.

Critical Path Method (CPM)

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.

Critical Chain Method (CCM)

A schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties.

Critical Path

The sequence of activities that represents the longest path through a project, which determines the shortest possible duration. Normally characterized by zero total float.

Critical Path Activity

Any activity on the critical path in a project schedule.

Decomposition

A technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts.

Schedule Baseline

The approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for a comparison to actual results.

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. May result in rework and increased risk. Only works if activities can be overlapped to shorten the project duration.

Crashing

A technique used to shorten the schedule duration for the least incremental cost by adding resources. (over time, added resources, paying to expedite delivery to activities on the critical path. Does not always produce a viable alternative and may result in increased risk and/or cost.

Resource Leveling

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. Can be used when shared or critically required resources are only available at certain times or limited quantities, or over-allocated. Can cause critical path to change, usually to increase.

Resource Smoothing

A technique which adjusts the activities of a schedule model such that the requirement for resources on the project do not exceed certain predefined resource limits. The project's critical path is not changed and the completion date may not be delayed. Activities may only be delayed within their free and total float. May not be able to optimize all resources.

Resource Optimization Techniques

A technique that is used to adjust the start and finish dates of activities that adjust planned resource use to be equal to or less then resource availability.

What-If Scenario Analysis

The process of evaluating scenarios in order to predict their effect on project objectives. The outcome can be used to assess the feasibility of the project schedule under adverse conditions, and in preparing contingency and response plans to overcome or mitigate the impact of unexpected situations.

Simulation

Uses a project model that translates the uncertainties specified at a detailed level into their potential impact on objectives that are expressed at the level of the total project. They use computer models and estimates of risk, usually expressed as a probability distribution of possible costs or durations at a detailed work level, and are typically performed using Monte Carol Analysis

Plan Schedule Management

The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. Provides guidance and direction on how the project schedule will be managed throughout the project.

Define Activities

The process of identifying and documenting the specific actions to be performed to produce the project deliverables. Break down work packages into activities that provide the basis for estimating, scheduling, executing, monitor and controlling the project work.

Sequence Activities

The process of identifying and documenting relationships among the project activities. It defines the logical sequence of work to obtain the greatest efficiency given all the project constraints.

Estimate Activity Resources

The process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity.

Estimate Activity Durations

The process of estimating the number of work periods needed to complete individual activities with estimated resources. Provides the amount of time each activity will take to complete, which is a major input into the Develop Schedule process.

Develop Schedule

The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.

Control Schedule

The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.

Scope Baseline

The approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison.

Schedule Management Plan

A component of the project management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule. May be formal or informal, highly detailed or broadly framed, based up on the needs of the project, and includes appropriate control thresholds.

Rolling Wave Planning

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.

Activity List

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. Can be developed either sequentially or concurrently with the WBS and WBS dictionary. Each Work Package is decomposed into activities.

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.

Milestone List

A list identifying all project milestones and normally indicates whether the milestone is mandatory (required by contract) or optional (historical information). Similar to regular schedule activities, with the same structure and attributes, but they have zero duration.

Precedence Diagramming Method (PDM)

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. Activity-on-node (AON) is method or representation.

Finish-to-Start (FS)

A logical relationship in which a successor activity cannot start until a predecessor activity has finished. Most commonly used

Finish-to-Finish (FF)

A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.

Start-to-Start (SS)

A logical relationship in which a successor activity cannot start until a predecessor activity has started.

Start-to-Finish (SF)

A logical relationship in which a successor activity cannot finish until a predecessor activity has started. (Very rarely used)

Dependency Determination

A technique used to identify the type of dependency that is used to create the logical relationships between predecessor and successor activities.

Resource Breakdown Structure (RBS)

A hierarchical representation of resources by category and type. Useful for organizing and reporting project schedule data with resource utilization information.

Resource Calendar

A calendar that identifies the working days and shifts on which each specific resource is available.

Activity Resource Requirements

The types and quantities of resources required for each activity in a work package. Aggregated to determine the estimated resources for each work package and each work period. Can include the basis of estimate for each resource, as well as the assumptions that were made in determining which types of resources are applied, their availability, and what quantities are used.

Analogous Estimating

A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project. Gross value estimating approach, sometimes adjusted for known differences in project complexity. Frequently used to estimate project duration when there is a limited amount of detailed information about the project. Generally less costly and less time consuming, but also less accurate.

Expert Judgement

Judgment provided based upon expertise in an application area, knowledge area, discipline, industry, etc., as appropriate for the activity being performed. Such expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training. Also be used to determine whether to combine methods of estimating and how to reconcile differences between them.

Parametric Estimating

An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters. Can produce higher level of accuracy depending upon the sophistication and underlying data built into the model.

Three-Point Estimating - Triangular Distribution

A technique used to estimate cost or duration by applying an average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates. (O+M+P)/3

Three-Point Estimating - Beta Distribution

A technique used to estimate cost or duration by applying an average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates. (O+4M+P)/6

PERT

Uses three estimates to define an approximate range of activity.

Most Likely Duration

An estimate of the most probable activity duration that takes into account all of the known variables that could affect performance.

Optimistic Duration

An estimate of the shortest activity duration that takes into account all of the known variables that could affect performance.

Pessimistic Duration

Estimate of the longest activity duration that takes into account all of the known variables that could affect performance.

Group Decision Making Techniques

Techniques to assess multiple alternatives that will be used to generate, classify, and prioritize product requirements. Typically drives commitment towards meeting the resulting estimates.

Reserve Analysis

An analytical technique to determine the essential features and relationships of components in the project management plan to establish a reserve for the schedule duration, budget, estimated cost, or funds for a project.

Management Reserve

An amount of the project budget withheld for management control purposes. These are budgets reserved for unforeseen work that is within scope of the project. The management reserve is not included in the performance measurement baseline (PMB). Not included in the schedule baseline, but is part of the overall project duration requirements. Depending on the contract terms, the use may require a change to the schedule baseline.

Activity Duration Estimates

A quantitative assessment of the likely number of time periods that are required to complete an activity. They do not include any lags.

Schedule Network Analysis

The technique of identifying early and late start dates, as well as early and late finish dates, for the uncompleted portions of project schedule activities. See also backward pass, critical path method, critical chain method, and resource leveling.

Forward Pass

A critical path method technique for calculating the early start and early finish dates by working forward through the schedule model from the project start date or a given point in time.

Backward Pass

A critical path method technique for calculating the late start and late finish dates by working backward through the schedule model from the project end date.

Duration Buffers

Non-work schedule activities to manage uncertainty placed within Critical Chain Method.

Feeding Buffers

Placed at each point of the critical chain of dependent activities that are not on the critical chain feeds into the critical chain.

Project Buffers

Placed at the end of the critical chain and protects the target finish date from slippage.

Monte Carlo Simulation

A process which generates hundreds or thousands of probable performance outcomes based on probability distributions for cost and schedule on individual tasks. The outcomes are then used to generate a probability distribution for the project as a whole.

Schedule Compression

Techniques used to shorten the schedule duration without reducing the project, in order to meet schedule constraints, imposed dates, or other schedule objectives.

Scheduling Tool

A tool that provides schedule component names, definitions, structural relationships, and formats that support the application of a scheduling method. Can be used in conjunction with other project management software applications as well as manual methods.

Project Schedule

An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources.

Bar Charts

A graphic display of schedule-related information. In the typical bar chart, schedule activities or work breakdown structure components are listed down the left side of the chart, dates are shown across the top, and activity durations are shown as date-placed horizontal bars. Also known as Gantt Charts

Schedule Data

The collection of information for describing and controlling the schedule. (milestones, activities, activity attributes, and documentation of all identified assumptions and constraints)

Project Calendar

A calendar that identifies working days and shifts that are available for scheduled activities.

Control Scope

The process of monitoring the status of the project and product scope and managing changes to the scope baseline. Provides the means to recognize deviation from the plan an take corrective actions and thus minimize risk.

Schedule Forecast

Estimates or predictions of conditions and events in the project's future based on information and knowledge available at the time the schedule is calculated. Information is based on the project's past performance and expected future performance, and includes earned value performance indicators that could impact the project in the future.

Project Time Management

The processes required to manage the timely completion of the project.

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Is the amount of time an activity can be delayed from its early start?

Is the amount of time a schedule activity can be delayed without delaying the early start of any successor?

Which is the amount of time an activity can be delayed?

What is the duration by which an activity can be delayed without delaying the project?