Term
|
Definition
| Scheduling Method: the technique selected for use in developing the schedule model; CPM (ADM or PDM)f, Critical Chain, etc (this is closely aligned with the selection of appropriate scheduling software). |
|
|
Term
|
Definition
| Schedule Model: the full set of data used to develop the schedule with its inherent logic, durations, resources, calendars, etc. This is closely integrated with the characteristics of the scheduling software selected for the project. The schedule model will be developed and maintained in accordance with the agreed schedule design and specification as the project progresses. |
|
|
Term
|
Definition
| The Baseline is a particular ‘instance’ of the schedule used for comparing the current status with the approved schedule objectives. The baseline should only be changed for variations in scope and then only to the extent necessary to properly adjust the baseline for the scope change. |
|
|
Term
| Instances of the Project Schedule |
|
Definition
| Instances of the Project Schedule: A printed or stored version of the schedule model ‘as at’ a point in time or stage of development. ‘Instances’ do not change and should be uniquely named whereas the ‘Schedule Model’ is expected to be developed, maintained, statused, updated and revised as the project progresses (in accord with the project’s change management policies). |
|
|
Term
|
Definition
| Critical Path Method, this includes ADM and PDM but not PERT |
|
|
Term
|
Definition
| Arrow Diagramming Method or ‘Activity-on-Arrow’ |
|
|
Term
|
Definition
| Precedence Diagramming Method or ‘Activity-on-Node’ |
|
|
Term
|
Definition
|
|
Term
| What do you have to take into account for Project Calendars & Work Periods |
|
Definition
The number of working days in a week.
The number of shifts to be worked each day.
The number of hours to be worked each shift or day.
Any periods of scheduled ‘overtime’ work or non-working time (eg holidays) |
|
|
Term
|
Definition
Who will undertake the work (resources)
What work is to be done
When is should be done
How to do the work is defined by spec documents |
|
|
Term
|
Definition
| A start date is assigned to the start milestone and then moving throughout the network from activity to activity (from left to right) and in the sequence defined by the logical relationships start and finish dates are calculated for each activity and milestone as determined by their defined durations. The start and finish dates on each activity are called the early dates and when the analysis reaches the end of the network it establishes the earliest possible finish date for the project. |
|
|
Term
|
Definition
| Established by the Forward Pass. It is the earliest an activity can start/finish based on the logic of the schedule |
|
|
Term
|
Definition
| A finish date is assigned to the end milestone (or last activity). This could be the same date as the one calculated by the forward pass or a different date applied as a constraint. The analysis process then works back through the network, from right to left, until it arrives back at the start milestone and another set of start and finish dates have been calculated for each activity. This is called the backward pass and establishes the late dates for each activity and milestone. |
|
|
Term
|
Definition
| Established by the Backward Pass. It is the latest an activity can start/finish based on the final activity and logic of the schedule |
|
|
Term
|
Definition
| Typically Total Float is calculated by subtracting the early start date from the late finish date and then deducting the duration ([EFT - EST] - Dur). |
|
|
Term
|
Definition
| Free float is calculated by subtracting the early finish date of the activity from the earliest start date of any of its successors. Free float is never negative. |
|
|
Term
The traditional governmental contracting process in the United States is:
A. Design, build, and operate
B. Design, bid, build
C. EPC
D. Design, build |
|
Definition
|
|
Term
Critical delivery dates are referred to as
A. Milestones.
B. Phases.
C. Substantial completion.
D. Flags. |
|
Definition
|
|
Term
When a planner-scheduler is collecting information about the project during the initial planning cycle, which information is of GREATEST value?
A. Contract specifications.
B. The contractor’s pre-bid site visit meeting minutes and notes.
C. The contract’s Changes clause.
D. A detailed scope of work statement |
|
Definition
| D. A detailed scope of work statement. |
|
|
Term
| Describe the difference between contract types and delivery methods |
|
Definition
Contracts define the financial terms of a relationship between an owner and a contractor, while
the delivery method describes the method of management the contractor will use to perform the
work |
|
|
Term
| Describe what milestones are. |
|
Definition
Milestones are interim completion dates that are either contract driven or contractor self-imposed
to measure progress or trigger subsequent work activities. Their achievement may earn progress
payments for the contractor. |
|
|
Term
Project architects are:
A. Stakeholders
B. Developers
C. Activists
D. Special interest groups |
|
Definition
|
|
Term
Which is NOT normally considered a stakeholder on a Greenfield chemical plant project?
A. Shop owners in an enclosed mall three miles downwind of the project.
B. The owner’s project banker’s engineer.
C. A third-tier electrical subcontractor.
E. The employee-owned contractor |
|
Definition
| A. Shop owners on an enclosed mall three miles downwind of the project |
|
|
Term
All project stakeholders provide input data and information during the initial planning process to
set the overall project duration?
A. Absolutely true.
B. Absolutely false.
C. Only by analyzing the contract can one determine if a change in duration is allowed.
F. Only the project owner-client may set the overall duration, and this is often driven by
marketing and business considerations. |
|
Definition
|
|
Term
| Name the three levels of government or public agencies in the US. |
|
Definition
| Federal, state and local. |
|
|
Term
Which should not be a reason why superintendent and subcontractors are included during
planning phase?
A. They have more immediate “buy-in” to project plan.
B. Planning phase is a theoretical exercise and their input is not needed until the execution
phase.
C. Accuracy of a resultant plan is improved through “brainstorming.”
D. Management expectations regarding plan are transmitted to the team (alignment). |
|
Definition
| B. Planning phase is a theoretical exercise, and their input is not needed until execution phase. |
|
|
Term
Constructability, in terms of schedule modeling, is best defined as:
A. Understanding how the contractor’s plan defines overall project duration.
B. Understanding how the owner’s arbitrary completion milestones will drive resource
utilization.
C. How the contract specifies all aspects and phasing of work.
D. The input data necessary to understand the various means and methods alternatives to
accomplish and execute a project. |
|
Definition
D. The input data necessary to understand the various means and methods alternatives to
accomplish and execute a project. |
|
|
Term
Constructability takes into account all but:
A. Location, logistics, and resource availability analysis.
B. The average price of general labor in the area.
C. Quality inspections and compliance.
D. Labor productivity studies from previous similar projects in the area |
|
Definition
| C. Quality inspections and compliance. |
|
|
Term
True or False: During a constructability analysis, the availability of specified materials is
determined? |
|
Definition
|
|
Term
True or False: A constructability analysis is only performed during the initial planning stage of
design? |
|
Definition
|
|
Term
| What are some different methods of constructability enhancement? |
|
Definition
| Modularization, pre-fabrication, pre-assembly |
|
|
Term
| What is the purpose of a constructability analysis? |
|
Definition
| Reduce time and cost to construct a project |
|
|
Term
| When is the optimum time to perform constructability analysis? |
|
Definition
Constructability can be performed throughout the project, but the most favorable impact is from
constructor input during the planning phase to best enable a constructible design. |
|
|
Term
During the planning process for a capital project, which is NOT a consideration?
A. Religious holidays.
B. Local country language.
C. Education and skill level of local craft labor.
D. None of the above. |
|
Definition
|
|
Term
Material resource considerations include all except:
A. Availability
B. Installation
C. Crew skills
D. Timing of delivery |
|
Definition
|
|
Term
Which of the following is NOT a constraining resource?
A. Labor availability
B. Scheduling software
C. Material delivery
D. Craft skill levels |
|
Definition
|
|
Term
| True or False: On construction projects, labor and equipment are considered limitless resources? |
|
Definition
|
|
Term
True or False: The physical constraints of a jobsite can impose a limit on the amount of
simultaneous equipment usage? |
|
Definition
|
|
Term
| List three types of resources. |
|
Definition
| Labor, equipment and materials. |
|
|
Term
| Describe how resources can influence a project. |
|
Definition
| Resources can influence a project due to availability, labor skill level, and social aspects. |
|
|
Term
| Describe the VE process, especially as it relates to the planning and scheduling process |
|
Definition
| VE provides functional and project alternatives that are part of the strategic planning process |
|
|
Term
| List the six phases of VE |
|
Definition
| Information, function analysis, creativity, evaluation, development, and evaluation. |
|
|
Term
| True or False: The information phase of VE occurs during design development? |
|
Definition
|
|
Term
| True or False: The VE process starts with the submittal of bid price? |
|
Definition
|
|
Term
Which of the following documents is probably of LEAST value when planning a contractor’s
baseline critical path schedule for construction of a high-rise building on a remote South Pacific
resort island for a private developer? The contract has been awarded.
A. Specifications – as found in the contract document.
B. The local government’s report on future resort projects on the island.
C. International Building Codes – as referenced in the contract document.
D. A project-specific geotechnical report. |
|
Definition
| B. The local government’s report on future resort projects on the island. |
|
|
Term
Which of the following is NOT normally considered a project stakeholder?
A. Project supplier to a subcontractor.
B. Client or owner.
C. Project consultant or engineer.
D. Non-governmental organizations (NGOs)
E. Local news media |
|
Definition
|
|
Term
| What should one do with stakeholder considerations? |
|
Definition
| Determined, evaluated, and resolved. |
|
|
Term
| What are some examples of considerations that should be evaluated? |
|
Definition
| Cash flow, timeframe, resource availability, contractor or designer workload. |
|
|
Term
| List five common project variables. |
|
Definition
| Project size, site location, project delivery methods, productivity, and infrastructure. |
|
|
Term
| How do project variables affect a project? |
|
Definition
Project variables can have either a positive or negative influence on a project. It is the project
team’s responsibility to identify and mitigate the negative aspects of project variables and utilize
the positive aspects of variables. |
|
|
Term
| True or False: The project size may require additional constraints on the project? |
|
Definition
|
|
Term
True or False: Local climatological conditions may result in a restricted work schedule for
various construction activities? |
|
Definition
|
|
Term
When reporting progress and completion forecasts to the client’s management, a schedule that is
organized by the projects work breakdown structure (WBS) structure provides _____________.
A. A useful reporting tool that meets the client’s project team special needs.
B. An “early finish” constraint with a 20 day negative lag on the last activity.
C. A “late start” constraint on the first activity with a 20 day negative lag.
D. A “late finish” constraint on the last activity. |
|
Definition
| D. A “late finish” constraint on the last activity |
|
|
Term
When gathering data to document activity progress and observed trends, the activity’s reported
percent complete ______________.
A. Is all that is necessary to forecast remaining duration for that activity?
B. Is used as part of the 6/10 rule to determine the remaining duration for that activity.
C. Must be analyzed in conjunction with all observed activity data (actual start dates, trends,
etc.) to estimate the remaining duration for the activity.
D. Provides sufficient information necessary to determine the activity’s earned value. |
|
Definition
C. Must analyze in conjunction with all observed activity data (actual start dates, trends, etc.) to
determine an estimated remaining duration for the activity. |
|
|
Term
| True or False: Contract deliverables are defined in the scope of work? |
|
Definition
|
|
Term
| True or False: Drawings and specifications augment the written scope of work narrative? |
|
Definition
|
|
Term
| What does the scope of work influence during the planning process? |
|
Definition
Scope of work influences the execution strategy, development of work packages, project goals and
objectives, and milestones. |
|
|
Term
| Who is responsible to develop the conceptual scope of work? |
|
Definition
| The owner is responsible for the conceptual scope of work |
|
|
Term
Define the differences between an asset or functional scope of work and the project scope of
work. |
|
Definition
An asset or functional scope of work defines the process for which the facility is constructed,
while the project scope of work defines the scope of work to be physically constructed. |
|
|
Term
|
Definition
A project goal is a concept that is identified and expressed as an achievable project and product.
The goal may or may not be a contractually specified requirement. |
|
|
Term
| Can a project have multiple goals? |
|
Definition
|
|
Term
| Can each stakeholder have a different view of what the project goal may be? |
|
Definition
|
|
Term
| What is the purpose of a project plan? |
|
Definition
A project plan provides a roadmap for the project team during the planning process. The project
plan is the basis for the baseline plan. |
|
|
Term
| Once the project plan becomes the baseline plan, how is it utilized? |
|
Definition
| The baseline plan becomes the benchmark for performance and reporting. |
|
|
Term
| When does the project plan get modified? |
|
Definition
The project plan is modified when there are significant changes to the scope of work. The new
plan should be agreed upon by the stakeholders. |
|
|
Term
|
Definition
A phase is a significant period of time or grouping of related activities with the project. A phase I
derived from the scope of work, sequence of work, phase relationships, and the WBS. |
|
|
Term
| Why is the identification of phases an essential product of the planning process? |
|
Definition
As the scope of work evolves into greater detail, phases are identified. A phase may encompass
several stages of planning and work. |
|
|
Term
Which is not a phase?
A. Engineering
B. Concrete
C. Conceptual engineering
D. Pre-construction |
|
Definition
| B. Concrete is an activity, not a project phase. |
|
|
Term
Which of the following is untrue?
A. OBS intersects with WBS to define a project cost account.
B. Different managers might structure a WBS differently for the same project.
C. A WBS can include design, procurement, and construction activites.
D. None of the above. |
|
Definition
|
|
Term
True or False: WBS is a system by which work activities are organized and summarized into like
activities? |
|
Definition
| True – A WBS is a hierarchy division of work scope elements of a project to be performed |
|
|
Term
| True or False: WBS may be organized as a result of capital costing requirements? |
|
Definition
|
|
Term
| How are the scope of work and the WBS related? |
|
Definition
The WBS breaks down the scope of work into manageable parts of work that correspond to
deliverables, phases or milestones |
|
|
Term
| How are the WBS and the project schedule related? |
|
Definition
The WBS begins the process of breaking down the scope of work into project phases and work
packages whose parts can be further segregated to create schedule activities. |
|
|
Term
| Describe the difference between a work package and a cost account. |
|
Definition
A work package is a WBS component, while a cost account is the intersection of the WBS and
OBS. The work package is a discretely identifiable element of work, whereas the cost account
captures the time-phased resource cost required to execute a work package, as planned. |
|
|
Term
When reporting progress and completion forecasts to the client’s management, a schedule that is
organized on the project’s OBS provides ______.
A. A list of all equipment resources utilized on the project.
B. A baseline for change management reporting.
C. A useful reporting tool that meets the client’s project team special needs.
D. Identifies resource utilization, and identifies gaps, utilization variances, and areas of
management attention |
|
Definition
D. Identifies resource utilization and identifies gaps, utilization variances, and areas for
management attention. |
|
|
Term
|
Definition
The OBS is a structure that breaks down the scope of work into organization functions. The OBS
identifies who performs specific scope of work elements. |
|
|
Term
A CBS:
A. Should generally not include indirect costs.
B. Is not absolutely essential for effective management of a large project.
C. Allows ready comparison of actual versus planned costs.
D. All of the above. |
|
Definition
| C. Allows ready comparison of actual versus planned costs. |
|
|
Term
|
Definition
A CBS is a structure that breaks down into cost types such as labor, material, equipment,
subcontractor for cost forecasting purposes. |
|
|
Term
| How is the CBS related to the WBS and OBS? |
|
Definition
| The CBS is the intersection of the WBS and OBS. |
|
|
Term
| Can the CBS be broken down between direct and indirect costs? |
|
Definition
|
|
Term
| What is the difference between phases and sequencing? |
|
Definition
Phases are a significant period of time or grouping of activities within the project. The logical,
chronological sequencing of the phases begins the process that builds phases into a schedule. |
|
|
Term
| What is a phase relationship? |
|
Definition
| A phase relationship identifies how major work elements will be completed in a logical manner. |
|
|
Term
| What process does sequencing or phase relationships provide a framework for? |
|
Definition
| Progress monitoring, analyzing, controlling and reporting |
|
|
Term
Which is not a key component or characteristic of review by stakeholders?
A. Cyclical
B. Scheduled
C. Managed
D. Estimated |
|
Definition
|
|
Term
Stakeholder review is:
A. Critical and divided into multi-groups.
B. Not important
C. One-dimensional
D. Not considered |
|
Definition
| A. Critical and divided into multi-groups |
|
|
Term
| To what may stakeholders’ decisions lead during the planning process? |
|
Definition
| Additional planning and potentially significant cost and impacts to the program or project. |
|
|
Term
| Why is stakeholder review critical during the planning phase of a project? |
|
Definition
Stakeholder decisions may require favorable or unfavorable actions that require re-planning or
stoppage of the project and create significant cost impacts |
|
|
Term
| Why should stakeholders be managed? |
|
Definition
Stakeholders should be managed to ensure all interests and concerns are considered and if not
managed could have negative cost and schedule impacts to a project. |
|
|
Term
| How do resource constraints and considerations affect cost estimate development? |
|
Definition
Resources can influence the scheduling timeline and budgeting process. The end result is the
basis for the initial schedule and cash flow models. |
|
|
Term
| Why are budgets often revised? |
|
Definition
Stakeholder expectations can influence decisions during the budget development. The budget is
often revised to be in agreement with project goals, objectives and timeline. |
|
|
Term
| The budgetary process provides the basis for what? |
|
Definition
The budget is the basis for cost and schedule baselines used for monitoring, controlling and
reporting. |
|
|
Term
The baseline plan is an end result of the planning process. What is not a basic step in the
planning process that results in the baseline plan?
A. Identification of the project goals and objectives.
B. Scope of work definition.
C. Phase identification and sequencing result in the baseline plan.
D. Identification of the schedule specification. |
|
Definition
| D. Identification of the schedule specification. |
|
|
Term
Which is not a characteristic of the baseline plan?
A. Serves as the basis for the initial schedule.
B. Serves as the basis for the cash flow model.
C. Provides the basis for progress measuring, evaluating and reporting.
D. Is critical for schedule change management. |
|
Definition
| D. Is critical for schedule change management. |
|
|
Term
The baseline plan is a fixed document and should be changed only if the following occurs:
A. Contract modifications result due to significant changes in the work.
B. Change is allowed whenever one of the primary stakeholders thinks it appropriate.
C. Never
D. Once a year |
|
Definition
| A. Contract modifications result, due to significant changes in the work. |
|
|
Term
A new baseline should:
A. Never be approved
B. Be agreed to by all primary stakeholders who have that right and responsibility.
C. Only be approved by the contractor.
D. Be approved by the public. |
|
Definition
| B. Be agreed to by all primary stakeholders who have that right and responsibility |
|
|
Term
The baseline plan results from the planning process. What are the basic steps in the planning
process that result in the baseline plan? |
|
Definition
Identification of the project goals and objectives; scope of work definition; and phase
identification and sequencing result in the baseline plan. |
|
|
Term
When performing a periodic forecast what should not be considered?
A. The plan
B. The project scope
C. Contract requirements
D. The WBS and OBS |
|
Definition
|
|
Term
Periodic forecasts are key to the following:
A. Basis for control
B. Reporting against project deliverables and milestones
C. Based on trends and variances
D. All of the above |
|
Definition
|
|
Term
What are three key components of periodic forecasts?
A. Defining forecasting requirements, frequencies and timetables.
B. Recovery schedules, scheduling change management and acceleration.
C. Constructability methods, project variables and defining project goals.
D. Sequencing and phase relationships, risk and recovery plans and schedule basis
documentation. |
|
Definition
| A. Defining forecasting requirements, frequencies and timetables |
|
|
Term
| Why is it important to have periodic forecasts? |
|
Definition
Periodic forecasts provide information on the health of a project and assist in the prediction of
future conditions and report against project deliverables and milestones |
|
|
Term
| Forecasts fall into two categories. Name both and discuss their differences |
|
Definition
The two forecast types are (a) periodic and (b) special. Periodic are done on a specific time
interval, while special are performed, as needed, to satisfy a particular purpose or to identify a
specific problem. |
|
|
Term
Which of the following is not an effect of change on a contract?
A. Increase in time for the work to be completed.
B. Decrease in time for the work to be completed.
C. Neutral as it affects time for the work to be completed.
D. Articulate as it relates to time for the work to be completed. |
|
Definition
| D. Articulate as it relates to time for the work to be completed. |
|
|
Term
Which of the following types of plans is not associated with risk and recovery?
A. Baseline contingency plan.
B. Budget contingency plan.
C. Recovery plan.
D. Schedule contingency plan. |
|
Definition
| A. Baseline contingency plan. |
|
|
Term
Which one of the following is an important processing during planning for risk and recovery?
A. Detailed cost evaluation.
B. Planning for change.
C. Using only the contract.
D. Plan reevaluation for change. |
|
Definition
|
|
Term
Plan recovery is:
A. Always part of the planning process.
B. Sometimes part of the planning process.
C. Usually required during planning.
D. Always used during construction evaluation. |
|
Definition
| A. Always part of the planning process. |
|
|
Term
| Why is it important to develop a risk and recovery plan? |
|
Definition
Change and risk are inevitable on projects. There must be a plan developed to identify and
manage risk as well as a plan to mitigate negative impacts and exploit positive affects. |
|
|
Term
| What is the difference between a risk and a recovery plan? |
|
Definition
A risk plan defines how to identify and minimize the effect of risks, whereas a recovery plan is an
array of means or methods to eliminate or reduce undesirable impacts of changes |
|
|
Term
| Are risk and change the same? |
|
Definition
Maybe and maybe not. Risk might derive, in part, from the possibility of undesirable changes,
but some changes might reduce risk and not increase it. |
|
|
Term
If a plan estimates that 5,184 labor-hours will be expended on a series of related construction
activities, and the projected number of construction worker equivalents expected to perform that
activity is 12 personnel working a 12-hour day, what is the calculated overall duration for those
activities? Assume the work is performed sequentially.
A. 6 work weeks
B. 35 calendar days
C. 5 work weeks
D. 36 work days |
|
Definition
|
|
Term
The primary source of information that defines the scope of work that the planner-scheduler
relies upon to create a schedule model is what?
A. Contract specifications.
B. Contract provisions that define scope along with the contractor’s execution plan and related
assumptions.
C. Contract special conditions and specifications.
D. Pre-bid site visit and planning meetings. |
|
Definition
B. Contract provisions that define scope along with the contractor’s execution plan and related
assumptions. |
|
|
Term
| What are three key elements in defining the schedule scope? |
|
Definition
The scope of work; computer applications and limitations; and ability to communicate the plan
into a workable schedule. |
|
|
Term
| The basis for the schedule model should include identification of what components? |
|
Definition
Deliverables, milestones, timing, phasing, sequencing requirements, resources and interface
points. |
|
|
Term
| Why is it important to understand how the WBS and OBS are related? |
|
Definition
| During schedule development the WBS and OBS define the overall work scope and the work packages. |
|
|
Term
| What is the general purpose of a scheduling specification? |
|
Definition
The schedule specification identifies the planning and scheduling requirements, level of
required detail, reporting requirements, software requirements, milestones, change management
and the responsible parties. |
|
|
Term
| The schedule specification may be the basis for what? |
|
Definition
|
|
Term
| Who is responsible for schedule development and approval? |
|
Definition
|
|
Term
| Why is it important to get feedback from stakeholders during schedule development? |
|
Definition
It is important to get stakeholder “buy-in” for the schedule. If they do not buy into the schedule,
there may be no sense of ownership. Disagreements will increase, maybe resulting in delays or impacts |
|
|
Term
| For what is the cost estimate model used? |
|
Definition
The cost estimate model is the basis for baseline scheduling, progress measurement, reporting,
and change management. |
|
|
Term
| What does the project execution plan identify? |
|
Definition
| The project execution plan identifies the means, methods, and activities that the schedule module should represent |
|
|
Term
What are three requirements that determine what type of schedule should be utilized on a
project?
A. Cost estimate, number of stakeholders, reporting requirements.
B. Project size, scope, complexity.
C. Project size, project variables, phase definition.
D. Risk and recovery plan, milestones, durations |
|
Definition
| B. Project size, scope, complexity. |
|
|
Term
List four different types of schedules most commonly used?
A. Bar and Gantt charts, Critical Path Method and network schedules, linear or line-of-balance,
milestone.
B. Critical Path Method and network schedules, hammocks, rolling wave, milestone.
C. Gantt chart, linear or line of balance, level of effort, work lists.
D. Flags, constraints, estimate, bar chart |
|
Definition
| A. Bar and Gantt charts; Critical Path Method and network schedules; linear or line-of-balance; milestone. |
|
|
Term
| Explain why planner-scheduler would choose a linear schedule instead of a network schedule. |
|
Definition
A linear schedule is typically used on a project where there are multiple series of repetitive tasks,
as with highway construction or construction of multiple, similar houses. A network schedule is
used when non-repetitive activity arrays are determined. The network is derived from logical relationships among activities based on their time sequencing. |
|
|
Term
| Explain why different schedules can and should sometimes be used within one project. |
|
Definition
| Different schedules should be used within one project based on the phase, system, timeframe, and complexity of the project. Different schedules are used based on the need of the project at the time or phase and the need to control that aspect of the project. |
|
|
Term
Which is not a characteristic of an activity?
A. Has a duration
B. Should have at least one predecessor successor
C. Is assigned to a calendar
D. Is constrained in time |
|
Definition
| D. Is constrained in time. |
|
|
Term
When activities are logically linked they become?
A. Constraints
B. The schedule
C. Resources
D. Milestones |
|
Definition
|
|
Term
| What is an activity, and what are its primary characteristics? |
|
Definition
An activity is an individual element of work that is logically linked to other activities to form the
schedule. Its primary characteristics include an overall duration based upon the resources
applied to it (manpower, materials and equipment), a start and completion date that is tied to a
work calendar and has relationships to other activities (predecessor and successors). |
|
|
Term
| What should the level of detail be for activities in the schedule? |
|
Definition
The level of detail must be appropriate for managing the project with concern to duration,
complexity, methodology, cost and risk. |
|
|
Term
| What are the different activity types? |
|
Definition
| Tasks, milestones, flags, and summary or hammocks |
|
|
Term
Pick the least accurate statement concerning schedule activity durations:
A. They are often determined by examining the quantity of work and the resources that will be
applied to perform that work.
B. Work is always performed continuously from start to finish.
C. There is a “rubber band” for overall duration, depending upon the quantity of work actually
performed and the number of hours of work expended.
D. Planned and assumed productivity factors, location factors, and other considerations are
applied against the optimum duration, to determine a planned duration. |
|
Definition
| B. Work is always performed continuously from start to finish. |
|
|
Term
Durations are not derived from the following:
A. Cost estimate
B. Resource loading
C. Activity ID
D. Cost |
|
Definition
|
|
Term
Durations may include the following:
A. Multiple elements of the scope of work.
B. Relationships
C. Risk plan
D. Scheduling specification |
|
Definition
| A. Multiple elements of the scope of work. |
|
|
Term
In combining multiple logically tied activities with the duration provides the basis for the
following:
A. Cost estimate model
B. Defines the schedule scope
C. A fragnet schedule duration
D. The baseline schedule |
|
Definition
| D. The baseline schedule. |
|
|
Term
| Why is it important to understand the interconnectivity between an activity’s duration, constraints, and calendar? |
|
Definition
The relationship between an activity’s duration, calendar assignment, and constraints form the
basis for determining the overall timeframe required to complete an activity. One must
understand the how constraints and the activity’s calendar directly affect the activity’s duration,
based on the calendar and constraints imposed on either the start or finish of the activity |
|
|
Term
| What is a key element in determining the duration of an activity? |
|
Definition
A key element in determining the duration of an activity is understanding the scope of the
activity. |
|
|
Term
In addition to relationships and lags, which of the following should not be considered when
building a schedule?
A. Constraints
B. Calendars
C. Stakeholders
D. Durations |
|
Definition
|
|
Term
| Name and describe the different types of schedule relationships that are used in scheduling software tools based on the Precedence Diagram Method (PDM). |
|
Definition
. Finish-to-Start; Activity A finishes before Activity B starts.
Finish-to-Finish; Activity A finishes when Activity B finishes. The activities finish simultaneously
after running concurrently, but they may start at different times.
Start-to-Start; Activity A starts when Activity B starts. The activities begin simultaneously and run
concurrently, both they may finish at different times.
Start-to-Finish; Activity A starts before Activity B finishes. |
|
|
Term
| Describe the function of relationship lags. |
|
Definition
Relationship lags delay start-finish relationships. One should be careful in determining the lag
duration, since preparation time and the actual delay between activities should be considered. |
|
|
Term
| What is a schedule relationship? |
|
Definition
A schedule relationship is a logic link between activities that becomes the fundamental tool in
building a schedule network. |
|
|
Term
Constraints are factors that affect an activity’s start, finish and/or duration. Which of the following
is not an example of a constraint?
A. Calendar
B. Date restraint
C. Stakeholder
D. Weather |
|
Definition
|
|
Term
Which is not a characteristic of typical project calendars?
A. Multiple
B. Weather, environmental, seasonal
C. Workday
D. Based on the type of schedule used. |
|
Definition
| D. Based on the type of schedule used |
|
|
Term
Project calendars are formulated:
A. For estimates
B. To reflect specific, long-running conditions or circumstances.
C. For relationships
D. For resource loading |
|
Definition
| B. To reflect specific, long-running conditions or circumstances. |
|
|
Term
Calendars along with durations provide the basis for an activity’s estimated:
A. Resources
B. Cost
C. Timeframe
D. Relationships |
|
Definition
|
|
Term
| Why are multiple calendars used on a project? |
|
Definition
Multiple calendars are used to depict various workday scenarios or conditions that can occur on a
project. For example a project may have the following calendars: 5-day work week, 7-day work
week, and exterior calendar to reflect weather days, seasonal, and weekend only work |
|
|
Term
What may be a limit for a number of resources assigned to an activity?
A. Resources assigned to other activities on the project.
B. Availability of resources as a result of external constraints.
C. Stakeholder driven.
D. All of the above. |
|
Definition
|
|
Term
Which of the following would limited resources not affect on a project?
A. Extend the project schedule.
B. No impact.
C. Modify the critical path.
D. Increase the cost of the project |
|
Definition
|
|
Term
| What are the two key fundamental elements of cost and resource loading? |
|
Definition
|
|
Term
| Cost and resource loading incorporate what two major elements into the schedule model? |
|
Definition
| Cost estimate and project execution plan. |
|
|
Term
| What are two outputs of cost and resource loading? |
|
Definition
| Resource leveling and initial cash flow |
|
|
Term
When should milestones be developed?
A. Prior to identifying the project scope.
B. When defining the schedule scope.
C. Prior to baselining the schedule.
D. When performing schedule updates. |
|
Definition
| C. Prior to baselining the schedule. |
|
|
Term
| Name six examples of milestones |
|
Definition
Start milestone.
Finish milestone.
Start no sooner than (constraint).
Start no later than (constraint).
Finish no sooner than (constraint).
Finish no later than (constraint). |
|
|
Term
|
Definition
A milestone is a key event (without duration) that serves to indicate that an interim project
requirement has been achieved. A milestone may be a contractual or functional requirement in the schedule. |
|
|
Term
| True or False: Milestones can be tied to payments? |
|
Definition
|
|
Term
| True or False: Milestones should be agreed by principal stakeholders? |
|
Definition
|
|
Term
Schedule quality analysis is performed?
A. At the beginning of the project.
B. At changes of phases.
C. Throughout the duration of the project.
D. At the beginning and end of a project. |
|
Definition
| C. Throughout the duration of the project. |
|
|
Term
The three interactive relationships in a schedule quality analysis are?
A. Safety, quality, time.
B. Cost, safety, time.
C. Time, quality, cost.
D. Safety, cost, time. |
|
Definition
|
|
Term
The end result of a schedule quality analysis is?
A. Continual improvement in the schedule.
B. Schedule acceleration.
C. Tracking schedule progress.
D. Identification of constraints |
|
Definition
| A. Continual improvement in the schedule. |
|
|
Term
Schedule quality analysis should be performed by?
A. The scheduler only.
B. The scheduler and project manager.
C. All stakeholders.
D. Only the client |
|
Definition
|
|
Term
| What does a schedule quality analysis and compliance review accomplish? |
|
Definition
| It provides a means to resolve issues between stakeholders and proves the representation of the scope of work. |
|
|
Term
Which is not an example of critical aspect of schedule documentation?
A. Project scope definition.
B. Contract specifications.
C. Type of schedule used.
D. Project cost estimate |
|
Definition
| C. Type of schedule used. |
|
|
Term
The schedule basis documentation narrative includes the following:
A. Baseline schedule development and schedule change management procedures.
B. Baseline schedule development and critical/near critical path activities.
C. Critical and near-critical path activities and cost estimate model.
D. Schedule change management procedures and cost and resource management guidelines. |
|
Definition
| B. Baseline schedule development and critical and near-critical path activities. |
|
|
Term
If the baseline schedule is revised and rebaselined, what should one do to the schedule basis
documentation?
A. Leave it as is.
B. Revise the document as necessary when the rebaseline has been approved.
C. Revise the document at the completion of the project.
D. Revise the document monthly. |
|
Definition
| B. Revise the document as necessary when the new baseline has been approved. |
|
|
Term
| Why is it important to develop schedule basis documentation? |
|
Definition
| This documentation provides the assumptions, constraints and parameters that the development of the baseline schedule is derived. It also provides the foundation for schedule change or delay and impact identification |
|
|
Term
| If significant changes impact the critical path or completion date, what is used for analysis? |
|
Definition
The baseline schedule is the significant document used for identifying and analyzing schedule
change. |
|
|
Term
The baseline schedule does all of the following, except?
A. Measure progress
B. Identify trends
C. Identify milestones
D. Identify changes |
|
Definition
|
|
Term
Important concepts for use of baseline schedules include?
A. Updating
B. Realigning
C. Dumping
D. Impacts |
|
Definition
|
|
Term
The baseline schedule is a fully developed schedule for construction with all of the following
attributes, except?
A. Activities with durations.
B. Activities with all appropriate attributes.
C. Activities that are linked.
D. Activities that solve logic issues |
|
Definition
| D. Activities that solve logic issues. |
|
|
Term
| True or False: The baseline schedule is the foundation for progress reporting? |
|
Definition
|
|
Term
| The baseline schedule is the foundation and basis for what? |
|
Definition
| Trending, progress measuring and reporting, and change management. |
|
|
Term
| If there are significant variances to the baseline schedule, what should occur? |
|
Definition
| A new baseline schedule should be created and used for progress measurement and change management. |
|
|
Term
Important considerations when tracking schedule progress include all but which of the following?
A. Deductive documentation.
B. Future change management.
C. Historical documentation.
D. Summary reporting. |
|
Definition
| A. Time period for updates. |
|
|
Term
All but one of the following requirements is likely to be spelled out in the contract requirements
for CPM periodic updates?
A. Time period for updates.
B. Number of copies to be submitted.
C. Supporting data.
D. List of completed change orders |
|
Definition
| B. Number of copies to be submitted |
|
|
Term
From the following list of requirements that an owner might specify for a baseline submittal,
which one is most likely not a requirement?
A. Time for submittal after Notice-to-Proceed.
B. Time for submittal after construction is initiated.
C. Time as a requirement for completion of the work.
D. Time length for increments of long duration activities. |
|
Definition
| D. Time length for increments of long duration activities |
|
|
Term
| Name six methods to measure progress. |
|
Definition
Level-of-effort (LOE), physical progress, incremental milestones, activity start/finish, substantial
start/finish, supervisor judgment. |
|
|
Term
| What forms the basis for trending, forecasting and change management? |
|
Definition
| Accurate progressing of the schedule. |
|
|
Term
| What should one consider when updating the schedule? |
|
Definition
| One should consider the contract requirements for cost and payment loading into the schedule model |
|
|
Term
Which of the following principals is not used in cost and resource management?
A. Effective and efficient data gathering.
B. Accurate data creation and manipulation.
C. Schedule performance evaluation.
D. Variance evaluation |
|
Definition
| A. Effective and efficient data gathering. |
|
|
Term
Which of the following acronyms does not apply to cost and resource management?
A. SPI
B. VE
C. SV
D. BCWP |
|
Definition
|
|
Term
Cost and resource management is a process to optimize all but?
A. The accurate collection of data.
B. Careful monitoring of field activities.
C. Ensuring that reporting is correct.
D. Back-checking home office costs. |
|
Definition
| D. Back-checking home office costs. |
|
|
Term
Recommendations, resulting from effective cost and resource management, include which of the
following?
A. Changes in means and methods.
B. Scope of work effort used.
C. Changing in the pay estimates.
D. Schedule manipulation |
|
Definition
| A. Changes in means and methods. |
|
|
Term
Cost and resource management is a process that accomplishes all of the following goals except?
A. Collecting accurate data.
B. Monitoring field activities and progress.
C. Analysis of conditions found versus the schedule.
D. Determining new activity duration |
|
Definition
| D. Determining new activity duration. |
|
|
Term
|
Definition
| The scheduled value of work for a given time. |
|
|
Term
|
Definition
| The value of work that was completed in a specific time period. |
|
|
Term
|
Definition
| SPI is the ratio of worked performed divided by work scheduled. |
|
|
Term
| What is a schedule variance? |
|
Definition
| Schedule variance is the difference between work schedule and work performed. |
|
|
Term
| What is resource leveling |
|
Definition
| Leveling is the smoothing of resources is to better allocate use of resources and avoid peaks or valleys and will utilize the available float of the activity |
|
|
Term
When should a change be incorporated into the schedule?
A. During the planning phase.
B. After it is approved.
C. As soon as it is identified.
D. Never |
|
Definition
|
|
Term
Which of the following is an important characteristic of schedule change management?
A. Doing nothing
B. Time impact analysis
C. Baseline delineation
D. Two-week look-ahead schedule |
|
Definition
|
|
Term
| What elements of change should be integrated into the schedule model? |
|
Definition
| Schedule suspension, delay and disruption. |
|
|
Term
What are key elements of the change process that need to be fully understood by the project
team? |
|
Definition
| Extensive knowledge of and attention to the scope of work and contractual requirements. |
|
|
Term
| Why is it important to identify and incorporate changes early? |
|
Definition
| To minimize the affect of change on the project schedule and cost |
|
|
Term
Which of the following is not a form of acceleration?
A. Crashing
B. Compression
C. Constructive baselining
D. Directive acceleration |
|
Definition
| C. Constructive baselining |
|
|
Term
| What is the difference between directive and constructive acceleration? |
|
Definition
| Directive is when it is directed versus a stakeholder’s inaction or action in advance of direction. |
|
|
Term
| Schedule acceleration is a result of ________. |
|
Definition
| Delay, increase in work scope, maintaining the current completion date, or expediting the completion date is an example of acceleration. |
|
|
Term
| When accelerating a schedule, what should be considered? |
|
Definition
| Effect of multiple shifts, overlapping of activities, overtime, modifying work methods, increasing or changing of resources, and cost among other elements |
|
|
Term
| Why is it important to document and communicate actions, when implementing schedule acceleration? |
|
Definition
| Schedule acceleration is often a contractual issue, therefore it is important to communicate the means, methods, and assumptions used in revising the execution plan |
|
|
Term
Which is not a resultant of schedule maintenance feedback?
A. Recovery schedules
B. Schedule acceleration
C. Constructability review
D. Control level schedule |
|
Definition
| D. Control level schedules |
|
|
Term
Stakeholder schedule maintenance feedback includes?
A. Documentation
B. Management
C. Project team
D. All of the above |
|
Definition
|
|
Term
Feedback to the scheduler is not received as?
A. Written responses to previous update reports.
B. Stakeholder meetings
C. Comments from the project team.
D. Contract request for change |
|
Definition
| D. Contract request for change |
|
|
Term
| Why is stakeholder feedback important in maintaining and updating the schedule? |
|
Definition
| Continual reassessment is important to the overall success. Feedback may also identify failures in alignment with the execution plan. |
|
|
Term
Which one is not a schedule control measure?
A. Identification or notice of change.
B. Analysis of change on schedule.
C. Management of change to mitigate impacts.
D. Management summary report |
|
Definition
| D. Management summary report |
|
|
Term
| Why are different levels of schedules developed? |
|
Definition
Different schedule levels are developed to communicate the schedule to various stakeholders to
reflect their specific interests. The control level schedules incrementally “drop down” from the
master schedule. |
|
|
Term
| What is the hierarchy of schedule types? |
|
Definition
Schedule types are:
- Level 1 – Milestone/Executive summary
- Level 2 – Contract master/Detailed integrated
- Level 3 – Area master/Control
- Level 4 – Control /2-3 Week look-ahead
- Level 5 – Daily/Hourly |
|
|
Term
Which of the following is not a progress indicator?
A. Variances
B. Objectives
C. Trends
D. Total float |
|
Definition
|
|
Term
| Why are variances and trend reporting important? |
|
Definition
Variances and trends are progress indicators that assist in determining the status and health of a
project. The earlier variances and adverse trends are recognized, the easier it is to take corrective
action. |
|
|
Term
| What can variance and trends influence? |
|
Definition
Variance and trends can influence the end result of the project. Variances and trends provide the
basis for revisions to the baseline plan, corrective action, alternatives and recommendations or
potential change orders. |
|
|
Term
| Explain how Earned Value concepts affect variances and trends |
|
Definition
| Earned value concepts assist in the analysis of variances and trends that lead to schedule forecasts. |
|
|
Term
The current progress report indicates that electrical conduit installation is 5 work days behind the baseline schedule, 65% complete, and driving the critical path. The previous monthly update
showed this activity to be on schedule and was 15% complete. The baseline indicates the task should be complete in two weeks (remaining planned duration when at 55% complete) and the
current update requires three weeks to complete the task using a 5 day workweek.
A. What is the current trend?
B. Describe the current variance.
C. If you add an additional crew with the same capability as the current work effort, will the task be completed on time or early? |
|
Definition
A. The schedule critical path activity is slipping and impacting completion for the entire project.
B. The current variance is negative and may continue to grow, based on the difference between the previous and current reports unless corrective action is taken.
C. 5-day workweek = 20 days in a month
Current 5-day delay = 25% productivity loss (5 days behind in 20 workdays last period). Existing crew created the 5-day delay during the month, therefore = 75% variance. Adding the new crew should finish the activity on time, assuming the same conditions. The activity will not finish earlier than originally planned by adding a second crew. |
|
|
Term
Which of the following is not an element of critical path analysis?
A. Evaluating activity relationships.
B. Ensuring that change orders have been properly integrated into the schedule.
C. Deleting milestones.
D. Evaluating performance against the baseline. |
|
Definition
|
|
Term
| What is the primary focus of the critical path analysis? |
|
Definition
| The primary focus of the critical path analysis is to evaluate the longest path of the project and identify critical or near-critical activities |
|
|
Term
| Why is it important for the scheduler to understand the mechanics of scheduling software when performing analysis? |
|
Definition
It is important to understand how the software tool calculates start and finish dates, float,
constraints, and durations. All of these impact calculations that determine the critical path. |
|
|
Term
| What is a key process in schedule analysis? |
|
Definition
| Gathering accurate information about schedule progress and analyzing trends to properly forecast the remaining work in the schedule model |
|
|
Term
The following earned value concepts are included in schedule forecast development?
A. Actual costs
B. Estimate-to-complete (ETC)
C. Schedule variance (SV)
D. All of the above |
|
Definition
|
|
Term
Important factors in developing schedule forecasts do not include?
A. Historical information, along with staffing and manning levels.
B. Future productivity factors.
C. Negative float.
D. Baseline schedule |
|
Definition
| A. Historical information, along with staffing and manning levels. |
|
|
Term
Why is it important to perform “what-if” scenarios for significant pending change orders?
A. Impact to schedule and cost.
B. Equipment and material delivery lead time implications.
C. Evaluation of available resources.
D. All of the above |
|
Definition
|
|
Term
Which of the following is not an element of schedule forecasts?
A. Prediction of future work.
B. Planned sequence of activities.
C. Baseline schedules.
D. Labor and material utilization |
|
Definition
|
|
Term
| From what do schedule forecasts result? |
|
Definition
| Schedule forecasts are a result of actual performance and the analysis of variances and trends. |
|
|
Term
| With what must forecasts align? |
|
Definition
| Contract requirements while meeting the reporting needs of stakeholders. |
|
|
Term
All of the following conditions predicate a constructability review, except which one?
A. Schedule progress
B. Trends
C. Stakeholders
D. Forecasts |
|
Definition
|
|
Term
| What factors could affect the constructability of a project? |
|
Definition
Specifications, location, climatic conditions, site conditions, maintainability, progress
and interim and final completion dates |
|
|
Term
| Why should constructability be continually reevaluated? |
|
Definition
| Means and methods initially considered feasible may now be considered inappropriate |
|
|
Term
| Why would encountering a differing site condition result in constructability review? |
|
Definition
Latent or patent conditions are different from existing contract requirements and,
therefore, result in the need to reevaluate current construction means and methods and calculate possible impacts on the schedule |
|
|
Term
For what can a progress report be used?
A. Become the basis for historical data.
B. Used to estimate and schedule future work.
C. Convey information concerning the project progress.
D. All of the above |
|
Definition
|
|
Term
True or False: The progress report includes the following?
A. Status of impacts and delays.
B. Descriptive analysis of progress since last reporting period.
C. Brief statements on short term and long term future work.
D. Various types of progress, trend, and variance graphs and charts |
|
Definition
|
|
Term
Which is not a characteristic of progress reports?
A. Reliable
B. Fixed
C. Credible
D. Accurate |
|
Definition
|
|
Term
| Should one report be used for all stakeholders? Explain |
|
Definition
No, reports should be adapted to meet the needs and purposes of the intended
stakeholder |
|
|
Term
What are some common types of recovery schedule techniques?
A. Acceleration, schedule compression, overtime, multiple shifts, or additional
resources.
B. Extending the schedule duration.
C. Reducing manpower or subcontracts.
D. Deceleration of critical activities in order to have non-critical path activities reaches a
par with critical path activities |
|
Definition
| A. Acceleration, schedule compression, overtime, multiple shifts, or additional resources. |
|
|
Term
How is recovery schedules triggered?
A. By contractual requirement
B. By the prime contractor
C. By the owner
D. By the project plans |
|
Definition
| A. By contractual requirement. |
|
|
Term
| Recovery schedules are a result of what? |
|
Definition
| Variances and trends, delays, or revisions to the scope of work. |
|
|
Term
| For what are recovery schedules used? |
|
Definition
| Bringing the schedule and cost back into alignment with contract requirements and stakeholder needs. |
|
|
Term
What is a management summary?
A. A detailed report
B. A set of construction documents
C. A concise summary of key points and issues
D. A report that excludes problem areas |
|
Definition
| C. A concise summary of key points and issues. |
|
|
Term
The summary report is directed towards?
A. Superintendents
B. Project controls staff
C. Management and owners
D. Subcontractors |
|
Definition
|
|
Term
The management summary assists in?
A. Making decisions about risk
B. Giving detailed advice to the owner
C. Procurement of third party equipment and materials
D. Developing operating procedures |
|
Definition
| A. Making decisions about risk. |
|
|
Term
What type of information does management require?
A. Concise and accurate with no surprises
B. General information about the project
C. Graphs and presentations on similar projects
D. Detailed schedule analysis |
|
Definition
| A. Concise and accurate with no surprises. |
|
|
Term
AD – Activity Description
ACWP – Actual Cost of Work Performed
ADM - Arrow Diagramming Method
ADR - Alternative Dispute Resolution
AE - Apportioned Effort
AF - Actual Finish date
ALAP - As Late As Possible
AOA - Activity on Arrow (method)
AON - Activity on Node (method)
AS - Actual Start (date) |
|
Definition
|
|
Term
ASAP - As Soon As Possible
BAC - Budget at Completion
BCWP - Budgeted Cost of Work Performed
BCWS - Budgeted Cost of Work Scheduled
CA - Control Account
CAC - Cost at Completion
CM - Construction Management
CPI - Cost Performance Index
CPM - Critical Path Method
C/SC2 - Cost/Schedule Control System Criteria |
|
Definition
|
|
Term
CV - Cost Variance
CWBS - Contract Work Breakdown Structure
DCN - Design Change Notice
DCR - Design Change Request
DD - Data Date
DDT&E - Design, Development, Test and
Evaluation
DU / DUR – Duration
EAC - Estimate At Completion
ECN - Engineering Change Notice
ECR - Engineering Change Request |
|
Definition
|
|
Term
EF - Early Finish (date)
EH - Earned Hours
ES - Early Start (date)
ETC - Estimate To Complete
EV - Earned Value
EVMS - Earned Value Management System
FF - Finish-to-Finish (logic tie)
FF - Free Float
FS - Finish-to-Start (logic tie)
GAAP - Generally Accepted Accounting
Principles |
|
Definition
|
|
Term
ITC - Indicated Total Cost
KPI - Key Performance Indicators
KSI - Key Success Indicators
LF - Late Finish (date)
LOB - Line of Balance (method)
LOE - Level oOf Effort
LML - Lowest Management Level
LP - Longest Path
LS - Late Start (date)
LSB - Lowest Static Baseline |
|
Definition
|
|
Term
LSM - Linear Scheduling Method
MBM - Management bBy Methods
MBO - Management bBy Objectives
MBP - Management bBy Politics
MBR - Management bBy Rules
MBV - Management bBy Values
MBWA - Management bBy Walking Around
MRP - Material Requirements Planning
MRP - Manufacturing Resource Planning
MPS - Master Production Schedule |
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Definition
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Term
NTP - Notice To Proceed
OBS - Organizational Breakdown Structure
OFFE - Owner Furnished Fixtures and Equipment
OD - Original Duration
PC / PCT - Percent Complete
PDM - Precedence Diagramming Method
PDS - Product Breakdown Structure
PERT - Project Evaluation and Review Technique
PF - Planned Finish (date)
PM - Project Management |
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Definition
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Term
PM - Project Manager
PMIS - Project Management Information System
PMO - Program / Project Management Office
PMS - Performance Measurement System
PS - Planned Start (date)
RAP - Resource Allocation Plan
RBS - Resource Breakdown Structure
RD - Remaining Duration
SF - Scheduled Finish (date)
SF - Start-to-Finish (logic tie) |
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Definition
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Term
SOW - Statement oOf Work
SPI - Schedule Performance Index / Indicator
SS - Scheduled Start (date)
SS - Start-to-Start logic (tie)
SV - Schedule Variance
TC - Target Completion (date)
TCM - Total Cost Management (process) (AACE
International)
TF - Target Finish (date)
TF - Total Float
TS - Target Start (date) |
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Definition
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Term
WBS - Work Breakdown Structure
WD – Workday
WH – Workhour
WW - Workweek |
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Definition
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Term
| Basic types of contracts: |
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Definition
o Fixed price.
o Unit price.
o Cost plus (with fixed, incentive, or award fees).
o Time and materials (T and M).
o Guaranteed maximum price (GMP).
Common delivery methods:
o Design-build. |
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Term
| Planning, scheduling and reporting requirements: |
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Definition
Notice to proceed (NTP).
o Milestones.
o Phases.
o Resources.
o Costing.
o Substantial completion.
o Project completion |
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Term
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Definition
Development and coordination of contract component elements:
- Specifications.
- Plans.
- Special requirements, e.g. permits.
- Contract formulation. |
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Term
| General and special conditions: |
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Definition
a. Labor.
b. Weather.
c. Equipment.
d. Material.
e. Environment.
f. Regional constraints.
g. Any other project-specific variables and requirements. |
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Term
| Public agencies stakeholders: |
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Definition
- Federal.
- State.
- Local.
- Special purpose entity;
- School or university.
- Utility district.
- Special legislative, e.g., Tennessee Valley Authority (TVA). |
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Term
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Definition
- Public agency
- Private entities
- Engineer-architects.
- Contractors.
- Subcontractors.
- Consultants.
- Vendors.
- General public |
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Term
| Private entities stakeholders: |
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Definition
- Owner.
- Developer.
- Individuals.
- Social or political organizations.
- Individuals and special interest groups.
- Public agencies and private enterprises. |
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Term
| General public stakeholders: |
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Definition
- Land owner.
- Activist.
- Investor.
- Concerned citizen |
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Term
| Methods of constructability: |
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Definition
o Modularization.
o Pre-fabrication. |
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Term
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Definition
o Design-build.
o Material alternatives.
o Means and methods analysis.
o Design alternatives and constraints.
o Health, safety and environmental (HSE) impacts. |
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Term
| Costing constructability: |
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Definition
o Time.
o Labor.
o Transportation.
o Storage.
o Site access.
o Governmental requirements.
- Permitting.
- Accessibility.
- Inspections and compliance. |
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Term
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Definition
o Labor.
o Equipment.
o Material.
o Human.
o Technology. |
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Term
| Labor categories of resources: |
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Definition
- Management.
- Technical.
- Supervisory.
- Craft.
- Subcontract. |
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Term
| Equipment categories of resources: |
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Definition
- Construction equipment.
- Engineered (installed) equipment. |
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Term
| Material categories of resources: |
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Definition
- Type.
- Availability.
- Deliverables.
- Timing and phasing (need-by dates and logistics).
- Installation.
- Protection. |
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Term
| Human categories of resources: |
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Definition
- Skill level.
- Social values.
- Cultural impacts.
- Performance issues. |
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Term
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Definition
o Historical database.
o Program or project specific data. |
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Term
| Historical database data sources: |
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Definition
- Type of program or project.
- Location.
- Prevailing conditions. |
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Term
| Program or project specific data sources: |
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Definition
- Site survey.
- Local resource studies.
- Logistics and transportation. |
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Term
Terms to Know
Value engineering (VE).
Cost effectiveness.
Materials selection.
Functional ability.
Constructability.
Design schedule. |
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Definition
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Term
Terms to Know
Owner
Suppliers
Contractors
Public agencies
Designers
Public groups
Third parties
Non-governmental organizations (NGO’s) |
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Definition
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Term
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Definition
a) Phase
b) Milestone
c) Completion
d) Operations |
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Term
| Site and local considerations: |
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Definition
o Resources (labor, material, equipment, etc.)
o Location
- Urban
- Rural
- Remote
o Project Type
- Undeveloped
- Reuse
- Renovation
o Local environment and climatic conditions |
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Term
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Definition
o Design-bid-build 48
o Design-build
o EPC (engineering-procurement-construction)
o Design-build-operate
o Variations of above |
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Term
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Definition
o Access
o Utility availability
o Easements |
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Term
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Definition
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Term
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Definition
o Asset.
o Function.
o Program and project. |
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Term
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Definition
o Engineering and design.
o Contract.
o Construction. |
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Term
| Considerations and constraints: |
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Definition
o Deliverables.
o Milestones.
o Variables. |
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Term
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Definition
o Milestones.
o Deliverables. |
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Term
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Definition
o Schedule.
o Budget and cost.
o Forecasts.
o Periodic reporting. |
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Term
| WBS development & OBS development: |
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Definition
o Basic techniques.
- Top-down.
- Bottom-up.
- Template-based.
o Roll-up and summarization.
o Code or chart of accounts. |
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Term
| Cost breakdown structure (CBS): |
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Definition
o Elements of cost.
o Labor.
o Materials.
o Direct costs.
o Indirect cost.
o Work breakdown structure (WBS).
o Organization breakdown structure (OBS). |
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Term
| Planning for forecasting: |
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Definition
o Periodic
- Weekly
- Monthly
9 Quarterly
o Special
- Change in conditions
- Added or deleted work
- Progress variance(s) |
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Term
Estimate types and classes:
o Class 5 –
o Class 4 -
o Class 3 –
o Class 2 –
o Class 1 – |
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Definition
o Class 5 – Screening or Feasibility.
o Class 4 - Conceptual or Feasibility.
o Class 3 – Budget, Authorization, or Control.
o Class 2 – Control or Bid/tender.
o Class 1 – Check or Bid/tender. |
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Term
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Definition
o Progress.
o Schedule.
o Cost.
o Earned value.
o Change and configuration management. |
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Term
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Definition
o Periodic.
- Weekly.
- Monthly.
- Quarterly.
Special.
- Change in conditions.
- Added or deleted work.
- Progress variance(s). |
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Term
Control level schedules:
o Level 1 –
o Level 2 –
o Level 3 –
o Level 4 –
o Level 5 – |
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Definition
o Level 1 – Milestone / Executive summary.
o Level 2 – Contract master / Detailed integrated.
o Level 3 – Area master / Contract.
o Level 4 – Control – 2-3 Week Look-ahead schedules.
o Level 5 – Daily / Hourly. |
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Term
| Schedule development tools and techniques: |
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Definition
a) Bar or Gantt charts.
b) Critical Path Method (CPM) and network models:
- Arrow Diagramming Method (ADM) / i – j Node, also known as Activity-on-Arrow
(AOA).
- Precedence Diagramming Method (PDM).
c) Program Evaluation and Review Technique (PERT) and other risk models:
- Parties.
- Transactions and considerations.
- Written versus oral. |
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Term
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Definition
o Work breakdown structure (WBS).
o Organization breakdown structure (OBS).
o Cost breakdown structure (CBS). |
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Term
| Work Breakdown Structure (WBS): |
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Definition
a. Defining WBS by levels and elements.
b. Coding techniques.
c. Activity coding.
d. How WBS is used in schedule modeling and control |
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Term
| Organization Breakdown Structure (OBS): |
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Definition
a. Defining OBS by levels and elements.
b. Coding techniques.
c. Activity coding.
d. How OBS is used in schedule modeling and control |
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Term
| Cost Breakdown Structure (CBS): |
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Definition
a. Intersection of WBS and OBS.
b. How CBS is used monitor, report, and control costs as the work progresses (actual and
forecasted schedule). |
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Term
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Definition
o Gantt charts.
o Critical Path Method (CPM).
o Project Evaluation and Review Technique (PERT).
o Linear schedule.
o Line of balance.
o Rolling wave.
o Baseline.
o Target.
o Schedule control level.
o Fragmentary and work schedule.
o Recovery. |
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Term
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Definition
o Finish-to-start (FS).
o Start-to-start (SS).
o Finish-to-finish (FF).
o Start-to-finish (SF)
o Leads and lags. |
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Term
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Definition
o Start.
- No earlier than.
- No later than.
o Finish.
- No earlier than.
- No later than. |
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Term
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Definition
o Milestones.
o Tasks.
o Hammocks and summaries.
o Level-of-effort (LOE).
o Flags.
- WBS.
- Independent.
- Start.
- Finish. |
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Term
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Definition
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Term
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Definition
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Term
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Definition
o Owner.
o Local political and community interests.
o Permitting and code enforcing entities.
o Owner’s users and customers. |
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Term
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Definition
o Prime contractor and project management contractor.
o Principal subcontractors.
o Second tier of subcontractors.
o Suppliers.
o Installers.
o Startup, testing, and compliance support personnel. |
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Term
Cost estimate types:
o Class 5 –
o Class 4 -
o Class 3 –
o Class 2 –
o Class 1 – |
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Definition
o Class 5 – Screening or Feasibility.
o Class 4 - Conceptual or Feasibility.
o Class 3 – Budget, Authorization or Control.
o Class 2 – Control or Bid/Tender. 138
o Class 1 – Check or Bid/Tender. |
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Term
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Definition
o Alpha-numeric identifier systems148
o Descriptive names
o Duration |
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Term
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Definition
o Elements of work
o Related support work examples
- Ordering of long lead-time items which impact the work.
- Submittal processes: schedules, submitting, approval, etc.
o Dividing of elements of work into increments or units of work, which are spaced over time. |
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Term
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Definition
o Date.
o Resource.
o Contractual.
o Preferential.
o Calendars
o Weather
o External. |
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Term
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Definition
o Resource allocation
o Resource availability
o Resource management
o Front-end
o Back-end |
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Term
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Definition
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Term
| Earned value (EV) terminology related to schedule progress: |
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Definition
• Budgeted cost of work scheduled / planned work (BCWS).
• Budgeted cost of work performed / earned progress or %-complete. (BCWP).
• Schedule performance index (SPI).
• Schedule variance (SV).
• Resource loading.
• Resource leveling.
• Cash flow. |
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Term
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Definition
o Positive change.
o Negative change. |
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Term
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Definition
o Directed acceleration.
o Constructive acceleration. |
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Term
| Schedule control measures: |
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Definition
o Identification and notice of change.
o Documentation and classification of change.
o Analysis of change on schedule.
o Management of change to mitigate impacts.
o Resolve change orders, disputes and claims in a timely manner. |
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Term
| Variance and index calculations: |
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Definition
o Schedule variance (SV).
o Schedule performance index (SPI). |
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Term
| Logic calculation methods: |
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Definition
o Retained
o Progress override |
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Term
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Definition
o Planned value (PV); Budgeted cost of work scheduled (BCWS).
o Earned value (EV). Budgeted cost of work performed (BCWP).
o Actual cost (AC). Actual cost of work performed (ACWP).
o Budget-at-completion (BAC).
o Estimate-to-complete (ETC).
o Estimate-at-completion (EAC); some organizations use indicated total cost (ITC).
o Percent complete.
o Schedule variance (SV).
o Cost variance (CV). |
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Term
Types of Reports:
o Tabular and written |
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Definition
o Narrative status
o Variance
- Percent duration
- Float
- Milestone analysis
o Trend
- Percent (%)-complete
- Period
o Forecast
o Float
o Target or baseline comparison
o Earned value |
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Term
Types of Reports:
o Graphic |
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Definition
o Bar charts 242
o Time-scaled network diagram
o Time-scaled bar chart
o PERT diagram
o Progress curves
- Early and late curves (aka “S-curves” and “banana curves”)
- Resource utilization (period and cumulative)
o Earned value
o Target or baseline comparison |
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Term
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Definition
o Schedule acceleration
o Schedule compression
o Overtime
o Multiple shifts
o Additional resources
o Schedule crashing |
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