1. The document discusses various project scheduling techniques including defining activities, sequencing activities, estimating activity resources and durations, developing the schedule network, and controlling the schedule. 2. Key terms and techniques are defined, such as precedence diagramming (PDM), critical path method (CPM), resource leveling, bottom-up estimating, and earned value management. 3. The document provides an overview of 21 scheduling processes for planning, developing, and managing the project schedule.

1. PMBOK 4th Edition PMI-CCVC Time managment PMP Prep 6/18/2011
Progressive elaboration where near term work is planned in detail and
1 Define Activities a
future work is planned at a higher level of the WBS.
The process of estimating the type and quantities of material, people,
2 Sequence Activities b
equipment, or supplies required to perform each activity.
Estimate Activity The process of monitoring the status of the project to update project
3 c
Resources progress and managing changes to the schedule baseline.
Estimate Activity Specify when and how long identified project resources are available.
4 d
Durations This includes resource skill level and geographical locations of orgin.
The process of identifying and documenting relationships among the
5 Develop Schedule e
project activities.
Preferred logic, preferential logic, or soft logic. When fast tracking
6 Control Schedule f techniques are used, these should be reviewed and considered for
modification or removal.
A project schedule developed from the schedule network analysis. It is
Finalized and Approved accepted and approved by the project management team as the
7 g
Schedule schedule with start and finish dates. It is a component of the project
management plan.
Uses Most likely, Optimistic and Pessimistic values for Three-Point
8 Decomposition h
Estimates.
Resource need is estimated and the quantities are totaled for each
9 Rolling Wave Planning i
activitiy's resources.
Uses parameters such as duration, budget, size, weight and complexity
10 Activity Attributes j from a previous project as the basis for estimating the same parameter
for a future project.
Precedence
Used for schedule development and for selecting, ordering, and sorting
11 Diagramming Method k
the planned activities in reports.
(PDM)
Discretionary
12 l The baseline that is used in the Control Schedule process.
dependencies
Subdividing the project work packages into smaller, more manageable
13 Resource Calendars m
compoents called activities.
Uses boxes, referred to as nodes, to represent activities, and connects
14 Bottom-Up Estimating n them with arrows that show the logical relationships that exist
between them. This technique is also called Activity-On-Node (AON).
Resource Breakdown A structure of identified resources by resource category and resource
15 o
Structure type.
A schedule network analysis technique applied to a schedule that has
16 Analogous Estimating p been analysised by critical path method. Can be used when shared
resources are only available at certain times or limited quantities.
Program Evaluation and
Schedule performance measurements (SV, SPI) are used to assess the
17 Review Technique q
changes from the original schedule baseline.
(PERT)
Page 1 of 2

2. PMBOK 4th Edition PMI-CCVC Time managment PMP Prep 6/18/2011
Schedule Network Uses analytical techniques such as critical path method, critical chain
18 r
Analysis method and resource leveling for generating a project schedule.
The process of approximating the number of work periods needed to
19 Resource Leveling s
complete individual activities with estimated resources.
The process of analyzing activity sequences, durations, resource
20 Schedule Baseline t
requirements, and schedule constraints to create the project schedule.
The process of identifying the specific actions to be performed to
21 Variance Analysis v
produce the project deliverables.
Page 2 of 2