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Definition
| When a resource works on more than one task at a time |
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Definition
| The amount of time an activity can be delayed without delaying a succeeding activity or the project finish date |
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Definition
| This diagramming is more popular than ADM method. It is used by project management software activities are represented by boxes |
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Definition
| A tabulation of activities to be included on a project schedule |
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Definition
| People, equipment and materials" |
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Definition
| A significant event that normally has no duration on a project; serves as a marker to help in identifying necessary activities, setting schedule goals, and monitoring progress |
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Definition
| The amount of time an activity can be delayed from its early start without delaying the planned project finish date |
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Definition
| A dependency where task B cannot finish until task A finishes |
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Definition
| A scheduling method that considers limited resources when creating a project schedule and includes buffers to protect the project completion date |
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Definition
| A network diagram where activities are represented by arrows |
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Definition
| The latest possible time an activity can start based on the project network logic |
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Definition
| A management philosophy developed by Eliyahu M. Goldratt and introduced in his book The Goal |
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Definition
| The amount of time a project activity may be delayed without delaying a succeeding activity or the proeject finish date |
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Definition
| These dependencies are inherent in the nature of the work being performed on a project; sometimes referred to as hard logic |
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Definition
| The number of workdays or work hours required to complete a task |
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Definition
| The longest path through the network diagram that has the least amount of slack or float |
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Definition
| Dependencies that involve relationships between project and non-project activities |
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Definition
| A milestone activity that is completed later than planned |
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Definition
| The approved planned schedule for the project |
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Term
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Definition
| A dependency where task B cannot finish until task A starts |
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Definition
| A schematic display of the logical relationships among, or sequencing of, project activities |
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Definition
| A chart that provides a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in calendar format |
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Definition
| This type of buffer adds time before tasks on the critical path |
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Definition
| This law states that if something can go wrong, it will |
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Definition
| A network diagramming technique used to predict total project duration |
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Definition
| An element of work, normally found on the WBS, that has an expected duration and cost, and expected resource requirements |
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Term
| RESOURCE BREAKDOWN STRUCTURE |
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Definition
| A hierarchical structure that identifies the project's resources by category and type |
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Definition
| An estimate that includes an optimistic, most likely, and pessimistic estimate |
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Term
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Definition
| These provide more information about each activity, such as predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions related to the activity |
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Definition
| The processes required to ensure timely completion of a project |
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Definition
| Criteria that help define milestones (smart, measurable, assignable, realistic, and time-framed) |
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Definition
| This type of pass determines the late start and finish dates |
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Definition
| The planned schedule dates for activities in a tracking gantt chart |
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Definition
| This type of buffer adds time before the projects due date |
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Term
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Definition
| The earliest possible time an activity can finish based on the project network logic |
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Term
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Definition
| An element of work normally found on the WBS that has an expected duration, a cost, and resource requirements |
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Term
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Definition
| Dependencies defined by the project team; sometimes referred to as soft logic and should be used with care because they may limit later scheduling options |
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Term
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Definition
| Duration estimates based on using optimistic, most likely, and pessimistic estimates of activity durations, or a three-point estimate |
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Definition
| The actual amount of time worked on an activity plus the elapsed time |
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Definition
| A dependency where task B cannot start until task A starts |
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Definition
| When a single node is followed by two or more activities in a network diagram |
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Definition
| The starting and ending point of an activity on an activity-on-arrow diagram |
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Term
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Definition
| The earliest possible time an activity can start based on the project network logic |
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Term
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Definition
| When two or more nodes precede a single node on a network diagram |
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Definition
| A pass through the network diagram that determines the early start and finish dates |
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Term
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Definition
| The amount of time an activity can be delayed without delaying the early start of any immediately following activities |
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Definition
| The most common type of dependency |
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Definition
| Law which states that work expands to fill the time allowed |
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Definition
| A sequencing of project activities or tasks; also called a relationship |
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Definition
| A chart that compares planned and actual project schedule information |
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Definition
| Additional time to complete a task |
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Term
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Definition
| The latest possible time an activity can finish based on the project network logic |
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Term
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Definition
| A type of activity that has no duration and uses no resources but is used to show a logical relationship between two activities in the arrow diagramming method of project network diagrams |
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Term
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Definition
| This technique shortens project schedules by doing activities in parallel or overlapping them |
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Term
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Definition
| A project network analysis technique used to estimate project duration when there is a high degree of uncertainty with the individual activity duration estimates |
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Term
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Definition
| A technique for making cost and schedule tradeoffs to obtain the greatest amount of schedule compression for the least incremental cost |
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