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0Copyright 2001 All Rights Reserved
Performance Management Associates, Inc. Project Scheduling
CPMCPM--200: Principles of Schedule 200: Principles of Schedule ManagementManagement
IPM 2002 Fall ConferenceIPM 2002 Fall ConferencePMIPMI--College of Performance Management College of Performance Management Professional Education ProgramProfessional Education Program
Lesson B: Critical Path Scheduling TechniquesLesson B: Critical Path Scheduling Techniques
InstructorInstructor
Jim WrisleyJim Wrisley
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Performance Management Associates, Inc. Project Scheduling
Lesson Objectives Lesson Objectives -- 11TLO #1: The student will understand the evolution
of network scheduling, be able to differentiate between two (2) primary types of network scheduling methods and understand the value of resource loading the network.
ELO #1: The student will recognize the evolution of PERT Scheduling.
ELO #2: The student will be able to recognize and the PrecedenceDiagramming Method (PDM) type schedule.
ELO #3: The student will recognize the value of resource loading a schedule.
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Performance Management Associates, Inc. Project Scheduling
Lesson Objective Lesson Objective -- 22TLO #2: The student will understand how to create
and analyze a PDM type schedule. ELO #1: The student will be able to recognize and use the PERT
Formula for calculating durations. ELO #2: The student will be able to define the use of : Finish-to-Start,
Start-to-Start, Finish-to-Finish, relationships. ELO #3: The student will be able to define and calculate: critical path,
and total float on a PDM Schedule.
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Performance Management Associates, Inc. Project Scheduling
Lesson OutlineLesson Outline
Reviewing History of Network Scheduling PERT Durations Present Three Major Types of Network
Schedule Estimating Techniques and Associated Terminologies
Demonstrate Network Computations Discuss the Importance of Resource Leveling Discussion
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Performance Management Associates, Inc. Project Scheduling
Network Scheduling
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Performance Management Associates, Inc. Project Scheduling
The History of Network SchedulingPERT Scheduling
U.S. Navy Special Projects Office
Polaris Missile Program 1957
- Activity-on-Node (AON) also known as Precedence Diagramming Method (PDM) --- Most PopularMost Popular- Activity-on-Arrow (AOA) also known as Arrow Diagramming Method (ADM)
Critical Path Method Remington-Rand and
Dupont Chemical processing 1957
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Performance Management Associates, Inc. Project Scheduling
Critical Path Method (CPM) Estimating Method
An Activity receives a Single Point Estimate instead of the 3 required by PERT. Hence no formula is needed.
Example: Estimated Duration = 17 days
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Performance Management Associates, Inc. Project Scheduling
Program Evaluation Review Techniques (PERT) Estimating Method
The PERT FormulaUses a 3 Point Estimate
PPessimistic + 4xMMost Likely + OOptimistic
6
Given:P = 22 daysM= 17 daysO = 15 days
22 + 68 + 15 105
6 6= = 17.5
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Performance Management Associates, Inc. Project Scheduling
Monte Carlo Simulations Estimating Method
Monte Carlo Simulations uses PERTs 3 Point Estimates as basis. But it does not use the PERT formula.This statistical techniqueutilizes a computer to simulate the outcome of a project. It will give you the probability of completing the project on any given day!
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Pros and Cons of Estimating MethodsCPM: Easiest to use. Many experts believe it is the least accurate predictor.PERT: More sophisticated and requires more thought. Many experts believe it is more accurate than CPM.Monte Carlo Simulations: Most sophisticated. Many experts believe it is the best prediction technique
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Performance Management Associates, Inc. Project Scheduling
Basic Scheduling TermsCritical Path: Longest path through Project. Has no slack.Slack (Float): The amount of time an activity can be delayed without delaying the project.Lag: Inserted waiting time between tasks.Estimating Methods: (CPM, PERT, Monte Carlo)Resource Leveling: Allows a more stable number of resources to be used on the project.Crashing The Schedule: Adding more resources to the Critical PathFast Tracking: Doing more tasks in parallel.
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Performance Management Associates, Inc. Project Scheduling
The Goals Of Project Management:to make the most effective use of available resources such as:
so that project objectives and goals can be achieved:
People Equipment Facilities Materials Money Technology
Within budget On schedule To the desired quality
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Performance Management Associates, Inc. Project Scheduling
Work Packages / Activities
CONTROL ACCOUNT
WBS
WORKPACKAGES
ACTIVITIES
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CALCULATING THE NETWORK
Task Durations Forward Pass Backward Pass
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Performance Management Associates, Inc. Project Scheduling
Task Durations (Estimates)
Developed for each activity Developed by best
available authority Generally assumes normal
conditions (manpower, equipment, calendar, etc.)
CAUTION: - Over-Estimating Tendencies
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Performance Management Associates, Inc. Project Scheduling
DURATIONDRIVEN
EFFORTDRIVEN
Activity Types
Estimate based on amount of calendar time necessary for task completion
Estimate based on the amount of work required to complete the activity
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Performance Management Associates, Inc. Project Scheduling
PDM Network - A
PROJECT LENGTH?
M/S
0
ProjectStart
3B
10E
4A
3D
C4
F8
G6
M10
ProjectCompleted0
M/S
4H
5L
4K
3J
2I
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Performance Management Associates, Inc. Project Scheduling
EARLY DATES
Forward Pass From project start to finish, calculate the earliest
that each activity can start and finish according to the logical sequence of work and the duration of each activity
Yields project duration
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Performance Management Associates, Inc. Project Scheduling
PDM Network - A
FORWARD PASS
M/S
0
1 0000
ProjectStart
3
1 3002
B10
4 13005
E
4
1 4001
A3
5 7004
D
1 4003
C4
12006
F8
5 19007G
6
14 29013M
10
20
29014
ProjectCompleted0
30 M/S
4
14 17008
H5
18 22012
L
4
19 22011
K3
16 18010
J2
14 15009
I
19Copyright 2001 All Rights Reserved
Performance Management Associates, Inc. Project Scheduling
LATE DATES
Backward Pass Working backward from project finish to start,
calculate the latest that each task must start and finish in order to meet the end date.
Yields when the project must start to meet the latest acceptable completion date.
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Performance Management Associates, Inc. Project Scheduling
PDM Network - A
BACKWARD PASS
M/S
0
1 0000
ProjectStart
3
1 3002
B10
4 13005
E
4
1 4001
A3
5 7004
D
1 4003
C4
12006
F8
5 19007G
6
14 29013M
10
20
29014
ProjectCompleted0
30 M/S
4
14 17008
H5
18 22012
L
4
19 22011
K3
16 18010
J2
14 15009
I
1 0 1 3 4 13
14 17 18 20
2 5 136 1914 2920
2930
21 24 25 29
26 2923 2521 22
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Performance Management Associates, Inc. Project Scheduling
Why Calculate The Network?
Establish ES & EF dates and project duration Calculate LF & LS dates based on project completion Defines Float
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Performance Management Associates, Inc. Project Scheduling
= 13 days "Float"
Also called Total/Path/Shared Float
Float(Leeway Or Slack)
Amount of time an activity can be delayed before it impacts Project Completion
Calculated by comparing LF to EF
001A
4
1 4
1714
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Performance Management Associates, Inc. Project Scheduling
Total Float
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
LF
EFES
LS
A
Total Float for Activity A
A
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Performance Management Associates, Inc. Project Scheduling
3
D
5 7
H
14 17
4
6 days "Free Float"
004 008
Activity (Free) Float Amount of time an activity can be delayed before
it impacts any succeeding activity
25Copyright 2001 All Rights Reserved
Performance Management Associates, Inc. Project Scheduling
PDM Network - A
M/S
0
1 0000
ProjectStart
3
1 3002
B10
4 13005
E
4
1 4001
A3
5 7004
D
1 4003
C4
12006
F8
5 19007G
6
14 29013M
10
20
29014
ProjectCompleted0
30 M/S
4
14 17008
H5
18 22012
L
4
19 22011
K3
16 18010
J2
14 15009
I
Critical Path
1 0 1 3 4 13
14 17 18 20
2 5 136 1914 2920
2930
21 24 25 29
26 2923 2521 22
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Performance Management Associates, Inc. Project Scheduling
Critical Path
Longest path of logically related activities through the network which has the least Total Float.
Defines project duration. Path:
B E G M3 10 6 10+ + + = 29 days
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Performance Management Associates, Inc. Project Scheduling
Resource Leveling
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Performance Management Associates, Inc. Project Scheduling
Assignment of resources (people, equipment, facilities, materials, etc.) to each activity within the project
Comparison of Needs vs. Availability Resulting Profiles (Histograms) Cumulative Plots (S-Curves) Other descriptive terms:
Resource Allocation Resource Leveling Resource Scheduling Resource Smoothing
Why We Resource Load Networks
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Performance Management Associates, Inc. Project Scheduling
This OFTEN is not true
The availability of resources has a direct bearing on the duration of each activity.
We Develop A Staffing Plan Because...
During Critical Path Method (CPM) schedule development, the assumption has been that unlimited manpower, material and equipment are available
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Performance Management Associates, Inc. Project Scheduling
CONTROL ACCOUNT
$ $ $
$ $$ $$$
$$$
Total $1 $1 $2 $1 $2 $2 $2 $1 $1
$
Manual?
Automated?
Hrs Hrs Hrs
Hrs Hrs
Hrs Hrs
Hrs
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Performance Management Associates, Inc. Project Scheduling
Resources-loaded Schedules Schedules that have required resources identified
to a specific schedule activity
ACTIVITY X
DURATION: 2 daysTF = 1
Resources: 1 Hydrogeologist1 Hydrogeologist Assistant32 Hours
TITLE:
EARLYSTART
LATESTART
EARLYFINISH
LATEFINISH
Review Geology Report
4/1
4/2
4/2
4/3
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Performance Management Associates, Inc. Project Scheduling
PDM Network - A
M/S
0
000ProjectStart
3
002
B10
005
E
4
001
A3
004
D
003
C4
006
F8
007G
6
013M
10
014Project
Completed0
M/S
4
008
H5
012
L
4
011
K3
010
J2
009
I
1 May 4 May
18 May 23 May
1 May 3 May
1 May 3 May
1 May 4 May
2 May 7 May
7 May 9 May
24 May 29 May
4 May 17 May
4 May 17 May
7 May 16 May
8 May 17 May
18 May 23 May
30 May 4 Jun
18 May 21 May
30 May 31 May
18 May 25 May
18 May 25 May
22 May 24 May
1 Jun 5 Jun
24 May 31 May
5 Jun 11 Jun
25 May 31 May
6 Jun 11 Jun
29 May 11 Jun
29 May 11 Jun
11 Jun1 May
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Performance Management Associates, Inc. Project Scheduling
Activity Duration Total Float Free Float Resources
*Duration Driven
ABCDEFGH*IJKLM
434310864234510
1301
13010777770
0006010000770
246
123
4016304
14188
2020
215
Network A
34Copyright 2001 All Rights Reserved
Performance Management Associates, Inc. Project Scheduling
Activity
A
B
C
D
E
F
G
H
I
J
K
L
M
1
6
2
3
11
2
6
2
3
11
3
6
2
3
11
4
6
3
4
13
7
1
4
2
7
8
1
4
2
7
9
1
4
2
7
10
4
2
6
11
4
2
6
14
4
2
6
15
4
2
6
16
4
2
6
17
4
4
18
5
1
7
13
21
5
1
7
13
22
5
1
6
12
23
5
1
6
12
24
5
6
4
15
25
5
2
4
11
29
2
4
2
8
30
2
4
2
8
31
2
4
2
8
1
2
2
4
2
2
5
2
2
6
2
2
7
2
2
8
2
2
11
2
2
( = Late Finish)
May June
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Performance Management Associates, Inc. Project Scheduling
0
2
4
6
8
10
12
14
16
R
e
s
o
u
r
c
e
R
e
q
u
i
r
e
m
e
n
t
s
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
Project Days
Total Resources by Day - Net ANet A Resource Profile
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Why We Do Resource Analysis
Determine resource requirements (manpower projections, hire/fire strategies)
Balance resource usage Consider time/resource tradeoff
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Performance Management Associates, Inc. Project Scheduling
Total Float
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
LF
EFES
LS
A
Total Float for Activity A
A
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Performance Management Associates, Inc. Project Scheduling
Activity
A
B
C
D
E
F
G
H
I
J
K
L
M
1
6
2
3
11
2
6
2
3
11
3
6
2
3
11
4
6
3
4
13
7
1
4
2
7
8
1
4
2
7
9
1
4
2
7
10
4
2
6
11
4
2
6
14
4
2
6
15
4
2
6
16
4
2
6
17
4
4
18
5
1
7
13
21
5
1
7
13
22
5
1
6
12
23
5
1
6
12
24
5
6
4
15
25
5
2
4
11
29
2
4
2
8
30
2
4
2
8
31
2
4
2
8
1
2
2
4
2
2
5
2
2
6
2
2
7
2
2
8
2
2
11
2
2
( = Late Finish)
May June
39Copyright 2001 All Rights Reserved
Performance Management Associates, Inc. Project Scheduling
PDM Network - A
M/S
0
1 0000
ProjectStart
3
1 3002
B10
4 13005
E
4
1 4001
A3
5 7004
D
1 4003
C4
12006
F8
5 19007G
6
14 29013M
10
20
29014
ProjectCompleted0
30 M/S
4
14 17008
H5
18 22012
L
4
19 22011
K3
16 18010
J2
14 15009
I
Critical Path
1 0 1 3 4 13
14 17 18 20
2 5 136 1914 2920
2930
21 24 25 29
26 2923 2521 22
40Copyright 2001 All Rights Reserved
Performance Management Associates, Inc. Project Scheduling
Activity
A
B
C
D
E
F
G
H
I
J
K
L
M
1
6
2
3
11
5
2
6
2
3
11
5
3
6
2
3
11
5
4
6
3
4
13
7
7
1
4
2
7
6
8
1
4
2
7
6
9
1
4
2
7
6
10
4
2
6
11
6
4
2
6
12
14
6
4
2
6
12
15
6
4
2
6
12
16
6
4
2
6
12
17
1
4
4
5
18
1
5
1
7
13
14
6
21
1
5
1
7
13
14
6
22
5
1
7
6
12
13
23
5
1
7
6
12
13
24
5
1
6
4
15
12
25
5
1
6
2
4
11
12
29
6
2
4
2
8
12
30
2
4
2
8
31
2
4
2
8
1
2
4
2
2
8
4
2
4
2
2
8
5
2
2
6
2
2
7
2
2
8
2
2
11
2
2
Total Float
13
0
1
13
0
1
0
7
7
7
7
7
0
5
5
5
5
5
5
5
LOGIC A "DRIVES" D
D "DRIVES"
H - L - I - J - K
( = Late Finish)
May June
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0
2
4
6
8
10
12
14
R
e
s
o
u
r
c
e
R
e
q
u
i
r
e
m
e
n
t
s
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
Project Days
"Net A" Resource Profile
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S Curves
RESOURCES
TIME
TIME-PHASED RESOURCE PLAN(CUMULATIVE PLOT)
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Performance Management Associates, Inc. Project Scheduling
( = Late Finish)
May June
Activity
A
B
C
D
E
F
G
H
I
J
K
L
M
1
6
2
3
11
2
6
2
3
11
3
6
2
3
11
4
6
3
4
13
7
1
4
2
7
8
1
4
2
7
9
1
4
2
7
10
4
2
6
11
4
2
6
14
4
2
6
15
4
2
6
16
4
2
6
17
4
4
18
5
1
7
13
21
5
1
7
13
22
5
1
6
12
23
5
1
6
12
24
5
6
4
15
25
5
2
4
11
29
2
4
2
8
30
2
4
2
8
31
2
4
2
8
1
2
2
4
2
2
5
2
2
6
2
2
7
2
2
8
2
2
11
2
2
44Copyright 2001 All Rights Reserved
Performance Management Associates, Inc. Project Scheduling
"Net A" Resource Curves
0
25
50
75
100
125
150
175
200
225
250
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
Project Days
C
u
m
u
l
a
t
i
v
e
R
e
s
o
u
r
c
e
s
Early StartLate StartScheduled (Baseline)
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Performance Management Associates, Inc. Project Scheduling
FORECASTING RESOURCES2 4 6 8 10 12 14 16 18 20 22 24 26 28 30
1 2 4 6
5
3
A
B
C
D
E F
G
HTOTAL CUM
1 1 1 1
1 1 1 1 1
1 1 1 1 1 1
1 1 1 1 1 1
1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1
1 1 1
1 1 1 1 1 1 1 1 1 1
1 1 1 11 1 1 1 3 3 3 3 3 2 2 2 2 2 2 2 1 1 1 1 2 2 2 2 2 2 2 2 1 11 2 3 4 7 10 13 16 19 21 23 25 27 29 31 3334 35 36 37 39 41 43 45 47 49 51 5354 55
A4
E 16
G 10
F 4
H 4B
5C 6
D 6
RESOURCES3 2 1
TIME PROFILE
USAGE TABLE
CUMULATIVE (S) CURVE
RESOURCES
5040
2030
10
1
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Performance Management Associates, Inc. Project Scheduling
Should I Resource Load MySchedule?
Pros: Tight integration of schedules and budgets Visibility of resource requirements by skill category Facilitates enterprise-wide resource planning Ease of what if modeling during the planning phase Facilitates recovery planning
Cons: Requires expert scheduling capabilities (software & personnel) Over reliance on software tools instead of resource managers Some resources are more critical than others Benefits diminished if not done on an enterprise-wide basis
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Performance Management Associates, Inc. Project Scheduling
Planning & BudgetingEstablish the Baseline - An Iterative 3-Step Process
$
Time
Mgmt Res
Baseline
1. Define The Work
2. Schedule The Work
3. Allocate Resources
Project Budget Base
1525
3030
10040
60
48Copyright 2001 All Rights Reserved
Performance Management Associates, Inc. Project Scheduling
Additional Reading Resources
Scheduling Guide for Program Managers: Defense Acquisition University - 2001A Guide To Project Management Body of Knowledge: Project Management Institute- 2000 PMP Exam Prep- 2nd Edition: Rita Mulcahy, PMP
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CD-ROM Table of ContentsSearchHelpPractice SymposiaImplementing DOE Complex-Wide EVMSProject Management ThisValue Added with Weekly Earned ValueEarned Value and Program Independent AssessmentsOTB - The Simple Solution to all your "Insufficient Budget" Available ProblemsEVM as the Main Driver for Integrating Project ManagementThe Relationship Between Cost Growth and Schedule GrowthOvercoming Risk Management Challenges in a Teaming EnvironmentWhy we need Weekly Earned Value Trend DataImproving the Effectiveness of PMO by Integrating Knowledge Management ConceptsThe Integrated Master Plan (IMP)/Integrated Master Schedule (IMS)EVM and Test Software Development ProjectsControlling the Type 45 Destroyer ProgrammeRaytheon's Earned Value Computer Based Training (CBT)Working with Suppliers and EVMValue Added with EVM and the OTBEVM at Scientific Labs: How to Avoid High Profile DisastersIMP/IMS Development - An Integrated ApproachEVMS - Subcontractor IntegrationValue Added with EVM Metrics for Award FeeValue Added with EVM for Senior Level Portfolio ManagementEVMS CONOPS - Partners in Excellence with our CustomersAdaptive Enterprises - PM in a Volatile EnvironmentDevelopment & Deployment of an EVM ToolIs There Value to an Earned Value Metric?Minimize the Level-Of-Effort (LOE) Component for Engineering LaborGetting Full Value from Earned Value with Relationship-Objective Analysis
Tool DemonstrationsPerforming Weekly Earned Value Successfully with MPM 3.0Integrated EVM Systems Developed for a Multi-Laboratory International
Topical WorkshopsTraining SeminarsCPM100: Principles of Project ManagementIntegration and Scope ManagementTime and Cost ManagementQuality ManagementHuman Resources, Communications and Ethics MgmtRisk and Procurement ManagementPMP Review and Test Hints
CPM200: Principles of Schedule ManagementIntroduction to Scheduling TechniquesCritical Path Scheduling TechniquesSchedule Analysis TechniquesEV Schedule Performance vs. Time Based SchedulingIntroduction to Schedule Risk AssessmentEnterprise Wide Scheduling
CPM300: Principles of Earned Value ManagementEVM Principles and TerminologyInterpreting EVM DataControl System Design, Part 1Control System Design, Part 2Developing the PMBUse of EVM by Decision Makers
CPM400: Principles of Earned Value Metrics and AnalysisMaintaining the PMBEarned Value Data Analysis Techniques, Part 1Earned Value Data Analysis Techniques, Part 2Calculating Estimates at CompletionImpact of PMB Stability on EAC CalculationsFunds Management and the CFSR
CPM500: Principles of Technical ManagementDevelopment of the WBSThe Role of Systems EngineeringThe Use of the IPT in Project ManagementImplementing Technical Performance MeasurementManaging Quality on the ProjectTechnical Risk Management
CPM600: Principles of Project IntegrationIntegrating the Project's Technical ComponentsIMP and its Impacts on IMSIntegrating Scheduling and EVM MetricsIntegrating Risk into PMB DevelopmentProject Integration Case Study: Buyer's PerspectiveProject Integration Case Study: Seller's Perspective