ICDL Project Planning (ICDL) flashcards
ICDL Project Planning · Build recall with a focused review session.
33 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Triple constraint
- The interdependent limits of scope, time, and cost. Changing one requires adjusting at least one of the others to keep the project feasible.
- Project charter
- A document that formally authorizes the project and names the project manager. It is issued by the sponsor before detailed planning begins.
- Progressive elaboration
- The iterative refinement of project plans as more information becomes available. Detail increases as the project moves from planning toward execution.
- Stakeholder register
- A record listing each stakeholder's role, interest, influence, and engagement approach. It guides communication planning and stakeholder management throughout the project.
- 100% rule
- A WBS principle stating that the work breakdown structure must capture all project scope and no work outside it. Child levels sum to the parent deliverable.
- Work package
- The lowest level of the WBS, small enough to estimate, assign, and control. Often sized between 8 and 80 hours of effort.
- Scope creep
- Uncontrolled expansion of project scope without formal change approval. It erodes schedule and budget and is managed through integrated change control.
- WBS dictionary
- A companion document to the WBS describing each work package's content, acceptance criteria, owner, and dependencies. It clarifies what each element includes.
- Finish-to-Start dependency
- A logical relationship where the successor activity cannot begin until the predecessor finishes. It is the most common dependency in project networks.
- Discretionary dependency
- A preferred sequencing chosen by the project team, often based on best practice. Also called a soft dependency; it can be changed if needed.
- Lag and lead
- Lag is a positive delay added between dependent activities; lead is a negative lag that accelerates the successor. Both adjust logical relationships.
- Precedence diagramming method
- A network technique that uses boxes for activities and arrows for dependencies. It supports the four dependency types: FS, SS, FF, and SF.
- PERT estimate formula
- A weighted three-point estimate: (Optimistic + 4 x Most Likely + Pessimistic) / 6. It emphasizes the most likely value over the extremes.
- Parametric estimating
- An estimating technique that multiplies a unit rate by a quantity, such as hours per module times modules. Accuracy depends on reliable historical data.
- Contingency reserve
- Budget or time set aside for identified risks with known probability. It is included in the cost baseline and controlled by the project manager.
- Bottom-up estimating
- Summing detailed estimates from individual work packages to build a total. It is the most accurate technique but also the most time-consuming.
- Critical path
- The longest path through the project network. It determines the shortest possible project duration, and its activities have zero total float.
- Total float formula
- Total float equals Late Start minus Early Start, or Late Finish minus Early Finish. It is the time an activity can slip without delaying the project.
- Forward and backward pass
- The forward pass calculates earliest start and finish dates; the backward pass calculates latest start and finish. Together they reveal float and the critical path.
- Crashing
- A schedule compression technique that adds resources to shorten critical path duration. It usually increases cost and has diminishing returns.
- Fast tracking
- A compression technique that overlaps activities normally done in sequence. It can shorten duration but increases risk and rework potential.
- Resource leveling
- Adjusting activity start and finish dates to resolve resource overallocation. It may extend the project duration and change the critical path.
- Resource smoothing
- Using available float to balance resource demand without extending the project end date. It does not change the critical path.
- Resource histogram
- A bar chart showing resource demand over time. Peaks above available capacity indicate overallocation requiring leveling or smoothing.
- RACI matrix
- A responsibility chart labeling tasks as Responsible, Accountable, Consulted, or Informed. Exactly one person should be Accountable per task.
- Earned value management
- A technique integrating scope, schedule, and cost by comparing planned value, earned value, and actual cost to measure performance and forecast outcomes.
- Schedule variance
- SV equals Earned Value minus Planned Value. A negative value indicates the project is behind schedule.
- Cost performance index
- CPI equals Earned Value divided by Actual Cost. A value below 1.0 means the project is spending more than planned for work done.
- Estimate at completion
- A forecast of total project cost, often calculated as Budget at Completion divided by CPI when current cost performance is expected to continue.
- Cost baseline
- The approved time-phased budget excluding management reserves. It serves as the reference S-curve for measuring cost performance.
- Change control board
- A group that reviews, approves, or rejects changes to baselines. It enforces integrated change control and protects approved reference points.
- Re-baselining
- Resetting the approved scope, schedule, or cost reference after a significant approved change. It should be rare and formally authorized.
- Performance report
- A report comparing actual progress against the baseline, including variances, SPI and CPI values, and forecasts of final cost and schedule.