Pmp time chapter 6

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Project Time ManagementChapter 6

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NETWORK ANALYSIS

ESTIMATION TECHNIQUES

The exam focus on two main key elements:

Why do we need to manage our project time ?

• To finish on time

• To prevent time slippage.

3

6.1 Plan Schedule Management

6.2 Define Activities

6.3 Sequence Activities

6.4 Estimate Activity Resources

6.5 Estimate Activity Durations

6.6 Develop Schedule

6.7 Control Schedule

KEY TERMS

Project Time Management

Knowledge

Area

Process

Initiating Planning ExecutingMonitoring &

ControlClosing

Time

1-Plan schedule

2-Define Activities

3-Sequence Activities

4-Estimate Activity Resource

5-Estimate Activity Duration

6-Develop Schedule

7-Control

Schedule

Enter phase/

Start project

Exit phase/

End project

Initiating

Processes

Closing

Processes

Planning

Processes

Executing

Processes

Monitoring &

Controlling Processes

3

Project Time Management

5

6.1 Plan Schedule Management

The process of establishing the policies, procedures, and

documentation for planning, developing, managing,

executing, and controlling the project schedule.

6.2 Define Activities

The process of identifying and documenting the specific

actions to be performed to produce the project deliverables.

6.3 Sequence Activities

The process of identifying and documenting relationships

among the project activities.

6

6.4 Estimate Activity Resources

The process of estimating the type and quantities of material,

human resources, equipment, or supplies required to perform

each activity.

6.5 Estimate Activity Durations

The process of estimating the number of work periods needed

to complete individual activities with estimated resources.

6.6 Develop Schedule

The process of analyzing activity sequences, durations,

resource requirements, schedule constraints to create the

project schedule model.

6.7 Control Schedule

The process of monitoring the status of project activities to

update project progress and manage changes.

7

Highlights of Estimate Activities Duration

techniques

8

1. Expert Judgment.

2. Group Decision Making TechniquesUnanimity,

Majority (>50%),

Plurality,

Dictatorship

Using Delphi or nominal group techniques which A technique that

enhances brainstorming with a voting process used to rank the most

useful ideas for further brainstorming or for prioritization.

3. Reserve Analysis

• Contingency Reserve ( Known Unknown ) by project manager for activities

• Management Reserve ( Unknown Unknown) by management for whole project

9

4. Analogous Estimating (T op-down) at the beginning.

Use actual values of a similar in fact project

5. Parametric Estimating

• use statistical relationship between historical

data and other variables

Example

If the assigned resource is capable of installing 25

meters of cable per hour, the duration required to

install 1,000 meters is 40 hours. (1,000 meters

divided by 25 meters per hour).

10

6. One-Point Estimating

• One estimate per activity.

• Based on expert judgment, historical information,

or a guess

• Disadvantages :

• It can force people into padding their estimates.

• It hides important information about risks and

uncertainties.

• When a person estimates that an activity will take 20 days

and it is completed in15 days, it can make the person who

provided the estimate look unreliable.

7. Three-point Estimate ( PERT ) Program Evaluation & Review Technique

Range of estimate = EAD (Expected Activity Duration) +/- SD (Standard Deviation)

The greater the range created by the standard deviation calculation,

the greater the risk

• Most likely M Optimistic O Pessimistic P

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Expected Activity

Duration

(Triangular Distribution)

P+M+O

3

Expected Activity

Duration

(Beta Distribution)(Weighted Average)

P+4M+O

6

Beta Activity

Standard Deviation

P - O

6

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Exercise:

Activity P M O

Expected Activity

Duration

(Beta Distribution)

Beta Activity

Standard Deviation

Range Of The

Estimate

A 47 27 14

B 89 60 41

C 48 44 39

D 42 37 29

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Exercise:

Activity P M O

Expected Activity

Duration

(Beta Distribution)

Beta Activity

Standard Deviation

Range Of The

Estimate

A 47 27 14

B 89 60 41

C 48 44 39

D 42 37 29

Activity P M O

Expected Activity

Duration

(Beta Distribution)

Beta Activity

Standard Deviation

Range Of The

Estimate

A 47 27 14 28.167 5.50022.667 to 33.667, or

28.167 +/- 5.500

B 89 60 41 61.667 8.00053.667 to 69.667, or

61.667 +/- 8.000

C 48 44 39 43.833 1.50042.333 to 45.333, or

43.833 +/- 1.500

D 42 37 29 36.500 2.16734.333 to 38.667, or

36.500 +/- 2.167

• Critical Path Method CPM

• The longest duration path through a network diagram which represents

the shortest time to complete the

• It uses Forward & Backward pass to calculate :

EST early start time

EFT early finish time

LST late start time

LFT late finish time

Float for each activity

Float ( slack )= LS - ES = LF - EFC : 4

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• Total float ( Float Time )

The 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, and is termed

• Free Float ( Slack Time )

The amount of time that a schedule activity can be delayed without delaying

the early start date of any successor or violating a schedule constraint

• Critical Paths may have positive, zero, or negative total float.

• Critical Paths is normally characterized by zero total float on the

critical path.

• Positive total float = Ahead of Schedule caused when the backward

pass is calculated from a schedule constraint that is later than the early finish

date that has been calculated during forward pass calculation.

• Negative total float = Behind Schedule caused when a constraint on the

late dates is violated by duration15

• How to calculate Critical Path Method CPM

• Calculating EST & EFT using Forward Pass :

For Activity 1

EST = 0

EFT = EST of the Activity + Activity Duration

For Activity 2 & other succeeding activities

EST = predecessor activity EFT

EFT = EST + Activity Duration

NOTE :

In case an event has more than one predecessor activity then,

EST = Highest Predecessor Activity’s EFT 16


Forward Pass

B : 3

17

Activity 1

Activity 2 Activity 4

Activity 5

Activity 3

• Calculating LST & LFT using Backward Pass :

All last activity

LFT = Last activities' highest EFT

LST = LFT ـــ Activity Duration

Last but one activity & other predecessor activities :

LFT = Succeeding activity’s LFT ـــ Succeeding activity duration


NOTE :

In case an event has more than one Successor activity then,

LFT = Lowest Successor’s activity’s LFT ـــ Succeeding Activity

Duration 18


Backward Pass

B : 3

19

Activity 1

Float=0

Activity 2

Float=0

Activity 4

Float=0

Activity 5

Float=0

Activity 3

Float=5

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Activity Predecessor Duration in weeks

start None 0

A Start 1

B Start 2

C Start 6

D A 10

E B,C 1

F C 2

G D 3

H E 9

I F 1

End G,H,I 0

What is the CPM and what is its duration ?

21Start, C, E, H, End = 16 weeks

start

A1

D10

G3

EndB2

E1

H9

C6

F2

I1

0 1

2 3

1 11

3 1311 14

13 16

0 2

4 6

0 6

0 6

6 8

13 15

8 9

15 16

6 7

6 7

7 16

7 16

• Critical activities

• All activities in the critical path

• Delay in the completion of these activities will lengthen

the project timescale

• Has float = 0

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• Critical Path • Is the longest duration path

• Identify the shortest time needed to complete a project

• There can be more than one critical path

• We don’t want critical path, it increase risk

• Don’t leave a project with a negative float, you would

compress the schedule

• Near-critical path is the path that has close in duration to

critical path

Near-Critical Path

• This path is close in duration to the critical path.

Something could happen that shortens the critical path or

lengthens the near-critical path to the point where the near-

critical path becomes critical.

• The closer in length the near-critical and critical paths are,

the more risk the project has.

• You need to focus time and effort monitoring and

controlling activities on near-critical and critical paths

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• Project Variance & project Standard Deviation.

• Calculate SD = for all activities.

• Calculate Variance = SD Square for all activities =

• Select Variance for critical activities and sum them up to get the

project variance

• project SD =

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P - O

6

varianceSD

6

ΟP 2

• Probability Percentage of project completion

• Z =

• X ( Stipulated Duration within the project has to be completed )

• M ( Critical Path Duration which is the expected duration )

• SD ( Project Standard Deviation )

• Based on Z value by using the normal distribution curve. We find the

probability of project completion.

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X– M

SD

6.1- Plan Schedule Management

6

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6.1- Plan Schedule Management.

The process of establishing the policies, procedures, and

documentation for planning, developing, managing,

executing, and controlling the project schedule.

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6.1- Plan Schedule Management INPUTS

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1. Project Management Plan

Scope baselines

Other Information related cost, risk, and

communications decisions from the project

management plan are used to develop the

schedule.

2. Project Charter

3. Enterprise Environmental Factors

4. Organization Process Assets

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1. Expert Judgment

2. Analytical Techniques

Regression

Causal Analysis

Root Cause Analysis

Forecasting methods (time series, scenario building, etc.)

Fault tree analysis (FTA)

Reserve Analysis

Trend Analysis

Earned Value Management

Variance Analysis

Forecasting methods

3. Meetings

6.1- Plan Schedule Management T & T

1-Schedule

Management

Plan

Project Schedule Model Development

Level of accuracy ( Duration Estimate )

Units of measure

Rules of Performance Management (

EVM )

Reporting Formats

Process Description

6.1- Plan Schedule Management OUTPUTS

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32

6.2- Define Activities

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6.2- Define Activities.

The process of identifying and documenting the specific

actions to be performed to produce the project

deliverables.

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6.2-Define Activities T & T

Decomposition

A technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts. Activitiesrepresent the effort needed to complete a work package.

Involving team members in the decomposition can lead to better and more accurate results.

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6.2-Define Activities T & T

Rolling Wave Planning:

Rolling wave planning is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level

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6.2- Define Activities Outputs

1-The activity list

A comprehensive list that includes all schedule activities required on the project

2- Activity Attributes:

Identify responsible person, place, level of effort (LOE)

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3-Milestone: a significant point or event in the project.

Not a work activity

Checkpoint to help control the project

Additional milestone can be add in Sequence Activities.

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6.3- Sequence Activities

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6.3- Sequence Activities.

The process of identifying and documenting relationships

among the project activities.

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1. Schedule Management Plan

2. Activity List

3. Activity Attributes

4. Milestone List

5. Project Scope Statement


7. Organizational Process Assets

6.3- Sequence Activities. Inputs

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1. Precedence Diagramming Method (PDM)

• Arranging the project activities visually.

• Activities are put in

boxes, called nodes,

and connected with

arrows (Activity on

Node).

6.3- Sequence Activities. T & T

Precedence Diagramming Method (PDM) or Activity-on-Node (AON)

Method used in Critical Path Methodology(CPM)

Logical relationship

Dependencies

• Finish-to-Start (FS)

• Finish-to-Finish (FF)

• Start-to-Start (SS)

• Start-to-Finish (SF)

A

B

A

B

A

B

A

B

FSSS

SF

FF

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2. Dependency Determination

• Mandatory Dependency: Hard logic

• Discretionary Dependency: preferred logic,

preferential logic, or soft logic.

• External Dependencies.

• Internal Dependencies


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3. Applying Leads & Lags

• Use leads and lags to support realistic and achievable project schedule.

• Each activity is connected at least to one predecessor and one

successor except the start and the end.


A B C

predecessor Successor

Leads. May be added to start an activity before the predecessor activity is complete.

Lags Inserted waiting time between activities

A

B

A

B

FS- 2Weaks

LEAD

FS- 2Weaks

LAG

Example of PDM which showing logical relationship and leads or lags

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Arrow Diagramming Method ADM ( not used anymore )

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GERT ( Graphical Evaluation & Review Technique ) ( not used anymore )

Computer simulation technique allows loops among activities.

Allows for conditional and probabilistic treatment of logical relationships.

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1. Project Schedule Network Diagrams

2. Project Document Updates

• Activity lists,

• Activity attributes,

• Milestone list, and

• Risk register.

6.3- Sequence Activities. Outputs

Exercise : Draw Network Diagram

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Activity Predecessor

A -

B A

C B, F

D C

E -

F E

G F

Exercise : Draw Network Diagram

54

Activity Predecessor

A -

B A

C B, F

D C

E -

F E

G F

6.4- Estimate Activities Resources

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6.4- Estimate Activities Resources.

The process of estimating the type and quantities of

material, human resources, equipment, or supplies

required to perform each activity.

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58

Resource CalendarsCalendar that identifies the working days and shifts on

which each specific resource is available

Specify when and how long identified project resources will

be available during the project

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2. Activity List

3. Activity Attributes

4. Resource Calendars

5. Risk Register

6. Activity Cost Estimates


8. Organizational Process Assets

6.4- Estimate Activities Resources. Inputs

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1. Expert Judgment

2. Alternatives Analysis

Using various levels of resource capability or skills,

Different size or type of machines, different tools

Make-rent-or-buy decisions regarding the resource

3. Published Estimating Data.

4. Bottom-up Estimation

Aggregating the estimates of the lower-level components of the WBS.

5. Project Management Software

6.4- Estimate Activities Resources. T & T

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6.4- Estimate Activities Resources. Outputs

Activity

Resource

Requirements.

Activity resource requirements identify the

types and quantities of resources required

for each activity in a work package

Resource

Breakdown

Structure

hierarchical representation of resources by

category and type

Project

Document

Updates

• Activity list

• Activity attributes

• Resource calendars

62

Resource Breakdown Structure

6.5- Estimate Activities Duration

43

64

6.5- Estimate Activities Duration.

The process of estimating the number of work periods

needed to complete individual activities.

65

66

6.5- Estimate Activities Duration Inputs

Schedule Management Plan

Activity List.

Activity Attributes

Activity Resource Requirements

Resource Calendar

Scope Statement

Risk Register

Resource Breakdown Structure

EEF

OPA

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6.5- Estimate Activities Duration T & T

1- Expert Judgment

2- Group Decision making techniques

3- ReserveAnalysis

4- Analogous Estimating (T op-down)

5- Parametric Estimating

6- One-Point Estimating

7- Three-point Estimate

68

1. Expert Judgment.

2. Group Decision Making TechniquesUnanimity,

Majority (>50%),

Plurality,

Dictatorship

Using Delphi or nominal group techniques which A technique that

enhances brainstorming with a voting process used to rank the most

useful ideas for further brainstorming or for prioritization.

3. Reserve Analysis

• Contingency Reserve ( Known Unknown ) by project manager for activities

• Management Reserve ( Unknown Unknown) by management for whole project


69

4. Analogous Estimating (T op-down) at the beginning.

Use actual values of a similar in fact project

5. Parametric Estimating

• use statistical relationship between historical data and

other variables

Example

If the assigned resource is capable of installing 25 meters of

cable per hour, the duration required to install 1,000 meters is

40 hours. (1,000 meters divided by 25 meters per hour).


70

6. One-Point Estimating

• One estimate per activity.

• Based on expert judgment, historical information, or a guess

• Disadvantages :

• It can force people into padding their estimates.

• It hides important information about risks and uncertainties.

• When a person estimates that an activity will take 20 days and it is

completed in15 days, it can make the person who provided the estimate

look unreliable.


7. Three-point Estimate ( PERT ) Program Evaluation & Review Technique

Range of estimate = EAD (Expected Activity Duration) +/- SD (Standard Deviation)

The greater the range created by the standard deviation calculation,

the greater the risk

• Most likely M Optimistic O Pessimistic P

71


Expected Activity

Duration

(Triangular Distribution)

P+M+O

3

Expected Activity

Duration

(Beta Distribution)(Weighted Average)

P+4M+O

6

Beta Activity

Standard Deviation

P - O

6

72

1. Activity Duration Estimates:

Quantitative estimates of the likely duration of each activity as well as

the range of possible results ( Duration ± 2 day )


• Activity attributes.

• Assumptions made in developing the activity duration estimate, such

as skill levels and availability, as well as a basis of estimates for

durations.

6.5- Estimate Activities Duration Outputs

6.6- Develop Schedule

55

74

6.6- Develop Schedule.

The process of analyzing activity sequences, durations, resource

requirements, and schedule constraints to create the project

schedule model.

75

76


2. Activity List

3. ActivityAttributes

4. Project Schedule Network

Diagrams

5. Activity Resource Requirements

6. Resource Calendars

7. Activity Duration Estimates

8. Project Scope Statement

6.6- Develop Schedule Inputs

9. Risk Register

10. Project StaffAssignment

11. Resource Breakdown

Structure

12. EEF

13. OPA

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1. Schedule Network Analysis

Schedule Network

Analysis Once you have an initial schedule model, you begin schedule

network analysis to create the final schedule. This analysis may use

one or more of the following techniques:

• Critical path method

• Schedule compression

• Modeling

• Resource optimization

• Critical chain method

6.6- Develop Schedule T & T

2. Critical Path Method CPM

• The longest duration path through a network diagram which represents

the shortest time to complete the

• It uses Forward & Backward pass to calculate :

EST early start time

EFT early finish time

LST late start time

LFT late finish time

Float for each activity

Float ( slack )= LS - ES = LF - EF

C : 4

78


• Total float ( Float Time )

The 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, and is termed

• Free Float ( Slack Time )

The amount of time that a schedule activity can be delayed without delaying

the early start date of any successor or violating a schedule constraint

• Critical Paths may have positive, zero, or negative total float.

• Critical Paths is normally characterized by zero total float on the

critical path.

• Positive total float = Ahead of Schedule caused when the backward

pass is calculated from a schedule constraint that is later than the early finish

date that has been calculated during forward pass calculation.

• Negative total float = Behind Schedule caused when a constraint on the

late dates is violated by duration79


• Calculating EST & EFT using Forward Pass :

For Activity 1

EST = 0

EFT = EST of the Activity + Activity Duration

For Activity 2 & other succeeding activities

EST = predecessor activity EFT

EFT = EST + Activity Duration

NOTE :

In case an event has more than one predecessor activity then,

EST = Highest Predecessor Activity’s EFT 80


Forward Pass

B : 3

81

Activity 1

Activity 2 Activity 4

Activity 5

Activity 3

• Calculating LST & LFT using Backward Pass :

All last activity

LFT = Last activities' highest EFT


Last but one activity & other predecessor activities :

LFT = Succeeding activity’s LFT ـــ Succeeding activity duration


NOTE :

In case an event has more than one Successor activity then,

LFT = Lowest Successor’s activity’s LFT ـــ Succeeding Activity

Duration 82


Backward Pass

B : 3

83

Activity 1

Float=0

Activity 2

Float=0

Activity 4

Float=0

Activity 5

Float=0

Activity 3

Float=5

• Critical activities

• All activities in the critical path

• Delay in the completion of these activities will lengthen

the project timescale

• Has float = 0

84

• Critical Path • Is the longest duration path

• Identify the shortest time needed to complete a project

• There can be more than one critical path

• We don’t want critical path, it increase risk

• Don’t leave a project with a negative float, you would

compress the schedule

• Near-critical path is the path that has close in duration to

critical path

Near-Critical Path

• This path is close in duration to the critical path.

Something could happen that shortens the critical path or

lengthens the near-critical path to the point where the near-

critical path becomes critical.

• The closer in length the near-critical and critical paths are,

the more risk the project has.

• You need to focus time and effort monitoring and

controlling activities on near-critical and critical paths

85

• Project Variance & project Standard Deviation.

• Calculate SD = for all activities.

• Calculate Variance = SD Square for all activities =

• Select Variance for critical activities and sum them up to get the

project variance

• project SD =

86

P - O

6

varianceSD

6

ΟP 2

• Probability Percentage of project completion

• Z =

• X ( Stipulated Duration within the project has to be completed )

• M ( Critical Path Duration which is the expected duration )

• SD ( Project Standard Deviation )

• Based on Z value by using the normal distribution curve. We find the

probability of project completion.

87

X– M

SD

3. Critical Chain Method CCM

• The critical chain method (CCM) is a schedule method that allows the

project team to place buffers on any project schedule path to account

for limited resources and project uncertainties.

• The resource-constrained critical path is known as the critical chain.

• Project Buffer : a buffer, placed after the last activity in network and

before the end date of the project. It protects the target finish date

from slippage along the critical chain

88


• Feeding Buffers : inserted between the last task on a feeding path

and the Critical Chain

• delays on paths of tasks feeding into the longest chain can impact the

project by delaying a subsequent task on the Critical Chain

C : 4

89

90

• The aggressive project completion is half that of the original schedule.

• So even if some of the tasks complete late, the project end date is protected.

• This will ensure the project is completed somewhere between: the aggressive

date (best case scenario) the original critical path date (worst case scenario)

4. Resource optimization technique

1. Resource leveling

• A technique in which start and finish dates are adjusted based on

resource constraints

• shared or critically required resources are only available at certain

times, or in limited quantities, or over-allocated, such as when a

resource has been assigned to two or more activities during the

same time period, or to keep resource usage at a constant level.

• Resource leveling can often cause the original critical path to change,

usually to increase.

91


92


2. Resource Smoothing

• The project’s critical path is not changed and the

completion date may not be delayed.

• Resources are leveled only within the limits of the float of

their activities

• Resource smoothing may not be able to optimize all

resources.

93



1. What If Scenario

The process of evaluating scenarios in order to predict their

effect, positively or negatively

2. Monte Carlo Simulation

Used when there is possibility that the critical path will be different for a given set of project conditions.

Using probability distribution for each activity or group of activitiesUsing computer software Using three-point estimates and network diagram

94


6. Schedule Compression

1. Crashing.

• A technique used to shorten the schedule duration for the least

incremental cost by adding resources.

• Examples of crashing include approving overtime, bringing in

additional resources, or paying to expedite delivery to activities on

the critical path.

• Crashing works only for activities on the critical path where additional

resources will shorten the activity’s duration.

• Crashing does not always produce a viable alternative and may

result in increased risk and/or cost.

95


96

Activity DurationIn month

Crash

DurationIn month

Time

Saving

Original

Cost $

Crash

Cost

Extra

Cost

Cost

/Month

J 14 12 2 10,000 14,000 4,000 2,000

K 9 8 1 17,000 27,000 10,000 10,000

N 3 2 1 25,000 26,000 1,000 1,000

L 7 5 2 14,000 20,000 6,000 3,000

M 11 8 3 27,000 36,000 9,000 3,000

• How much would it cost to crash this project 3 months ?

J+K $14,000

J+N $5,000

K+L $16,000

L+N $7,000

M $9,000

97

Activity DurationIn month

Crash

DurationIn month

Time

Saving

Original

Cost $

Crash

Cost

Extra

Cost

Cost

/Month

J 14 12 2 10,000 14,000 4,000 2,000

K 9 8 1 17,000 27,000 10,000 10,000

N 3 2 1 25,000 26,000 1,000 1,000

L 7 5 2 14,000 20,000 6,000 3,000

M 11 8 3 27,000 36,000 9,000 3,000

• How much would it cost to crash this project 3 months ?

J+K $14,000

J+N $5,000 Crashing activities J and N is the least expensive option

K+L $16,000

L+N $7,000

M $9,000


2. Fast Track

• A schedule compression technique in which activities or phases

normally done in sequence are performed in parallel.

• Fast tracking may result in rework and increased risk .

• Fast tracking only

works if activities

can be overlapped

to shorten the project

duration.

98


1. Schedule BaselineThe approved version of a schedule model that can be changed only

through formal change control procedures.

2. Project Schedule

Milestone Charts

• identify the scheduled

start or completion of major

deliverables and key external

Interfaces.

• Management review

99

6.6- Develop Schedule Output

• Bar Charts (GANTT chart)

Bar charts are relatively easy to read, and are frequently used in

management presentations.

100

• Schedule Network Diagrams

101

3. Schedule Data

4. Project Calendar

Identifies working days and shifts that are available for

scheduled activities.

5. Project Management Plan Updates• Schedule baseline.

• Schedule management plan.


Activity resource requirements

Activity attributes.

Calendars

Risk register 102

6.6- Develop Schedule Output

6.7- Control Schedule

85

104

6.7- Control Schedule.

The process of monitoring the status of project activities to

update project progress and manage changes to the

schedule baseline to achieve the plan.

105

106

6.7- Control Schedule Inputs

1- Project Management Plan

2- Project Schedule

3- Work Performance Data

4- Project calendar

5- Schedule Data

6- OPA

107

6.7- Control Schedule T & T

1. Performance

Review

• Trend analysis. Trend analysis examines

project performance over time to determine

whether performance is improving or

deteriorating.

• Critical path method. Comparing the progress

along the critical path which can help determine

schedule status.

• Critical chain method. Comparing the amount

of buffer remaining to the amount of buffer

needed to protect the delivery date.

• Earned value management ( EVM / PV / SV /

SPI )

108

6.7- Control Schedule T & T

2. Project Management Software

3. Resource Optimization Techniques

4. Modeling Techniques

5. Leads and Lags


7. Scheduling Tool

109

6.7- Control Schedule Outputs

1. Work Performance Information

2. Schedule

Forecasts

• Based on work performance info. To predict future

performance

• Re-estimating

3. Change Requests

3. Project

Management Plan

Updates

• Schedule baseline

• Schedule management plan

• Cost baseline

4. Project

Documents Updates

• Schedule Data

• Project Schedule

• Risk Register

5. OPA Updates

• Causes of variances,

• Corrective action chosen and the reasons, and

• Other types of lessons learned from project schedule

control.

110

Questions

1. To control the schedule, a project manager is reanalyzing the project

to predict project duration. She does this by analyzing the sequence of

activities with the least amount of scheduling flexibility.

What technique is she using?

A. Critical path method

B. Flowchart

C. Precedence diagramming

D. Work breakdown structure

111

Questions

1. To control the schedule, a project manager is reanalyzing the project

to predict project duration. She does this by analyzing the sequence of

activities with the least amount of scheduling flexibility.

What technique is she using?


B. Flowchart

C. Precedence diagramming

D. Work breakdown structure

Answer : A

There are only two choices related to scheduling: critical path method and

precedence diagramming. Precedence diagramming deals with the

relationship between activities, not schedule flexibility. The project manager

is analyzing the critical path.

112

Questions

2. A dependency requiring that design be completed before

manufacturing can start is an example of a(n):

A. Discretionary dependency.

B. External dependency.

C. Mandatory dependency.

D. Scope dependency.

113

Questions

2. A dependency requiring that design be completed before

manufacturing can start is an example of a(n):

A. Discretionary dependency.

B. External dependency.

C. Mandatory dependency.

D. Scope dependency.

Answer : C

114

Questions

3. Which of the following are GENERALLY illustrated BETTER by bar

charts than network diagrams?

A. Logical relationships

B. Critical paths

C. Resource trade-offs

D. Progress or status

115

Questions

3. Which of the following are GENERALLY illustrated BETTER by bar

charts than network diagrams?

A. Logical relationships

B. Critical paths

C. Resource trade-offs

D. Progress or status

Answer : D

116

Questions

4. If the optimistic estimate for an activity is 12 days, and the pessimistic

estimate is 18 days,

what is the standard deviation of this activity?

A. 1

B. 1.3

C. 6

D. 3

117

Questions

4. If the optimistic estimate for an activity is 12 days, and the pessimistic

estimate is 18 days,

what is the standard deviation of this activity?

A. 1

B. 1.3

C. 6

D. 3

Answer : A

118

Questions

5. Which of the following is the BEST project management tool to use to

determine the longest time the project will take?

A. Work breakdown structure

B. Network diagram

C. Bar chart

D. Project charter

119

Questions

5. Which of the following is the BEST project management tool to use to

determine the longest time the project will take?

A. Work breakdown structure

B. Network diagram

C. Bar chart

D. Project charter

Answer : B

120

Questions

6. A project has three critical paths. Which of the following BEST

describes how this affects the project?

A. It makes it easier to manage.

B. It increases the project risk.

C. It requires more people.

D. It makes it more expensive.

121

Questions

6. A project has three critical paths. Which of the following BEST

describes how this affects the project?

A. It makes it easier to manage.

B. It increases the project risk.

C. It requires more people.

D. It makes it more expensive.

Answer : B

122

Questions

7. A project manager has received activity duration estimates from his

team. Which of the following does he need in order to complete the

Develop Schedule process?

A. Change requests

B. Schedule change control system

C. Recommended corrective actions

D. Reserves

123

Questions

7. A project manager has received activity duration estimates from his

team. Which of the following does he need in order to complete the

Develop Schedule process?

A. Change requests

B. Schedule change control system

C. Recommended corrective actions

D. Reserves

Answer : D

124

Questions

8. A project manager is using weighted average duration estimates to

perform schedule network analysis. Which type of mathematical

analysis is being used?


B. Beta distribution

C. Monte Carlo

D. Resource leveling

125

Questions

8. A project manager is using weighted average duration estimates to

perform schedule network analysis. Which type of mathematical

analysis is being used?


B. Beta distribution

C. Monte Carlo

D. Resource leveling

Answer : B

126

Questions

9. Rearranging resources so that a constant number of resources is

used each month is called:

A. Crashing.

B. Floating.

C. Leveling.

D. Fast tracking.

127

Questions

9. Rearranging resources so that a constant number of resources is

used each month is called:

A. Crashing.

B. Floating.

C. Leveling.

D. Fast tracking.

Answer : C

Leadership & Management

Pmp time chapter 6