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Activity attributes are components that extend the description of an activity in a project. They include details such as the unique activity identifier, WBS ID, activity label, descriptions, predecessor and successor activities, logical relationships, resource requirements, and constraints.
The activity list is a document that outlines distinct, scheduled portions of work to be performed during a project. It serves as a foundation for estimating, scheduling, executing, monitoring, and controlling project work.
Decomposition is the process of breaking down project work packages into smaller, more manageable components called schedule activities. This technique helps in defining the work required to complete a project.
Rolling wave planning is an iterative planning technique where detailed planning is done for near-term work while future work is planned at a higher level. This approach allows for progressive elaboration as more information becomes available.
The schedule management plan is a component of the project management plan that outlines how the project schedule will be developed, monitored, and controlled. It includes criteria for defining activities, scheduling methods, and tools to be used.
An activity has an expected duration, consumes budget or human resources, and has a performance-based name that describes what is being accomplished. These characteristics help in planning and executing project work.
A precedence relationship is a logical dependency between project activities that determines the sequence in which they should be performed. It indicates which activity must be completed before another can start.
The Finish-to-Start (FS) relationship is a type of precedence relationship where a successor activity cannot start until its predecessor activity has finished. This is the most commonly used type of relationship in project scheduling.
The Finish-to-Finish (FF) relationship is a logical relationship where a successor activity cannot finish until its predecessor activity has finished. This relationship allows for overlap in the completion of activities.
The Start-to-Start (SS) relationship is a precedence relationship where a successor activity cannot start until its predecessor activity has started. This allows for activities to begin simultaneously, depending on their start times.
The Start-to-Finish (SF) relationship is a logical relationship where a successor activity cannot finish until its predecessor activity has started. This type of relationship is the least commonly used in project scheduling.
Expert judgment involves consulting with individuals who have specialized knowledge or experience to help define activities in a project. This technique can provide valuable insights and improve the accuracy of activity definitions.
Activity dependencies determine the logical relationships between activities, indicating whether the start of one activity is contingent upon the completion of another. Understanding these dependencies is crucial for effective scheduling.
The Work Breakdown Structure (WBS) serves as a framework for the schedule management plan, ensuring consistency between estimates and resulting schedules. It helps in organizing project work into manageable sections.
Control thresholds are defined variance limits used to monitor project performance. They help project managers identify when corrective actions may be necessary to keep the project on track.
The output of the decomposition process consists of activities that represent the effort needed to complete a work package. These activities are documented separately from deliverables.
Meetings are used in project management to facilitate communication, collaboration, and decision-making among team members and stakeholders. They are essential for discussing project progress and addressing issues.
The project schedule model is the methodology and tools used to develop the project schedule. It includes processes for updating the status and recording the progress of the project during execution.
Logical relationships influence the sequence and timing of project activities by establishing dependencies. They dictate which activities must be completed before others can begin, impacting overall project flow.
The expected duration of an activity is the estimated time required to complete that activity. It is a critical factor in project scheduling and resource allocation.