| A | B |
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| activity | An element of work, normally found on the WBS, that has an expected duration and cost, and expected resource requirements; also called a task |
| activity attributes | Information about each activity, such as predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions related to the activity |
| activity list | A tabulation of activities to be included on a project schedule |
| activity-on-arrow (AOA) | A network diagramming technique in which activities are represented by arrows and connected at points called nodes to illustrate the sequence of activities; also called arrow diagramming method (ADM) |
| arrow diagramming method (ADM) | A network diagramming technique in which activities are represented by arrows and connected at points called nodes to illustrate the sequence of activities; also called activity-on-arrow (AOA) |
| backward pass | A project network diagramming technique that determines the late start and late finish dates for each activity in a similar fashion |
| baseline dates | The planned schedule dates for activities in a Tracking Gantt chart |
| buffer | Additional time to complete a task, added to an estimate to account for various factors |
| burst | When a single node is followed by two or more activities on a network diagram |
| crashing | A technique for making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost |
| critical chain scheduling | A method of scheduling that takes limited resources into account when creating a project schedule and includes buffers to protect the project completion date |
| critical path | The series of activities in a network diagram that determines the earliest completion of the project; it is the longest path through the network diagram and has the least amount of slack or float |
| CPM | critical path method or critical path analysis — A project network analysis technique used to predict total project duration |
| dependency | The sequencing of project activities or tasks; also called a relationship |
| discretionary dependencies | Sequencing of project activities or tasks defined by the project team and used with care since they may limit later scheduling options |
| dummy activities | Activities with no duration and no resources used to show a logical relationship between two activities in the arrow diagramming method of project network diagrams |
| duration | The actual amount of time worked on an activity plus elapsed time |
| early finish date | The earliest possible time an activity can finish based on the project network logic |
| early start date | The earliest possible time an activity can start based on the project network logic |
| effort | The number of workdays or work hours required to complete a task |
| external dependencies | Sequencing of project activities or tasks that involve relationships between project and non-project activities |
| fast tracking | A schedule compression technique in which you do activities in parallel that you would normally do in sequence |
| feeding buffers | Additional time added before tasks on the critical path that are preceded by non-critical-path tasks |
| finish-to-finish dependency | A relationship on a project network diagram where the “from” activity must be finished before the “to” activity can be finished |
| finish-to-start dependency | A relationship on a project network diagram where the “from” activity must be finished before the “to” activity can be started |
| float | The amount of time a project activity may be delayed without delaying a succeeding activity or the project finish date; also called slack |
| forward pass | A network diagramming technique that determines the early start and early finish dates for each activity |
| free slack (free float) | The amount of time an activity can be delayed without delaying the early start of any immediately following activities |
| Gantt chart | A standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format; sometimes referred to as bar charts |
| late finish date | The latest possible time an activity can be completed without delaying the project finish date |
| late start date | The latest possible time an activity may begin without delaying the project finish date |
| mandatory dependencies | Sequencing of project activities or tasks that are inherent in the nature of the work being done on the project |
| merge | When two or more nodes precede a single node on a network diagram |
| milestone | 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 |
| multitasking | When a resource works on more than one task at a time |
| Murphy’s Law | Principle that if something can go wrong, it will |
| network diagram | A schematic display of the logical relationships or sequencing of project activities |
| node | The starting and ending point of an activity on an activity-on-arrow diagram |
| Parkinson’s Law | Principle that work expands to fill the time allowed |
| PERT | weighted average: (optimistic time + 4 * most likely time + pessimistic time)/6 |
| Precedence Diagramming Method (PDM) | A network diagramming technique in which boxes represent activities |
| probabilistic time estimates | Duration estimates based on using optimistic, most likely, and pessimistic estimates of activity durations instead of using one specific or discrete estimate |
| Program Evaluation and Review Technique (PERT) | A project network analysis technique used to estimate project duration when there is a high degree of uncertainty with the individual activity duration estimates |
| project buffer | Additional time added before the project’s due date |
| project time management | The processes required to ensure timely completion of a project |
| relationship | The sequencing of project activities or tasks; also called a dependency |
| resource breakdown structure | A hierarchical structure that identifies the project’s resources by category and type |
| resources | People, equipment, and materials (also TIME) |
| schedule baseline | The approved planned schedule for the project |
| slack | The amount of time a project activity may be delayed without delaying a succeeding activity or the project finish date; also called float |
| slipped milestone | A milestone activity that is completed later than planned |
| SMART criteria | Guidelines to help define milestones that are specific, measurable, assignable, realistic, and time-framed |
| start-to-finish dependency | A relationship on a project network diagram in which the “from” activity cannot start before the “to” activity is finished |
| start-to-start dependency | A relationship on a project network diagram in which the “from” activity cannot start until the “to” activity starts |
| task | An element of work, normally found on the WBS, that has an expected duration and cost, and expected resource requirements; also called an activity |
| Theory of Constraints (TOC) | A management philosophy that states that any complex system at any point in time often has only one aspect or constraint that is limiting its ability to achieve more of its goal |
| three-point estimate | An estimate that includes an optimistic, most likely, and pessimistic estimate |
| total slack (total float) | The amount of time an activity may be delayed from its early start without delaying the planned project finish date |
| Tracking Gantt chart | A Gantt chart that compares planned and actual project schedule information |
