Capm time mgmt matching exercise
Upcoming SlideShare
Loading in...5
×
 

Capm time mgmt matching exercise

on

  • 499 views

matching exercise

matching exercise

Statistics

Views

Total Views
499
Views on SlideShare
499
Embed Views
0

Actions

Likes
0
Downloads
7
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Capm time mgmt matching exercise Capm time mgmt matching exercise Document Transcript

  • 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 activitiys 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
  • 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