PMP 6. SCHEDULE MANAGEMENT
If the question mentions "BETA" or "PERT", what equation do you use?
(P+O+(4R))/6
Arrow Diagramming Method (ADM) has what attributes?
1. Activity on Arrow; 2. Finish-to-start (FS) ONLY; 3. Uses dummies; 4. Is very MANUAL
In an agile approach, what is the typical agreed-upon work cycle duration?
2 weeks or 1 month
Schedule Management Plan
A component of the project management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule. (Defines the schedule methodology, the duration of waves for rolling wave planning, and the level of detail necessary to manage the work.)
What's a dummy?
A dashed line on an Arrow Diagramming Method (ADM) that connects two activities where a relationship exists, but is not directly connected. Not an activity and has a zero duration.
A 15% probability of exceeding 3 weeks indicates what?
A high probability (85%) that it will take 3 weeks or less
Finish-to-finish (FF)
A logical relationship in which a successor activity cannot finish until a predecessor activity has finished. (E.g. writing a document, predecessor, is required to finish before editing the document, successor, can finish.) B can't finish until A finishes. Typically used when multiple activities must finish at the same time. (Thanksgiving dinner: food finishes at same time)
Start-to-finish (SF)
A logical relationship in which a successor activity cannot finish until a predecessor activity has started. (E.g. a new accounts payable system, successor, has to start before the old accounts payable system, predecessor, can be shut down.) A must start before B finishes. (Obsolescence) The start of the Predecessor drives the finish of the Successor (Audit starts the 11th; Cleanup ends the 10th.)
Finish-to-start (FS)
A logical relationship in which a successor activity cannot start until a predecessor activity has finished. (E.g. installing software can't happen until the hardware is assembled.). B can't begin until A finishes.
Start-to-start (SS)
A logical relationship in which a successor activity cannot start until a predecessor activity has started. (E.g. concrete, successor, can't begin until pour foundation, predecessor, begins.) B can start when A starts. Typically used when multiple activities can start simultaneously.
Bottom-Up Estimating
A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS). (Roll up estimates of each WBS component)
Planning package
A piece of the WBS, below the control account and above the work package, that is used to plan scoped work which lacks sufficient work level details
Law of diminishing returns
A point will eventually be reached at which conditions of that one factor start to yield progressively smaller increases in output. (Example: Working overtime)
Fast Tracking
A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. Begin the design when I have half the requirements done (RISK: REWORK) Sacrifice quality for time
Milestone
A significant point or event in a project, program, or portfolio. Zero duration.
Management Reserves
A specified amount of the project budget withheld for management control purposes and reserved for UNFORESEEN work that is within scope of the project. UNKNOWN-UNKOWNS. Not included in the schedule baseline, but it is part of the overall project duration requirements. (Rainy day funds.)
Hammock Activity
A summary activity that encompasses all of the tasks or activities beneath it (catches them in a hammock)
Analogous Estimating
A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project. (Did this project last year; it took a week; we schedule a week.). Top Down.
Resource Leveling
A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply. Available float is used for leveling resources. Critical Path CAN change.
Resource Smoothing
A technique that adjusts the activities of a schedule model such that the requirements for resources on the project do not exceed certain predefined resource limits. Critical Path does NOT change.
Negative float analysis
A technique that helps to find possible accelerated ways of bringing a delayed schedule back on track
Precedence Diagramming Method (PDM)
A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed.
Crashing
A technique used to shorten the schedule duration for the least incremental cost by adding resources. Limitations: Law of Diminishing Returns (2 surgeons can't do brain surgery in half the time; 1 woman = 9 months pregnant is not the same as 9 women = 1 month pregnant.) HIGH COST. Will throwing people/money at the problem help?
What are the three most common schedule formats?
Activity Lists; Bar Charts; Network Diagrams
Precedence Diagramming Method (PDM) is sometimes called what?
Activity-On-Node (AON)
Parametric Estimating
An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters. Uses a statistical relationship between historical data and other variables (e.g. square footage in construction) to calculate an estimate for activity parameters, such as cost, budget, and duration.
The Estimate Activity Durations process requires what?
An estimation of the amount of work effort required to complete the activity and the amount of available resources estimated to complete the activity.
Rolling Wave Planning
An iterative technique where upcoming work is carefully itemized and future work is generalized. It is a form of progressive elaboration used with work packages, planning packages, and release planning.
What estimating method is used: An executive or SME creates a high-level estimate based on experience or past project history?
Analogous (Top Down)
What are the 3 types of graphs for project schedule presentation?
Bar/Gantt Chart; Milestone Chart; Project Schedule Network Diagrams
Supporting detail for duration estimates (Basis of Estimates) include
Basis of estimate (how it was developed); Assumptions; Constraints; Range of possible estimates; Confidence level; Individual project risks
If an activity were a bone, then Sequencing Activities would be the what?
Body (Arrangement of activities in the most efficient and effective order.)
What estimating method is used: The PM and the team work together to create a complete estimate from the bottom (activity level) up and roll it up to the total estimate?
Bottom-Up
What's the rule of thumb for breaking down the Activity List?
Break it down to the point where the activities are 4-80 hours in duration.
How can the accuracy of single-point duration estimates be improved?
By considering estimation uncertainty and risk (Using 3-point estimating)
In parametric estimating, how can durations be quantitatively determined?
By multiplying the quantity of work to be performed by the number of labor hours per unit of work.
From Bernie: What's the difference between the Critical Path Method (CPM) and Program Evaluation & Review Technique (PERT) scheduling methods?
CPM is single point, deterministic; PERT is 3-point estimates, Pessimistic, Most Likely, Optimistic
Computerized/Monte Carlo Estimating
Computerized tool that simulates project outcome to determine factors such as time or cost or number of needed resources. Can perform "what if" analysis.
What's the difference between crashing and fast tracking?
Crashing is throwing more people at it; Fast Tracking is doing activities in parallel instead of series. Crashing is high COST; Fast Tracking is high RISK
Project Calendar
Created to depict working days and shifts for scheduled activities based on resource availability.
What method is used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths within the schedule model?
Critical Path Method
Using the Schedule Management Plan, the PM and team can
Decompose work packages (deliverables) into activities and milestones; Establish the network diagram; Determine durations for the activities; Integrate all activity components into a schedule; Manage schedule changes and updates
The key benefit of this process is that it decomposes work packages into schedule activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.)
Define Activities process
For smaller projects, which 4 processes of Project Schedule Management can be combined because they are so tightly linked that they are viewed as a single process that can be performed by a person over a relatively short period of time?
Define Activities; Sequence Activities; Estimate Activity Durations; Develop Schedule
Time-boxed periods
Durations during which the team works steadily toward completion of a goal. Time-boxing helps to minimize scope creep as it forces the teams to process essential features first, then other features when time permits.
Agile Methods
Employ short cycles (typically 2-4 periods) to perform the work, review the results, and, if necessary, adapt. (Support rapid feedback.)
Milestone List
Enumerates the most consequential points or events in the project and indicates if the milestone is required or optional.
Activity Attributes
Extend the description of the activity by identifying multiple components associated with each activity. Can be used to identify the place where the work has to be performed, the project calendar the activity is assigned to, and the type of effort involved. Used for schedule development and for selecting, ordering, and sorting the planned schedule activities in various ways within reports.
T or F: You can only determine and list activities after you know resources, start dates, or completion dates.
FALSE; The list is created without regard to these
T or F: The Activity List is a component of the schedule and the WBS
False: It is a component of the schedule but NOT the WBS
Which type of the 4 PDM dependencies is the most commonly used?
Finish-to-start (FS)
The precedence diagramming method (PDM) includes what 4 types of dependencies?
Finish-to-start (FS); Finish-to-finish (FF); Start-to-start (SS); Start-to-finish (SF)
One variation of the voting method that is often used in agile-based projects is called the
Fist of Five (closed fist = no support, 5 fingers = full support). If a team member holds up fewer than 3 fingers, they can discuss any objections with the team.
When is Arrow Diagramming Method (ADM) typically used?
For manual drawing (outdated). Sometimes called activity-on-arrow (AOA)
The inputs for the estimates of duration originate from where?
From the person or group on the project team who is most familiar with the nature of the work in the specific activity.
Which chart is commonly used to track the day-to-day details of the project?
Gantt Chart (Logic Bar Chart)
GERT
Graphical Evaluation and Review Technique is a schedule diagramming method that allows for conditions, branches, and loops. (E.g. software testing)
Resource Breakdown Structure (RBS)
Hierarchical structure of the identified resources by resource category and resource type.
Negative slack (float)
If a project is behind schedule and a new finish date has not been authorized
On the exam, when is GERT typically ONLY the correct answer?
If the question references a technique with a feedback loop.
What's the difference between Resource Leveling and Resource Smoothing?
In resource smoothing, as opposed to resource leveling, the project's critical path is not changed and the completion date may not be delayed. i.e. Activities may only be delayed within their free and total float.
Activity List
Includes the schedule activities required on the project. Includes an activity identifier and a cope of work description for each activity in sufficient detail to ensure that project team members understand what work is required to be completed.
Resource Calendar
Influences the duration of schedule activities due to the availability of specific resources, type of resources, and resources with specific attributes. Specify when and how long identified project resources will be available during the project.
If a team cannot test a machine until they assemble it, what kind of dependency is that?
Internal mandatory dependency
Internal dependencies
Involve a precedence relationship between project activities and are generally inside the project teams control.
External dependencies
Involve a relationship between project activities and non-project activities. Usually outside of the project team's control.
Free Slack
Involves determining the latest that an activity can start without delaying the activities that follow it
What does the Sequence Activities process concentrate on?
It concentrates on converting the project activities from a list to a diagram to act as a first step to publish the schedule baseline.
What are some of the emerging practices for project scheduling methods?
Iterative scheduling with a backlog (Scrum); On-demand scheduling (Kanban)
Adding too many resources to the activity may increase duration due to what?
Knowledge transfer, learning curve, additional coordination, and other factors involved.
What are the factors to consider when estimating duration?
Law of diminishing returns; Number of resources; Advances in technology; Motivation of staff
What's the difference between Resource Leveling vs Resource Smoothing?
Leveling levels and the critical path can change; Smoothing means PREDEFINED RESOURCE LIMITS (e.g. resource A is limited to 6 working hours per day) rather than merely preventing over-allocation of resources. Critical path does not change.
What are some tailoring considerations for Project Schedule Management?
Life cycle approach; Resource availability; Project dimensions (complexity, uncertainty, novelty, etc.); Technology support
Critical Path means
Longest path; Shortest project duration; Least float (flexibility); Most risk (scheduling)
Dependencies may be characterized by the following 4 attributes
Mandatory, discretionary, internal or external
Activity Attributes
May describe a necessary sequence of events or defined predecessor or successor relationships, as well as defined lead and lag and logical relationships between the activities.
What is discouraged in precedence diagramming method (PDM)?
Multiple relationships (choose the relationship with the highest impact), and closed loops.
Does Critical Path Analysis account for resource availability/limitations?
No
Do duration estimates include leads and lags?
No they don't include these
When is the On-Demand Scheduling (Kanban) approach often used in Project Schedule Management?
Often used for projects that evolve the product incrementally in OPERATIONAL OR SUSTAINMENT environments, and where tasks may be made relatively similar in size and scope or can be bundled by size and scope.
When is the Iterative Scheduling with a Backlog (Scrum) approach often used in Project Schedule Management?
Often used to deliver incremental value to the customer or when multiple teams can concurrently develop a large number of features that have few interconnected dependencies.
The greatest project risk typically occurs where?
On the critical path
What estimating method is used: A house builder quotes the cost of a house at $150.00 per square foot. A carpet installer quotes $5.00 per square yard for installation?
Parametric (Based on existing parameter, usually created by industry standards or experience.)
Activities that have multiple PREDECESSOR activities indicate a path [blank]
Path convergence
Activities that have multiple SUCCESSOR activities indicate a path [blank]
Path divergence
During which process would you establish control thresholds and update/modify the schedule as necessary?
Plan Schedule Management process
The Critical Path Method is typically used with what?
Precedence Diagram Method sequencing
What is Student Syndrome?
Procrastination. When people start to apply themselves only at the last possible moment before the deadline.
The Schedule Management Plan can establish the following
Project schedule model development; Release and iteration length (adaptive life cycles); Level of accuracy (realistic activity duration estimates); Units of measure; Organizational procedures links (where in WBS are Control Accounts); Project schedule model maintenance (update status and record progress); Control thresholds (variance permitted); Rules of performance measurement (percent complete, Earned Value Management, schedule performance index); Reporting formats (formats and frequency)
Agile Release Planning
Provides a high-level summary timeline of the release schedule (typically 3-6 months) based on the product roadmap and the product vision for the product's evolution. Also determines the number of iterations or sprints in the release, and allows the product owner and team to decide how much needs to be developed and how long it will take to have a releasable product based on business goals, dependencies, and impediments.
What is the equation for Standard Deviation in scheduling?
S.D = (P-O)/6
What delineates the manner in which reserves are to be used and the schedule is to be controlled, as well as establishes the frequency of updates to the schedule?
Schedule Management Plan
What delineates wave duration for rolling wave planning?
Schedule Management Plan
What is the foundation for performance reporting?
Schedule Management Plan
Retrospectives
Scheduled reviews to record lessons learned
Network Diagram
Schematic of project activities that shows how various activities are connected as a result of Sequence Activities. Visual representation of project work flow. Also a tool that can be used to evaluate schedule compression techniques such as crashing and fast tracking.
The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints.
Sequence Activities Process
Summary Schedule
Shows an aggregate or rolled up view of the various activities at a summary level (3M A3's). Gives senior management and the PM team a picture of how long the summary level work packages will take and in what sequence they will occur.
Simulation
Simulation models the combined effects of individual project risks and other sources of uncertainty to evaluate their potential impact on achieving project objectives.
Discretionary dependencies
Sometimes referred to as preferred logic, preferential logic, or soft logic. Established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences (not mandatory). Should be fully documented since they can create arbitrary total float values and can limit later scheduling options.
Control Accounts
Specific points in the WBS where the project scope, budget, actual cost, and schedule are combined in order to establish performance measurements.
Which type of the 4 PDM dependencies is very rarely used?
Start-to-finish (SF)
What tool is typically used in executive reporting for schedules?
The Milestone Schedule (Executives don't require much detail)
What is the preferred tool for viewing the SEQUENCING of activities?
The Network Diagram (even though the Gantt Chart depicts sequencing too)
A LAG only affects what?
The SUCCESSOR
Lead
The amount of time a successor activity can be advanced with respect to the predecessor activity. (The amount of time that a successor activity will be started before a predecessor activity is completed.)
Lag
The amount of time a successor activity will be delayed with respect to a predecessor activity. (The amount of time that a successor activity will be delayed after the predecessor activity is completed.) A delay between activities.
Project Slack
The amount of time something can be delayed without delaying the published finish date.
Total Float
The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint. LS-ES or LF-EF
Schedule Baseline
The authorized version of the schedule model. It contains baseline start and baseline finish dates, is subject to change control, and is used as the basis of comparison to actual results.
What is the benefit of Iterative Scheduling with a Backlog (Scrum) approach?
The benefit of this approach is that it welcomes changes throughout the development life cycle.
The process of confirming resource assignments and establishing scheduled start and finish dates usually occurs no later than what?
The completion of the Project Management Plan
Parkinson's Law Examples
The demand upon a resource expands to match the supply of the resource; Data expands to fill the space available; Expenses rise to meet income.
What do Activities represent?
The effort needed to complete a work package.
Contingency Reserves
The estimated duration within the schedule baseline, which is allocated for identified risks that are accepted. Associated with the KNOWN-UNKNOWNS, which may be estimated to account for this unknown amount of rework.
Every activity except the [blank] and the [blank] should be connected to at least one predecessor and at least one successor
The first and the last activities
Total Slack
The latest an activity can start without delaying the project finish date
What does the Development Approach delineate in the Plan Schedule Management process?
The method (iterative, agile, waterfall, or hybrid) used for scheduling, the techniques and tools used for estimation and scheduling, and the techniques used for controlling the schedule.
Schedule Network Analysis
The overarching technique used to generate the project schedule model. It employs several other techniques such as critical path method, resource optimization techniques, and modeling techniques.
Develop Schedule
The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model for project execution and monitoring and controlling.
Plan Schedule Management
The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.
Estimate Activity Durations
The process of estimating the number of work periods needed to complete individual activities with estimated resources.
What-If Scenario Analysis
The process of evaluating scenarios in order to predict their effect, positive or negative, on project objectives. Guided by the output from the Project Risk Management process.
Sequence Activities
The process of identifying and documenting relationships among the project activities.
Define Activities
The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
Define Activities
The process of identifying and documenting the specific actions to be performed to produce the project deliverables. (What verbs make the nouns in the WBS; Activity/Task = Verb Noun)
Control Schedule
The process of monitoring the status of the project to update the project schedule and manage changes to the schedule baseline.
Project Schedule
The product of a schedule model containing linked activities and their planned dates, durations, milestones, and resources. Usually formatted as a bar chart, milestone chart, or project schedule network diagram.
Who determines which dependencies are external or internal?
The project management team
Who determines which dependencies are mandatory or discretionary?
The project team
Duration Estimates
The quantitative assessments of the likely number of time periods that are required to complete an activity, a phase, or a project. Do not include lags.
What does the Project Charter delineate in the Plan Schedule Management process?
The summary milestone schedule that impacts the schedule management processes.
Who needs to attend the Agile Release Planning meeting?
The team and the product owner/customer; ALL TEAM MEMBERS.
On-demand scheduling (kanban)
This approach is based on the theory-of-constraints and pull-based scheduling concepts from lean manufacturing to limit a team's work in progress in order to balance demand against the team's delivery throughput. (Pulls work from a backlog or intermediate queue of work to be done immediately as resources become available.)
Iteration Burndown Chart
This chart tracks the work that remains to be completed in the iteration backlog. It is used to analyze the variance with respect to an ideal burndown based on the work committed from iteration planning.
Iterative scheduling with a backlog (scrum)
This is a form of rolling wave planning based on adaptive life cycles, such as the agile approach for product development. The requirements are documented in user stories that are then prioritized and refined just prior to construction, and the product features are developed using time-boxed periods of work.
Mandatory dependencies
Those dependencies that are legally or contractually required or inherent in the nature of the work. Often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built. Sometimes referred to as hard logic or hard dependencies.
T or F: Three-point estimating, unlike PERT (also called BETA Distribution) estimating, does not apply a weighted average
True
T or F: The longest path has the least total float - usually zero
True, but critical paths CAN have positive, zero, or negative float
Schedule Compression Techniques
Used to shorten or accelerate the schedule duration without reducing the project scope in order to meet schedule constraints, imposed dates, or other schedule objectives.
What is the equation for Variance in scheduling?
Variance = ((P-O)/6)^2. (Standard Deviation squared)
What components of the Scope Baseline are explicitly considered while defining activities?
WBS, deliverables, constraints, and assumptions
When is the project staffed?
When the appropriate people have been assigned to the team.
When is analogous estimating most reliable?
When the previous activities are similar in fact and not just in appearance, and the project team members preparing the estimates have the needed expertise.
When is analogous estimating frequently used?
When there is a limited amount of detailed information about the project. Generally less costly and less time-consuming, but also less accurate.
When is triangular distribution used?
When there is insufficient historical data or when using judgmental data.
Parkinson's Law
Where work expands to fill the time available for its completion.
A range of 2 weeks +/- 2 days means what?
Will take at least 8 days and not more than 12
Does fast tracking include the risk exposure associated with resequencing?
Yes it does
Triangular Distribution (3-point estimating)
tE=(tO+tM+tP)/3, where O=Optimistic, M=Most Likely, P=Pessimistic. Can also see it as (P+O+R)/3, where R=Realistic
Reserve Analysis
used to determine the amount of contingency and management reserve needed for the project. (Contingency Reserves are sometimes called Schedule Reserves.)
