# These are flashcards an notes made by students on topics like 'project', 'historical' and 'duration', originating from:

ISBN-10 0071775919 ISBN-13 9780071775915
1205 Flashcards & Notes
• This + 400k other summaries, also in PDF!
• A unique study and practice tool
• Never study anything twice again
• Get the grades you hope for
• 100% sure, 100% understanding
Remember faster, study better. Scientifically proven.

## Study Cards on project, historical, duration

Which 4 activities are required for completing the project schedule and the estimated project duration?
• Sequencing of activities
• Resource definition
• Estimation of activity duration
Who does the activity duration estimating?
The people completing the work (so not the project manager).
What are the inputs for the duration estimate creation process?
• Schedule management plan
• Activity List
• Activity Attributes
• Activity Resource Requirements
• Resource calendars
• The project statement (constraints and assumptions)
• Risk register
• Resource breakdown structure
• Enterprise Environmental Factors
• Organizational Process Assets, mainly coming from historical information such as historic project files, commercial estimating databases, project team members memory
What are ideal conditions for analogous estimating to be a thrustwhorthy source for estimates?
• The activities are identical to the historical project
• The resources are the same as the one who completed the historical project.
What is more reliable, analogous estimating or predictions from project team members?
Analogous estimating, it uses historical information, and is a form of expert judgment.
What is the role of quantitative estimates?
They use mathematical formules to predict how long an activity will take based on the quantities of work to be completed.
When would one use the three-point estimate technique for estimating?
If the work has never been done there are lots of unknowns, and thus risk. Then it makes sense to use the three-point estimating technique.
What's the difference between the PERT and the three point estimate?
• the Program evaluation and review technique (PERT) uses the following formula for the average = optimistic + 4 x most likely + pessimistic / 6. And thus puts more weight on the most likely estimate in the average.
• The  three point average uses an average of the three
What is the purpose of the Delphi Technique in creating estimates?
Less biased, more honest estimates will be delivered as input to create a final consensus among project team members on the final duration estimate.
What are the reasons for Parkinson's Law "Work expands so as to fill the time available for its completion" ?
• Hidden time not being aware off
• Procrastination of project members
• Demands from multiple projects
• On schedule delivery - sandbag the results
How should a project manager deal with Parkinson's Law?
• Incorporate expert judgment and historical information in the estimates
• Stress a need for accurate estimates