This document discusses activity planning and scheduling for projects. It covers defining activities, identifying activities using different approaches, sequencing activities based on dependencies, and scheduling activities while considering resource availability and allocation. The key steps in developing a project schedule are deciding on activities and their order, creating an ideal activity plan, risk analysis to identify potential issues, and allocating resources which could impact the schedule.
Time management is a core skill for project success. The document discusses processes for project time management including defining activities, sequencing them, estimating durations and resources, developing a schedule, and controlling the schedule. Key techniques include precedence diagramming, critical path methods, resource leveling, and schedule compression. Effective time management ensures projects are completed efficiently and on schedule.
This document discusses selecting useful software measures. It recommends using the Goal-Question-Metric method to first identify goals, then questions to meet those goals, indicators to show answers, and metrics to collect data. An example shows selecting measures to track project progress by setting goals for on-time and on-budget completion and monitoring staffing and scheduled activities. Charts of planned vs actual staffing and progress points are identified as useful measures.
This document discusses what makes a good project schedule. It explains that a good schedule is predictive by showing relationships between activities, reflective by accurately tracking progress against the plan, and dynamic by adjusting when changes occur. Characteristics of a predictive schedule include predecessors/successors for tasks and minimal constrained dates. Reflective schedules include expected work streams and milestones to check progress. Dynamic schedules have an up-to-date baseline and status dates, without past start/finish dates and incomplete work. The key reasons for having a good schedule are to map out the work, forecast completion, measure progress against plans, and assess impacts of changes.
- Project time management start with planning by the project management team (not shown as a discrete process)
- Project Time Management provides a basis to activity definition, sequencing them in an order, Estimate Resource and Duration, Develop and control schedule.
Initiation Planning Execution Monitoring and Controlling Closing
This document discusses integrated predictive performance management as a method for effective project management. It involves developing an integrated baseline for technical scope, schedule, and budget that serves as a shared plan. Performance is measured by comparing work completed to the baseline. This allows for predicting future performance and taking early actions to positively impact outcomes. Benefits include integrated performance measurement, a disciplined planning methodology, and improved visibility, accountability, and risk management. The key is for projects to own their baselines which are then status reported and maintained through a change control process.
This document discusses key concepts and processes related to project time management. It defines activities, events, and time management. It describes the schedule management plan and key processes for activity definition including decomposition, planning components, and activity listing. It also covers activity resource estimation, activity duration estimation techniques, imposed dates, schedule network analysis methods, and time estimates. Project scheduling concepts like critical path, float, lags, and the schedule baseline are also summarized.
This document discusses activity planning and scheduling for projects. It covers defining activities, identifying activities using different approaches, sequencing activities based on dependencies, and scheduling activities while considering resource availability and allocation. The key steps in developing a project schedule are deciding on activities and their order, creating an ideal activity plan, risk analysis to identify potential issues, and allocating resources which could impact the schedule.
Time management is a core skill for project success. The document discusses processes for project time management including defining activities, sequencing them, estimating durations and resources, developing a schedule, and controlling the schedule. Key techniques include precedence diagramming, critical path methods, resource leveling, and schedule compression. Effective time management ensures projects are completed efficiently and on schedule.
This document discusses selecting useful software measures. It recommends using the Goal-Question-Metric method to first identify goals, then questions to meet those goals, indicators to show answers, and metrics to collect data. An example shows selecting measures to track project progress by setting goals for on-time and on-budget completion and monitoring staffing and scheduled activities. Charts of planned vs actual staffing and progress points are identified as useful measures.
This document discusses what makes a good project schedule. It explains that a good schedule is predictive by showing relationships between activities, reflective by accurately tracking progress against the plan, and dynamic by adjusting when changes occur. Characteristics of a predictive schedule include predecessors/successors for tasks and minimal constrained dates. Reflective schedules include expected work streams and milestones to check progress. Dynamic schedules have an up-to-date baseline and status dates, without past start/finish dates and incomplete work. The key reasons for having a good schedule are to map out the work, forecast completion, measure progress against plans, and assess impacts of changes.
- Project time management start with planning by the project management team (not shown as a discrete process)
- Project Time Management provides a basis to activity definition, sequencing them in an order, Estimate Resource and Duration, Develop and control schedule.
Initiation Planning Execution Monitoring and Controlling Closing
This document discusses integrated predictive performance management as a method for effective project management. It involves developing an integrated baseline for technical scope, schedule, and budget that serves as a shared plan. Performance is measured by comparing work completed to the baseline. This allows for predicting future performance and taking early actions to positively impact outcomes. Benefits include integrated performance measurement, a disciplined planning methodology, and improved visibility, accountability, and risk management. The key is for projects to own their baselines which are then status reported and maintained through a change control process.
This document discusses key concepts and processes related to project time management. It defines activities, events, and time management. It describes the schedule management plan and key processes for activity definition including decomposition, planning components, and activity listing. It also covers activity resource estimation, activity duration estimation techniques, imposed dates, schedule network analysis methods, and time estimates. Project scheduling concepts like critical path, float, lags, and the schedule baseline are also summarized.
PMICOS Webinar: Building a Sound Schedule in an Enterprise EnvironmentAcumen
Dr. Dan Patterson presented a one-hour webinar on effective scheduling using metrics analysis. He reviewed some of the common problems found in schedules and the research that backs the claim that, in the end, the schedule drives project success.
The document discusses various topics related to managing software projects, including cost estimation and control, scope management, scheduling, and risk management. It provides information on processes for project management, defining activities and their relationships, estimating activity durations and resource needs, developing project schedules, and controlling changes to maintain the schedule. Key aspects covered are the project management process groups, developing a preliminary scope statement, integrated change control, monitoring project work, and managing conflicts that arise over the life of a project.
The document provides an overview of key project management terms and principles including the project management body of knowledge (PMBOK), the triple constraint of time, cost and scope, requirements definition, project planning, work breakdown structure, scheduling, earned value management, risk management, and some project management proverbs. It emphasizes the importance of scope management, configuration control, risk mitigation, and using tools like the work breakdown structure, scheduling, and earned value management to manage a project successfully.
Project management master class karin rheederKarin Rheeder
The document discusses the key aspects of project management including the typical project lifecycle of initiation, planning, execution, and closure. It describes each phase of the project lifecycle in detail, explaining the key activities, plans, and reviews involved in planning and executing a project. The document also discusses important project management concepts like the work breakdown structure, critical path analysis, resource planning, risk management, and change control that are crucial for successful project delivery.
The document discusses time management and project time management processes. It covers activity definition, activity sequencing, and activity resource estimating. Activity definition involves identifying deliverables and work packages. Activity sequencing determines logical relationships between activities. Activity resource estimating involves determining resource needs for each activity.
This document provides an overview of software project management. It discusses that software development requires management due to budget and schedule constraints. Project management activities include proposal writing, planning, costing, monitoring, personnel selection, and reporting. Techniques from engineering project management can also apply to software projects. Calculating the critical path and using techniques like PERT are important for scheduling projects and accounting for uncertainty in duration estimates. Float refers to slack time in a project schedule where tasks can be delayed without impacting subsequent tasks or the overall completion date.
The document discusses the process of sequencing activities in project planning. It explains that activities must be logically ordered based on their dependencies to develop an achievable project schedule. Different techniques are used to determine dependencies and illustrate them in a project schedule network diagram, including precedence diagramming. The diagram schematically displays the logical relationships and sequence of activities and is a key output of this process.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
This document discusses the development and validation of an Earned Value Management (EVM) system at the Jet Propulsion Laboratory (JPL). It outlines the key components of developing the EVM system, including establishing the architecture, implementing the necessary tools and processes, and providing education and training. It also describes validating the system through progress assistance visits and a formal validation review. The document shares lessons learned around implementing an effective EVM system.
This presentation summarizes the Line of Balance (LOB) project scheduling technique. LOB was developed in the 1940s/50s for repetitive construction projects like highways, pipelines, and buildings. It uses a simple diagram to show the location and timing of work crews for each task. The key steps are: 1) creating a logic diagram of tasks, 2) estimating task durations, 3) selecting a buffer time, and 4) calculating targets to meet deadlines. LOB helps optimize resource usage and identifies potential issues. It provides clear visibility into work progress and allows easy schedule updating for repetitive projects.
Programme evaluation and review technique (pert)Anupam Kumar
PERT was developed by the US Navy for planning the Polaris missile program. PERT accounts for uncertain activity times by using three time estimates: optimistic, most likely, and pessimistic. It calculates the expected time using a weighted average of the three estimates. PERT identifies the critical path of activities that determine the shortest project duration and allows managers to assess the probability of on-time completion.
The document discusses fundamentals of project scheduling including scheduling philosophy, terms and definitions, types of schedules, relationships between activities, and developing a project schedule. The key points are:
- Scheduling allows project managers to better control projects, monitor progress, and satisfy requirements.
- Important scheduling terms include activities, durations, relationships, critical path, float.
- Common schedule types include bar charts, logic networks, and milestone charts.
- Relationships define dependencies between activities like finish-to-start.
- Developing a good schedule requires defining activities and sequences, estimating durations, and incorporating resources and calendars.
The ninth lesson of the course on Planning and Managing Software projects (http://emanueledellavalle.org/Teaching/PMSP-2011-12.html) that I give at Politecnico di Milano
The document discusses construction management and entrepreneurship. It defines management as the process of planning, organizing, directing, and controlling organizational resources to achieve goals. Some key characteristics of management are that it is a continuous process, both an art and a science, involves decision making, and aims to achieve predetermined objectives. The main functions of management are planning, organizing, staffing, directing, controlling, innovation, and representation. Construction project management involves planning, coordinating, and controlling all aspects of a construction project from start to finish. Common project planning tools include Gantt charts, work breakdown structures, and critical path methods.
AWIN presentation it's only logical-a scheduling overviewDanielle Murphy
This document provides an overview of construction scheduling. It discusses the history of scheduling methods from the 1700s to present day, including bar charts, statistical charts, precedence diagramming, critical path method (CPM), program evaluation and review technique (PERT), and computer software programs. The importance of scheduling for project success is explained. Key scheduling concepts such as activities, relationships, float, critical path, work breakdown structure (WBS), and schedule compression techniques are defined. Trends in scheduling include integrating scheduling with building information modeling (BIM) and using artificial intelligence. Scheduling is presented as a specialized career path in project management.
The document discusses key steps for effective construction project scheduling including examining contracts, listing obligations, dividing the project into work areas, accounting for technology and sequence, calculating duration and costs, and adjusting schedules over time. It also describes how network diagrams can help planning by visually showing precedence relationships between activities and how the flow of work. Two common types of network diagrams - activity-on-arrow and activity-on-node - are described as well as how activities differ from milestone events.
This document provides an overview of an approach for right sizing design review plans for projects and programs. It discusses establishing a multi-tiered review approach including technical and peer reviews of lower-level design products, component design reviews, subsystem design reviews, and system-level reviews. It emphasizes the importance of planning the review approach, defining objectives and participation for each review level, and using lessons learned to improve efficiency while maintaining thoroughness.
Presentation Classification Of Schedule TypesChris Carson
This document discusses the need to categorize different types of scheduling used across industries in order to facilitate cross-pollination of scheduling best practices. It proposes developing a "Schedule Matrix" that maps industries and sectors to scheduling categories based on their typical use of scheduling components and determinants. This would allow schedulers to better understand scheduling approaches in other fields and identify opportunities to adopt innovative practices. The document advocates for an industry-wide study to develop a taxonomy and compile a Schedule Type Matrix that categorizes common scheduling approaches.
The document discusses the Integrated Baseline Review (IBR) process. It defines the IBR as a required review led by the Project Manager to validate the contractor's Performance Measurement Baseline. The objectives of the IBR are to validate the technical, schedule and cost aspects of the baseline, understand risks, and gain confidence in the contractor's ability to execute the project as planned. It describes the typical participants in an IBR team and their roles, and the information typically required for an IBR.
The document discusses planning project schedule management which includes establishing policies and procedures for planning, developing, managing, executing, and controlling the project schedule. It discusses defining activities by identifying and documenting specific actions to produce deliverables. Key information about each activity such as owners, deliverables, assumptions, and dependencies must be documented. A schedule is then created by analyzing activity sequences, durations, resources, and constraints to develop a project schedule model using techniques like bar charts and critical path method. The process also involves planning human resource and cost management which includes identifying roles and responsibilities, assessing staffing needs over time, and estimating costs of completing all activities.
Chapt5.pptx it is notes of the 5th chapterpreetidamakale
The document discusses project scheduling and tracking techniques for software projects. It covers work breakdown structures, activity networks, Gantt charts, critical path method (CPM), program evaluation and review technique (PERT), and comparing planned vs. actual project timelines. Example macro timeline charts are provided for library management, college management, and hotel management systems projects spanning 15-20 days each broken down by SDLC phases.
PMICOS Webinar: Building a Sound Schedule in an Enterprise EnvironmentAcumen
Dr. Dan Patterson presented a one-hour webinar on effective scheduling using metrics analysis. He reviewed some of the common problems found in schedules and the research that backs the claim that, in the end, the schedule drives project success.
The document discusses various topics related to managing software projects, including cost estimation and control, scope management, scheduling, and risk management. It provides information on processes for project management, defining activities and their relationships, estimating activity durations and resource needs, developing project schedules, and controlling changes to maintain the schedule. Key aspects covered are the project management process groups, developing a preliminary scope statement, integrated change control, monitoring project work, and managing conflicts that arise over the life of a project.
The document provides an overview of key project management terms and principles including the project management body of knowledge (PMBOK), the triple constraint of time, cost and scope, requirements definition, project planning, work breakdown structure, scheduling, earned value management, risk management, and some project management proverbs. It emphasizes the importance of scope management, configuration control, risk mitigation, and using tools like the work breakdown structure, scheduling, and earned value management to manage a project successfully.
Project management master class karin rheederKarin Rheeder
The document discusses the key aspects of project management including the typical project lifecycle of initiation, planning, execution, and closure. It describes each phase of the project lifecycle in detail, explaining the key activities, plans, and reviews involved in planning and executing a project. The document also discusses important project management concepts like the work breakdown structure, critical path analysis, resource planning, risk management, and change control that are crucial for successful project delivery.
The document discusses time management and project time management processes. It covers activity definition, activity sequencing, and activity resource estimating. Activity definition involves identifying deliverables and work packages. Activity sequencing determines logical relationships between activities. Activity resource estimating involves determining resource needs for each activity.
This document provides an overview of software project management. It discusses that software development requires management due to budget and schedule constraints. Project management activities include proposal writing, planning, costing, monitoring, personnel selection, and reporting. Techniques from engineering project management can also apply to software projects. Calculating the critical path and using techniques like PERT are important for scheduling projects and accounting for uncertainty in duration estimates. Float refers to slack time in a project schedule where tasks can be delayed without impacting subsequent tasks or the overall completion date.
The document discusses the process of sequencing activities in project planning. It explains that activities must be logically ordered based on their dependencies to develop an achievable project schedule. Different techniques are used to determine dependencies and illustrate them in a project schedule network diagram, including precedence diagramming. The diagram schematically displays the logical relationships and sequence of activities and is a key output of this process.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
This document discusses the development and validation of an Earned Value Management (EVM) system at the Jet Propulsion Laboratory (JPL). It outlines the key components of developing the EVM system, including establishing the architecture, implementing the necessary tools and processes, and providing education and training. It also describes validating the system through progress assistance visits and a formal validation review. The document shares lessons learned around implementing an effective EVM system.
This presentation summarizes the Line of Balance (LOB) project scheduling technique. LOB was developed in the 1940s/50s for repetitive construction projects like highways, pipelines, and buildings. It uses a simple diagram to show the location and timing of work crews for each task. The key steps are: 1) creating a logic diagram of tasks, 2) estimating task durations, 3) selecting a buffer time, and 4) calculating targets to meet deadlines. LOB helps optimize resource usage and identifies potential issues. It provides clear visibility into work progress and allows easy schedule updating for repetitive projects.
Programme evaluation and review technique (pert)Anupam Kumar
PERT was developed by the US Navy for planning the Polaris missile program. PERT accounts for uncertain activity times by using three time estimates: optimistic, most likely, and pessimistic. It calculates the expected time using a weighted average of the three estimates. PERT identifies the critical path of activities that determine the shortest project duration and allows managers to assess the probability of on-time completion.
The document discusses fundamentals of project scheduling including scheduling philosophy, terms and definitions, types of schedules, relationships between activities, and developing a project schedule. The key points are:
- Scheduling allows project managers to better control projects, monitor progress, and satisfy requirements.
- Important scheduling terms include activities, durations, relationships, critical path, float.
- Common schedule types include bar charts, logic networks, and milestone charts.
- Relationships define dependencies between activities like finish-to-start.
- Developing a good schedule requires defining activities and sequences, estimating durations, and incorporating resources and calendars.
The ninth lesson of the course on Planning and Managing Software projects (http://emanueledellavalle.org/Teaching/PMSP-2011-12.html) that I give at Politecnico di Milano
The document discusses construction management and entrepreneurship. It defines management as the process of planning, organizing, directing, and controlling organizational resources to achieve goals. Some key characteristics of management are that it is a continuous process, both an art and a science, involves decision making, and aims to achieve predetermined objectives. The main functions of management are planning, organizing, staffing, directing, controlling, innovation, and representation. Construction project management involves planning, coordinating, and controlling all aspects of a construction project from start to finish. Common project planning tools include Gantt charts, work breakdown structures, and critical path methods.
AWIN presentation it's only logical-a scheduling overviewDanielle Murphy
This document provides an overview of construction scheduling. It discusses the history of scheduling methods from the 1700s to present day, including bar charts, statistical charts, precedence diagramming, critical path method (CPM), program evaluation and review technique (PERT), and computer software programs. The importance of scheduling for project success is explained. Key scheduling concepts such as activities, relationships, float, critical path, work breakdown structure (WBS), and schedule compression techniques are defined. Trends in scheduling include integrating scheduling with building information modeling (BIM) and using artificial intelligence. Scheduling is presented as a specialized career path in project management.
The document discusses key steps for effective construction project scheduling including examining contracts, listing obligations, dividing the project into work areas, accounting for technology and sequence, calculating duration and costs, and adjusting schedules over time. It also describes how network diagrams can help planning by visually showing precedence relationships between activities and how the flow of work. Two common types of network diagrams - activity-on-arrow and activity-on-node - are described as well as how activities differ from milestone events.
This document provides an overview of an approach for right sizing design review plans for projects and programs. It discusses establishing a multi-tiered review approach including technical and peer reviews of lower-level design products, component design reviews, subsystem design reviews, and system-level reviews. It emphasizes the importance of planning the review approach, defining objectives and participation for each review level, and using lessons learned to improve efficiency while maintaining thoroughness.
Presentation Classification Of Schedule TypesChris Carson
This document discusses the need to categorize different types of scheduling used across industries in order to facilitate cross-pollination of scheduling best practices. It proposes developing a "Schedule Matrix" that maps industries and sectors to scheduling categories based on their typical use of scheduling components and determinants. This would allow schedulers to better understand scheduling approaches in other fields and identify opportunities to adopt innovative practices. The document advocates for an industry-wide study to develop a taxonomy and compile a Schedule Type Matrix that categorizes common scheduling approaches.
The document discusses the Integrated Baseline Review (IBR) process. It defines the IBR as a required review led by the Project Manager to validate the contractor's Performance Measurement Baseline. The objectives of the IBR are to validate the technical, schedule and cost aspects of the baseline, understand risks, and gain confidence in the contractor's ability to execute the project as planned. It describes the typical participants in an IBR team and their roles, and the information typically required for an IBR.
The document discusses planning project schedule management which includes establishing policies and procedures for planning, developing, managing, executing, and controlling the project schedule. It discusses defining activities by identifying and documenting specific actions to produce deliverables. Key information about each activity such as owners, deliverables, assumptions, and dependencies must be documented. A schedule is then created by analyzing activity sequences, durations, resources, and constraints to develop a project schedule model using techniques like bar charts and critical path method. The process also involves planning human resource and cost management which includes identifying roles and responsibilities, assessing staffing needs over time, and estimating costs of completing all activities.
Chapt5.pptx it is notes of the 5th chapterpreetidamakale
The document discusses project scheduling and tracking techniques for software projects. It covers work breakdown structures, activity networks, Gantt charts, critical path method (CPM), program evaluation and review technique (PERT), and comparing planned vs. actual project timelines. Example macro timeline charts are provided for library management, college management, and hotel management systems projects spanning 15-20 days each broken down by SDLC phases.
Project TimeIST4055Chapter 6Now that you have the Sc.docxbriancrawford30935
Project Time
IST4055
Chapter 6
Now that you have the Scope and Work Breakdown Structures done, we address the other 2 aspects of the triple constraint – time and money.
Focus here is looking at the entire project, sequence the steps, and then cost them.
1
Importance of Project Schedules
Managers often cite delivering projects on time as one of their biggest challenges
Average time overrun from 1995 CHAOS report was 222%; improved to 84% in 2004 study; 74% in 2012 study; down to 51% in 2016
Time is the most precarious element of the triple constraint:
Time has the least amount of flexibility; it passes no matter what!
Scope and cost can be adjusted; time goes on regardless of what you do or don’t do.
Traditionally IT project managers have underestimated the amount of time needed to complete the tasks – they are overly confident in their abilities to get the job done and sometimes are too simplistic in their approach. You must be realistic in the time constraint. Note also that it might take you 10 hours, but you also may be working on other projects or doing daily operations too…..so time is how long and over what period of time – 10 hours spread over 60 hours.
Schedule issues are the main reason for conflicts on projects, especially during the second half of projects. So where are we now with time overruns?
2
Attitudes toward deadlines
Cultures have different attitudes about time
Individual Work Styles and Cultural Differences Cause Schedule Conflicts
3
One dimension Meyers-Briggs Type Indicator focuses on peoples’ attitudes toward structure and deadlines
Some people prefer schedules and deadlines while others do not
Difference cultures and countries have different attitudes about schedules/time
3
Time Robbers
Task rework
Calls, texts, e-mail
Land mail
Incomplete work
Lack of needed authority
Inefficient change procedures
Waiting on people
Day-to-day administration
Too many levels of review
Casual office conversations
Poorly run meetings
Micromanagement
Those activities that at first seem to be short and unobtrusive but when they are all added together can completely fill an entire work day
It is important to realize that some time increments can lead to major time wasters. This slide covers some time robbers that occur in your everyday work life.
In addition to the ones listed on the slide you can add
Poorly motivated or educated customers
Vague goals and objectives
Poor time management
Ill defined project scope
Company politics
Working on under-funded projects
4
Project Time Management
Activity Definition
Activity Sequencing
Project Time Management describes the processes and methods required to create and manage appropriate schedules to complete the project:
Activity Definition – identifies the lowest level of work on the WBS, “work packages”, that needs to be performed to create the finished product deliverable; An activity or task is an element of work normally found on the work breakdown structure (WBS) tha.
This document provides an overview of key concepts in project management including:
- Defining a project and the goals of project management to complete tasks on time and within budget.
- Common causes of project failure such as lack of commitment and poor planning.
- Tools used in project management including PERT charts, Gantt charts, and joint project planning.
- The six main activities in project management: defining scope, identifying tasks, estimating durations, specifying dependencies, assigning resources, and monitoring progress.
Time Management within IT Project Managementrielaantonio
This document discusses project time management, which involves ensuring timely completion of a project. It outlines the seven main processes: 1) planning schedule management, 2) defining activities, 3) sequencing activities, 4) estimating activity resources, 5) estimating activity durations, 6) developing the schedule, and 7) controlling the schedule. Key aspects of each process are defined, such as developing a schedule management plan, creating an activity list and attributes, determining dependencies, and using techniques like critical path method, critical chain scheduling, and program evaluation and review technique.
Software project scheduling involves allocating estimated effort across the planned project duration by assigning tasks to specific engineering activities. A project schedule communicates what work must be done, who will perform it, and the timeline. There are seven principles for software project scheduling: compartmentalizing work, dividing tasks, sequencing dependent tasks, assigning time periods, allocating effort, assigning tasks to team members, and defining outcomes for each task. Project tracking involves comparing the project plan to actual progress by determining work completed and resources spent.
Managing the information system projectalpha1unity
1) Project management involves initiating, planning, executing, and closing an information systems project. This includes defining objectives, allocating resources, and managing risks, costs, and schedules.
2) Planning a project involves defining its scope, dividing work into tasks, estimating resources and timelines, developing communication plans, and identifying risks. Key deliverables include a project plan and budget.
3) Executing the project requires monitoring progress against the plan, managing changes, maintaining project documentation, and communicating regularly with stakeholders. Project management tools like PERT and Gantt charts help track work and implement adjustments.
Project management is an important skill for system analysts. There are four main phases to managing an information system project: initiation, planning, execution, and close-down. In the initiation phase, the project team is established and the scope and objectives are defined. In planning, the work is broken down into tasks, resources are estimated, and schedules and budgets are created. Execution involves implementing the plan and managing changes. Close-down concludes the project with reviews and closing out contracts. Techniques like Gantt charts, PERT diagrams, and project management software help system analysts schedule and track project activities.
The document discusses project management and the PERT (Program Evaluation and Review Technique). It defines project management as initiating, planning, executing, controlling, and closing work to achieve goals on time. PERT is a statistical technique to analyze uncertain project activities using three time estimates and probabilistic modeling. It describes drawing network diagrams with events and activities, numbering events, and calculating four types of times in PERT: optimistic, pessimistic, most likely, and expected.
Episode 23 : PROJECT TIME MANAGEMENT
Activity Definition – identifying the specific activities that must be performed to produce the various project deliverables
Activity Sequencing – identifying and documenting interactivity dependencies
Activity Duration Estimating – estimating the number of work periods that will be needed to complete individual activities
Schedule Development – analyzing activity sequences, activity durations, and resource requirements to create the project schedule
Schedule Control – controlling changes to the project schedule
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
This document provides an overview of project time management processes based on the Project Management Body of Knowledge (PMBOK). It discusses the key processes involved, including defining activities, sequencing activities, estimating activity resources and durations, developing the project schedule, and controlling the schedule. Tools like precedence diagramming, critical path method, resource leveling, and schedule compression are also summarized. The goal of project time management is to complete the project on time through planning, monitoring, and controlling the project schedule.
The document discusses project integration management which includes defining, combining, and coordinating various project management processes and activities to successfully achieve project objectives. It describes key elements to integrate like technical components, people, and stakeholders. Additionally, it outlines the main processes involved in project integration management such as developing the project charter, management plan, and executing and monitoring project work.
The document provides an overview of project management concepts including business enterprises, projects, programs, operations, the project manager role, project phases and life cycle, stakeholders, and organizational structures. It discusses key definitions such as projects being temporary endeavors to create unique products or results, and programs being groups of related projects. The roles of the project manager and skills needed are outlined. Project phases and typical project life cycles are presented. Stakeholders and different organizational structures like functional, projectized, and matrix are also summarized.
This document discusses project scheduling for software engineering projects. It covers key topics such as:
- The importance of scheduling for establishing a roadmap and tracking progress on large, complex software projects.
- Basic principles of software project scheduling including compartmentalizing work, indicating interdependencies, allocating time and resources, and assigning responsibilities.
- Methods for defining tasks, networks, and timelines to plan and track schedules.
- Techniques for monitoring schedule performance such as status meetings, milestone tracking, and earned value analysis.
- Factors that influence schedules such as risks, changing requirements, estimates, and technical difficulties.
The document discusses project schedule management. It describes the key processes involved which include planning, defining activities, sequencing activities, estimating durations, and developing the schedule. Specific techniques are outlined for each process such as precedence diagramming, critical path method, resource leveling. The outputs of defining activities and sequencing activities are also summarized such as the activity list, milestone list, and schedule network diagrams.
A brief introduction of Project Time Management, covering the main concepts like Activities, Project Schedule, Activity dependencies, Critical Path, Lead and Lags etc.
The key steps in the PERT planning process are:
1) Identifying the specific activities and milestones of the project.
2) Determining the proper sequence of activities by constructing a network diagram that shows the interdependencies.
3) Estimating the time required to complete each activity.
4) Identifying the critical path which is the longest sequence of activities that determines the minimum time to complete the project.
The document provides an agenda for a PMP refresher presentation. The agenda covers introductions, an overview of PMI, the CAPM certification, requirements and exam, details on the PMP certification including eligibility requirements, the application process, and exam format and passing score. It also discusses preparation strategies for the PMP exam such as forming a study group.
This document provides an overview of key project management concepts including:
- The Project Management Office (PMO) and Project Management System (PMS) and their roles in managing projects.
- The five process groups (initiating, planning, executing, controlling, closing) and nine knowledge areas that are used to manage projects.
- The individual project management processes that are applied within each process group to generate outputs and move the project forward.
- How the process groups interact and are linked by inputs and outputs between processes.
- Examples of common inputs like organizational process assets and enterprise environmental factors that influence project processes.
- A process chart that maps the project management processes.
The document discusses project risk management. It defines risk and outlines the key processes involved in risk management including risk identification, qualitative and quantitative risk analysis, risk response planning, and risk monitoring and control. It also discusses risk factors like probability, impact, and timing. Risk identification involves systematically documenting potential risks. Qualitative risk analysis uses a subjective approach to assess probability and impact while quantitative analysis uses numerical methods. Risk response planning determines actions to reduce threats and maximize opportunities. The overall goal is to identify and proactively address risks that could affect a project's objectives.
The document discusses project quality management. It defines quality management as determining quality policies, objectives, and responsibilities to ensure the project satisfies its requirements. Quality management includes quality planning, quality assurance, and quality control. Quality planning identifies relevant standards. Quality assurance applies quality activities to meet requirements. Quality control monitors results to ensure they comply with standards. The document also discusses quality definitions, goals, costs, and techniques used in quality planning, assurance, and control.
Pm deep dive hr - comm - procurement - prNiraj Agarwal
The document provides an overview of key topics in project management including human resources, communication, procurement, and professional responsibility. Specifically, it discusses human resources processes and roles; methods of communication like verbal, non-verbal, and written; contract types for procurement; and concepts around integrity, advancing the profession, and stakeholder management for professional responsibility. The slides include definitions, lists, and brief explanations of concepts across these core project management areas.
The document provides information on project cost management. It defines cost estimating, budgeting, and control, and describes types of costs like direct, indirect, fixed and variable costs. It also discusses estimation techniques like analogous estimating, parametric estimating, and bottom-up estimating. Cost budgeting involves aggregating estimates to establish a cost baseline. Earned value analysis integrates cost, schedule and scope to analyze performance.
The document discusses project scope management and defines it as describing how the project team will define the project scope, verify work, and manage and control scope. It outlines elements that should be included in a project scope management plan such as processes for creating a scope statement, work breakdown structure (WBS), and managing scope changes. An example project scope statement is then provided for an IceScream project to connect its sites through email and an intranet.
The document discusses different data structures and their implementations and applications. It covers arrays, linked lists, stacks, queues, binary trees, and binary search. The key points are:
- Arrays allow fast access but have fixed size; linked lists can grow dynamically but access is slower.
- Binary trees allow fast (O(log n)) search, insertion, and deletion operations due to their hierarchical structure.
- Stacks and queues are useful for modeling LIFO and FIFO data access with applications like function calls and job scheduling.
- Binary search runs in O(log n) time by recursively dividing the search space for sorted data.
The document discusses corporate etiquette and is divided into several sections. It provides guidance on how to interact with coworkers and superiors, including maintaining good communication, dress appropriately, and keep personal life separate. Specific tips include being respectful, maintaining order at your desk, understanding your boss is human, speaking up with ideas, and dressing conservatively for the workplace. The document also covers best practices for communication, such as making eye contact during introductions, engaging in small talk, and ensuring written correspondence is clear, coherent and to the point.
2. Project Time Management
Definition
Project Time Management includes the processes required to
accomplish timely completion of the project. The Project Time
Management processes include the following:
• Activity Definition – identifying and documenting specific schedule
activities that need to be performed to produce the various project
deliverables identified in the WBS. Definition should be directed
towards fulfilling project objectives
• Activity Sequencing – identifying and documenting dependencies
among schedule activities.
• Activity Resource Estimating – estimating the type and quantities of
resources required to perform each schedule activity.
May 2011
Slide 2
3. Project Time Management
Definition
• Activity Duration Estimating – estimating the number of work
periods that will be needed to complete individual schedule activities.
• Schedule Development – analyzing activity sequences, durations,
resource requirements, and schedule constraints to create the project
schedule.
• Schedule Control – controlling changes to the project schedule.
May 2011
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4. Activity Definition
• Activity Definition is the process of breaking down the work packages
from the WBS into individual activities that make up all the work of the
work package.
• It is part of the iterative process of further decomposing the WBS to a
manageable level.
• The key to Activity Definition is to identify all the tasks required to
produce the work packages (and ultimately the deliverables)
• Activity list should include every activity needed to complete the
work of the project, along with an identifier or code so that you can
track each activity independently.
• Milestone is a significant point or event in the project.
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6. Activity Sequencing
Definition
• Activity Sequencing involves identifying and documenting
interactivity dependencies (Logical Relationships).
• Activities must be sequenced accurately in order to support later
development of a realistic and achievable schedule.
• Sequencing can be performed by using project management software
or by using manual techniques. Manual and automated techniques can
also be used in combination.
• First you need to identify the type of dependency, and then you need
to determine the specific relationship between the activities.
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7. Activity Sequencing
Dependency - Categories
• Mandatory dependency (Hard Logic) is defined by the type of work
being performed, and one activity is dependent on another activity. For
example, a utility crew can ’t lay the cable for a new housing area until a
trench has been dug.
• Discretionary dependency (Preferred Logic, Preferential Logic, Soft
Logic) is usually process - or procedure - driven and may include best -
practice techniques. An example is a decision to require sign - off on
certain types of activities to conform to an established corporate
practice.
• External dependency is a relationship between a project task and
some factor outside the project that drives the scheduling of that task.
Installation of a new server depends on when the vendor can deliver the
equipment.
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8. Activity Sequencing
Dependency - Logical Relationships
• A predecessor activity is one that comes before another activity
• A successor activity is one that comes after the activity in question
• Identifying the correct relationship between dependent activities is
critical to developing an accurate schedule.
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9. Activity Sequencing
Dependency - Logical Relationships
• Finish-to-Start (FS) : The initiation of the successor activity depends
upon the completion of the predecessor activity.
• Finish-to-Finish (FF) : The completion of the successor activity
depends upon the completion of the predecessor activity.
• Start-to-Start (SS) : The initiation of the successor activity depends
upon the initiation of the predecessor activity.
• Start-to-Finish (SF) : The completion of the successor activity
depends upon the initiation of the predecessor activity.
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10. Activity Sequencing
Network Diagram
It depicts the project activities and the interrelationships among these
activities. Shows how the project tasks will flow from beginning to end.
• Precedence Diagramming Method (PDM)
• Arrow Diagramming Method (ADM)
• Conditional Diagramming Methods (GERT)
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11. Activity Sequencing
Network Diagram - PDM
• A method of constructing network diagram using nodes to represent
activities and arrows to indicate dependencies
• Also called Activity On Node (AON)
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12. Activity Sequencing
Network Diagram - ADM
• A method of constructing a project network diagram using arrows to
represent the activities and connecting them at nodes to show the
dependencies.
• Also known as Activity-On-Arrow (AOA).
• ADM uses only finish-to-start dependencies and can require the use
of “dummy” relationships called dummy activities, which are shown as
dashed lines, to define other logical relationships correctly.
• Since dummy activities are not actual schedule activities they are
given a zero value duration.
Event Activity Event
May 2011
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14. Activity Resource Estimating
Definition
• Resource is “any factor, except time, required or consumed to
accomplish an activity. Any substantive requirement of an activity that
can be quantified and defined.”
• Estimating schedule activity resources involves determining what
resources (Persons, equipment, or materiel) and what quantities of each
resource will be used, and when each resource will be available to
perform project activities.
• The Activity Resource Estimating process is closely coordinated with
the Cost Estimating process
May 2011
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16. Activity Duration Estimating
Definition
• Activity Duration is the process of estimating the time to complete
each item on the activity list.
• This process requires that the amount of work effort required to
complete the schedule activity is estimated and the assumed amount of
resources to be applied to complete the schedule activity is estimated.
Then the number of work periods needed to complete the schedule
activity can be determined.
May 2011
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17. Activity Duration Estimating
Techniques - Analogous estimating
• Using the actual duration of a previous, similar schedule activity as
the basis for estimating the duration of a future schedule activity.
• It is frequently used to estimate project duration when there is a
limited amount of detailed information about the project.
• In the early phases of a project it uses historical information and
expert judgment.
• It is most reliable when the previous activities are similar in fact and
not just in appearance, and the project team members preparing the
estimates have the needed expertise.
• Also known as top-down estimating, it is typically the least accurate
means of obtaining an estimate.
May 2011
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18. Activity Duration Estimating
Techniques - Parametric estimating
• A quantitatively based estimating method that multiplies the quantity
of work by the rate.
• To apply quantitatively based durations, you must know the
productivity rate of the resource performing the task or have a company
or industry standard that can be applied to the task in question.
For example, if a typical cable crew can bury 5 miles of cable in a day, it
should take 10 days to bury 50 miles of cable.
May 2011
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19. Activity Duration Estimating
Techniques - PERT
• Program Evaluation and Review Technique (PERT) is a method that
the U.S. Navy developed in the 1950s for the Polaris Missile Program.
• Three point estimates used:
- Most likely(M) : Most likely duration of the schedule activity
- Optimistic(O) : Activity duration is based on a best-case scenario
- Pessimistic(P) : Activity duration is based on a worst-case scenario
• Estimating based on 3 formulas:
i. PERT Duration: T = (P + 4M + O)/6
ii. Standard Task Deviation: S = (P – O)/6
iii.Variance : V = S ² = [(P – O)/6]²
May 2011
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20. Activity Duration Estimating
Techniques – Bottom up estimating
• Involves estimating the durations of individual work items, then
summarizing or rolling-up the individual estimates to get a project
total.
• The accuracy of bottom-up estimating is driven by the size of the
individual work items: smaller work items increase accuracy.
• This is called definitive estimate
May 2011
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23. Schedule Development
Definition
• Project schedule development, an iterative process, determines
planned start and finish dates for project activities. The planned dates
for performing activities and the planned dates for meeting milestones.
• Schedule development can require that duration estimates and
resource estimates are reviewed and revised to create an approved
project schedule that can serve as a baseline against which progress can
be tracked.
• Schedule development continues throughout the project as work
progresses, the project management plan changes, and anticipated risk
events occur or disappear as new risks are identified.
May 2011
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24. Schedule Development
Techniques - Critical Path Method
• The Critical Path Method (CPM) calculates the theoretical early start
and finish dates, and late start and finish dates, for all schedule
activities without regard for any resource limitations.
- Early start (ES) is the earliest date an activity can begin, as
logically constrained by the network.
- Early finish (EF) is the earliest date an activity can finish, as
logically constrained by the network.
- Late finish (LF) is the latest date an activity can complete without
impacting the project end date.
- Late start (LS) is the latest date you can start an activity without
impacting the project end date.
• The critical path is the longest full path on the project and
determines the shortest time to complete the project.
May 2011
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25. Schedule Development
Techniques - Critical Path Method
• Free Slack (Float): The amount of time a task can be delayed without
delaying the early start date of its successor
• Total Slack (Float): the amount of time a task can be delayed without
delaying the project completion date. This is the key type of float.
• Float Formula = LS- ES or LF – EF
• Tasks on critical path have no slack or float
• Lead: A modification of a logical relationship which allows an
acceleration of the successor task. For Example, in a FS relationship
with a 10 day lead, the successor can start 10 days prior to the
completion of the predecessor.
• Lag: A modification of a logical relationship which allows a delay in
starting of the successor task. For Example, in a FS relationship with
a 4 day lag, the successor can start 4 days after the completion of the
predecessor. May 2011
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26. Schedule Development
Techniques - Critical Path Method
• Forward pass - The first step in determining your critical path is to
complete a forward pass through the network diagram. This means that
you are working from the left to the right of your network diagram to
calculate early start (ES) and early finish (EF)
• Backward pass - The next step to complete the critical path is to
complete a backward pass . This means you start at the finish of your
network diagram and work back though each path until you reach the
start. This gives you two calculations, late finish (LF) and late start (LS)
May 2011
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27. Schedule Development
Techniques - Critical Path Method
Network diagram with task duration
Task ES EF LS LF Float
A 0 3 0 3 0
B 3 5 3 5 0
C 3 13 7 17 4
D 5 20 5 20 0
E 13 16 17 20 4
May 2011
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28. Schedule Development
Techniques - Duration Compression : Crashing
• Crashing is a technique that looks at cost and schedule trade-offs.
• Crashing is typically implemented by adding more resources to the
critical path tasks in order to complete the project more quickly.
• Crashing could also be accomplished by requiring mandatory
overtime for critical path tasks, by speeding up delivery times from
vendors, and so on.
• Crashing can produce the desired results if used wisely, but you
should be aware that crashing the schedule may increase risks and/or
impact your budget.
May 2011
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29. Schedule Development
Techniques - Duration Compression : Fast tracking
• Fast tracking is performing two tasks in parallel that were previously
scheduled to start sequentially.
• There is a great deal of risk in fast tracking because there could be
reasons why one task must be completed before another.
• It often results in rework, increases risk & requires more attention to
communications.
May 2011
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30. Schedule Development
Project Schedule
The project schedule includes at least a planned start date and planned
finish date for each schedule activity. Common methods are:
• Project schedule network diagrams. These diagrams, with activity
date information, usually show both the project network logic and the
project’s critical path schedule activities.
• Bar charts. These charts, with bars representing activities, show
activity start and end dates, as well as expected durations. Bar charts
are relatively easy to read, and are frequently used in management
presentations.
• Milestone charts. These charts are similar to bar charts, but only
identify the scheduled start or completion of major deliverables and key
external interfaces.
May 2011
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32. Schedule Development
Project Schedule
Gantt charts are probably one of the most commonly used methods to
display the project schedule. They can show milestones, deliverables,
subdeliverables, or all the activities of the project, if needed. Gantt
charts typically display the tasks using a horizontal bar chart format
across a timeline. Gantt charts are easy to read and can show the activity
sequences, start and end dates, resource assignment, dependencies, and
critical path.
May 2011
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35. Schedule Control
Definition
• Schedule control is concerned with:
- Determining the current status of the project schedule
- Influencing the factors that create schedule changes
- Determining that the project schedule has changed
- Managing the actual changes as they occur
• Schedule control is a portion of the Integrated Change Control process
May 2011
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38. Pop Quiz
Question 1
Which of the following is not true for the critical path?
A. It has zero float.
B. It ’ s the shortest activity sequence in the network.
C. You can determine which tasks can start late without impacting the
project end date.
D. It controls the project finish date.
May 2011
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39. Pop Quiz
Question 2
You are a project manager for a major movie studio. You
need to schedule a shoot in Kashmir during ski season. This
is an example of which of the following?
A. External dependency
B. Finish - to - start relationship
C. Mandatory dependency
D. Discretionary dependency
May 2011
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40. Pop Quiz
Question 3
What is analogous estimating also referred to as?
A. Bottom - up estimating
B. Expert judgment
C. Parametric estimating
D. Top - down estimating
May 2011
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41. Pop Quiz
Question 4
You are working on your network diagram. Activity A is a
predecessor to Activity B. Activity B cannot begin until
Activity A is completed. What is this telling you?
A. There is a mandatory dependency between Activity A and Activity B.
B. There is a finish - to - start dependency relationship between Activity
A and Activity B.
C. Activity A and Activity B are both on the critical path.
D. Activity B is a successor to multiple tasks.
May 2011
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42. Pop Quiz
Question 5
What is the most commonly used form of network
diagramming?
A. ADM
B. Precedence diagramming
C. CPM
D. PERT
May 2011
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43. Pop Quiz
Question 6
What are the crashing and fast track techniques used for?
A. Duration compression
B. Activity sequencing
C. Precedence diagramming
D. Activity Definition
May 2011
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44. Pop Quiz
Question 7
Which of the following is true for float or slack time?
A. It ’ s calculated by adding the durations of all activities and dividing
by the number of activities.
B. It ’ s time that you add to the project schedule to provide a buffer or
contingency.
C. It’s the amount of time an activity can be delayed without delaying
the project completion.
D. It is only calculated on the longest path of the network diagram.
May 2011
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45. Pop Quiz
Question 8
Which of the following is not a tool used to determine a
project ’s critical path?
A. Forward pass
B. Mandatory dependency
C. Float calculation
D. Backward pass
May 2011
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46. Pop Quiz
Question 9
Activity B on your network diagram has a most likely estimate
of 8 days, a pessimistic estimate of 11 days, and an optimistic
estimate of 6 days. What is the three – point PERT estimate
for this task rounded to the nearest whole number?
A. 11 days
B. 25 days
C. 8 days
D. 6 days
May 2011
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47. Pop Quiz
Question 10
Which of the following is not true for critical path activities?
A. The early start is always less than the late start.
B. These activities are on the longest path on the network diagram.
C. The float is zero.
D. The late finish is always the same as the early finish.
May 2011
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48. Pop Quiz
Question 11
You are working on a project in which the time to complete
the project has been heavily restricted and funds are short.
You have one resource working on preparing six servers for
use in a balanced web array. The servers will all look basically
alike. What technique can you use to slim down some of the
time required to perform this task in the project?
A. Fast tracking
B. Crashing
C. Reducing the number of servers
D. Purchasing a server that runs a number of virtual machines
simultaneously
May 2011
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49. Pop Quiz
Question 12
Your task requires 4 miles of paving, and it will take 30 hours
to complete a mile. On a past project similar to this one, it
took 150 hours to complete. Which of the following is true
regarding this estimate?
A. The total estimate for this task is 120 hours, which was derived using
expert judgment.
B. The total estimate for this task is 120 hours, which was derived using
parametric estimating.
C. The total estimate for this task is 150 hours, which was derived using
analogous estimating.
D. The total estimate for this task is 150 hours, which was derived using
expert judgment.
May 2011
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50. Pop Quiz
Question 13
You are in the process of developing a project schedule for a
new project for which you have just completed the WBS.
What would be the smart next step in figuring out what tasks
go into the project schedule?
A. Develop an activity list.
B. Determine the critical path tasks.
C. Develop a network diagram.
D. Estimate activity duration.
May 2011
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51. Pop Quiz
Question 14
You have defined a task in a project schedule in which your
team members will develop an XML application that uses a
MySQL back end. Although the data base administrator
(DBA) has plenty of experience with Oracle and Microsoft
SQL Server, he has never been exposed to MySQL. Which of
the following elements will most likely be affected?
A. Resource allocation
B. Task estimation
C. Activity definitions
D. Determining critical path tasks
May 2011
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52. Pop Quiz
Question 15
How long is the critical path in days in the graphic shown
here?
A. 13 days
B. 20 days
C. 27 days
D. 30 days
May 2011
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53. Pop Quiz
Question 16
Which path represents the critical path?
A. A-E-F-G
B. A-C-D-G
C. A-B-D-G
D. A-B-D-F-G
May 2011
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