Day 2 - Project Management Methodology With PMP Exam Preparation Ver 1

Project P j t Management M t Methodology M th d l with ith PMP Exam Preparation Day 2
Aamir Thanawala PMP, Prince2 Practitioner, ITIL, CGEIT July 08, 2012
Recognizing Excellence in Project Management
Agenda
Define Activity Sequence Activity Estimate Resources TEA BREAK Estimate Duration Develop Schedule Estimate Cost LUNCH BREAK
Agenda
Determine Budget Plan Communication Plan Quality Direct & Manage Project Execution TEA BREAK Perform Qualitative Assurance Distribute Information Manage Stakeholder Expectation PMP Exam Tips and Tricks
In Class Team Exercise Steak Dinner Project

A very important overseas counterpart is presently in Karachi. Youve decided to invite her over to your house for a specially prepared home cooked dinner grilled steak, , baked potatoes p and boiled corn. At the p present time y you of g do not have any food at your home. You have a grill but there is no propane or charcoal. Youve decide that you should lay out the table with your best cutlery and serve the meal when it is done.
Develop a WBS for your Steak Dinner Project (up to Level 2). W k with Work ith your group Take 20 minutes.
WBS for Steak Dinner Project

Steak Dinner
Materials to prepare Food
Cooked Food
Served Dinner
Groceries
Propane
Grill
Steak
Baked Potatoes
Corn on the Cob
Table Setting
Food Served
Steak Dinner Project

Activities for Groceries and Propane Work Packages Steak Dinner
Materials to prepare Food Cooked Food Served Dinner
Baked Potatoes Corn on the Cob
Groceries
Propane
Grill
Steak
Table Setting
Food Served
Drive to Supermarket Purchase Groceries Drive Home from p Supermarket
Drive to Gas Station Purchase Propane Drive Home from Gas Station

Activities for Grill, Grill Steak, Steak Potatoes and Corn Work Packages Steak Dinner Di

Groceries Propane Grill
C k d Di Cooked Dinner
S Served d Di Dinner
Corn on the Cob Table Setting
Steak
Baked Potatoes
Food Served
Attach Propane Pre-Heat Grill
Cook Steak
Wash Potatoes Wrap Potatoes Bake Potatoes
Boil Water
Husk Corn
C k Corn Cook C

Activities for Table Setting and Food Served Work Packages
Steak Dinner

Groceries Propane G ill Grill
Cooked Dinner
Served Dinner
Corn on the Cob Table Setting
St k Steak
Baked Potatoes
Food Served
Lay Table Cloth Cl h Place Settings and Food
Serve Food and d Eat

Entire WBS and Activity list with numbers
0 Steak Dinner
1. Materials to prepare Food
1.1 Groceries 1.2 Propane 2.1 Grill
2. Cooked Food
2.2 Steak 2.3 Baked Potatoes 2.4 Corn on the Cob
3. Served Dinner
3.1 Table Setting 3.2 Food Served 3.2.1 Serve Food and Eat
1.1.1 Drive to Supermarket 1.1.2 Purchase Groceries 1.1.3 Drive Home from Supermarket
1.2.1 Drive to Gas Station 1.2.2 Purchase Propane 1.2.3 Drive Home from Gas Station
2.1.1 Attach Propane 2.1.2 PreH t Grill Heat G ill
2.2.1 Cook Steak
2.3.1 Wash Potatoes 2.3.2 Wrap P t t Potatoes 2.3.3 Bake Potatoes
2.4.1 Boil Water 2.4.2 Husk C Corn 2.4.3 Cook Corn
3.1.1 Lay Table Cloth 3.1.2 Place Settings and Food

Alternate Activity list numbering 0 Steak Dinner
1.1 Groceries 1.2 Propane 2.1 Grill
2. Cooked Food
2.2 Steak 2.3 Baked Potatoes 2.4 Corn on the Cob
3. Served Dinner
3.1 Table Setting 3.2 Food Served
A. Drive to Supermarket B. Purchase B Groceries C. Drive Home from Supermarket p
D. Drive to Gas Station E. Purchase E Propane F. Drive Home from Gas Station
G. Attach Propane H. Pre-Heat Grill
I. Season Steak J. Cook Steak
K. Wash Potatoes L. Wrap Potatoes M. Bake Potatoes
N. Boil Water O. Husk Corn P. Cook Corn
Q. Lay Table Cloth R. Place Settings and Food
S. Serve Food and Eat

WBS Dictionary and Activity List
WBS Num.
0 1 1.1 A B C 1.2 D E F 2 Cooked Food Propane Drive to Gas Station Purchase Propane Drive Home from Gas Station
Activity Num.
WBS Name
Steak Dinner Materials to prepare Food Groceries
Activity Name
Description
Steak Dinner Project j Corn, beef, barbeque, drinks, propane etc All food needed for dinner
Drive to Supermarket Purchase Groceries Drive Home from Supermarket
Five minute drive to the supermarket using my car To purchase corn, steak, corn, barbeque sauce, coal etc 30 minutes Five minute drive back home from the supermarket Propane for barbeque Sister to drive to gas station to get propane Buy and pay for propane Sister to drive back home from gas station
Ect.
12

Extended Activity List
WBS Num. 0 1 1.1 WBS Name Steak Dinner Materials to prepare Food Groceries A B C 1.2 Propane D E F 2 Cooked Food Drive to Gas Station Purchase Propane Drive Home from Gas Station Di t Drive to S Supermarket k t Purchase Groceries Drive Home from Supermarket Activity Code Activity Name Description
Steak Dinner Project Corn, beef, barbeque, drinks, propane etc All food needed for dinner T minute Ten i t drive di t to th the supermarket using my car To purchase corn, steak, corn, barbeque sauce, coal etc Ten minute drive back home from the supermarket Propane for barbeque Sister to drive to gas station to get propane Buy and pay for propane Sister to drive back home from gas station
Preceding Activity
St t Start A B
Start D E
13
Class Exercise
Estimate the Duration of the Summarized Activities
WBS Num. Start A B C D E F G H End
Activity Name
Duration (Mins)
Buy Groceries Buy Propane Heat Grill Cook Steak Bake Potatoes Cook Corn S t Table Set T bl Serve Food
40 20 6 120 20 15 10 12
14
Do you know how long this project will take?
0 Steak Dinner
2. Cooked Food
3. Served Dinner
A Buy Groceries
B Buy Propane
C Heat Grill
D Cook Steak
E Bake Potatoes
F Cook Corn
G Set Table
H Serve Food
40 mins
20 mins
6 mins
120 mins
20 mins
15 mins
10 mins
12 mins
Determine the Sequence of the Activities
WBS Num. Start A B C D E F G H End
Activity Name
Duration (Mins)
Preceding Activity
Buy Groceries Buy Propane Heat Grill Cook Steak Bake Potatoes Cook Corn Set Table Serve Food
40 20 6 120 20 15 10 12
Start Start B A C A, A A Start D, E, F, G H
Draw the Network

F
15
A E
40
Start
20
D H
End 0
120
12
20
10
Working out the Duration of the Steak Dinner Project

The Forward Pass
F
(40,55) ( , )
(0,40)
A
15 (40,60)
E
(0,0)
Start
40 (0,20)
B C
20
D
(160,172)
H
End 0 (172,172)
20
6 (20,26)
120 (40,160)
12
Project Duration
(Earliest Start of Activity, Earliest End of Activity)
(0,10)
10
Working out the Critical Path of the Steak Dinner Project

The Backward Pass
F
(40,55) (40 55) [145 160] [145,160]
(0,40) [0,40]
A
15 (40,60)[140,160]
E
(0,0) [0,0]
Start
40 (0,20) (0, 0) [14,34] [ ,3 ]

B C
20
D
(160,172) [160,172]
H
End 0 (172,172) [172,172]
20
6 (20 26) (20,26) [34,40]
120 (40,160) [40,160]
12
(Latest Start of Activity, Latest End of Activity)
(0,10) ( )[ [150,160] ]
10
The Critical Path of the Steak Dinner Project

F
(40,55) (40 55) [145 160] [145,160]
(0,40) [0,40]
A
15 (40,60)[140,160]
E
(0,0) [0,0]
Start
40 (0,20) (0, 0) [14,34] [ ,3 ]

B C
20
D
(160,172) [160,172]
H
End 0 (172,172) [172,172]
20
Critical Path Activities Start A Buy Groceries D Cook Steak H Serve Food End
6 (20 26) (20,26) [34,40]
120 (40,160) [40,160]
12
(0,10) ( )[ [150,160] ]
10
DEFINE ACTIVITES
Define Activities
Define Activities
The process of identifying the specific actions to be performed to produce the project deliverables at the lowest level in WBS (work packages)
Define Activity Key Points

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 activities (schedule activities) Defining and planning the schedule activities such that the project j objectives j are met
Define Activities
Define Activities
Inputs Scope Baseline Enterprise Environmental factors Organization process assets Tools and Techniques Decomposition Rolling wave planning Templates Expert Judgment Outputs Activity Lists Activity Attributes Milestone list
Define Activities
Inputs - Define Activities

Scope Baseline
Project deliverables, constraints and assumptions documented in project scope baseline are considered explicitly while defining activities
Enterprise Environmental Factors

Project management information systems (PMIS) Scheduling software tools
Inputs - Define Activities

Organization Process Assets
Formal / informal activity related policies Procedures and guidelines for activity definitions Lessons learned Historical information on activity lists from previous similar projects j t
Tools & Techniques Define Activities

Decomposition
Subdividing project work packages into smaller, manageable units of work called schedule activities. These are not deliverables but the individual units of work that must be completed to fulfill the deliverables. deliverables WBS and WBS dictionary are basis of development of activity ti it list li t (th (they can be b developed d l d in i parallel ll l as well) ll) 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

Rolling wave planning
Form of progressive elaboration planning As scope is evolved planning. 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.

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
Expert p Judgment g
Consulting experts
Outputs Define Activities

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 V ifi d against i t WBS for f completeness l t 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

Activity lists

Activity Attributes
Extend the description of activity by identifying attributes associated with each activity. Used for schedule development, for selecting, ordering & sorting planned activities within report. Attributes includes (but not limited to) :
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 (LOE), discrete effort and apportioned ti d effort ff t

Milestone lists
Milestone is a significant point or event in project Example : Approval & sign-off of Business Requirements document Sign-off Si ff of f UAT 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
Start
Finish
SEQUENCE ACTIVITIES
Sequence Activities
Sequence q Activities
Identifying and documenting the logical relationships among the schedule activities
Sequence Activities Key Points

Interactivity of the logical relationships must be sequenced correctly to facilitate development of realistic and achievable project schedule (in later process). Sequencing can be performed by using project management software or by using manual or automatic technique. Example : Lets say you are going to build a house,
You must excavate before you can build the foundations Y must You t build b ild th the walls ll fi first tb before f you b build ild th the roof f
Sequence Activities
Sequence S A Activities ti iti Key K P Points i t
Once youve identified the dependencies and assembled all the other inputs for the Sequence Activities process, youll take this i f information ti and d produce d a diagram di of f th the project j t activities ti iti called ll d Project Schedule Network diagram
Characteristics of Project Project Schedule Network diagram diagram Show workflow from Left to Right Not drawn on timescale
Sequence Activities
Inputs Activity list Activity attributes Milestones List Project scope statement Organization process assets Tools and Techniques Precedence diagramming method (PDM) Dependency determination Applying leads and lags Schedule Network templates Outputs Project Schedule network diagrams Project document updates
Sequence Activities
Inputs - Sequence Activities

Activity lists (described earlier) Activity attributes (described earlier) Milestone lists (described earlier) Project Scope Statement
P Product d t characteristics h t i ti described d ib d in i scope description d i ti may impact activity sequencing. These are often apparent in activity lists This Thi i is reviewed i dt to ensure accuracy

Organizational Process Asset can influence the sequence activities process
Tools & Techniques Sequence Activities

1 . Precedence diagramming method (PDM) A method of Critical Path Methodology (CPM) for constructing a project p j schedule network diagram. g No Dummy activities This technique is also called Activity-On-Node (AON).

Precedence diagramming method (PDM) - Example 1

Precedence diagramming method (PDM) - Dependency / Logical Relationship
Finish to start Finish to finish Start to start Start to finish
Activity A must finish before Activity B starts Activity A and Activity B must finish at the same time Activity A and Activity B must start at t the th same time ti Activity A must start when Activity B finish

Precedence diagramming method (PDM) - Dependency / Logical Relationship
Finish to Start B
A Finish to Finish B
Testing Documentation
Furniture movein
Employee movein
A Start to Start B
Design Code
Start to Finish B
Test new system
Phase out old system
Finish to start relationships are the most commonly used type of relationships

Dependency Determination To define sequence among activities, following type of dependencies are used

Applying Leads and Lags Lag is the amount of wait time before the successor activity can be started (Inserted waiting time between activities) Example: In a finish to start dependency : You must wait 20 days after you can construct d ft pouring i concrete t before b f t t the th house h frame Before the Lag B A 10 day lag
After the Lag

Applying pp y g Leads and Lags g
Lead allows the acceleration of the successor activity (May be added to start an activity before the predecessor activity is complete.) 10 day lead
Example: You can start the brick work on a house 10 days before the entire wood frame is completed Before B f the th lead l d
After Aft the th lead l d

Applying Leads and Lags Use leads and lags to support realistic and achievable project schedule. Each activity is connected at least to one predecessor and one successor except the start and the end. A predecessor B C Successor

Schedule Network Templates
Standardized network templates p can be used to expedite p the p preparation p of project network diagram. Sources of templates: p The PMO or other similar projects Standardized templates are mostly useful when a project includes several identical or nearly identical deliverables e.g., floors on high rise buildings etc
Outputs Sequence Activities

Project Schedule Network Diagram
Schematic display of projects schedule Includes either full project details or one or more summary activities (called Hammocks)
Project Document updates

Project documents that may be updated include, but not limited to: Activity A i i li list Activity attributes Risk Register
ESTIMATE ACTIVITY RESOURCES
Estimate Activity Resources

Estimate Activity y Resources
Estimating the type and quantities of resources required to perform each schedule activity
Estimate Activity Resources Key Points

Estimate Activity Resource process is closely coordinated with Estimate Cost process.

Inputs Activity list Activity attributes Resource Calendars Enterprise Environmental factors Organization process assets Tools and Techniques Expert judgment Alternative Analysis Published estimating data Bottom-up estimating Project Management software Outputs Activity resource requirement Resource breakdown structure Project document updates
Inputs - Estimate Activity Resources

Activity lists
Activity List identifies the activities which will need resources.
Activity attributes
Developed during the define activities and sequence activities processes .
Inputs - Estimate Activity Resources

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, y capabilities, p and skills of human resources.

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

Expert Judgment
People or group with specialized knowledge in resource planning and estimating.
Alternative Analysis
Alternative methods for accomplishing schedule activities Different levels of resource capabilities p or skills. Example p : Seniorlevel versus junior level resources Different size or type of machines Hand operated tools versus automated tools Make or buy decisions regarding resource (equipment, supplies)

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. Example Your organization might have established price agreements with vendors outlining rates by resource types.
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.

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. R Resource needs d at t these th decomposed d d levels l l are estimated ti t d and d 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.
Outputs Estimate Activity Resources

Activity Resource Requirements
Description of type and quantities of resources required for each schedule activity ti it in i work k package k 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
Resource breakdown structure

Hierarchical structure of identified resources by resource category and type
Project Documents update

Project documents that may be updated include, Activity list, Activity attributes and Resource calendars.
ESTIMATE ACTIVITY DURATIONS
Estimate Activity Durations

Estimate Activity y Durations
Process of approximating the number of work periods needed to complete individual activities with estimated resources.
Estimate Activity Durations Key Points

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 y

Inputs Activity list Activity attributes Activity Resource Requirements Resource Calendars Project Scope statement Enterprise Environmental factors Organization process assets t Tools and Techniques Expert judgment Analogous estimating Parametric estimating Three-point estimate Reserve Analysis Outputs Activity duration estimates Project document updates
Inputs - Estimate Activity Durations

Activity lists (described earlier) Activity attributes (described earlier)
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. Output improves proportionally less than the increase in resources
Inputs - Estimate Activity Durations

Resource Calendar
Developed as part of Estimate activity resource process Type yp of resource assigned, g quantity, q y availability, y capability p y of both equipment & material resources could significantly influence the activity duration Example : Senior staff members are expected to complete the activity in lesser time as compared to junior staff members
Project Scope Statement

Constraints and assumptions are considered when estimating activity durations. Example : Constraints are available skilled resources, contract terms and requirements. Example : Assumptions are existing conditions, availability of information and dl length th of f reporting ti periods. i d

Duration estimating databases and other reference data. Published commercial information Productivity metrics

Historical duration information Project calendars Scheduling methodology Lessons L l learned d
Tools & Techniques Estimate Activity Durations

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
Analogous g Estimate (Top( p Down Estimate) )

Form of expert judgment Uses performance results of similar past activities Used when there is only limited amount of detailed information about project.

Parametric Estimating
Uses a statistical relationship between bet een 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. E Example l : Total T t l resource quantities titi are multiplied lti li d b by l labor b hours per unit of work Design project Number N b of fd drawings i xN Number b of fl labor b h hours per drawing Cable Installation project Meters of cable x Number of labor hours per meter

Example: Project that requires you to run new cable to the switches on every floor in the building. Taking known element - the amount of cable needed and multiplying it by the amount of time it takes to install a unit of cable suppose you have 10,000 meters of new cable to run .You know from past experience it takes one hour to install 100 meters. cable activity duration estimate is 100 (10,000 meters/100) hours.

Reserve Analysis
Incorporating additional time referred to as contingency reserves or buffers. C Can b be percentage t of f estimated ti t d activity ti it duration, d ti fi fixed d number b of f work k periods, or developed by quantitative risk analysis Can be used completely or partially, can be reduced or totally eliminated later on

Three p point estimate
Also called Program Evaluation and Review technique (PERT) Use for time and cost estimation Expected activity duration calculated from Most-likely, Most likely Optimistic, Optimistic Pessimistic estimates Range of estimate = EAD (Expected Activity Duration) +/- SD (Standard Deviation)
Expected Standard Deviation Variance
P + 4 + 6
P 6
P 6
Standard deviation cannot be sum. Variance used to calculate total SD of the p project j
SD=
variance

Three point estimate (PERT) Exercise
Activity P A B C D P j t (Total) Project (T t l) 47 89 48 42
Duration M 27 60 44 37 O 14 41 39 29
A ti it Activity Expected Activity Variance Duration Standard Range of (PERT) Deviation Estimate
Range of the estimate

Three p point estimate (PERT) ( ) Solution
Activity P A B C D 47 89 48 42 Duration M 27 60 44 37 O 14 41 39 29 Activity Expected Activity Variance Duration Standard Range g of (PERT) Deviation Estimate 28.167 61.667 43.833 36.500 5.500 8.000 1.500 2.167 30.250 64.000 2.250 4.696 Range of the estimate 22.667 to 33.667 or 28.167 +/- 5.500 53.667 to 69.667 or 61.667 +/- 8.000 42.333 to 45.333 or 43.833 +/- 1.500 34.333 to 38.667 or 35.500 +/- 2.167
Outputs Estimate Activity Durations

Activity Duration Estimates
Quantitative assessments of likely number of work periods that will be required i dt to complete l t a schedule h d l activity ti it Generally expressed as a range 2 months +/- 5 days or 90% probability of finishing in 2 weeks
Project j Documents update p

Project documents that may be updated include, Activity attributes, and assumption made in developing the activity duration estimate such as skill levels and availability. y
DEVELOP SCHEDULE
Develop Schedule
Develop p Schedule
Process of analyzing activity sequences, duration, resource requirements and schedule constraints to create the project schedule. schedule
Develop Schedule Key Points

Developing an acceptable project schedule is often an iterative process.
Project schedule (once approved) serves as a Schedule Baseline against g which project j progress g can be tracked
Develop Schedule
Inputs Activity list Activity attributes Project Schedule Network diagrams Activity Resource Requirements Resource Calendars Activity duration estimates Project Scope statement Enterprise E i Environmental t l factors f t Organization process assets Tools and Techniques Schedule network analysis Critical path method Critical chain method Resource leveling What-if scenario analysis Adjusting leads & lags Schedule compression Scheduling tool Outputs Project Schedule Schedule baseline Schedule Data Project document updates
Develop Schedule
Inputs - Develop Schedule

Activity lists (described earlier) Activity attributes (described earlier) Project schedule network diagrams (described earlier) Activity Resource requirements (described earlier) Resource Calendars (described earlier) Activity duration estimates (described earlier)

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 e.g. Imposed dates, Key milestones etc

Scheduling methodology Project calendars

Can influence the develop schedule process by using a scheduling tool for developing the schedule
Tools & Techniques Develop Schedule

Schedule Network Analysis
Technique to generate Project Schedule Used to calculate early and late start and finish dates Analytical techniques Critical Path Method Critical Chain Method What- If Analysis Resource Leveling

Critical Path Method (CPM)
Calculates early start and finish dates and late start and finish dates by performing forward pass and backward pass analysis. The critical path (CP) is the longest full path on the project or the earliest time that the project can finish. It determines the amount of float, or schedule flexibility, for each of the network paths. CPM is a method to determine schedule durations without regard to resource availability. As such CPM is concerned mostly with meeting the project timelines than costs. Any project activity with a float time that equals zero is considered a critical path activity activity.
Outputs Develop Schedule

Critical Path Method (CPM)
Total Float / Slack : The amount of time the activity can be delayed without affecting the Project completion date. Example : Task A can be delayed by 20 days without delaying project completion date. Free Float / Slack : The amount of time the activity can be delayed without affecting the early start (ES) of its successor activities. Example : Task A can be delayed by 12 days without delaying Task B early start start. Project Float / Slack: The amount of time a project can be delayed without delaying the externally imposed project completion date required by customer/management Example : Complete project can be delayed by 2 weeks as the externally imposed completion date is 4 weeks away.

Finding Total Float /Slack OR Free Float /Slack
Finding the Early Start (ES) and Early Fi i h (EF) dates Finish d t perform f a forward f d pass through the network Finding the Late Start (LS) and Late Finish (LF) dates perform a backward pass through the network Formula Float or Slack Late Finish (LF) Early Finish (EF) Late Start (LS) Early Start (ES)

Finding Total Float /Slack OR Free Float /Slack
Float > 0 Time is available No Extra time available (Critical path) Float = 0 Float < 0 Critical situation Schedule cannot be met without re planning

Critical Path using PDM network diagram - Example

Forward Pass through the Network
Determining ES and EF dates for each activity
Backward Pass :
D t Determining i i LS and d LF dates d t for f each h activity ti it

PDM Forward Pass (Using ES=0) - Example

PDM Forward Pass (Using ES=1) - Example

PDM Backward Pass (Using ES=1) - Example

Total Float Calculations - Example

Critical Chain Method
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.

Resource Leveling g
Often cause original critical path to change and is necessary when resources are over allocated. Allocate scarce resources to the critical activities first 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

What if Scenario Analysis y
Consideration of different scenarios of event occurrence and their impact on the project schedule. These events could be external to the project p j or integral g p part of p project j 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
Leads and Lags

Adjustments to leads and lags to come up with a via with a viable project schedule.

Schedule Compression
Shortening of schedule without changing the project scope, to meet the Schedule Constraints Imposed Dates Other schedule objectives

Crashing g
Crashing is a compression technique that looks at cost and schedule trade-offs. Cost and schedule tradeoffs are analyzed to obtain the greatest amount of schedule compression for the least incremental cost. One of the things you might do to crash the schedule is add resources-from either inside or outside the organization-to the critical path tasks. p Often results in higher costs, decreased quality

Crashing g Example p
The following table shows the critical path activities of a project. If the project float is negative 3 months which activity or activities would you crash to save 3 months?

Crashing g Example p

Fast Tracking g
Fast Tracking is doing critical path activities in parallel that were originally planned in Series. Often results in Rework Usually U ll i increases th the Ri Risk k Require more attention to Communication
Scheduling Tool
Can be used in conjunction with other project management Software application as well as manual methods.

Schedule Compression p and Tool (MS ( Project) j ) - Example p

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 p presented in tabular or g graphical p format Project schedule network diagram Bar charts or Milestone charts

Methods of presenting Project Schedule

Schedule baseline
Think of the schedule baseline as the final, approved version of the project schedule with baseline start and baseline finish dates and resource assignments.
Schedule Data
Supporting data schedule milestones, schedule activities, activity attributes assumptions and constraints attributes, Resource requirements by time periods resource histograms Alternative schedules best case, worst case schedules etc Scheduling S h d li of f contingency ti reserves

Include but not limited to Activity Resource Requirements Activity Attributes Calendar Risk Register
ESTIMATE COSTS
Estimate Costs
Estimate Costs
Process of developing an approximation (estimate) of the costs of resources (people, equipment, materials) needed to complete project activities. activities
Estimate Costs Key Points

Cost estimating also includes identifying and considering cost alternatives Cost estimation is an iterative process from phase to phase. Example : A project in the initiation phase can have an estimate in the range of (-50% to +50%). As the project progress estimate could narrow to a range of (-10% ( 10% to +10%)
Estimate Costs
Inputs Scope Baseline Project Schedule Human Resource Plan Risk Register Enterprise Environmental factors Organization process assets Tools and Techniques Expert Judgment Analogous Estimating Parametric Estimating Bottom-up Estimating Three-point Estimates Reserve Analysis Cost of quality Project Management estimating software vendor bid analysis Outputs Activity cost estimates Basis of estimates Project document updates
Estimate Costs
Inputs - Estimate Costs

Scope Baseline
Scope Statement Provides product description, acceptance p criteria, key y deliverables, p project j boundaries, assumptions and constraints. WBS Provides relationships among all components of the project and, project deliverables. deliverables WBS Dictionary Provide an identification of the deliverable and description of work in each WBS component.
Project Schedule
Type and quantity of resources Amount of time the resources are applied.

Human Resource Plan
Staffing attributes Personnel Rates Rewards & Recognition
Risk Register
Positive Risk and Negative risks Risk Mitigation costs

Market Place conditions Commercial Database

Cost Estimating Policies Cost Estimating g Templates p Historical Information Lessons Learned
Tools & Techniques Estimate Costs

Expert Judgment
Insight about environment and information from prior similar projects.
Analogous Estimate (Top- Down Estimate)

Based on the actual cost of previous, previous similar projects as the basis for estimating. Used when there is a limited amount of information about the current project. project
Uses statistical relationship between historical data and other variables. (e.g., price per square foot). g level of accuracy y depending p g upon p the data. High

Bottom-up Estimating
Estimating the cost of individual activities or work packages from WBS, and summarizing, summarizing or rolling up the costs to arrive at a project total.
Three point estimate

Uses combination of three estimates to define the activity cost. Also referred as PERT. Most likely - Cost of activity based on realistic effort. Optimistic - Cost of activity based on bestcase scenario. Pessimistic - Cost of activity based on worstcase scenario. i

Project Management Estimation Software
Computerized spreadsheets, simulation and statistical tools are widely accepted to assist with cost estimating.
Vendor Bid Analysis

Analysis of what project should cost based on responsive bids from qualified vendors.

Reserve Analysis
Many cost estimates include contingency reserves also known as contingency allowances) to account for uncertain events. These events are known unknowns. Contingency reserves may y be p percentage g of estimated cost or fixed number. To be used at the discretion of project manager.
Cost of Quality
Refers to the total cost of all efforts related to quality. Cost of Quality can also be used to prepare the schedule activity cost estimate ti t
Outputs Estimate Costs

Activity Cost Estimates
Quantitative assessments of the cost of resources required to complete project work. (e.g., units of currency or staff hours). Resources include labor, materials, equipment, services, facilities, information technology, etc.
Basis of Estimates
Supporting detail for activity cost estimate may include: Description of estimated scope of work Documentation of the basis of the estimate Documentation of any assumptions made Documentation of any constraints Range of possible estimates Confidence level of final estimate
Project Document Updates

DETERMINE BUDGET
Determine Budget
Determine Budget g
Process of aggregating the cost estimates of individual activities or work packages to establish an authorized cost baseline.
Determine Budget Key Points

Project budgets constitute funds authorized to execute the project. It includes all authorized budgets but excludes management reserves.
Determine Budget
Inputs Activity cost estimates Basis of Estimates Scope Baseline Project Schedule Resource calendars Contracts Organization process assets Tools and Techniques Cost Aggregation Reserve Analysis Expert Judgment Historical Relationships Funding limit reconciliation Outputs Cost Performance baseline Project funding requirements Project document (updates)
Determine Budget
Inputs - Determine Budget

Activity Cost Estimates
Cost estimates for each schedule activity within a work package are aggregated to obtain a cost estimate for each work package
Basis of Estimates
Supporting detail for cost estimates should be specified specified. Any basic assumptions dealing with inclusion or exclusion of indirect costs in the project budget are specified.
Scope Baseline
Scope Statement WBS WBS Dictionary

Project Schedule
Includes planned start and finish dates for activities, milestones, work packages and control accounts. Used to aggregate costs to calendar periods.
Resource Calendars
Provide information on which resources and when they are assigned to the project.

Contracts
Contract information related to what products, services, or results have been p purchased and their costs are used in determining the budget

Existing formal and informal cost budgeting related policies, p ,p procedures and g guidelines. Cost Budgeting Tools Reporting methods.
Tools & Techniques Determine Budget

Cost Aggregation
Schedule activity cost estimates are aggregated by work packages in accordance with the WBS The work package cost estimates are then aggregated for the higher component levels of the WBS, such as control accounts and ultimately for entire project.
Reserve Analysis
Establish both contingency reserves and management reserves, Contingency reserves are reserved for unplanned, but potentially required changes that can result from risks identified in risk register. g Management reserves are reserved for Unknown unknowns. Project manager may require to obtain approval before obligating or spending this reserve. Not a part of the project cost baseline, but are included i l d di in th the t total t l budget b d tf for th the project. j t

Cost Aggregation - Example

Expert Judgment
Available from many sources including Consultants Stakeholders including customers Professional and technical associations..
Historical Relationships p
Relationship that result in parametric or analogous estimates involve the use of project p j characteristics to develop p mathematical models to predict total project costs.

Funding limit reconciliation
The next thing to be check is the project cash flow (for example monthly cash flow) against the funding available for the project (in thi example this l , monthly thl f funding di available il bl ). ) Funding may not be available when it is required causing changes to the project (usually ( rescheduling of f work) ) and iterations of f the project management plan. There is an other obvious reconciliation needed before the cost baseline and cost budget become final. Reconciliation with any funding constraints identified in the project scope statement.
Outputs Determine Budget

Cost Performance Baseline
Authorized time-phased budget at completion (BAC) used to measure, monitor and control overall cost performance on the project. Developed as a summation of approved budgets by time period and usually displayed in the form of a S-curve.
Project j Funding g Requirement q

Funding requirements, total and periodic (e.g., annual or quarterly), are derived from the cost baseline. Funding usually occurs in incremental amounts that are not continuous continuous. The total funds required are those included in the cost baseline plus management reserves.

Risk Register, Cost estimates, Project schedule
PLAN COMMUNICATION
Plan Communication
Plan Communication
Process of determining the project stakeholder information needs and defining a communication approach.
Plan Communication Communication Key Points

It Includes Who needs what information ? When they will need it ? How it will be given to them ? By whom ? Effective communication means that only the required information is provided in the right p g format at the right g time and with the right g impact p .
Plan Communication
Inputs Stakeholder register Stakeholder Management strategy Enterprise Environmental factors Organization process assets Tools and Techniques Communications requirement analysis Communication technology Communication models Communication methods Outputs Communications management plan Project document updates
Plan Communication
Inputs - Plan Communication

Stakeholder Register
Discussed earlier in Identify Stakeholder process.
Stakeholder Management Strategy

Discussed earlier in Identify Stakeholder process

All enterprise environmental factors are used as inputs in this process.
Organization Process Assets Lessons learned Historical Information
Tools & Techniques Plan Communication

Communication Requirement q Analysis y
Determines the information needs of the project stakeholders. These requirements are defined by combining the type and format of information needed with an analysis of the value of that information.
Customer, sponsor, Functional managers, and Team Members
Other Project Managers
The Project
Other Projects
Other Stakeholders

Communication Requirement Analysis
Includes, Communicating in all directions D Determining t i i and d limiting li iti who h communicates with whom. Who will receive what information.
Consider the number of potential communication channels or paths
N ( N 1 ) 2

Communication Technology gy
Used to transfer information back and forth among project stakeholders.
Factors that can affect the project include, Urgency of the need for Information Availability of f technology Expected project staffing Duration of the project and project environment

Communication Models
A basic model of communication shown below demonstrates how information is sent and received between Sender and Receiver. The sender is responsible for making information clear and complete so that the receiver can receive it correctly, and for confirming that it is properly p p y understood.

Communication Methods
It can be broadly classified as Interactive communication Multidirectional exchange of information e e.g. g Video conference Push Communication Sent to specific p recipients p who need to know the information. e.g. memos. Pull Communication Requires recipients to access the communication content at their own discretion. Used for Large volumes of information or for very Large audiences Project Manager decides what, how and when communication methods are to be used in the project. j t
Outputs Plan Communication

Communication Management Plan
Communication Plan includes, Stakeholder communication requirements Information to be communicated Reason, Timeframe, Frequency and person responsible for the distribution of the information Person P responsible ibl f for authorizing h i i release l of f confidential information. Resources allocated for communication activities, including time and budget budget. Flow charts of information flow in the project Escalation process.
Communication management plan is a subsidiary of the project management g plan
Outputs Plan Communication

Updates to project documents including but not limited to, e.g. Project schedule, Stakeholder register and Stakeholder management strategy. t t
PLAN QUALITY
Plan Quality
Plan Quality y
Process of identifying quality requirements and/or standards for the project and product, and documenting how the project will satisfy them
Plan Quality Key Points

Should be performed in parallel with the other project planning processes
Quality is planned, designed and built in Not inspected in
Plan Quality - Definitions

Fitness for use
States that the product or service is capable of being used
Fitness for purpose

States that the product or service will meet its intended purpose
Customer Satisfaction
States the customers feelings about a product or service
Conformance to requirements
States the condition of the product or service in relation to the customers requirements
Plan Quality
Inputs Scope baseline Stakeholder Register Cost Performance Baseline Schedule Baseline Risk Register Enterprise Environmental factors Organization process assets Tools and Techniques Cost- Benefit Analysis Cost of Quality (COQ) Control Charts Benchmarking Design of experiments Statistical Sampling Flowcharting Proprietary QM methodologies Additional Quality Planning tools Outputs Quality Management Plan Quality Metrics Quality Checklists Process Improvement plan Project document updates
Plan Quality
Inputs - Plan Quality

Scope p Baseline
Scope statement : Contains the project description, major project deliverables and acceptance criteria WBS: identifies the deliverables deliverables, the work packages and the control accounts used to measure project performance WBS Dictionary: defines technical information for WBS elements
Stakeholder Register
Identifies stakeholders with particular interest in, or impact on, quality
The definition of acceptance criteria can significantly increase or decrease project j quality y costs

Cost Performance Baseline
Documents accepted time phase budget used to measure cost performance
Schedule Baseline
Accepted schedule performance measures including start date and end date
Risk Register
Information on threats and opportunities that may impact quality requirements

Organization g Process Assets
Organizational quality policies, procedures etc Lessons learned from previous projects

Governmental Agency regulations, rules, standards and guidelines etc.
Tools & Techniques Plan Quality

Cost / Benefit Analysis
The primary cost of meeting quality requirements is the expense associated with Project Quality Management activities. ti iti Benefits are less rework, higher productivity, lesser costs etc Benchmarking Involves comparing p g actual or p planned project p j practices p to those of comparable projects to identify best practices, generate ideas for improvement and to provide a basis by which to measure performance Example : if your current printer can produce 8 pages per minute and youre considering a new printer that produces 14 pages per minute, i the h benchmark b h ki is 8 pages per minute. i

Design of Experiments (DoE)
DoE is a statistical method that helps identify which factors may influence specific variables of a product or process under d d development l t or i in production d ti It provides a statistical framework for systematically changing all of the important factors, instead of changing the factors one at a time Example: Senior employees will cost more than junior employees, but can also be expected to complete the assigned work in less time. A An appropriately i t l d designed i d experiment i t (i (in thi this case, computing project costs and durations for various combinations of senior and junior employees) will often allow determination of an optimal p solution from a relatively limited number of cases.

Cost of Quality (or Conformance)
Types of Costs Associated with Quality are: Cost of Conformance (Prevention and Appraisal costs) Cost of Non-Conformance ( (Failure Costs) )
Impact of Poor Quality Increased cost, decreased productivity, increased risk, increased cost of tracking and monitoring The cost of conformance is always lower than the cost of nonconformance

Control Charts
Graphical display of the project results, over time, of a product, process, to d t determine i if th the process, product d ti is within ithi acceptable limits (in control) or outside the acceptable limits (out of control)
Statistical Sampling
Choosing a part of population of interest for inspection p Sample size and frequency are planned

Flow Charting
Graphical representation of process steps and their inter-relationships
Proprietary QM Methodologies
Six sigma, TQM, CMMI etc
Additional Quality Planning Tools

Brain storming Force o ce field eda analysis a ys s Affinity diagrams Nominal group techniques, etc

Grade vs. vs Quality
A ranking or categorization used to distinguish items or products that have the same functional use (e.g., eggs, hammers, paper), but do not t share h the th same requirements i t f for quality lit (e.g., different diff t hammers maybe built to withstand varying degrees of force) If f the customer or clients requirement calls for f grade B materials rather than grade A, then using grade A does not add to the project. You must understand the spec, then conform to it.
Low Grade is acceptable, but not low Quality
Outputs Plan Quality

Quality y Management g Plan
Describes how the project management team will implement p the performing p g organization quality policy
Q li Metrics Quality M i
A metric describes what something is and how the Quality Control (QC) process measures it. A measurement is an actual value
Outputs Plan Quality

Quality y Checklists
A checklist is a structured tool, used to verify that a set of required steps has been performed
Process Improvement Plan

Process Improvement plan focuses on finding inefficiencies in a process or activity and eliminating them
DIRECT AND MANAGE PROJECT EXECUTION (EXECUTING) ( )
Direct and Manage Project Execution

Direct and Manage g Project j Execution
Process of performing the work defined in project management plan to achieve projects objectives
Direct and Manage Project Execution Key Points

Perform activities to accomplish project objectives Extend effort and spend funds Staff, train and manage team members Obtain, Obt i manage and d use resources Implement planned methods Create project deliverables Manage risks, select and manage sellers Issue change requests p approved pp changes g into p project j scope, p p plans Adapt and environment.

Inputs Project Management plan Approved change requests Enterprise Environmental factors Organization process assets Tools and Techniques Expert Judgment Project Management Information system Outputs Deliverables Work Performance information Change requests Project Management plan updates Project document updates
Inputs - Direct and Manage Project Execution

Project j Management g Plan As described earlier Approved Change Requests
Documented authorized changes to expand or contract project scope. The approved change requests can also modify policies, project management plans, procedures, costs or budgets or revise schedules
Tools & Techniques Direct and Manage Project Execution

Expert Judgment
P j t Management Project M t Information I f ti System

Automated system used by the project management team to aid execution of the activities planned in the project management plan
Outputs Direct and Manage Project Execution

Deliverables
Unique and verifiable product, result or capability to perform a service that must be produced and provided to complete a process, phase or project Change Request Issued to cover preventive (e.g. Contingency plans and risk responses) p ) or corrective actions to forestall negative g impact p later in the project.
Outputs Direct and Manage Project Execution

Work Performance Information
Deliverable status Schedule progress Costs incurred Project Management Plan updates Project document updates Requirements documents Project logs Risk register Stakeholder register
PERFORM QUALITY ASSURANCE
Perform Quality Assurance

Perform Quality y Assurance
Process is the application of planned, planned systematic quality activities to ensure that the project will employ all processes needed to meet requirements
Perform Quality Assurance Key Points

Performed by Quality assurance department or group QA also provides support for Continuous Process Improvement Quality assurance is not a one time activity, but performed throughout the project
Continuous Process Improvement reduces waste and non-value-added activities

Inputs Project Management Plan Quality Metrics Work performance information Quality control measurements Tools and Techniques Quality planning tools and Quality control tools Quality audits Process Analysis Outputs Organization process assets updates Change requests Project management plan updates Project document updates
Inputs - Perform Quality Assurance

Project j Management g Plan
Quality Management Plan: Describes how QA will be performed with in the p j project Process Improvement Plan: Details the steps for analyzing processes to identify activities which enhance their value
Quality Metrics
I Is an operational ti l definition d fi iti that th t describes, d ib in very specific terms, a project or product attribute and how a quality process will measure it
Inputs - Perform Quality Assurance

Work Performance Information
Project deliverables status, schedule progress, costs incurred
Quality Control Measurements

QC measurements are the results of QC activities that are fed back to the QA process
Tools & Techniques Perform Quality Assurance

Quality Planning & Control Tools and Techniques
Discussed in Plan Quality and Quality Control Processes
Quality Audits
A quality audit is a structured, independent review to determine whether project activities comply with organizational and project policies, processes, and procedures Quality audit may be scheduled or random and may be conducted by internal or external auditors.
Tools & Techniques Perform Quality Assurance

Process Analysis
Follows steps outlined in process improvement plan Examines problems/constraints experienced Includes root cause analysis
Outputs Perform Quality Assurance

Organization process assets updates
Changes in quality standards (not limited to)
Change Requests Project Management plan updates Project document updates

Quality audit reports, Training plans, process documentation.
DISTRIBUTE INFORMATION
Distribute Information
Process of making relevant information available to project stakeholders as planned.
Distribute Information Key Points

Various ways of Information distribution include, Status Reports Project meetings Review meetings Effective information distribution includes e.g. Sender receiver models Choice of media Writing style q Presentation technique
Inputs Project Management plan Performance reports Organization process assets Tools and Techniques Communication methods Information distribution tools Outputs Organization process assets (updates)
Inputs - Distribute Information

Project Management Plan
Communication management plan included in project management plan details stakeholder communication needs, channels of di t ib ti distribution, periodicity i di it of f di distribution t ib ti etc. t
Performance Reports
Used to distribute project performance and status information
Organization Process Assets Policies, procedures and guidelines regarding information distribution. Templates Historical information and lessons learned.
Tools & Techniques Distribute Information

Tools & Techniques Distribute Information

Information Distribution Tools
Project information may be distributed using a variety of methods including, g Project Meetings Hard-copy document distribution Shared access to networked electronic databases Fax, e-mail Voicemail Video Conferencing
Outputs Distribute Information

Organization Process Assets (updates)
Stakeholder notifications about resolved issues, approved changes Project Reports Formal and informal project reports detail project status, issue logs, closure reports, etc Project presentations. Project Records Correspondence, memos, reports, and documents describing the project Feedback from stakeholders Lessons learned documentation
MANAGE STAKEHOLDERS EXPECTATIONS
Manage Stakeholders Expectations

Manage g Stakeholders Expectations p
Process of communicating and working with stakeholders to meet their needs and addressing issues as they occur
Manage Stakeholders Expectations Key Points

Increase the likelihood of project acceptance by actively managing stakeholder expectations Proactive identification and addressing of concerns that have not become issues yet. Clarifying and resolving issues issues.
Managing expectations helps to increase the probability of project j success

Inputs Stakeholder register Stakeholder Management strategy Project Management plan Issue Log Change Log Organization process assets Tools and Techniques Communication methods Interpersonal skills Management skills Outputs Organization process assets Change requests Project Management plan updates Project document updates
Inputs - Manage Stakeholders Expectations

Stakeholder Register g
List of relevant stakeholders for the project (Discussed earlier in Identify Stakeholder process)
Stakeholder Management Strategy

Defines the approach to increase the support and minimize the negative impacts of the stakeholder (Discussed earlier in Identify Stakeholder process)
Project Management Plan

Communication management plan in Project Management plan documents the identified and analyzed needs of stakeholders stakeholders.
Issue Log
Used to document and monitor the resolution of issues.
Inputs - Manage Stakeholders Expectations

Change Log
Used to document the changes that occurs.

Assets like Organizational communication requirements Issue management procedures Change Control procedures Historical Information about previous projects.
Tools & Techniques Manage Stakeholders Expectations

Method identified for each stakeholder in the communication management plan (discussed previously).
Interpersonal skills
Building trust Resolving conflict, Active listening, listening etc etc.
Management skills
Presentation skills Negotiating, writing skills etc. Public speaking etc
Outputs Manage Stakeholders Expectations

Organization Process Assets (updates)
Cause of issues reasoning behind corrective actions lessons learned
Change Request
Any Change request as a result of managing stakeholders.
Project Management Plan Updates

This is required when new or changed communication requirement are identified.
Project document updates

Documents that may y be updated p are Stakeholder management g strategy, Stakeholder register, issue log etc.
PMP EXAM TIPS AND TRICKS
You have devoted months to studying y g for the PMP exam
You have spent p your y time, , money and effort
Dont waste it by failing to prepare for the PMP-day
How to prepare for your exam day
Avoid cramming with ith a overnight study sessions

Take a whole day off from work
Wear comfortable clothes
The day of the exam!

The check-in process

Arrive early Bring ID Bring confirmations Photos Names match?
Do not bring g anything y g or anyone y with y you
Remember Murphy's Law?
Expect p the unexpected p Concentrate on passing!

Ready, Set, Go!

Familiarize yourself with the workstation and watch the tutorial
Review your answers g the exam after taking

Result will appear (almost) immediately after exam! It t just feels ee s like e it t ta takes es forever oe e
If y you p pass.. Congratulations!
Congratulations!

Day 2 - Project Management Methodology With PMP Exam Preparation Ver 1

Cargado por

Información del documento

Derechos de autor

Formatos disponibles

Compartir este documento

Compartir o incrustar documentos

Opciones para compartir

¿Le pareció útil este documento?

¿Este contenido es inapropiado?

Copyright:

Formatos disponibles

Day 2 - Project Management Methodology With PMP Exam Preparation Ver 1

Cargado por

Copyright:

Formatos disponibles

Project P j t Management M t Methodology M th d l with ith PMP Exam Preparation Day 2

Recognizing Excellence in Project Management

Recognizing Excellence in Project Management

Recognizing Excellence in Project Management

In Class Team Exercise Steak Dinner Project

Recognizing Excellence in Project Management

WBS for Steak Dinner Project

Materials to prepare Food

Corn on the Cob

Steak Dinner Project

Drive to Supermarket Purchase Groceries Drive Home from p Supermarket

Steak Dinner Project

Materials to prepare Food

Attach Propane Pre-Heat Grill

Wash Potatoes Wrap Potatoes Bake Potatoes

Steak Dinner Project

Materials to prepare Food

Lay Table Cloth Cl h Place Settings and Food

Serve Food and d Eat

Steak Dinner Project

2.1.1 Attach Propane 2.1.2 PreH t Grill Heat G ill

2.2.1 Cook Steak

2.3.1 Wash Potatoes 2.3.2 Wrap P t t Potatoes 2.3.3 Bake Potatoes

2.4.1 Boil Water 2.4.2 Husk C Corn 2.4.3 Cook Corn

3.1.1 Lay Table Cloth 3.1.2 Place Settings and Food

Steak Dinner Project

A. Drive to Supermarket B. Purchase B Groceries C. Drive Home from Supermarket p

G. Attach Propane H. Pre-Heat Grill

I. Season Steak J. Cook Steak

K. Wash Potatoes L. Wrap Potatoes M. Bake Potatoes

N. Boil Water O. Husk Corn P. Cook Corn

Q. Lay Table Cloth R. Place Settings and Food

S. Serve Food and Eat

Steak Dinner Project

Drive to Supermarket Purchase Groceries Drive Home from Supermarket

Steak Dinner Project

WBS Num. Start A B C D E F G H End

Do you know how long this project will take?

1. Materials to prepare Food

Determine the Sequence of the Activities

WBS Num. Start A B C D E F G H End

Start Start B A C A, A A Start D, E, F, G H

Draw the Network

Working out the Duration of the Steak Dinner Project

Working out the Critical Path of the Steak Dinner Project

(40,55) (40 55) [145 160] [145,160]

40 (0,20) (0, 0) [14,34] [ ,3 ]

End 0 (172,172) [172,172]

6 (20 26) (20,26) [34,40]

120 (40,160) [40,160]

(Latest Start of Activity, Latest End of Activity)

The Critical Path of the Steak Dinner Project

(40,55) (40 55) [145 160] [145,160]

40 (0,20) (0, 0) [14,34] [ ,3 ]

End 0 (172,172) [172,172]

6 (20 26) (20,26) [34,40]

120 (40,160) [40,160]

Define Activity Key Points

Recognizing Excellence in Project Management

Recognizing Excellence in Project Management

Recognizing Excellence in Project Management

Recognizing Excellence in Project Management

Inputs - Define Activities

Enterprise Environmental Factors