PMP 6#

Activity list

The primary output of breaking down the WBS work packages.

Alternative analysis

The identification of more than one solution. Consider roles, materials, tools, and approaches to the project work.

Control threshold

A predetermined range of acceptable variances, such as +/–10 percent off schedule. Should the variance exceed the threshold, then project control processes and corrected actions will be enacted.

Critical path

"The path in the project network diagram that cannot be delayed, otherwise the project completion date will be late. There can be more than one critical path.

Activities in the critical path have no float."

Activities in the critical path have no float. "

Early finish

The earliest a project activity can finish. Used in the forward pass procedure to discover the critical path and the project float.

Early start

The earliest a project activity can begin. Used in the forward pass procedure to discover the critical path and the project float.

External dependencies

As the name implies, these are dependencies outside of the project’s control. Examples include the delivery of equipment from a vendor, the deliverable of another project, or the decision of a committee, lawsuit, or expected new law.

Finish-to-finish

An activity relationship type that requires the current activity to be finished before its successor can finish.

Finish-to-start

An activity relationship type that requires the current activity to be finished before its successor can start.

Fragnet

A representation of a project network diagram that is often used for outsourced portions of a project, repetitive work within a project, or a subproject. Also called a subnet.

Free float

This is the total time a single activity can be delayed without affecting the early start of its immediately following successor activities.

Hard logic

Logic that describes activities that must happen in a particular order. For example, the dirt must be excavated before the foundation can be built. The foundation must be in place before the framing can begin. Also known as a mandatory dependency.

Internal dependencies

Internal relationships to the project or the organization. For example, the project team must create the software as part of the project’s deliverable before the software can be tested for quality control.

Lag time

Positive time that moves two or more activities further apart.

Late finish

The latest a project activity can finish. Used in the backward pass procedure to discover the critical path and the project float.

Late start

The latest a project activity can begin. Used in the backward pass procedure to discover the critical path and the project float.

Lead time

Negative time that allows two or more activities to overlap where ordinarily these activities would be sequential.

Management reserve

A percentage of the project duration to combat Parkinson’s Law. When project activities become late, their lateness is subtracted from the management reserve.

Mandatory dependencies

These dependencies are the natural order of activities. For example, you can’t begin building your house until your foundation is in place. These relationships are called hard logic.

Parametric estimate

A quantitatively based duration estimate that uses mathematical formulas to predict how long an activity will take based on the quantities of work to be completed.

Parkinson’s Law

A theory that states: “Work expands so as to fill the time available for its completion.” It is considered with time estimating, because bloated or padded activity estimates will fill the amount of time allotted to the activity.

Planning package

A WBS entry located below a control account and above the work packages. A planning package signifies that there is more planning that needs to be completed for this specific deliverable.

Precedence diagramming method

A network diagram that shows activities in nodes and the relationship between each activity. Predecessors come before the current activity, and successors come after the current activity.

Project calendars

Calendars that identify when the project work will occur.

Project float

This is the total time the project can be delayed without passing the customer- expected completion date.

Project network diagram

A diagram that visualizes the flow of the project activities and their relationships to other project activities.

Refinement

An update to the work breakdown structure.

Resource calendars

Calendars that identify when project resources are available for the project work.

Resource-leveling heuristic

A method to flatten the schedule when resources are overallocated. Resource leveling can be applied using different methods to accomplish different goals. One of the most common methods is to ensure that workers are not overextended on activities.

Rolling wave planning

The imminent work is planned in detail, while the work in the future is planned at a high level. This is a form of progressive elaboration.

Schedule management plan

A subsidiary plan in the project management plan. It defines how the project schedule will be created, estimated, controlled, and managed.

Start-to-finish

An activity relationship that requires an activity to start so that its successor can finish. This is the most unusual of all the activity relationship types.

Start-to-start

An activity relationship type that requires the current activity to start before its successor can start.

Subnet

A representation of a project network diagram that is often used for outsourced portions of projects, repetitive work within a project, or a subproject. Also called a fragnet.

Template

A previous project that can be adapted for the current project and forms that are pre-populated with organizational-specific information.

Three-point estimate

"An estimating technique for each activity that requires optimistic, most likely, and pessimistic estimates to be created.

Based on these three estimates, an average can be created to predict how long the activity should take."

Based on these three estimates, an average can be created to predict how long the activity should take. "

Work package

The smallest item in the work breakdown structure.