Welcome

Pankaj Garg. PMP, CSM

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The class will
Prepare you to take the PMP Exam
Cover most of the required Classroom training
hours

The class will not
Make you an expert on Project Management
Make you an expert Project Manager
Serve as your only reference for the exam
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Reference Material
Chapter 6 PMBOK 5th Edition
Chapter 6 PMP Exam Prep 8
th
Edition
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The approved project scope statement and
its associated WBS and WBS dictionary form
the scope baseline.
Performance in meeting project scope goals
is based on the scope baseline.

A work package is a task at the lowest level of the WBS.
It represents the level of work that the project manager
monitors and controls.
You can think of work packages in terms of accountability
and reporting.
If a project has a relatively short time frame and requires
weekly progress reports, a work package might represent work
completed in one week or less.
If a project has a very long time frame and requires quarterly
progress reports, a work package might represent work
completed in one month or more.
A work package might also be the procurement of a specific
product or products, such as an item purchased from an outside
source.

Time Management includes the processes required
to accomplish timely completion of the project. The
Project Time Management process includes the
following
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Duration
Develop Schedule
Control Schedule
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Mostly Used in the Planning Effort
The main documents produced are an
activity list and attributes, a milestone list,
a network diagram, the activity resource
requirements, the activity duration
estimates, and a project schedule
Dont Think About Software

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Schedule Management Baseline to measure
against
Identification of performance measure
Decide how schedule variance will be
managed.
Identification of schedule change control
procedures.

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Ensure that project team members have a complete
understanding of all the work they must do as part of the
project scope so that they can start scheduling the work.
.
Inputs Tools and Tech Outputs
Enterprise
Environmental Factors
Scope Baseline
Organizational process
assets
Decomposition
Templates
Rolling Wave Planning
Expert Judgment

Activity List
Activity Attributes
Milestone List

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Take the Work Packages Developed in the
WBS and Break Them Down Further
(Decompose) in Order to Reach the Activity
Level.
Activity: A Level Small Enough to Estimate,
Schedule, Monitor, and Manage.
Get the Activities Ready to be Sequenced.
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Dont take Activity Definition Lightly
Remember the Main Outputs: Activity List,
Activity Attributes, Milestone List, and
Requested Changes
Rolling wave planning.
Remember that Activity Definition Comes
After the WBS is Developed
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Identifying and Documenting dependencies
among schedule activities.
Inputs Tools and Tech Outputs
Project Scope Statement
Activity List
Activity Attributes
Milestone List
Organizational Process Assets
Precedence Diagramming Method
(PDM)
Dependency Determination
Schedule Network Templates
Applying Leads and Lags
Project Schedule Network Diagrams
Project document updates
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Take the Activities and Sequence them into
How the Work will be Performed
Develop a Network Diagram which Shows
Just Dependencies

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Keys to Activity Sequencing
What is the Sequence
Identify all Dependencies
Sequencing can be Performed with Software
For the Test Forget About Software

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Mandatory Dependencies (Hard Logic)
Inherent in the Nature of the Work being Done
Discretionary Dependency (Preferred or Soft
Logic)
Based on Experience, Desire, or Preferences
External Dependency
Based on the Needs and Desires of Parties
Outside of the Project

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Network Diagrams in the Pure Form Show
Just Dependencies
Sometimes Referred to as Network Logic
Diagrams
Shows how Tasks will Flow from the Start to
the End of a Project

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In the activity-on-arrow (AOA) approach, or the arrow
diagramming method (ADM), activities are
represented by arrows and connected at points called
nodes to illustrate the sequence of activities; only
show finish-to-start dependencies (most common
type of dependency).
Activity on Node(AON) or The precedence
diagramming method (PDM) is a network
diagramming technique in which boxes represent
activities. These are more widely used as they can
show all dependency types.
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Boxes Represent Tasks and Arrows Show
Dependencies
Task C Cant Start Before Task B and D
Finish
Dummies Not Allowed
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Task A
Start
Task D
Task B Task C
Task E
Task F
End
Milestones Significant Events in a Project
Schedule
Leads Start an Activity Before the Predecessor
Activity is Completed (code before design complete)
Lag Inserted Waiting Time Between Activities
(waiting for paint to dry)
Requested Changes Network Diagrams Sometimes
Expose Requested Changes
Graphical Evaluation and Review Technique (GERT)
A Network Diagram Drawing Method that Allows
Loops (Design and Test)
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GOAL: Estimating the type and quantities of
resource required to perform each schedule
activity
Inputs Tools and Tech Outputs
Enterprise Environmental
Factors
Organizational Process
Assets
Activity List
Activity Attributes
Resource Calendars
Expert Judgment
Alternatives Analysis
Published Estimating Data
Project Management
Software
Bottom-Up Estimating
Activity Resource
Requirements
Resource Breakdown
Structure (RBS)
Project document updates
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Resources Can be People, Equipment, Materials,
Resources must be Planned and Coordinated to
Avoid Resources from being Assigned other Work
Consider Developing a Resource Breakdown
Structure (RBS) Hierarchical Structure of the
Identified Resources by Resource Category
Crashing and Fast-Tracking which we will Cover
Later

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Estimating the number of work periods that will
be needed to complete individual schedule
activities
Inputs Tools and Tech Outputs
Enterprise Environmental Factors
Organizational Process Assets
Project Scope Statement
Activity List
Activity Attributes
Activity resource requirements
Resource Calendars

Expert Judgment
Analogous Estimating
Parametric Estimating
Three-Point Estimating
Reserve Analysis
Activity Duration Estimates
Project document updates
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Once the type and quantity of resources
needs are determined, the amount of work
effort to complete the schedule activity
needs to be estimated.
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One-Time Estimate
Analogous Estimate
Parametric Estimation
Regression Estimation
Learning Curve
Heuristics
Three-Point Estimates
Reserve Analysis

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Always Have the
People Doing the Work
Provide the Estimates.

Evaluate One Activity at a Time
Assume Normal Level of Labor and
Equipment
Assume Normal Work Week
Disregard Contract Completion Date on First
Cut


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Analyzing activity sequences, durations, resource
requirements, and schedule constraints to create
the project schedule.
Inputs Tools and Tech Outputs
Organizational process assets
Project scope statement
Activity list
Activity attributes
Project Schedule Network Diagrams
Activity Resources Requirements
Resource Calendars
Activity Duration Estimates
Enterprise Environmental Factors
Schedule Network Analysis
Critical Path Method
Schedule Compression
What if scenario analysis
Resource Leveling
Critical Chain Method
Adjusting leads and lags
Scheduling Tool
Project Schedule
Schedule Baseline
Schedule Data
Project document updates
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Project schedule development is an iterative
process that determines planned start and
finish dates for project activities.
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An Understanding of the Work Required on the
Project (Project Scope Statement)
Defined Activities (WBS, WBS Dictionary, and
Activity List
The Order of How the Work will be done (Sequence
Activities)
An Estimate of the Resources Needed (Estimate
Activity Resources)
An Estimate of the Duration of Each Activity
(Estimate Activity Duration)

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Things to Remember
Work with Stakeholders Priorities
Look for Alternative ways to Complete the Work
Look for Impacts on Other Projects
Meet with Managers to Negotiate Resources
Give the Team a Chance to Approve the Final Schedule
Compress the Schedule (Crashing and Fast Tracking)
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PERT
Critical Path Method
Schedule Compression
What-If Scenario Analysis
Resource Leveling
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Memorize the
Formulas


Formula Standard Deviation Variance
(P+4M+O)
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(P-O)
6
P-O
6
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2
Determines the Longest Path in the Network
Diagram
Determines the Earliest and Latest an activity
can start and the Latest it can be Completed
Method Requires an Understanding of Critical
Path, Near Critical Path, Float or Slack
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Helps Prove how Long the Project will Take
Helps the Project Manager Determine where Best to
Focus their Project Management Efforts
Helps Determine if an Issue Needs Immediate
Attention
Provides a Vehicle to Compress the Schedule During
Project Planning and Whenever there are Changes
Provides a Vehicle to Determine which Activities
Have Float and can Therefore be Delayed without
Delaying the Project
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The Path Close in Duration to the Critical Path
Something that Shortens the Critical Path
could Lengthen the Near Critical Path and
actually change the Near Critical Path to the
Critical Path
Manage to both the Critical Path and the
Near Critical Path to Ensure the Project isnt
Delayed

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Must be Able to Calculate it Manually
Total Float Amount of Time an Activity can be
Delayed without Delaying the Project
Free Float Amount of Time an Activity can be
Delayed Without Delaying the Early Start Date of a
Successor
Project Float Amount of Time a Project can be
Delayed without Delaying the Externally Imposed
Deadline Committed to by the Project Sponsor

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Extremely Useful
Allows you to Focus your Management on
the Project
Helps Team Members Juggle Multiple
Projects and Priorities

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You Must Determine the Earliest and Latest an
Activity can Start and the Latest Each Activity can
be Finished
Remember the Formula for Float or Slack:
LS ES
LF EF
Early Figures Found by Calculating from the
Beginning to End Forward Pass
Late Figures Found by Calculating from the End to
the Beginning - Backward Pass


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Draw the Node and Insert Boxes in Each
Corner as Shown Below:
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Duration
Float
ES
EF
LS
LF
First Node in a Network Diagram has an
Early start of 0
Work through the Network Diagram and
the Critical Path from Start Until End

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There Can be More than One Critical Path
Multiple Critical Paths Increase Risk
Critical Path can Change
Should have Zero Float

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Done during planning or Integrated Change Control
Is Desired Completion Date Attainable?
Helps Define Impacts to Time, Cost, Scope, and Risk
Compress the Schedule without Changing Scope
Techniques
Fast Tracking
Crashing


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Doing Critical Path Activities in Parallel
Results in Rework
Increases Risk
Increased Communication


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Add Resources to Tasks on the Critical Path
Costs More
Adds Ambiguity
Will Need to Train New Resources


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What-If Scenario What if Things Change
Monte Carlo Analysis Computer Simulates
the Outcome of a Project using Pessimistic,
Optimistic, and Most Likely
Resource Leveling Used to Produce a
Resource Limited Schedule
Critical Chain Method Both Activity and
Resource Dependencies
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Milestone Charts Show Major Events and
are Used for Management Review
Project Schedule Shows the Activities and
Sequence (Microsoft Project or Primavera
Schedule)
Gantt Charts Progress Reporting and
Control

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Controlling changes to the project schedule.
Inputs Tools and Tech Outputs
Project Management Plan
Project Schedule
Work performance information
Organizational Process Assets

Performance Reviews
Variance Analysis
Project management software
Resource Leveling
What-if scenario analysis
Adjusting leads and lags
Schedule compression
Scheduling tool
Work Performance measurements
Organizational process assets
Change requests
Project management Plan Updates
Project document updates

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Measures how the project is doing
Implement Corrective and Preventive Action
Make sure the baseline is met or if a need to
re-baseline exists
Variances analyzed and reported
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How Much Work has Been Done
Percent Complete
50/50 Rule
20/80 Rule
0/100 Rule
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Questions Will Focus on the Following
PERT
Network Diagramming
CPM
Reporting
Interactions with other processes
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