The document provides an overview of key points from chapters 5 and 6 of the CAPM exam prep course on scope management and schedule management. For scope management, it discusses the six processes: plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope. It highlights tools used such as interviews and prototypes for collecting requirements, and how the WBS is a hierarchical breakdown of work. For schedule management, it covers the six processes: plan schedule management, define activities, sequence activities, estimate activity durations, develop schedule, and control schedule. It emphasizes network diagrams, precedence relationships, and critical path method for sequencing and developing the schedule.

1. Certified Associate Project Management
CAPM® Exam Prep – Week 3
Prof. Muzette Charles, PMP | mcharles2@pace.edu

2. Scope Management
Chapter 5
“Is the process of defining what work is required and making sure all of that work &
only that work is done successfully.”
• “Completion of the project scope is measured against the PMP.”
• “Completion of the product scope is measured against the product requirements.”
Process Process Group Key Deliverables
5.1 Plan Scope Management Planning Scope & Requirement
Management Plans
5.2 Collect Requirements Planning Requirements Document
5.3 Define Scope Planning Project Scope Statement
5.4 Create WBS Planning WBS, WBS Dictionary
5.5 Validate Scope Monitoring & Controlling Acceptance Deliverables
5.6 Control Scope Monitoring & Controlling Change Requests

3. Scope Management
Chapter 5
Plan Scope Management
Process 1
Key Points
 “Documents how the project scope is defined, validated, controlled & managed throughout the project”
 Process generates 2 management plans that both become part of the PMP
 “The plan helps to reduce the risk of project scope creep”

4. Scope Management
Chapter 5
Collect Requirements
Process 2
Key Points
 Is the process of determining & documenting stakeholder’s needs & requirements in detail
 Critical to project’s success as missed requirements could mean major changes & conflicts

5. Scope Management
Chapter 5
Collect Requirements
Process 2
Key Points
 Project manager chooses the best Tools & Techniques to gather info:
 Interviews, Focus Groups, Facilitated Workshops,
 Brainstorming; Nominal, Multicriteria Analysis, Affinity diagram, Mind Maps
 Group Decision; Unanimity/Delphi Tech, Majority, Plurality, Dictatorship, Consensus
 Questionnaires, Surveys, Observations, Prototypes, Benchmarking
 Context Diagrams, Document Analysis
 Requirements Documentation: Acceptance Criteria used to set Scope Baseline
 Requirements Traceability Matrix: “helps to ensure each req. adds value by linking to a
project objective”

6. Scope Management
Chapter 5
Define Scope
Process 3
Key Points
 The process of developing a detailed description of the project & product/deliverable
 Defines requirement boundaries – of those collected included or excluded from project scope
 Tools: Product Analysis, Alternatives Generation (different ways to do same work efficiently)

7. Scope Management
Chapter 5
Create WBS
Process 4
Key Points
 “Is the hierarchical decomposition of the total scope of the work to be done by the project…
into smaller more manageable parts/deliverables.”
 Is the process of subdividing, breaking down, decomposing the project scope into
manageable work packages that is a visual to the entire team.
 Scope baseline: comprised of WBS, WBS dictionary & Project Scope Statement

8. Scope Management
Chapter 5
Create WBS
Process 4
Key Points
 WBS is the most important process in Scope Management & foundation of the project
 must be graphical & can be organized by Phase or Category
 used as a basis to estimate costs & time at the work package level
 The entire project is represented in the WBS, if not, then it’s not part of the project
 Control Accounts: Unique accounting codes assigned to track completion of work
 Created with help of the team’s experience to be realistic
 Helps gain the team’s buy-in & builds the team
 Keeps up team momentum by letting ppl see their importance to complete their work
 Helps prevent Scope Creep: impact of an uncontrolled change to scope, time, cost

9. Scope Management
Chapter 5
Validate Scope
Process 5
Key Points
 “Is the process of formalizing acceptance of completed project deliverables.”
 Involves frequent formal meetings with sponsor /customer to gain formal acceptance of deliverables
 Recommended to validate scope at the end of each phase and/or multiple times in a project
 Validate Scope process: the customer checks & approves deliverables
 Control Quality process: the QC dept checks deliverables to see that requirements are met.

10. Scope Management
Chapter 5
Control Scope
Process 6
Key Points
 “Is the process of monitoring the project status (scope performance aka work completed) by managing
changes between the work performance data against the scope baseline.”
 Is a proactive process lead by the Project Manager to prevent project changes
 Incontrolled adjustments to project constraints lead to Scope Creep

11. Scope Management
Chapter 5

12. Schedule Management
Chapter 6
“… includes the processes required to manage the timely completion of the project.”
Process Process Group Key Deliverables
6.1 Plan Schedule Management Planning Schedule Management Plan
6.2 Define Activities Planning Activities List
6.3 Sequence Activities Planning Schedule Network Diagrams
6.4 Estimate Activity Durations Planning Activity Resource Requirements
6.5 Develop Schedule Planning Schedule Baseline
6.6 Control Schedule Monitoring & Controlling Change Requests

13. Schedule Management
Chapter 6
Plan Schedule Management
Process 1
Key Points
 “The process of policies, procedures & documentation for planning, developing, managing, executing & controlling
the project schedule.. throughout the project.”
 Defines units of measurements: Hrs/Days/Wks and Levels of Accuracy: +/- 10%
 Reporting formats: Status meetings ex. Weekly on Thursdays

14. Schedule Management
Chapter 6
Define Activities
Process 2
Key Points
 “The process of identifying & documenting the specific actions to be performed to produce the project deliverables.”
 Work packages are broken down (decomposed) into activities at a level small enough to estimate, schedule, execute,
monitor & control
 Rolling Wave Planning: used in large (Progressively Elaborated) projects, plan as you go, as milestones get closer
 Activity List: list of every activity required to complete project
 Activity Attributes: description of every activity with its’ Predecessor, Successor & Constraints

15. Schedule Management
Chapter 6
Sequence Activities
Process 3
Key Points
 “… is the process of identifying & documenting relationships among project activities.”
 Network diagramming how the logical sequence of activities & milestones will be performed to obtain the greatest
efficiency given all constraints
 Justifies time estimates, shows the workflow & interdependencies, identifies areas to compress schedule

16. Schedule Management
Chapter 6
Sequence Activities
Process 3 Key Points
 Precedence Diagramming (PDM) / Activity on Node (AON): Must common to show activities & their dependencies
 Types of Dependencies: Mandatory, Discretionary, External & Internal
 Identify: Predecessor & Successor activities, # of paths
 Finish-to-Start (FS): most commonly used relationship / SF dependency is rarely used
 Lead Time: gives the successor activity time to start before the predecessor finishes
 Lag Time: purposefully delays time between predecessor & successor activities

17. Schedule Management
Chapter 6

18. Schedule Management
Chapter 6
Estimate Activity Durations
Process 4
Key Points
 “Estimating the # of work periods needed to complete individual activities with estimated resources.”
 Provides the amount of time each activity will take to complete… is a major input to Develop Schedule process
 Resource Calendar: shows the availability, capabilities, skills of HR & quantity & availability of equipment
 Estimating Tools: Analogous (ave. similar projects), Parametric (historical), Three Point

19. Schedule Management
Chapter 6
Estimate Activity Durations
Process 4
Key Points
 Duration Estimating Tools:
 Analogous: (ave. of past similar projects)
 Three Point: Simple Average (P+O+M)/3 , Weighted Average (P+4M+O)/6
 Standard Deviation: (P – O)/6
 Group Decision: Most used as involving Team Members gets their Buy-In
 Reserve Analysis:
 Management Reserves – funds set aside for Unknown scheduling risks
 Contingency Reserves – funds set aside for Known project risks

20. Schedule Management
Chapter 6
Develop Schedule
Process 5
Key Points
 “… activity sequences, durations, resource requirements & schedule constraints are analyzed to generate a schedule
of planned start, finish & milestone dates.”
 Project Schedule is approved, realistic, iterative & serves as the baseline to track progress
 Team members confirm their assigned activities do not conflict with resource calendars or other projects

21. Schedule Management
Chapter 6
Develop Schedule
Process 5
Key Points
Tools - Critical Path Method:
 Is a string of activities that make up the longest path of durations for the project to be completed
 every single activity on the CP must finish on time for the project to finish on time
 A delay on the CP will delay the entire project
 Float/Slack – amount of time an activity can SLIP before it delays the project – Equals Zero on CP
 Total Float, Free Float, Project Float
 ES & EF – how much freedom PM can move Activity Start Dates wo/ causing problems
 LS & LF – How much “play” PM has in the schedule
 Schedule Compression – when a timeframe is unrealistic, compress the schedule wo/ changing the scope
 Fast Tracking or Crashing
 Resource Optimization – adjusting use of resources: Resource Leveling, Smoothing
 Critical Chain Method – assigning each activity to occur as late as possible

22. Schedule Management
Chapter 6
Control Schedule
Process 6
Key Points
 “Monitor status of project activities to update progress & manage changes to the schedule baseline.”
 PM stays in Control of the project by continuingly measuring the Schedule against the Plan
 Reviewing Work Performance Data & Schedule Performance
 Change Requests: are submitted to take corrective & preventative actions to minimize risks

23. Schedule Management
Chapter 6

24. CAPM Exam Prep
Group Exercise – PMP Subsidiary Plans