1. What are the difference between free float and total float?

Float is the difference of LS and ES or LF and EF, i.e. LS-ES or LF-EF. Total float is the total amount of time that a schedule activity may be delayed from its early start date without delaying the project finish date, or intermediary milestone. Free float is an amount of time that a schedule activity can be delayed without delaying the early start of any immediately following schedule activities. 2. What are various Layouts you have to prepare in Primavera and MSP? 3. What is a constraint? A limitation that reduces the efficiency with which a project can be accomplished 4. What are the difference between MS Project and Primavera ? Baselines In MS Project only 11 baselines can be created. In Primavera unlimited baselines can be created. Multiple User Access MS Project doesn't allow multiple users to work on a single project at the same time, Primvera allows you to do that. In Primavera you can even specify what features of Primavera a particular user can use, and which he cannot. Issues & Risks MS Project lacks the feature of tracking project issues or risks. In Primavera, we can record issues and risks. Steps Steps in Primavera allow you to create sub-activities (steps) of an activity. Each step can have its own start and finish date, and a completed step can be marked as completed. This useful feature is missing in MS Project. Multiple Activity Relationships In Primavera P6, more than one type of relationship can be established between activities e.g. we can have FF and SS between the same two activities. In MS Project only one relationship can be made between two activities 5. How to load cost & resource in a program? 6. What is WBS? WBS is a hierarchical decomposition of the project into phases, deliverables and work packages It is instead a comprehensive classification of project scope. WBS captures all the elements of a project in an organized fashion. Breaking down large, complex projects into smaller project pieces provides a better framework for organizing and managing the project. WBS can facilitate resource allocation, task assignment, responsibilities, measurement and control of the project. 7. What is a milestone? What are the types of milestone? Milestones in the context of CPM scheduling are fixed dates used to evaluate and/or impact project performance. Start mile stones/finish mile stones

Flag Milestones- is simply an activity with zero duration that does not otherwise impact the forward or backward pass. 8. What are the difference between flag and milestone activity? Shortly, Flags are similar to milestones in that they are also zero duration activities and they flag either the start or completion of an activity or group of activities. Flags however can only has a predecessor, but no successor activities and thus have no impact on your schedule. Flags do not need to be updated but are automatically completed when their predecessors are completed. 9. What is a critical activity? An activity or event that, if delayed, will delay some other important event, commonly the completion of a major project milestone or... 10. What is resource allocation and leveling? Resource allocation is assigning resources to activities (ABRA). Leveling is changing activity schedules to get rid of utilization spikes and use resources more efficiently. There are two different flavors of leveling: timeconstrained and resource-constrained. Time- constrained leveling attempts to remove the resource utilization spikes/bottlenecks without delaying activities beyond an input date (often the CPM completion date, which means that no activity is delayed beyond its float). Resource-constrained leveling delays activities, if necessary, beyond their float(s) in order to reduce utilization levels, period by period, to availability levels. 11. What is a Baseline Program? In Project Management, Baseline refers to the accepted and approved plans & their related documents. Project baselines are, generally, approved by project management team and those are used to measure and control of project activities. 12 What you called Global Change option in Primavera? 13. What are SV and CV? Schedule Variance indicates how much ahead or behind schedule the project is. Schedule Variance (SV) = Earned Value (EV) - Planned Value (PV) Schedule Variance (SV) = BCWP BCWS Schedule Variance % SV % = Schedule Variance (SV) / Planned Value (PV) SV % = SV / BCWS Schedule Performance Indicator (SPI) SPI = Earned Value (EV) /Planned Value (PV) SPI = BCWP / BCWS The formula mentioned above gives the efficiency of the project team in utilizing the time allocated for the project. SPI value above 1 indicates project team is very efficient in utilizing the time allocated to the project.

SPI value below 1 indicates project team is less efficient in utilizing the time allocated to the project.

Cost Variance (CV) is very important factor to measure project performance. Cost Variance (CV) indicates how much over or under budget the project is. Cost Variance (CV): This is the completed work cost when compared to the planned cost Cost Variance (CV) = Earned Value (EV) - Actual Cost (AC) Cost Variance (CV) = BCWP ACWP Cost Variance % CV % = Cost Variance (CV) / Earned Value (EV) CV % = CV / BCWP Cost Performance Indicator (CPI) CPI = Earned Value (EV) /Actual Cost (AC) CPI = BCWP / ACWP CPI value above 1 indicates efficiency in utilizing the resources allocated to the project is good. CPI value below 1 indicates efficiency in utilizing the resources allocated to the project is not good.

14. What is a Budget and how do you compare budget against Actual cost? 15. What is an S Curve? A type of curve that shows the growth of a variable in terms of another variable, often expressed as units of time 31 What is Lag? 17. What is an open end activity? Open ended are considered also the activities that are linked together with a start to start relation. No matter how much you change the duration or the Finish date of the predecessor the successor is not affected. 18. How often you update your program? What is Level 1, Level 2...Level 3 Schedules? L1-Mile stones and target dates L2-SOW to achieve mile stone L3-Deliverables to achieve the mile stones L4-Task for work pack to achieve the deliverables L5-Task will be funny resourced 19 What is the Critical Path? How you identify it and if any activity having negative slack, how can you adjust the duration?

Longest sequence of activities in a project plan which must be completed on time for the project to complete on due date. An activity on the critical path cannot be started until its predecessor activity is complete; if it is delayed for a day, the entire project will be delayed for a day unless the activity following the delayed activity is completed a day earlier. 20 What is Resource Leveling & Resource Smoothing? How can you assign and update the resources in Primavera? 21 Is there any difference between P6 & P3 versions? P6 is a single database design/more flexible/easy to use 22. Difference between PERT & CPM? 23. Differences between A-O-A and A-O-N Network? Both AON (Activity-On-Node) and AOA (Activity-On-Arrow) network diagrams are universally used network planning formats AOA Activity on arrow Only finish to start relation AON Activity on node Any relation can be shown AOA diagrams emphasize the milestones (events); AON networks emphasize the tasks

24 How to estimate the duration of an activity? 25 How to estimate the working hours of machinery? 26 What is Earned Value Analysis? A methodology used to measure and communicate the real physical progress of a project taking into account the work complete, the time taken and the costs incurred to complete that work." In a nutshell, Earned Value is an approach where you monitor the project plan, actual work, and work-completed value to see if a project is on track. Earned Value shows how much of the budget and time should have been spent, with regard to the amount of work done so far. Actual cost of work performed (ACWP) shows actual costs incurred for work already performed by a resource on a task, up to the project status date or today's date. Normally Project correlates actual costs with actual work. Only if you enter actual costs independent of actual work or change resource pay rates will actual cost be out of step with scheduled cost. Budget at completion (BAC) shows an estimate of the total project cost. Budgeted cost of work performed (BCWP) shows how much of the budget should have been spent given the actual duration of the task. BCWP is also referred to as "earned value." Note that Project calculates BCWP at the task level differently than it does at the assignment level. For best results, use the task-level BCWP values, which are the values Project rolls up to summary task and the project summary task BCWP values. This value is calculated for each individual task but analyzed at an aggregate level (typically at the project level). Budgeted cost of work scheduled (BCWS) shows how much of the budget should have been spent in view of the baseline cost of the task, assignment, or resource. BCWS is calculated as the cumulative time phased baseline costs up to the status date or today's date. (Budgeted cost values are stored in the baseline fields, or if you've saved multiple baselines, in fields Baseline1 through Baseline10.) Cost variance (CV) shows the difference between the budgeted cost of work performed (BCWP) on a task and its actual cost (actual cost of work performed or ACWP). If the CV is positive, the cost is currently under the budgeted (or baseline) amount; if the CV is negative, the task is currently over budget.

Schedule variance (SV) shows the difference between the budgeted cost of work performed (BCWP) and the budgeted cost of work scheduled (BCWS). If the SV is positive, the project is ahead of schedule in cost terms; if the SV is negative, the project is behind schedule in cost terms. Variance at completion (VAC) shows the difference between the budget at completion (BAC) and the estimate at completion (EAC). In Project, the EAC is the Total Cost field and the BAC is the Baseline Cost field from the associated baseline. Cost performance index (CPI) is the ratio of budgeted, or baseline, costs of work performed to actual costs of work performed (BCWP/ACWP). Cumulative cost performance index (CPI) is the sum of the BCWP for all tasks divided by the sum of the actual costs of work performed (ACWP) for all tasks. Cumulative CPI is often used to predict whether a project will go over budget and by how much. Schedule performance index (SPI) is the ratio of work performed to work scheduled (BCWP/BCWS). SPI is often used to estimate the project completion date. Estimate at completion (EAC) is the expected total cost of a task or project, based on performance as of the status date. EAC is also called forecast at completion, and is calculated like this: EAC = ACWP + (BAC BCWP) / CPI. To complete performance index (TCPI) is the ratio of remaining available budget to be spent to the remaining scheduled cost as of the status date. TCPI is calculated like this: TCPI = (BAC - BCWP) / (BAC ACWP). A TCPI value greater than 1 indicates good projected performance for remaining work; less than 1 indicates poor projected performance. Cost variance (CV)the difference between a task's estimated cost and its actual cost (the formula CV = BCWP - ACWP). Take our earlier example where the total planned budget for a 4-day task is $100 and it starts on a Monday. When the status date is set to the following Wednesday, the BCWS is $75, the ACWP for this period is $70, and the BCWP is $60. In that case, the task's CV is -$10. Schedule variance (SV)the difference between the current progress and the scheduled progress of a task, in terms of cost (the formula SV = BCWP - BCWS). In the example above, the task's SV is -$15. The cost performance index (CPI)the ratio of budgeted costs to actual costs (the formula CPI = BCWP / ACWP). In the example above, the task's CPI is about .86, or 86 percent. The schedule performance index (SPI)the ratio of work performed to work scheduled (the formula SPI = BCWP / BCWS). In the example above, the task's SPI is .80, or 80 percent. The to complete performance index (TCPI)the ratio of the work remaining to be done to funds remaining to be spent as of the status date, or budget at completion (the formula TCPI = [BAC - BCWP] / [BAC - ACWP]).

27 What are the various taxes you must consider? 28 what are various dates in a contract document you must keep in mind before proceeding to planning? 29 What is Milestone and Baseline? 30 What are the direct costs & Indirect Costs in a Project? Direct costs are those for activities or services that benefit specific projects, e.g., salaries for project staff and materials required for a particular project. Because these activities are easily traced to projects, their costs are usually charged to projects on an item-by-item basis. Indirect costs are those for activities or services that benefit more than one project. Their precise benefits to a specific project are often difficult or impossible to trace. For example, it may be difficult to determine precisely how the activities of the director of an organization benefit a specific project.