Project Planning

Identification of more than one solution.

Using historical activity durations to determine determine current durations (more reliable than team member recollections).

The most accurate estimating technique for time and cost.

A WBS entry that considers the time, cost, and scope measurements for a deliverable.

A predetermined range of acceptable variances (example +/- 10%)

Schedule compression which adds more resources on critical path to finish project earlier.

A network analysis approach where individual deadlines are removed, focusing on the overall deliverable deadline.

The path which no tasks can be delayed or project will be late.

The project manager decides the dependencies of tasks, aka soft-logic.

The earliest a project activity can finish, used in forward pass.

The earliest a project activity can begin.

Items that are dependencies outside the project control

A schedule compression technique that changes the relationships of the activities.

A representation of project network diagram used for outsourcing project, repetitive work in the project, or on a subproject (aka subnet).

Total time you can delay an activity without affecting the early start of its successor activities.

Logic that describes activities that must happen in a particular order. Aka a mandatory dependency.

Internal relationships to the project.

Positive time that moves activities further apart

The latest a project activity can finish. Used in backwards pass to determine float and Crit path.

The latest a project activity can begin. Used in backward pass to determine float and CP.

Negative time that allows two or more activities to overlap when they are sequential.

A percent of the project duration used to combat Parkinson's law.

A project simulation approach which predicts how things may play out using the optomistic, most likely and pessimistic completion dates.

Quantative duration estimate using math to predict how long an activity takes.

When work expands to fill the time available for completion.

A WBS entry located below a control account and above work packages.

A network diagram that shows activities in nodes and relationships between activities.

The total time a project can be delayed without passing the expected completion date.

A diagram which helps to visualize the "flow," of the project with activities and their relation.

An update to the WBS

Hierarchical breakdown of the project resources by categoy and resource type.

A method to flatten the schedule when resources are over-allocated.

Subsidiary of the project management plan which defines how the schedule be created, estimated, controlled. etc.

The optimistic, pessimistic and most likely method for estimating each activity.

Smallest item in the WBS