Printable Flash Cards
Capital Asset Pricing Model template

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This set includes the following cards:
Plan Schedule ManagementProcess of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.
Define ActivitiesProcess of identifying and documenting the specific actions to be performed to produce the project deliverables.
TemplatesA partially complete document in a predefined format that provides a defined structure for collecting, organizing, and presenting information and data.
Activity ListA documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed.
Sequence ActivitiesProcess of identifying and documenting relationships among the project activities. Sequencing can be performed by using project management software or by using manual or automated techniques.
Mandatory Dependencies (or Hard Logic)Dependencies that are contractually required or those inherent in the nature of the work. Often involve physical limitations.
External DependenciesA relationship between project activities and non-project activities These dependencies are outside the project team`s control.
Precedence RelationshipsPrecedence Diagramming Method (PDM) includes four types of dependencies or relationships between activities: 1. Finish to Start 2. Finish to Finish 3. Start to Finish 4. Start to Start
Conditional Diagramming MethodsAllow for non-sequential activities (e.g. Loops or Conditional Branches); e.g., GERT (Graphical Evaluation and Review Technique) and System Dynamics
Sub Network / Fragment NetworkA subdivision (fragment) of a project schedule network diagram, usually representing a subproject or a work package. Often used to illustrate or study some potential or proposed schedule condition, such as changes in preferential schedule logic or project scope.
Project Schedule Network DiagramA graphical representation of the logical relationships among the project schedule activities.
Estimate Activity ResourcesProcess of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity.
Analogous Estimating (top-down)A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project.
ContingencyAn event or occurrence that could affect the execution of the project that may be accounted for with a reserve.
Buffer, ReserveA provision in the project management plan to mitigate cost and/or schedule risk. Often used with a modifier to provide further detail on what types of risk are meant to be mitigated.
Estimate Activity DurationsThe process of estimating the number of work periods needed to complete individual activities with estimated resources.
Develop ScheduleThe process of analyzing activity sequences, durations, resource requirements, and schedule constrains to create the project schedule model.
Resource CalendarA calendar that identifies the working days and shifts on which each specific resource is available.
LeadThe amount of time whereby a successor activity can be advanced with respect to a predecessor activity.
LagThe amount of time whereby a successor activity is required to be delayed with respect to a predecessor activity.
Mathematical AnalysisThis involves calculating the theoretical early and late start and finish dates for all project activities without regard to any resource pool restrictions.
Critical Path MethodA method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model.
Graphical Evaluation and Review Technique (GERT)Allows for probabilistic treatment of both network logic and activity duration estimates
Program Evaluation and Review Technique (PERT)A technique for estimating that applies a weighted average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates.
Schedule CompressionTechniques used to shorten the schedule duration without reducing the project scope.
CrashingA technique used to shorten the schedule duration for the least incremental cost by adding resources. It will only work for those activities on the critical path where additional resources will reduce the activity`s duration. Crashing does not always produce a viable alternative. It could increase either risk or cost, or both risk and cost of the project.
Fast TrackingA schedule compression technique in which activities or phases normally done in sequence are performed in parallel. for at least a portion of their duration. Fast tracking often results in rework and increased risk. It works only if activities overlap.
SimulationUses a project model that translates the uncertainties specified at a detailed level into their potential impact on objectives that are expressed at the level of the total project. Project simulations use computer models and estimates of risk and are typically performed using Monte Carlo analysis.
Resource LevelingA technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply.
Resource SmoothingA technique which adjusts the activities of a schedule model such that the requirement for resources on the project do not exceed certain predefined resource limits.
Coding StructureActivities should have a coding structure to allow sorting and/or extractions based on different attributes assigned to the activities.
Project ScheduleAn output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources.
Schedule BaselineThe approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results.
Schedule updatesApproved modifications to the project schedule that are used to manage the project.
Schedule management planA component of the project management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule.
Control ScheduleThe process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
Root Cause AnalysisAn analytical technique used to determine the basic underlying reason that causes a variance or a defect or a risk. A root cause may underlie more than one variance or defect or risk. Root cause analysis is done as part of corrective action. Helps identify the cause of variation, so that schedule recovery can be planned and executed for the activities defined later in the schedule.
Total FloatThe amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint.
Free FloatThe amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint.

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