PMP Project Time Management PMBOK V4.0

PMP Examination Preparation Course
Topic: Project Time Management

Version 4.0
Project Time Management
Hot Topics
Float/Slack/Lag/Lead
Dependencies
Monte Carlo Simulation Precedence diagramming method/AON

Analogous estimating
Duration compression
Resource Leveling
Critical Path
Variance Analysis
Fast Track / Crash
PMP Workshop | Financial Services

All work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 1
Project Time Management (Contd.)
Processes required to deliver project on schedule

Define Activities Identifying specific actions to be performed to produce
project deliverables
Sequence Activities Identifying and documenting relationship among
project activities.
Estimate Activity Resource Estimating type and quantities of material,
people, equipment or supplies required.
Estimate Activity Duration Number of work periods required to complete
individual activities with estimated resources.
Develop Schedule Analyzing activity sequences, durations, resource
requirements and schedule constraints to create project schedule.
Control Schedule Monitoring the status of project to update project
progress and managing changes to schedule baseline.

Project Time Management (Contd.)
Initiating Executing Monitoring & Closing

Planning Process
Process Process Controlling Process
Group
Group Group Process Group Group
Define Activities Control Schedule
Sequence
Activities
Estimate Activity
Resources
Estimate Activity
Durations
Develop
Schedule

Define Activities
Identify the specific schedule activities that need be performed to

produce various project deliverables
Involves:
Documenting the specific action or work to be performed
Identify deliverables at the lowest level i.e. Work Packages
Work packages are further decomposed into schedule activities
Defining and planning the schedule activities such that the project
objectives are met

Define Activities
Inputs Tools and Techniques Outputs

Scope Baseline Decomposition Activity Lists
Enterprise Rolling wave planning Activity attributes
environmental factors Templates Milestone list
Organizational Expert judgment
process assets

Inputs Define Activities
1.Scope Baseline
Project deliverables, constraints and assumptions documented in project scope
baseline are considered explicitly while defining activities
2. Enterprise environmental factors
Availability of project management information systems and scheduling
software tools
3. Organizational process assets
Formal / informal policies, procedures and guidelines for activity definitions
Lessons learned / Historical information on activity lists from previous similar
projects

Tools & Techniques Define Activities (Contd.)
1. Decomposition
Subdividing project work packages into smaller, manageable components
called activities
Define Activities process defines final outputs as activities rather than
deliverable
WBS and WBS dictionary are basis of development of activity list (they can be
developed in parallel as well)
Involving team members in decomposition can lead to more accurate results.
Each work package in the WBS is decomposed into the schedule

activities required to produce the work package deliverables

Tools & Techniques Define Activities (Contd.)
2. Rolling wave planning

Form of progressive elaboration planning . As scope is evolved, WBS and WBS
dictionary items are more detailed
Work to be accomplished in near term is detailed at low level of WBS while
work to be accomplished in future is at a higher level of WBS
During early strategic planning, activities can be defined at milestone level,
when less information is less defined, later it can be decomposed into activities
3.Templates
Standard activity list or portion of activity list from a previous project
Can contain resource skills, required hours of effort, identification of risks,
expected deliverables, can be used to identify typical milestones
4. Expert judgment
Consulting experts

Outputs Define Activities
1.Activity lists
Its a comprehensive list including all schedule activities required on the
project
Activities are discrete components of project schedule, but NOT a part of
WBS
Verified against WBS for completeness
Only contains the activities required as a part of project scope
Includes descriptions (activity identifier, scope of work) of activities for the
team to understand
Are used in the schedule model and is part of the project management plan

Outputs Define Activities (Contd.)
2. Activity Attributes
Extend the description of activity by identifying attributes associated with each
activity.
Attributes Activity identifier, Activity codes, Activity description, Predecessor
activities, Successor activities, Logical relationships, Leads and Lags, resource
requirements, imposed dates, constraints and assumptions, person responsible
for executing the work, geographic area where the work will be performed,
Schedule activity type level of effort, discrete effort and apportioned effort
Used for schedule development, for selecting, ordering & sorting planned
activities within report.

Outputs Define Activities (Contd.)
3. Milestone lists
Milestone is a significant point or event in project
It identifies all the milestones
Indicates whether the milestone is mandatory (required by contract) or optional
(based on project requirements or historical information)
Milestones Have no duration, indicate start or completion

of an activity

Question?
Which of the following is an activity attribute:

Activity code
Lead and lag
Constraints and assumptions
Person responsible

Sequence Activities
Identifying and documenting the logical relationships among the

schedule activities
Sequencing can be performed by using project management software

or by using manual or automatic technique.

Sequence Activities (Contd.)

Activity list Precedence Project schedule
Activity attributes diagramming method network diagrams
(PDM) Project document
Milestones List
Dependency updates
Project scope determination
statement
Applying leads and
Organizational lags
Process Asset
Schedule Network
templates

Inputs Sequence Activities
1. Activity lists (described earlier)

2. Activity attributes (described earlier)
3. Milestone lists (described earlier)
4. Project Scope statement
Product characteristics described in scope description may impact activity
sequencing. These are often apparent in activity lists
This is reviewed to ensure accuracy
5.Organizational Process Assets
Organizational Process Asset can influence the sequence activities process.

Tools & Techniques Sequence Activities (Contd.)
1.Precedence diagramming method (PDM)

A method of critical path methodology for constructing a project schedule
network diagram
This technique is also called Activity-On-Node (AON).

Tools & Techniques PDM
Precedence Diagramming method (PDM)

FS/SS/FF/SF
Commonly used
A B Relationship C
No Dummies
START
Activity FINISH
D E F

Tools & Techniques Dependency /logical Relationship
PDM includes four types of logical relationships
A B FINISH TO START
A B START TO START
A B
FINISH TO FINISH
A B START TO FINISH

Tools & Techniques Sequence Activities (Contd.)
2. Dependency determination
Three types of dependencies are used to define the sequence among the
activities.
Mandatory
Discretionary
External

Tools & Techniques Dependency determination
Task Dependencies
TYPE DESCRIPTION EXAMPLE(S) !REMEMBER!

Mandatory Logical dependencies due to The code must be completed Also called as HARDLOGIC
nature of work before it can be reviewed
Often involve physical Foundation must be complete
limitations before building floor
Discretionary Dependencies defined by the An additional level of review Also called as SOFT
project management team before delivery to the client LOGIC, PREFERRED
LOGIC
Should be used with care
Should be fully documented
External Dependencies on events Software licenses must A dependency can be both

outside the project be supplied by Client external and mandatory
before development

Tools & Techniques Sequence Activities
3. Applying Leads and Lags

Lag is the amount of wait time before the successor activity can be started
Lead allows the acceleration of the successor activity
4. Schedule Network templates
Portions of project schedule network diagram are referred as sub-network or
fragment network
Useful as templates when project includes several identical deliverables e.g.,
floors on high rise buildings

Outputs Sequence Activities
1. Project schedule network diagram

Schematic display of projects schedule
Includes either full project details or one or more summary activities
2. Project document updates
Project documents that may be updated include, but not limited to:
Activity list
Activity attributes
Risk Register

Question?
Identify the type of dependency:

Building plan to be cleared by the local municipal department before
construction can start
Testing to be done before product can be put into the market
Marketing and legal department to clear RFP prior to submission

Estimate Activity Resources
Estimating the type and quantities of resources required to perform

each schedule activity
Estimate Activity Resource process is closely coordinated with Estimate
Cost process.

Estimate Activity Resources (Contd.)

Expert judgment Activity resource
Activity lists Alternative analyses requirements
Activity attributes Published estimating Resource

data breakdown structure
Resource Calendars
Bottom-up estimating Project Document
Enterprise updates
environmental Project management
factors software
Organizational
process assets

Inputs Estimate Activity Resources
1.Activity list
Activity List identifies the activities which will need resources.
2. Activity attributes
Developed during the define activities and sequence activities processes
3. Resource Calendar
Provides information on which resources are potentially available during
planned activity period and is used for estimating resource utilization
Specify when and how long identified project resource will be available
during project.
Includes availability, capabilities, and skills of human resources.

Inputs Estimate Activity Resources
4.Enterprise environmental factors

Can influence the Estimate Activity Resources process
Policies regarding staffing, purchase and rental of supplies and equipments
Available historical information regarding what type of resources were required
for similar projects in past

Tools & Techniques Estimate Activity Resources
1.Expert judgment
People or group with specialized knowledge in resource planning and
estimating
2. Alternatives analysis
Alternative methods for accomplishing schedule activities
Various levels of resource capabilities or skills
Different size or type of machines
Hand operated tools versus automated tools
Make or buy decisions regarding resource (equipment, supplies)
3. Published Estimating data
Published updated production rate and unit costs of resources for an extensive
array of labor trades, material, and equipment for different countries and
geographical locations within a country

Tools & Techniques Estimate Activity Resources (Contd.)
4. Bottom-up Estimating
If project team does not have adequate confidence in the estimates at the
schedule activity level, it needs to be further decomposed
Resource needs at these decomposed levels are estimated and quantities are
rolled up to the scheduled activities resources
Dependencies between these activities may impact application and use of
resources and such pattern of resource usage is documented
5. Project Management Software
Helps planning, organizing, managing resource pools and develop resource
estimates
Sophisticated tools have capabilities to define resource breakdown structures,
resource availabilities, resource rates and resource calendars

Outputs Estimate Activity Resources
1. Activity resource requirements

Description of type and quantities of resources required for each schedule
activity in work package
Aggregated to determine resource estimates for each work package
Supporting documentation basis of estimate for each resource, assumptions
made while determining type, availability and quantity of resources
2. Resource breakdown structure
Hierarchical structure of identified resources by resource category and type
3. Project Documents updates
Project documents that may be updated include, Activity list, Activity attributes
and Resource calendars.

Question?
Which of the following is not a tool and technique for

activity resource estimating?
Published estimating data
Bottom-up estimating
Alternative analysis
Parametric estimating

Estimate Activity Durations
Estimate activity durations is the process of approximating the number of work

periods needed to complete individual activities with estimated resources.
Uses information on activity scope of work, required resource types, estimated
resource quantities and resource calendars.
Estimating the number of work periods required to complete each

schedule activity

Estimate Activity Durations (Contd.)

Activity list Expert Judgment Activity duration
Activity attributes Analogous estimating estimates
Activity Resource Parametric estimating Project Document

Requirements updates
Three-point estimate
Resource calendars Reserve analysis
Project scope statement
Enterprise environmental
factors
Organizational process
assets

Inputs Estimate Activity Durations
1. Activity list (described earlier)
3. Activity Resource requirements
Duration of activities will depend on the resources available to work on
activities
Availability of skilled resources will significantly influence the duration of most
activities.
Project experience communication overload as more resources are added
thus reducing productivity
Output improves proportionally less than the increase in resources

Inputs Estimate Activity Durations (Contd.)
4. Resource calendars
Developed as part of Estimate activity resource process.
Type of resource assigned, quantity, availability, capability of both equipment &
material resources could significantly influence the activity duration
For example senior staff members are expected to complete the activity in
lesser time as compared to junior staff members
5. Project scope statement
Constraints and assumptions are considered when estimating activity
durations.
Example of constraints are available skilled resources, contract terms and
requirements.
Example of assumptions are existing conditions, availability of information and
length of reporting periods.

Inputs Estimate Activity Durations (Contd.)

Duration estimating databases and other reference data.
Published commercial information
Productivity metrics
Historical duration information
Project calendars
Scheduling methodology
Lessons learned.

Tools & Techniques Estimate Activity Durations
1. Expert judgment
Should be used along with historical information
Can also be used to determine whether to combine methods of estimating and how to
reconcile differences between them
2. Analogous estimate
Also called as Top-Down estimates
Form of expert judgment
Uses performance results of similar past activities
Used when there is only limited amount of detailed information about project.
3. Parametric estimating
Uses a statistical relationship between historical data and other variable to calculate an
estimate for activity parameter such as cost, budget & duration.
Can produce higher levels of accuracy depending upon sophistication and underlying
data built into the model.

Tools & Techniques Estimate Activity Durations (Contd.)
4. Three point estimate

Most likely Duration of the schedule activity, given the resources likely to be assigned,
their productivity, realistic expectations of availability for the schedule activity,
dependencies on other participants, and interruptions
Optimistic Duration is based on a best-case scenario of what is described in the most
likely estimate
Pessimistic Duration is based on a worst-case scenario of what is described in the most
likely estimate
Activity duration estimates can be constructed by taking an average of 3 estimated
durations which will often provide more accurate estimates than a single point estimate
5. Reserve Analysis
Incorporating additional time referred to as contingency, time reserves, buffers
Can be percentage of estimated activity duration, fixed number of work periods, or
developed by quantitative risk analysis
Can be used completely or partially, can be reduced or totally eliminated later on

Outputs Estimate Activity Durations
1. Activity duration estimates

Quantitative assessments of likely number of work periods that will be required
to complete a schedule activity
Generally expressed as a range 2 months +/- 5 days or 90% probability of
finishing in 2 weeks
2. Project Document updates
Project Document updated may include
Activity attributes, and assumption made in developing the activity duration
estimate such as skill levels and availability.

Question?
Identify the kind of estimation technique used in each of the

following:
(27000 use case points) / (27 use case points/ hr) = 1000 hrs
Aggressive = 10 days; Pessimistic = 20 days; Most likely = 16 days
Similar functionality in an earlier project took 15 person days to
complete

Develop Schedule
Develop schedule is the process of analyzing activity sequences,

duration, resource requirements and schedule constraints to create the
project schedule.
Developing an acceptable project schedule is often an iterative
process.
Serves as a baseline against which project progress can be

tracked

Develop Schedule(Contd.)
Activity lists Schedule network analysis Project schedule
Activity attributes Critical path method Schedule baseline
Project schedule Network Critical chain method Schedule Data
diagrams Resource leveling Project Document
Activity Resource What-if scenario analysis Updates
requirements
Adjusting leads and lags
Resource Calendars
Schedule compression
Activity duration estimates
Scheduling tool
Project scope statement
Enterprise environmental
factors
Organizational process
assets

Inputs Develop Schedule (Contd.)
1. Activity list (described earlier)

3. Project schedule network diagrams (described earlier)
4. Activity Resource requirements (described earlier)
5. Resource calendars (described earlier)
6. Activity duration estimates (described earlier)

Inputs Develop Schedule (Contd.)
7. Project scope statement

Assumptions and constraints Imposed dates, market window on
technology project
Commonly used constraints in PM software Start No Earlier Than and
Finish NO Later Than
Major milestones dictated by Project sponsor, customer
Scheduling methodology
Project calendars
Can influence the develop schedule process include a scheduling tool that can be
used in developing the schedule

Tools & Techniques Develop Schedule
1. Schedule network analysis

Used to calculate early and late start and finish dates
Network loops and open ends are adjusted before applying any techniques
Analytical techniques critical path method, critical chain method, what-if analysis, and
resource leveling
Points of path convergence and path divergence can be identified and used in schedule
compression analysis
2. Critical path method
Calculates theoretical early start and finish dates and late start and finish dates by
performing forward pass and backward pass analysis
It is called as theoretical as resource limitations are not considered
Measure of flexibility in a schedule is FLOAT If difference between early and late dates
is positive, schedule is flexible. Critical path has ZERO or NEGATIVE float and activities
on critical path are termed as critical activities
(More details are provided later on)

Tools & Techniques Develop Schedule (Contd.)
3. CRITICAL CHAIN Method (scheduling & managing uncertainty by):

Schedule network analysis technique that modifies project schedule to account for limited
resources.
Resource-constrained critical path is known as critical chain.
Adds duration buffers that are non-work schedule activities to manage uncertainty.
One buffer is known as project buffer. Additional buffers are known as feeding buffers.
Size of buffer should account for uncertainty in the duration of chain of dependant tasks.

4. Resource leveling
Often cause original critical path to change and is necessary when resources are over
allocated.
Allocate scarce resources to the critical activities first It lets the cost and schedule slip in
favor of having stable number of resources per month
Sacrificing schedule for having resource stability is called as resource-based scheduling
Scheduling of finite or critical resource from project ending date is known as reverse
allocation scheduling
Levelled Resources
Uneven Resource loading
250 225 200
200 157 157 157 157 157 157
200 180 150
160
150
100 100
100 80
50
50
0 0
Jan Feb Mar April May June Jan Feb Mar Apr May June
Hours Hours

Tools & Techniques Develop Schedule(Contd.)
5. What-if Scenario analysis

Consideration of different scenarios of event occurrence and their impact on the project
schedule. These events could be external to the project or integral part of project
Examples What will happen if there is a change in process? What will happen if a
specific component gets delayed
Out come of scenario analyses helps to assess the feasibility of schedule under adverse
conditions and in preparing contingency/response plan to mitigate the impact of
unexpected situations
Most common technique is Monte Carlo analysis used to calculate a distribution of
possible outcome for the total project.
6. Leads and lags
Adjustments to leads and lags to come up with a viable project schedule.

7.Schedule compression
Shortening of schedule without changing the project scope, to meet the schedule
constraints, imposed dates, or other schedule objectives
Crashing
Maintain scope and add more resources to the critical path activities
Almost always associated with increase in cost
Not all activities can be executed faster by adding resources
Fast tracking
Performing critical path activities in parallel
Increases the probability of rework
Increases risks
8. Scheduling tool
Can be used in conjunction with other project management Software application as well
as manual methods.

Outputs Develop Schedule
Project schedule
Contains milestone schedule, summary schedule and detailed schedule with
logical relationships.
Remains preliminary until resource assignments are confirmed
This process is completed on or before the completion of project management
plan
Can be at summary level master schedule or at a detailed level
Can be presented in tabular or graphical format
Project schedule network diagram
Bar charts or
Milestone charts

Definitions of key terms

Free Slack/Free float/Slack/Float : The amount of time the activity can be
delayed without affecting the start of successor activity
Total Slack/Total Float : The amount of time the activity can be delayed
without affecting the project completion date
Project Slack/Project Float : The amount of time the project can be delayed
without delaying the externally imposed completion date imposed by the
customer or Sr. Management
Critical path is the longest sequence of activities on the network diagram and is
characterized by zero float or slack for activities. There is no slack along the
critical path
Any delay in critical path delays the project
Sometime multiple critical paths can exist
In practice, apart from the critical activities, activities that have small amount of
float are also closely monitored
Scheduling Techniques / Mathematical Analysis

Calculate Theoretical early/late start and finish dates
These dates are subject to change after resource leveling and duration
compression
Critical Path Method (CPM)

Deterministic method
Single estimate (most likely)
Focus on float to identify the least flexible activities
Does not allow for looping in network and shows only one path

Develop Schedule
Building Network Diagrams STEP1: Create Activity List
Activity Description Duration Predecessor ES EF LS LF Float
1 A 15 -
2 B 5 1
3 C 4 2
4 D 4 2
5 E 3 4 STEP3: Determine predecessor
6 F 15 2
7 G 30 6
8 H 4 7
9 I 10 5
STEP2: Assign duration
10 J 20 9,8
11 K 5 3,10

STEP4: Forward Pass Calculate Early

schedule activities
Scheduling Conventions
1st Activity is always scheduled to Early Start Duration Early Finish
start on project start date Task Name
Each activity starts at the beginning of

Late Start Slack/Float Late Finish
the start period and finishes at the
end of the finish period
A one day activity starting on Jan
1st has end date of Jan 1st
Early Finish date (EF) = Early start
date (ES) + duration - 1
The successor activity starts in the
next available time period. If an
activity finishes on Day 3, successor
activity will start on Day 4

Mon 6/12 15 Fri 6/30
Mon 6/12 0 Fri 6/30
Mon 7/10 4 Thu 7/13 Fri 10/13 5 Thu 10/19
C J
Mon 10/9 65 Thu 10/12 Fri 10/13 0 Thu 10/19
Fri 7/14 3 Tue 7/18

Mon 7/3 5 Fri 7/7 Mon 7/10 4 Thu 7/13 Wed 7/19 10 Tue 8/1 Fri 9/15 20 Thu 10/12
B D E I J
Mon 7/3 0 Fri 7/7 Mon 8/23 32 Mon 8/28 Mon 8/29 32 Mon 8/31 Fri 9/1 32 Thu 9/14 Fri 9/15 0 Thu 10/12
Mon 7/10 15 Fri 7/28 Mon 7/31 30 Fri 9/8 Mon 9/11 4 Thu 9/14
F G H
Mon 7/10 0 Fri 7/28 Mon 7/31 0 Fri 9/8 Mon 9/11 0 Thu 9/14
STEP7: Determine Critical Path

Outputs Develop Schedule (Contd.)
Methods of presenting Project Schedule
Milestone Chart Gantt (Bar) Chart Schedule Network Diagram
Shows start/finish dates of Bar chart that shows activity Shows interdependencies
major deliverables and key start and finish dates with of all tasks and activity
external dependencies expected duration dates information
Similar to bar chart but can Generally do not depict Shows workflows and can
also be represented in a interdependencies identify the critical path
tabular form Weak planning tool Can aid in effective
Good for management and Effective for progress planning, organizing and
customer reporting reporting and control control of project

Outputs Develop Schedule(Contd.)
2. Schedule baseline
Specific version of the project version developed from the schedule network
analysis of the schedule model
Approved and accepted by project management team as schedule baseline
Contains baseline start and finish dates
3. Schedule data
Supporting data schedule milestones, schedule activities, activity attributes,
assumptions and constraints
Resource requirements by time periods resource histograms
Alternative schedules best case, worst case schedules etc
Scheduling of contingency reserves

Outputs Develop Schedule (Contd.)
4. Project Documents updates

Include but not limited to
Activity Resource Requirements
Activity Attributes
Calendar
Risk Register

Question?
A critical project is running behind schedule and the resources are

being overworked everyday. What option should the project manager
choose:
Fast tracking
Crashing
None of these

Control Schedule
Control Schedule is concerned with

Determining current project status
Influencing factors that cause schedule changes
Determining that project schedule has changed
Managing the actual changes as they occur
This is the process necessary for controlling changes to the

project schedule

Control Schedule(Contd.)
Project Management Plan Performance Reviews Work Performance
Variance analysis measurements
Project Schedule
Project Management Organizational process
Work Performance assets (updates)
Information software
Change Request
Organizational process Resource leveling
assets Project management plan
What-if scenario analysis
(updates)
Adjusting leads and lags Project Document
Schedule compression (updates)
Scheduling tool

Inputs Control Schedule
1. Project Management Plan

Contains schedule management plan and schedule baseline, which is used to
compare with actual results to determine if change, corrective action or preventive
action is necessary.
2. Project Schedule
Most recent version of the project schedule with notations to indicate updates,
completed activities and started activities as of the indicated data date.

Inputs Control Schedule (Contd.)
3. Work Performance Information

Information about the project progress such as which activities have started their
progress and which activities have finished
4 Organizational process assets

Existing formal informal schedule control related policies, procedures and guidelines;
Schedule control tools; and
Monitoring and reporting method to be used

Tools & Techniques Control Schedule
1. Performance Reviews
Measure, compare and analyze schedule performances such as actual start
and finish date, percent complete and remaining duration of work in progress
An important part of Schedule Control is to decide if the schedule variation
requires corrective action.
2. Variance analysis
Schedule performance measurements (SV,SPI) are used to asses magnitude
of variation to the original schedule baseline.
Identifying which variance would call for corrective actions
Mainly focused on critical activities / sub-critical activities (less float)
Ability to track planned versus actual, ability to forecast effects of schedule
changes
4. Resource leveling
Tools & Techniques Control Schedule(Contd.)
5. What-if scenario analysis

Ability to track planned versus actual, ability to forecast effects of schedule
changes
7. Adjusting leads and lags
8. Schedule compression
9. Scheduling tool
Scheduling tool and supporting data are used in conjunction with manual
methods or other PM SW to perform schedule network analyses to generate an
updated project schedule.

Outputs Control Schedule (Contd.)
1. Work Performance measurements

Schedule variance (SV) and Schedule performance index (SPI) at work
package and control account level are communicated to stakeholders
2. Organizational Process assets (updates)
Feeding the organizational database with lessons learned causes of schedule
variance and reasoning behind corrective actions taken. Any other lessons
learned during schedule control
3. Change Requests
Requested changes to the schedule baselines
May require adjustments to other components of the project management plan
Processed for review and disposition through Perform Integrated change
control process

Outputs Control Schedule(Contd.)
4. Project Management Plan Updates

Elements of project management plan that may be updated but are not limited
to: Schedule baseline, Schedule management plan, Cost baseline.
5. Project Document Updates

Schedule Data
Project Schedule

Question?
Which of the following are tools and techniques of

schedule control?
Variance analysis
Schedule comparison bar charts
Progress reporting
Performance measurement

Recap
Float/Slack/Lag/Lead
Dependencies
Arrow diagramming method
Monte Carlo Simulation Precedence diagramming method
Analogous estimating
Duration compression
Resource Leveling
Critical Path
Variance Analysis
Fast Track / Crash
AON/ADM/GERT

Review Questions Time
Review Questions

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PMP Examination Preparation Course

Topic: Project Time Management

Monte Carlo Simulation Precedence diagramming method/AON

PMP Workshop | Financial Services

Processes required to deliver project on schedule

PMP Workshop | Financial Services

Initiating Executing Monitoring & Closing

PMP Workshop | Financial Services

Identify the specific schedule activities that need be performed to

PMP Workshop | Financial Services

Inputs Tools and Techniques Outputs

PMP Workshop | Financial Services

PMP Workshop | Financial Services

Each work package in the WBS is decomposed into the schedule

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2. Rolling wave planning

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PMP Workshop | Financial Services

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Milestones Have no duration, indicate start or completion

PMP Workshop | Financial Services

Which of the following is an activity attribute:

PMP Workshop | Financial Services

Identifying and documenting the logical relationships among the

Sequencing can be performed by using project management software

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Inputs Tools and Techniques Outputs

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1. Activity lists (described earlier)

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1.Precedence diagramming method (PDM)

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Precedence Diagramming method (PDM)

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PDM includes four types of logical relationships

PMP Workshop | Financial Services

PMP Workshop | Financial Services

TYPE DESCRIPTION EXAMPLE(S) !REMEMBER!

External Dependencies on events Software licenses must A dependency can be both

PMP Workshop | Financial Services

3. Applying Leads and Lags

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1. Project schedule network diagram

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Identify the type of dependency:

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Estimating the type and quantities of resources required to perform

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Inputs Tools and Techniques Outputs

Activity attributes Published estimating Resource

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PMP Workshop | Financial Services

4.Enterprise environmental factors

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PMP Workshop | Financial Services

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1. Activity resource requirements

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Which of the following is not a tool and technique for

PMP Workshop | Financial Services

Estimate activity durations is the process of approximating the number of work

Estimating the number of work periods required to complete each

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Inputs Tools and Techniques Outputs