The document discusses critical path method (CPM) network computation and provides examples of activity-on-arrow and activity-on-node network diagrams. It also explains the different relationship types used to define dependencies between activities, including finish-to-start, start-to-start, finish-to-finish, start-to-finish, and start-to-start/finish-to-finish relationships. Lead and lag times are discussed as constraints that can be applied to relationships.
This document provides an overview of critical path method (CPM) and network analysis techniques for project management. It defines key CPM terms like critical path, float, crashing and activities. It explains the 6 steps to using CPM including specifying activities, establishing dependencies, drawing the network diagram, estimating times, identifying the critical path, and updating the diagram. An example network diagram is provided. Advantages of CPM include establishing a framework for planning, scheduling, and controlling projects. Disadvantages include reliance on accurate estimates and the potential complexity of large network diagrams.
This document outlines the six key processes for managing project scope: plan scope management, collect requirements, define scope, create a work breakdown structure (WBS), validate scope, and control scope. It provides details on the tools and techniques used in each process, such as product analysis, inspection, decomposition, and data analysis. The goal is to establish a scope baseline against which any changes to the project scope can be managed.
Project management techniques like PERT and CPM are used to plan, schedule, and control projects. PERT was developed for the Polaris missile program to minimize time, while CPM was developed by DuPont to optimize cost and time tradeoffs. Both methods use network diagrams to visually display tasks and their relationships. They are used to estimate duration, identify critical paths, and determine slack. PERT additionally accounts for uncertainty in durations using three time estimates.
The Develop Schedule process involves analyzing activity sequences, durations, resources, and constraints to create a project schedule model. Key steps include identifying milestones, sequencing activities, estimating durations, and resolving conflicts. Tools like critical path method, resource optimization, and data analysis help generate the schedule. The output is a schedule baseline approved by stakeholders, which is later used to measure project performance.
The document discusses various techniques for developing work breakdown structures (WBS), estimating activity durations, and improving estimates for projects. It describes defining and sequencing activities, estimating resources and durations, and developing schedules. Methods covered include top-down, bottom-up, analogy, and parametric modeling approaches. Factors that can impact estimates and ways to enhance estimating accuracy are also outlined.
This document is a master's thesis submitted by Nashath Abdul Hameed to the University of Applied Sciences in Stuttgart that examines integrating agile principles with traditional project management approaches to streamline the design phase of construction projects. The thesis includes a literature review on project success factors, challenges in construction projects and the prevailing environment in the UAE construction industry. It also provides an introduction to the design phase and agile project management principles. The methodology section describes the research paradigm and approach used in the study, which involved interviews with industry professionals in the UAE to assess applying agile concepts in the pre-design phase of construction projects.
The document discusses network analysis techniques like CPM and PERT that are used for planning, managing, and controlling projects. CPM uses deterministic time estimates for activities shown in an activity-on-node network, while PERT uses probabilistic time estimates for activities shown in an activity-on-arrow network. Both techniques calculate earliest and latest start/finish times to identify the critical path and slack times. The document provides examples of applying CPM and PERT to model the activities and durations for different crop field operations, and identifies the minimum time required to complete each project.
This document provides an overview of critical path method (CPM) and network analysis techniques for project management. It defines key CPM terms like critical path, float, crashing and activities. It explains the 6 steps to using CPM including specifying activities, establishing dependencies, drawing the network diagram, estimating times, identifying the critical path, and updating the diagram. An example network diagram is provided. Advantages of CPM include establishing a framework for planning, scheduling, and controlling projects. Disadvantages include reliance on accurate estimates and the potential complexity of large network diagrams.
This document outlines the six key processes for managing project scope: plan scope management, collect requirements, define scope, create a work breakdown structure (WBS), validate scope, and control scope. It provides details on the tools and techniques used in each process, such as product analysis, inspection, decomposition, and data analysis. The goal is to establish a scope baseline against which any changes to the project scope can be managed.
Project management techniques like PERT and CPM are used to plan, schedule, and control projects. PERT was developed for the Polaris missile program to minimize time, while CPM was developed by DuPont to optimize cost and time tradeoffs. Both methods use network diagrams to visually display tasks and their relationships. They are used to estimate duration, identify critical paths, and determine slack. PERT additionally accounts for uncertainty in durations using three time estimates.
The Develop Schedule process involves analyzing activity sequences, durations, resources, and constraints to create a project schedule model. Key steps include identifying milestones, sequencing activities, estimating durations, and resolving conflicts. Tools like critical path method, resource optimization, and data analysis help generate the schedule. The output is a schedule baseline approved by stakeholders, which is later used to measure project performance.
The document discusses various techniques for developing work breakdown structures (WBS), estimating activity durations, and improving estimates for projects. It describes defining and sequencing activities, estimating resources and durations, and developing schedules. Methods covered include top-down, bottom-up, analogy, and parametric modeling approaches. Factors that can impact estimates and ways to enhance estimating accuracy are also outlined.
This document is a master's thesis submitted by Nashath Abdul Hameed to the University of Applied Sciences in Stuttgart that examines integrating agile principles with traditional project management approaches to streamline the design phase of construction projects. The thesis includes a literature review on project success factors, challenges in construction projects and the prevailing environment in the UAE construction industry. It also provides an introduction to the design phase and agile project management principles. The methodology section describes the research paradigm and approach used in the study, which involved interviews with industry professionals in the UAE to assess applying agile concepts in the pre-design phase of construction projects.
The document discusses network analysis techniques like CPM and PERT that are used for planning, managing, and controlling projects. CPM uses deterministic time estimates for activities shown in an activity-on-node network, while PERT uses probabilistic time estimates for activities shown in an activity-on-arrow network. Both techniques calculate earliest and latest start/finish times to identify the critical path and slack times. The document provides examples of applying CPM and PERT to model the activities and durations for different crop field operations, and identifies the minimum time required to complete each project.
The critical path method (CPM) is an algorithm developed in the late 1950s to schedule project activities. It involves identifying all the paths in a project, determining the earliest and latest start and finish dates for each activity, and identifying the critical activities that cannot be delayed without delaying project completion. The critical path is the longest path of critical activities that determines the minimum time required to complete the project. NASA used CPM to help schedule the tasks leading up to the first moon landing in 1969.
Lect-6&7: Network Diagrams, PERT and CPMMubashir Ali
This document discusses network diagrams, PERT (Project Evaluation and Review Technique), and CPM (Critical Path Method) for project scheduling. It provides the history and applications of PERT/CPM, the steps involved, and compares PERT and CPM. Key points covered include defining a project, developing activity relationships, drawing the network diagram, estimating activity times, determining the critical path, and using the network to plan and control the project. Advantages and disadvantages of PERT/CPM techniques are also presented.
To be successful, a project team must select appropriate processes to meet objectives, use a defined adaptable approach, establish stakeholder communication and engagement, comply with requirements, and balance constraints. There are five process groups: initiating, planning, executing, monitoring/controlling, and closing. The initiating group defines the initial scope and resources. Planning designs the success scheme through progressive elaboration. Executing coordinates execution according to plans. Monitoring/controlling tracks progress and initiates changes. Closing finalizes all activities and formally closes the project.
This document provides information about critical path method (CPM) including:
- An introduction to CPM and examples of projects where it can be applied.
- The differences between CPM and PERT.
- Key terms and definitions used in CPM like activity times, floats, and critical path.
- An example of calculating event times, activity times, floats, and determining the critical path for a sample CPM network diagram.
This document discusses project management techniques like PERT and CPM. It explains that PERT and CPM use network diagrams to analyze the sequence and duration of project activities to determine the critical path and project duration. The document provides examples of network diagrams and describes key aspects of PERT/CPM like crashing activities to shorten the project duration.
Watch video of this presentation on YouTube: https://youtu.be/Q5OhVv-x4eo
PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/pmp-chap-50-scope-management-overview
https://www.slideshare.net/anandbobade/chap-51-plan-scope-management
https://www.slideshare.net/anandbobade/chap-52-collect-requirements
https://www.slideshare.net/anandbobade/chap-53-define-scope
https://www.slideshare.net/anandbobade/chap-54-create-wbs
https://www.slideshare.net/anandbobade/chap-55-validate-scope
https://www.slideshare.net/anandbobade/chap-56-control-scope
Watch video of this presentation on YouTube: https://youtu.be/Q5OhVv-x4eo
PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/pmp-chap-50-scope-management-overview
https://www.slideshare.net/anandbobade/chap-51-plan-scope-management
https://www.slideshare.net/anandbobade/chap-52-collect-requirements
https://www.slideshare.net/anandbobade/chap-53-define-scope
https://www.slideshare.net/anandbobade/chap-54-create-wbs
https://www.slideshare.net/anandbobade/chap-55-validate-scope
https://www.slideshare.net/anandbobade/chap-56-control-scope
- The document discusses network scheduling techniques for project management, focusing on the Critical Path Method (CPM).
- CPM uses arrow diagrams to graphically display the planned sequence and dependencies of a project's activities in order to determine the critical path for efficient resource use and project completion.
- The Activity-on-Arrow (AOA) drawing scheme is presented as the original CPM network scheduling technique, with nodes representing start and finish points and arrows representing activities.
Easy steps to critical path determination and floats calculations for projectsDr. Mahmoud Al-Naimi
The document describes the steps to determine the critical path and calculate floats for a project network diagram. It provides an example network with activities A through G. The following steps are described:
1) Perform a forward and backward pass to calculate earliest and latest start/finish times.
2) Determine critical activities by identifying those with zero total float.
3) The critical path is made up of critical activities and determines the project completion time.
The Critical Path Method (CPM) is a technique for scheduling a set of project activities. It identifies the longest continuous chain of activities from start to finish required to complete the project on time. This longest chain is called the critical path. CPM calculates the earliest and latest times each activity can start and finish without making the project longer. Activities on the critical path have no scheduling flexibility, while other activities have "float" or slack time that can be used for scheduling flexibility. CPM is useful for determining the minimum project duration and identifying which activities must be carefully managed and monitored to avoid project delays.
PMP Chap 8 - Project Quality ManagementAnand Bobade
The document provides information about quality management concepts for project management and preparation for the PMP exam. It discusses key quality management processes including plan quality management, perform quality assurance, and control quality. Specific techniques covered include cost-benefit analysis, cost of quality analysis, the seven basic quality tools such as flowcharts and histograms, benchmarking, design of experiments, and statistical sampling. Quality theories including Six Sigma, total quality management, ISO standards, the 80/20 principle, and zero defects are also summarized.
Easy steps to network construction and critical path determinationDr. Mahmoud Al-Naimi
This document provides steps for network construction and critical path determination in project management. It includes an example problem with activities, durations, and preceding activities in a table. The steps demonstrated are: (1) drawing the activity-on-arrow network diagram for the activities, (2) calculating the critical activities using forward and backward passes to find earliest and latest start/finish times, (3) identifying the critical path, and (4) determining the project completion time. The example problem is used to illustrate drawing the network, performing the calculations, and identifying that the critical path is activities A->B->C->D->E->F->G with a project completion time of 36 weeks.
This presentation introduces CP Optimizer a model & run optimization engine for solving discrete combinatorial problems with a particular focus on scheduling problems.
The document provides an overview of the critical path method (CPM), a technique for scheduling projects. It was developed in the 1950s by the US Navy to consider logical dependencies between tasks. CPM calculates the longest sequence of tasks to complete a project and the earliest and latest each task can start. It determines critical tasks on the longest path. The method breaks a project into tasks, estimates durations, and identifies dependencies to create a schedule and establish critical paths. CPM is a useful tool for project management to optimize schedules and resources.
Overview of the Process Groups in Project Management - PMP
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program. CCPs also demonstrate the ability to research and communicate aspects of TCM principles and practices to all levels of project or program stakeholders, both internally and externally.
The document discusses the process of controlling the project schedule according to the Project Management Body of Knowledge (PMBOK) 6th edition. It describes controlling the schedule as monitoring project activities, updating progress, and managing changes to the schedule baseline. Key aspects covered include performing data analysis using techniques like earned value management, conducting schedule performance reviews, developing schedule forecasts, and identifying corrective actions if the schedule deviates from the plan.
Project Management Techniques ( CPM & PERT Techniques )
A revised PPT from other shared PPT available
Project management is a scientific way of planning, implementing, monitoring & controlling the various aspects of a project such as time, money, materials, manpower & other resources.
By,
Mr. AKARESH JOSE
Kerala Agricultural University
akareshjose@gmail.com
Can mutual insurance evolve in the mainstream? By CAMIC, CanadaICMIF Microinsurance
This presentation was delivered by Mr Normand Lafreniere (President at CAMIC, Canada) at the ICMIF-AOA Development Network Seminar (18-20 September 2013; Manila, The Philippines)
This document defines key terms and formulas used in critical path method (CPM) network computation. It discusses the forward and backward pass computations used to calculate the earliest and latest start and finish times of activities. The forward pass uses the earliest start time of predecessor activities to calculate the earliest finish time of each activity. The backward pass uses the latest finish time to calculate the latest start time. Several examples are provided to demonstrate applying CPM calculations to activity networks. Key outputs include identifying the critical path and activities that dictate the minimum project duration.
The critical path method (CPM) is an algorithm developed in the late 1950s to schedule project activities. It involves identifying all the paths in a project, determining the earliest and latest start and finish dates for each activity, and identifying the critical activities that cannot be delayed without delaying project completion. The critical path is the longest path of critical activities that determines the minimum time required to complete the project. NASA used CPM to help schedule the tasks leading up to the first moon landing in 1969.
Lect-6&7: Network Diagrams, PERT and CPMMubashir Ali
This document discusses network diagrams, PERT (Project Evaluation and Review Technique), and CPM (Critical Path Method) for project scheduling. It provides the history and applications of PERT/CPM, the steps involved, and compares PERT and CPM. Key points covered include defining a project, developing activity relationships, drawing the network diagram, estimating activity times, determining the critical path, and using the network to plan and control the project. Advantages and disadvantages of PERT/CPM techniques are also presented.
To be successful, a project team must select appropriate processes to meet objectives, use a defined adaptable approach, establish stakeholder communication and engagement, comply with requirements, and balance constraints. There are five process groups: initiating, planning, executing, monitoring/controlling, and closing. The initiating group defines the initial scope and resources. Planning designs the success scheme through progressive elaboration. Executing coordinates execution according to plans. Monitoring/controlling tracks progress and initiates changes. Closing finalizes all activities and formally closes the project.
This document provides information about critical path method (CPM) including:
- An introduction to CPM and examples of projects where it can be applied.
- The differences between CPM and PERT.
- Key terms and definitions used in CPM like activity times, floats, and critical path.
- An example of calculating event times, activity times, floats, and determining the critical path for a sample CPM network diagram.
This document discusses project management techniques like PERT and CPM. It explains that PERT and CPM use network diagrams to analyze the sequence and duration of project activities to determine the critical path and project duration. The document provides examples of network diagrams and describes key aspects of PERT/CPM like crashing activities to shorten the project duration.
Watch video of this presentation on YouTube: https://youtu.be/Q5OhVv-x4eo
PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/pmp-chap-50-scope-management-overview
https://www.slideshare.net/anandbobade/chap-51-plan-scope-management
https://www.slideshare.net/anandbobade/chap-52-collect-requirements
https://www.slideshare.net/anandbobade/chap-53-define-scope
https://www.slideshare.net/anandbobade/chap-54-create-wbs
https://www.slideshare.net/anandbobade/chap-55-validate-scope
https://www.slideshare.net/anandbobade/chap-56-control-scope
Watch video of this presentation on YouTube: https://youtu.be/Q5OhVv-x4eo
PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/pmp-chap-50-scope-management-overview
https://www.slideshare.net/anandbobade/chap-51-plan-scope-management
https://www.slideshare.net/anandbobade/chap-52-collect-requirements
https://www.slideshare.net/anandbobade/chap-53-define-scope
https://www.slideshare.net/anandbobade/chap-54-create-wbs
https://www.slideshare.net/anandbobade/chap-55-validate-scope
https://www.slideshare.net/anandbobade/chap-56-control-scope
- The document discusses network scheduling techniques for project management, focusing on the Critical Path Method (CPM).
- CPM uses arrow diagrams to graphically display the planned sequence and dependencies of a project's activities in order to determine the critical path for efficient resource use and project completion.
- The Activity-on-Arrow (AOA) drawing scheme is presented as the original CPM network scheduling technique, with nodes representing start and finish points and arrows representing activities.
Easy steps to critical path determination and floats calculations for projectsDr. Mahmoud Al-Naimi
The document describes the steps to determine the critical path and calculate floats for a project network diagram. It provides an example network with activities A through G. The following steps are described:
1) Perform a forward and backward pass to calculate earliest and latest start/finish times.
2) Determine critical activities by identifying those with zero total float.
3) The critical path is made up of critical activities and determines the project completion time.
The Critical Path Method (CPM) is a technique for scheduling a set of project activities. It identifies the longest continuous chain of activities from start to finish required to complete the project on time. This longest chain is called the critical path. CPM calculates the earliest and latest times each activity can start and finish without making the project longer. Activities on the critical path have no scheduling flexibility, while other activities have "float" or slack time that can be used for scheduling flexibility. CPM is useful for determining the minimum project duration and identifying which activities must be carefully managed and monitored to avoid project delays.
PMP Chap 8 - Project Quality ManagementAnand Bobade
The document provides information about quality management concepts for project management and preparation for the PMP exam. It discusses key quality management processes including plan quality management, perform quality assurance, and control quality. Specific techniques covered include cost-benefit analysis, cost of quality analysis, the seven basic quality tools such as flowcharts and histograms, benchmarking, design of experiments, and statistical sampling. Quality theories including Six Sigma, total quality management, ISO standards, the 80/20 principle, and zero defects are also summarized.
Easy steps to network construction and critical path determinationDr. Mahmoud Al-Naimi
This document provides steps for network construction and critical path determination in project management. It includes an example problem with activities, durations, and preceding activities in a table. The steps demonstrated are: (1) drawing the activity-on-arrow network diagram for the activities, (2) calculating the critical activities using forward and backward passes to find earliest and latest start/finish times, (3) identifying the critical path, and (4) determining the project completion time. The example problem is used to illustrate drawing the network, performing the calculations, and identifying that the critical path is activities A->B->C->D->E->F->G with a project completion time of 36 weeks.
This presentation introduces CP Optimizer a model & run optimization engine for solving discrete combinatorial problems with a particular focus on scheduling problems.
The document provides an overview of the critical path method (CPM), a technique for scheduling projects. It was developed in the 1950s by the US Navy to consider logical dependencies between tasks. CPM calculates the longest sequence of tasks to complete a project and the earliest and latest each task can start. It determines critical tasks on the longest path. The method breaks a project into tasks, estimates durations, and identifies dependencies to create a schedule and establish critical paths. CPM is a useful tool for project management to optimize schedules and resources.
Overview of the Process Groups in Project Management - PMP
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program. CCPs also demonstrate the ability to research and communicate aspects of TCM principles and practices to all levels of project or program stakeholders, both internally and externally.
The document discusses the process of controlling the project schedule according to the Project Management Body of Knowledge (PMBOK) 6th edition. It describes controlling the schedule as monitoring project activities, updating progress, and managing changes to the schedule baseline. Key aspects covered include performing data analysis using techniques like earned value management, conducting schedule performance reviews, developing schedule forecasts, and identifying corrective actions if the schedule deviates from the plan.
Project Management Techniques ( CPM & PERT Techniques )
A revised PPT from other shared PPT available
Project management is a scientific way of planning, implementing, monitoring & controlling the various aspects of a project such as time, money, materials, manpower & other resources.
By,
Mr. AKARESH JOSE
Kerala Agricultural University
akareshjose@gmail.com
Can mutual insurance evolve in the mainstream? By CAMIC, CanadaICMIF Microinsurance
This presentation was delivered by Mr Normand Lafreniere (President at CAMIC, Canada) at the ICMIF-AOA Development Network Seminar (18-20 September 2013; Manila, The Philippines)
This document defines key terms and formulas used in critical path method (CPM) network computation. It discusses the forward and backward pass computations used to calculate the earliest and latest start and finish times of activities. The forward pass uses the earliest start time of predecessor activities to calculate the earliest finish time of each activity. The backward pass uses the latest finish time to calculate the latest start time. Several examples are provided to demonstrate applying CPM calculations to activity networks. Key outputs include identifying the critical path and activities that dictate the minimum project duration.
- The document discusses factors that impact contractor cash flow, including payment schedules, materials, mobilization, monthly payments, and final payment.
- It also discusses contractor cash disbursements for labor, equipment, materials, subcontractors, insurance, permits, mobilization, and overhead.
- Methods to minimize a contractor's negative cash flow are presented, such as front-end rate loading, reducing delays in receiving revenue, adjusting work schedules, and coinciding materials deliveries with payment estimates.
The document discusses various topics related to project management functions and motivation. It covers planning, organizing, directing, controlling, and motivation as key project management functions. It also discusses several motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, and John Hunt's goal-based theory. Additionally, it covers leadership styles, teamwork, creativity, problem solving techniques, and decision making processes.
This activity-on-arrow (AOA) network diagram shows the steps and durations in a research project. The project involves organizing teams, brainstorming questions, gathering participants, applying for approval, setting locations for interviews/surveys, refining questions, organizing a schedule, conducting observations, interviews, research, and compiling the data. Finally, the project includes completing an analysis and delivering the results. The longest activities are conducting research (14 days), organizing the interview/survey schedule (14 days), and conducting observations (21 days).
The Viral Bonus - Facebook Mathematics by KRDS - Facebook Developer Garage P...KRDS
This is the presentation done by Antoine Sandrin of KRDS at the Facebook Developer Garage in Paris (at LeWeb 2009).
Livestream is here : http://www.ustream.tv/recorded/2843545
This document discusses construction contracts and equipment costs for an excavation project.
The document contains information about a building project that requires 2000 cubic meters of excavation work. The equipment crew consists of one excavator rented at 700 LE per day and two trucks rented at 300 LE per day each. The crew's production rate is 200 cubic meters per day.
The document then provides an example calculation to estimate the equipment cost per cubic meter for this excavation project. It calculates the contractor's fee under different total project cost scenarios for a target cost construction contract.
This document discusses project planning and network diagrams. It covers developing a project network by breaking down work packages into activities, constructing the network using activity-on-node (AON) format, and performing forward and backward passes to calculate early/late start and finish dates. It also defines key terms like critical path and slack, and shows how to identify these using a sample network diagram.
(AOA) and (AON) Network construction and critical path calculations (using fo...Dr. Mahmoud Al-Naimi
This document provides an example of constructing an activity on arrow (AOA) network and activity on node (AON) network for a project with multiple activities. It shows the steps to calculate early start, early finish, late start, late finish, total float, and critical path for identifying the longest duration of project completion. The critical path is identified as A → C → G → J, with an overall project completion time of 27 days.
16 Timeless Business Lessons from The SimpsonsNick Loper
The Simpsons is one of the most entrepreneurial shows on television. Throughout its more than 500 episodes, the characters engage in, and interact with, dozens of small business ventures.
Their hometown of Springfield is Anytown USA, where the citizens participate enthusiastically in the local economy — including establishments like Krusty Burger, Lard Lad Donuts, King Toot’s Music Store, Luigi’s, the Gilded Truffle, Red Blazer Realty, The Android’s Dungeon, the Kwik-E-Mart, and of course Moe’s Tavern.
Homer works for the Nuclear Power Plant, but he’s one of TV’s most prolific side hustlers. He’s always got some new business idea or money-making scheme going on. He’s been a door-to-door sugar salesman, a baseball mascot, a food critic, a cartoon voice actor, a night manager at the Kwik-E-Mart convenience store, a grease re-seller, and even an astronaut.
This document provides an overview of project management frameworks and concepts. It introduces key topics such as the definition of a project, project lifecycles, organizational structures for managing projects, and the five process groups of project management. It also discusses project stakeholders and deliverables. The document was compiled by Waleed El-Naggar and includes information on obtaining PMP certification from the Project Management Institute.
This document discusses project scheduling techniques like the Gantt chart, critical path method (CPM), and program evaluation and review technique (PERT). It explains activity on arrow (AOA) and activity on node (AON) networks, providing examples to compare how each represents project activities and dependencies. The document then works through an example project, drawing the AON network and performing a critical path analysis to determine the project's duration. The critical path is identified as activities A through C, E, G, and H, with a completion time of 15 weeks.
The document discusses the key aspects of project risk management according to the Project Management Body of Knowledge (PMBOK). It begins by mapping the risk management processes to the five process groups. It then provides details on each process, including inputs, tools and techniques, and outputs. The major processes covered are: plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses, and monitor and control risks. The goal of risk management is to increase the probability and impact of positive events and decrease the probability and impact of negative events on a project.
The document discusses project scheduling and control techniques, specifically critical path method (CPM). It provides an overview of key CPM concepts like critical path, critical activities, forward and backward pass to determine earliest and latest start/finish times. It includes an example of developing an activity on arrow (AOA) network diagram for a sample project and calculating the earliest start/finish times. It also discusses limitations of CPM and provides steps in CPM project planning and an overview of Gantt charts.
The document discusses the development of a network diagram and critical path for building a house. It describes creating a network diagram by identifying relationships between activities and their dependencies. A table lists the activities needed to build the house along with their duration and dependencies. The network diagram is constructed and forward and backward passes are performed to calculate earliest and latest start and finish times. This allows identification of the critical path, which are the activities with zero slack that cannot be delayed.
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Behavioral Skills Toolkit created by ex-Deloitte Consultants | Includes Trainings on Presentation Skills, Communication kills, Negotiations Skills, Time Management, Team management, Leadership Developement
The document outlines a wedding project management plan involving multiple tasks. The objective is to complete the wedding within the stipulated time, cost, and satisfy the client. Key tasks include floral decoration, car decoration, stage decoration, lighting and sound systems. Resources include men for various tasks and material goods. The degree of uncertainty includes weather and number of guests. The process of project management involves defining objectives, work breakdown, scheduling, cost estimating, and project completion. Project control involves establishing a base plan, starting tasks, schedule/budget/scope updates, and performance evaluations.
The document discusses developing a project plan and network. It covers constructing a project network using activity-on-node (AON) terminology. The key steps are:
1) Developing a work breakdown structure (WBS) and identifying each activity with a unique number.
2) Constructing the network using AON, with activities represented by nodes and dependencies by arrows.
3) Performing forward and backward passes to calculate earliest/latest start and finish times and determine the critical path.
4) Analyzing slack to identify which activities have no flexibility in scheduling.
- The gig economy as currently defined will not last long term, as tasks like ridesharing and delivery are likely to be automated. However, skilled professionals using platforms like Thumbtack to find clients will persist and proliferate.
- Technology is empowering skilled tradespeople by allowing them to connect directly with customers and run their businesses more efficiently without traditional employers. Skilled professionals are less reliant on college degrees and are building middle-class lifestyles through online skills marketplaces.
- Policymakers should support independent workers through policies that provide safety nets and make it easier for skilled professionals to succeed without full-time employment.
This document outlines the process and steps for construction cost estimating. It begins by defining estimating and differentiating it from calculation. It then describes the key steps in the estimating process: planning and scheduling, project study and data collection, preparing method statements, assessing resource outputs, and calculating direct, overhead and total costs. The document provides examples of calculating labor, equipment and material rates. It also discusses different estimating methods and includes an example cost estimate calculation for a bridge project.
This document discusses the tendering process for construction projects. It defines tendering as including: 1) inspecting contract documents, 2) estimating costs, 3) adjusting bids, and 4) submitting tenders. The key components of contract documents are identified as instructions to bidders, drawings, specifications, bills of quantities, contract conditions, and bid forms. The document also outlines the process of estimating tender prices, including calculating direct costs, indirect costs, overhead, and profits. It provides an example of preparing a balanced versus unbalanced bid.
The document discusses various topics related to construction project management. It begins by outlining the key points to include in a curriculum vitae for a job fair, such as personal details, academic progress, interests in civil engineering, and future goals. It then differentiates between construction management and construction project management. Several other construction management topics are defined and discussed, including the parties involved in construction projects, types of construction projects and companies, the project cycle, and project delivery systems.
This document summarizes a study group session on communication management. It discusses communication methods that should be used to provide different types of information to stakeholders, as well as tools that can be used for information distribution and what should be included in a communications management plan. The document contains sample multiple choice questions and answers related to communication management best practices.
This document provides an overview of a PMP study group session on human resource management. It includes 16 multiple choice questions related to topics like recruitment guidelines/policies being constraints, McGregor's Theory X and Theory Y, management styles, types of power, conflict handling approaches, organizational charts, evaluating team effectiveness, establishing ground rules, responsibilities assignment matrices, and challenges of managing virtual teams. The questions are intended to help participants learn about key aspects of human resource management as it relates to project management.
The document provides information on cost management for a project management study group session. It includes questions and answers on topics like estimating activity costs, cost baselines, variance analysis, and earned value management.
Order of Magnitude (+- 25% - 50%)
Reference: PMBOK Third Edition, Page Number: 150
So the given estimate range falls under Order of Magnitude estimate.
17. You are developing the schedule for your project. Which of the following is NOT a
technique used for estimating activity durations?
A. Analogous Estimating
B. Parametric Estimating
C. Three-Point Estimating
D. Schedule Network Analysis
17. You are developing the schedule for your project. Which of the following is NOT a
technique used for estimating activity durations?
A. Analogous Estimating
B. Parametric Estimating
The document discusses scope management in project management. It covers key topics like:
1. Scope management means constantly checking that all required work is completed and not allowing unauthorized changes to scope.
2. The main processes of scope management are scope planning, scope definition which includes creating a project scope statement, developing a work breakdown structure (WBS), scope verification, and scope control.
3. Scope management differentiates between product scope which are requirements related to the project deliverables, and project scope which is the work required to deliver the product.
The document summarizes key points from a session on risk management:
1. The session discussed tools and techniques for risk response planning, including strategies for negative risks and contingent response planning.
2. It provided examples of different types of risks like secondary risks that can arise from implementing a risk response plan.
3. Residual risks that remain after risk responses have been implemented were also explained.
The document summarizes an agenda for a PMP study group session covering professional responsibility and integration management. The session will discuss responsibilities of project managers, key concepts of integration management including the seven processes, and take participant questions. Study group questions will then be presented and answered as a group, covering topics like contract change control systems, addressing inaccurate financial statements, project closure due to lack of funding, documenting risks in the project plan, and using knowledge gained from previous employers.
This document provides an agenda and overview for a Project Management Professional (PMP) study group session on the project framework and project management processes. The agenda includes a summary of the focus on the project framework and processes, an open forum for participant questions, study group questions, and a wrap up. The overview discusses key concepts of the project management framework, including the triple constraint of scope, time and cost, areas of PM expertise, the project management office, and differences between projects and programs. It also discusses project management processes, including the five process groups of initiating, planning, executing, monitoring and controlling, and closing as well as the Plan-Do-Check-Act cycle and the process interactions template.
In 3 sentences
The document appears to be a course syllabus or outline for a construction contracts class taught by Dr. Khalid Al-Gahtani at King Saud University in spring 2008. It includes standard syllabus elements like the course title, instructor information, and page numbers but does not include any other contextual information.
The document discusses activities, projects, and bar charts for project scheduling. An activity has a defined start and end time and uses resources. A project is a set of activities with defined objectives, completion date, and budget. A bar chart is a common project scheduling tool that displays activities as horizontal bars placed sequentially according to duration and dependencies. It can identify critical paths where delays could impact the overall project schedule.
1. The document discusses reasons and methods to reduce project durations, including to earn incentive pay, avoid penalties, and fit contractual timelines. It then describes four common methods: using overtime, adding workers, better equipment, and subcontracting labor.
2. The optimal project duration balances minimizing total project costs, including direct costs from activities as well as indirect overhead costs. The network compression algorithm is used to iteratively shorten the critical path by accelerating individual activities until no further reduction is possible without increasing total costs.
3. An example construction project is provided to demonstrate calculating the least cost project duration using crash costs, indirect costs, and shortening cycles to optimize the project schedule.
The document describes procedures for updating construction schedules, including:
1) Setting the duration of completed activities to zero and identifying live activities currently in progress.
2) Setting the early start time of live activities to the update time and their remaining durations.
3) Changing durations of future activities as given in the update report and performing network analysis to prepare a new schedule.
The document describes a resource allocation example using a serial method. It shows a project schedule network diagram with multiple activities (A, B, C, etc.) that require a single critical resource. The serial method allocates the critical resource to activities one at a time without interruption to determine the minimum project duration needed to complete all activities.
The document discusses four methods for estimating activity durations in project management: 1) guessing, 2) using published materials on similar tasks, 3) using a company's historical data on similar past projects, and 4) calculating duration based on labor costs and rates. It then provides an example of estimating duration using labor costs. The document also discusses using a beta distribution and three time estimates to model activity duration variability in PERT analysis.
The document discusses different contractual and organizational approaches for projects. It describes four main organizational types: traditional, owner-builder, turnkey, and professional construction manager. For each type, it outlines the key advantages and disadvantages, such as who is involved, how responsibilities are allocated, opportunities for cost and schedule optimization, and potential conflicts of interest. The goal is to establish effective relationships between the work, people, and workplaces for a given project.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
1. CPM Network Computation
Activity
Depends on t
AOA AON
1-2 A ─ 3
2-3 B A 4
Spring 2008, Activity on Node 1
King Saud University Dr. Khalid Al-Gahtani
2. AOA A ct ivit y N a m e
1 3
A
B
3
4
2 A ct ivit y D urat io n
AON
3 4
A B
Spring 2008, Activity on Node 2
King Saud University Dr. Khalid Al-Gahtani
3. Drawing CPM Networks
• Prerequisites: Before drawing a CPM
network, we must have:
– List of all activities comprising the project
– Order of precedence of each activity
– Duration estimate of each activity
Spring 2008, Activity on Node 3
King Saud University Dr. Khalid Al-Gahtani
4. Example:
Depends on Duration (Day)
Activity
(Immediate Predecessor(s)) (Time to perform)
a ─ 14
b ─ 3
c ─ 7
d a, b 4
e b, c 10
Spring 2008, Activity on Node 4
King Saud University Dr. Khalid Al-Gahtani
5. Activity on arrow Solution
a
d
b D um m y
c
e
Spring 2008, Activity on Node 5
King Saud University Dr. Khalid Al-Gahtani
6. Activity-on-node Solution
a
d
ST A RT b F IN IS H
e
c
Spring 2008, Activity on Node 6
King Saud University Dr. Khalid Al-Gahtani
7. Class work#1:
Draw AON Network for the fowling project:
Activity Depends upon Activity Depends upon
A G F
B A I F
F A J H
H A K I, J, F
C B, A L G, D, E
D B M K
E C N L, M
Spring 2008, Activity on Node 7
King Saud University Dr. Khalid Al-Gahtani
8. “Activity on Node”
• Nodes = Activities
• Links = Precedence Relationships
• Dummy activities are not required
ES t ES
Activity Name
LS TF LF
Spring 2008, Activity on Node 8
King Saud University Dr. Khalid Al-Gahtani
9. Example
Activity Depends on Duration (Days)
A 5
B A 15
C A 10
D B 15
E B, C 10
F D, E 5
Spring 2008, Activity on Node 9
King Saud University Dr. Khalid Al-Gahtani
10. AON
ES t EF
N am e
B D LS TF LF
F FIN ISH
ST A R T A
C E
Spring 2008, Activity on Node 10
King Saud University Dr. Khalid Al-Gahtani
11. AON
ES t EF
N am e
5 15 20 20 15 35
B D LS TF LF
5 20 20 35
35 5 40 40 0 40
0 0 0 0 5 5
F FIN ISH
ST A R T A
35 40 40 40
0 0 0 5
5 10 15 20 10 30
C E
15 25 25 35
Spring 2008, Activity on Node 11
King Saud University Dr. Khalid Al-Gahtani
12. Constraints with Lead/lag time
Spring 2008, Activity on Node 12
King Saud University Dr. Khalid Al-Gahtani
13. Finish-to-Start (FSij):
• FSij is equal to the minimum number of
time units that must transpire from the
completion of the predecessor (i) prior to
the start of the successor (j).
• The time between the finish of one activity
and the start of its successor is called
“Lag”.
Spring 2008, Activity on Node 13
King Saud University Dr. Khalid Al-Gahtani
14. Finish-to-Start (FSij):
• If the relationship is not listed on the
dependency arrow, FS is assumed with
Lag= 0.
• Example: a planner may wish to have an
activity of removing formwork from a new
building component follow the concrete
pour by some pre-defined lag period to
allow setting.
Spring 2008, Activity on Node 14
King Saud University Dr. Khalid Al-Gahtani
15. Start-to-Start (SSij):
• SSij is equal to the minimum number of
time units that must be complete on the
preceding activity (i) prior to the start of the
successor (j).
Spring 2008, Activity on Node 15
King Saud University Dr. Khalid Al-Gahtani
16. Start-to-Start (SSij):
• “Lag” is always applied to SS relation.
• Example: parallel in starting of Installing
and Finishing the walls activity of 100
rooms on a project must be 10 days
difference (SS=10 days).
– You don’t have to wait installing 100 wall’s
room to start doing the finishing work.
Spring 2008, Activity on Node 16
King Saud University Dr. Khalid Al-Gahtani
17. Finish-to-Finish (FFij):
• FFij is equal to the minimum number of
time units that must remain to be
completed on the successor (j) after the
completion of the predecessor (i).
• It is applied as productivity control.
Spring 2008, Activity on Node 17
King Saud University Dr. Khalid Al-Gahtani
18. Finish-to-Finish (FFij):
• The finish date of Installing and Finishing
walls’ activity of 100 rooms on a project
must have 10 days difference in order to
control productivity (FF=10 days).
– In this example, the productivity of installing
the walls’ activity might be less than finishing
the rooms’ activity.
• “Lag” is always applied to FF relation as
buffer between the two activities.
Spring 2008, Activity on Node 18
King Saud University Dr. Khalid Al-Gahtani
19. Start-to-Finish (SFij):
• SFij is equal to the minimum number of
time units that must transpire from the
start of the predecessor (i) to the
completion of the successor (j).
• It is applied also for controlling productivity
Spring 2008, Activity on Node 19
King Saud University Dr. Khalid Al-Gahtani
20. Start-to-Finish (SFij):
Example: The start date of Installing 100
rooms’ wall’s activity and the finish date of
Finishing same walls’ activity of a project
must maintain 30 days difference to
control productivity (SF=30 days).
“Lag” is always applied to SF relation as
buffer between the two activities.
• It is not recommended to use by planner.
Spring 2008, Activity on Node 20
King Saud University Dr. Khalid Al-Gahtani
21. Start-to-Start and Finish-to-Finish
(ZZij):
• ZZij is a combination of two constraints.
i.e., a start-to-start and finish-to-finish
relationship. It is written with the SSij time
units first, followed by the FFij time units.
• These two relations are used combined to
maintain buffer between the start and
finish of two activities.
Spring 2008, Activity on Node 21
King Saud University Dr. Khalid Al-Gahtani
22. Forward Pass Computations
Initial T im e
E Fi F S ij
E S j = M ax all i ESi SS ij
E Fi F F ij Dj
ESi SF ij Dj
EFj = ESj + Dj
Spring 2008, Activity on Node 22
King Saud University Dr. Khalid Al-Gahtani
23. Backward Pass Computation
T erm inal T im e
LS j F S ij
L F i = M in all j LF j F Fij
LSi SS ij Di
LF j SFij Di
LSi = LFi Dj
Spring 2008, Activity on Node 23
King Saud University Dr. Khalid Al-Gahtani
24. Example
2 2 6
B FS 4 C SF 5 D
SS 3
FF 1
SF 5
4 1 3 6
A F SF 4 L E
5 1 2 ES D EF
K G FS 4 H A ctivity
LS F LF
Spring 2008, Activity on Node 24
King Saud University Dr. Khalid Al-Gahtani
25. Example Solution
4 2 6 10 2 12 9 6 15
B FS 4 C SF 5 D
5 1 7 SS 3 11 1 13 10 1 16
FF 1
SF 5
0 4 4 4 1 5 9 3 12 16 6 22
A F SF 4 L E
0 0 4 10 6 11 11 2 14 16 0 22
ES D EF
4 5 9 9 1 10 14 2 16 A ctivity
K G FS 4 H LS F LF
4 0 9 9 0 10 14 0 16
Spring 2008, Activity on Node 25
King Saud University Dr. Khalid Al-Gahtani