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Chapter 6Project Time Management

Chapter 6Project Time Management

PMP Exam PreparationWorkshopPMP Exam PreparationWorkshop

Copyright © 2015 PMI SOC

2Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC

By the end of this session you will understand:

How Time Management processes relate to the five process groups

Project time management… Inputs Tools & Techniques Outputs

Learn which references are applicable

Objectives


Content

Introduction

Plan Schedule Management

Define Activities

Sequence Activities

Estimate Activity Resources

Estimate Activity Durations

Develop Schedule

Control Schedule


Introduction to Project Time Management

The processes required to ensure timely completion of the

project

On some projects, especially of smaller scope, will have all

processes tightly linked so that all are viewed as single process

and can be performed by a person over a relatively short period

of time

Majority of effort in this KA will occur in Control Schedule

Process – to ensure completion of project work in a timely

manner


Introduction

Project Time Management Knowledge area overview of processes, inputs, tools & Techniques, and outputs

PMBOK Ref # Fig 6-1


PMBOK Ref # Fig 6-2

Introduction

Scheduling Overview


PMBOK Ref # Fig 6-3

• Process of establishing the policies, procedures and documentation for planning, developing, executing and controlling the project schedule.

• Provides guidance and direction on how the project schedule will be managed.

6.1 Plan Schedule Management

Plan Schedule Management: Inputs, Tools & Techniques, and Outputs


6.1 Plan Schedule Management

PMBOK Ref # Fig 6-4

Plan Schedule Management Data Flow Diagram


6.1 Plan Schedule Management - Inputs

Project Management Plan: Scope baseline and other information e.g. costs, risks, communications decisions

Project Charter: Summary milestone schedule and project approval requirements

Enterprise Environmental Factors: Organizational culture, Resource availability, PM software, Published commercial data, Organizational work authorization

Organizational Process Assets: Historical information, Schedule control tools, Change control procedures, Risk control procedures

PMBOK Ref # 6.1.2.2


6.1 Plan Schedule Management - Tools & Techniques

Expert Judgment

Guided by historical information, provides valuable insight about the environment and information from prior similar projects

Based on expertise in an application area

Analytical Techniques

Strategic options to estimate and schedule the project such as: Scheduling methodology, scheduling tools and techniques, estimating approaches, formats, project management software.

The schedule management plan may include ways to fast track or crash the project

Meetings

Project teams may hold meetings to develop the schedule management plan. Participants include: PM, sponsors, selected team members, stakeholders and anyone responsible for schedule planning or executing

PMBOK Ref # 6.1.2.2


6.1 Plan Schedule Management - Outputs

Schedule Management Plan

Can establish the following:• Project Schedule model development• Level of accuracy• Units of measure• Organizational procedures links• Project Schedule model maintenance• Control Thresholds: variance thresholds for monitoring performance• Rules of performance measurement: % complete, control accounts, Earned

Value Measurement techniques, Schedule Variance/Schedule Performance Index

• Reporting formats• Process descriptions

PMBOK Ref # 6.1.3.1


6.2 Define Activities

• Identifies the specific schedule activities that need to be performed to produce the project deliverables

• Activities are smaller components decomposed from project work packages

• Identifies and documents the work that is planned to be performed

• Defines and plans the schedule activities to meet project objectives

PMBOK Ref # Fig 6.5

Define Activities: Inputs, Tools & Techniques, and Outputs


PMBOK Ref # Fig 6.6

6.2 Define Activities

Define Activities data flow diagram


6.2 Define Activities - Inputs


Scope Baseline

Enterprise Environmental Factors

Organizational Process Assets

PMBOK Ref # 6.2.2.2


6.2 Define Activities - Tools & Techniques

Decomposition

Technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts.

Each work package within the WBS is decomposed into the activities required to produce the work package deliverables which can lead to more accurate results.

PMBOK Ref # 6.2.2.2


6.2 Define Activities - Tools & Techniques

Rolling Wave Planning An evolutionary method of planning

WBS reflects the project scope more accurately as time progresses

Rolling wave planning is a form of progressive elaboration

Work for next reporting period is planned in current reporting period

Planning and execution happen concurrently

Far future work is planned at a high level

Scheduled activities can exist at various levels of detail

Expert Judgment

Project team members or other experts can provide expertise in defining activities.

PMBOK Ref # 6.2.2.2


6.2 Define Activities - Outputs

Activity List

• A comprehensive list of all schedule activities that are planned to be performed on the project, • Includes:

– the activity identifier– the activity description– a scope of work description for each activity

• Excludes:– any activities that are not part of the scope

• Has sufficient detail to ensure project team members understand what work is required

• Used in the schedule model

• The schedule activities are unique components of the schedule

PMBOK Ref # 6.2.3.1



Activity Attributes

• Activity attributes extend the description of the activities• Identify the multiple components associated with each schedule activity• Include

– the activity identifier– WBS ID– activity name– activity codes– activity description– predecessor activities– successor activities– logical relationships– leads and lags– resource requirements– imposed dates– Constraints– assumptions

PMBOK Ref # 6.2.3.2



Activity Attributes (Cont’d)

• May also include– person responsible for execution– geographic area or work location– level of effort– discrete effort– apportioned effort

• Used for:– project schedule development– for selecting, ordering and sorting the planned schedule

activities• Used in the schedule model• Number of attributes varies by application area

PMBOK Ref # 6.2.3.2



Milestone List

Lists all significant points or events in the project

the completion of a major deliverable

schedule milestones have zero duration

Indicates whether the milestone is:

mandatory (required by contract) or

optional (based upon project requirements or historical information)

PMBOK Ref # 6.2.3.3


• Identifies and documents the logical relationships among project activities

• Activities will be sequenced with logical relationships • Each activity and milestone (except first and last) connected to:

- predecessors - successors

PMBOK Ref # Fig 6-7

6.3 Sequence Activities

Define Activities: Inputs, Tools & Techniques, and Outputs


PMBOK Ref # Fig 6-8

6.3 Sequence Activities

Sequence activities data flow diagram


6.3 Sequence Activities - Inputs


Activity List

Activity Attributes

Milestone List

Project Scope Statement



PMBOK Ref # 6.3.2.1


6.3 Sequence Activities - Tools & Techniques

Precedence Diagramming Method (PDM)

A method of constructing a project schedule network diagram

Uses boxes or rectangles (nodes) to represent activities

Activities are connected by arrows that represent dependencies

Also called activity-on-node (AON)

Is the method used by most project management software packages

PMBOK Ref # 6.3.2.1



PMBOK Ref # 6.3.2.1

There are four types of dependencies or precedence relationships: Finish-to-Start Finish-to-Finish Start-to-Start Start-to-Finish

In PDM, finish-to-start is the most commonly used type of precedence relationship.

Start-to-Finish relationships are rarely used



Finish-to-Start

The initiation of the successor activity depends upon the completion of the

predecessor activity

Finish-to-Finish

The completion of the successor activity depends upon the completion of the


Start-to-Start

The initiation of the successor activity depends upon the initiation of the


Start-to-Finish

The completion of the successor activity depends upon the initiation of the


PMBOK Ref # 6.3.2.1



Dependency Determination

● Three types of dependencies are used to define the sequence among the activities.

• Mandatory

• Discretionary

• External

• Internal

● Mandatory dependencies

• Contractually required or are inherent in the nature of the work

• Often involve physical limitations

• Determined by the project team

• Identified when sequencing activities

• Referred to as “hard logic”

PMBOK Ref # 6.3.2.1



Dependency Determination – Cont’d

Discretionary dependencies

Determined by the project team

Identified when sequencing activities

Should be fully documented

Can create arbitrary total float values

Can limit later schedule options

Also known as “soft logic” or “preferred logic”

PMBOK Ref # 6.3.2.1



Dependency Determination – Cont’d

External and Internal Dependencies

Determined by the project team

Identified when sequencing activities

External: Involve a relationship between project activities and non-project

activities

testing schedule activity in a software project depends on delivery of

hardware from an external source

government environmental hearings held before construction site

preparation

Internal: Involve a precedence relationship between project activities and are

generally inside project team’s control

PMBOK Ref # 6.3.2.1



Applying Leads & Lags

A lead allows an acceleration of the successor activity

For example, activity B can start 2 weeks before activity A finishes

Finish-to-Start with 2 week lead

A lag directs a delay in the successor activity

For example, activity B can start 3 weeks after activity A starts

Start-to-Start with 3 week lag

PMBOK Ref # 6.3.2.1


6.3 Sequence Activities - Outputs

Project Network Diagrams

● Project Schedule Network Diagrams

Are schematic displays of the project’s schedule activities

Diagrams include:

logical relationships among activities

full project details or

one or more summary activities

A summary narrative accompanies the diagram

Describes the basic approach used to sequence the activities

Unusual sequences within the network are fully described within the narrative

● Project Documents Updates

PMBOK Ref # 6.3.2.1


6.4 Estimate Activity Resources

Process for:

● Estimating type and quantities of each resource needed, e.g. people, equipment, material, supplies

● Determining availability of resources● Closely coordinated with cost estimating processes● Allows more accurate cost and duration estimates

PMBOK Ref # Fig 6-12

Estimate Activity Resources: Inputs, Tools & Techniques, and Outputs




Estimate Activity Resources data flow diagram


PMBOK Ref # 6.3.2.1

This process is closely coordinated with the Estimate Costs process:

●A construction project team will need to be familiar with local building codes. If the local labour pool lacks experience with unusual or specialized construction techniques, the additional cost for a consultant may be the most effective way to secure knowledge of the local building codes.

●An automotive design team will need to be familiar with the latest in automated assembly techniques. The required knowledge might be obtained by hiring a consultant, etc.



6.4 Estimate Activity Resources - Inputs

PMBOK Ref # 6.4.1.4


Activity List

Activity Attributes

Risk Register

Activity Cost Estimates




6.4 Estimate Activity Resources - Inputs

PMBOK Ref # 6.4.1.4

Resource Calendars

● Specify resource timing (when) and availability (how long)

calendar of working and non-working days

identifies when each resource is active or idle

● Need to consider:

resource experience and skill

geographic location of resources

dates resources are available


6.4 Estimate Activity Resources – Tools & Techniques

PMBOK Ref # 6.4.1.4

Expert Judgment

Expert Judgment is often required to assess the resource-related inputs to this

process. Any group or person with specialized knowledge in resource planning and

estimating can provide such expertise.

Alternatives Analysis

Evaluate trade-offs amongst various alternatives for resources:

Resource capability or skills, e.g. 2 junior programmers vs. one senior

programmer to do the same work

Size or type of machines

Hand vs. automated tools

Make or buy decisions for a resource



PMBOK Ref # 6.4.1.4

Published Estimating Data

Published data on prices and durations that can assist with estimating.

Includes:

Production rates

Unit costs of resources

Labor rates

Equipment costs

Take into account geographic location



PMBOK Ref # 6.4.1.4

Bottom-Up Estimating

● Use when resources cannot be estimated at a higher level

decompose activities in more detail

estimate resource needs

aggregate into total quantity

● Document any dependencies that affect application and use of

resources

Project Management Software

● Helps plan, organize resource pools and estimates, Primavera,

Microsoft Project


6.4 Estimate Activity Resources - Outputs

PMBOK Ref # 6.4.1.4

Activity Resource Requirements

Identifies types and quantities of resources required

identified by activity

aggregated for each work package

Documentation includes:

basis of estimates

assumptions for type, availability and quantities of resources


6.4 Estimate Activity Resources - Outputs

PMBOK Ref # 6.4.1.4

Resource Breakdown Structure A hierarchical structure of the identified resources by:

category labor material equipment supplies

type skill level grade level

Project Documents Updates


6.5 Estimate Activity Durations

PMBOK Ref # Fig 6.-14

Estimate Activity Durations: Inputs, Tools & Techniques, and Outputs



PMBOK Ref # Fig 6.-15

Estimate Activity Durations data flow diagram



This process estimates number of work periods to complete each

activity based on, and includes:

estimated activity scope of work

estimated resources (type and quantity)

estimated duration for each activity

use of resource calendars

Duration estimates can be assumed to be progressively more accurate and

of better quality.

PMBOK Ref # 6.5


6.5 Estimate Activity Durations - Inputs


Activity List

Activity Attributes

Resource Calendars


Risk Register

Resource Breakdown Structure



PMBOK Ref # 6.5.2.2


6.5 Estimate Activity Durations - Inputs


Duration will be affected by:

Availability of resources

Nature of resources

skill level of resource (person)

applied production capability of machinery

PMBOK Ref # 6.5.2.2


6.5 Estimate Activity Durations – Tools & Techniques

PMBOK Ref # 6.5.2.3

Expert Judgment

Guided by historical information, can provide duration estimate information

or recommended maximum activity durations from prior similar projects.

Expert judgment can also be used to determine whether to combine

methods of estimating and how to reconcile differences between them.



PMBOK Ref # 6.5.2.3

Analogous Estimating

Uses actual durations of a previously completed, similar schedule

activities

Draws an analogy between one project and another

Used when limited information available

Generally cheaper, faster but less accurate than other approaches



PMBOK Ref # 6.5.2.4

Parametric Estimating

Uses a statistical relationship between historical data and other

variables

For durations, estimates are:

quantity of work to be performed * productivity rate (labor hours per

unit of work)

Variables can be

Lines of code (s/w application)

Square footage (construction project)



PMBOK Ref # 6.5.2.5

Three Point Estimating

Improves duration accuracy by considering: estimation uncertainty Risk

Activity duration estimate can be a weighted average of: most likely duration (tm) optimistic duration (to) pessimistic duration (tp)

Expected activity duration (tE): tE = ( to + tm + tp ) / 3 Triangular Distribution tE = ( to + 4 * tm + tp ) / 6 Beta Distribution

“traditional PERT technique”



PMBOK Ref # 6.5.2.6

Reserve Analysis

Analysis of the amount of time to be held in reserve because of risk time reserves (contingency reserves, buffers) added for schedule

uncertainty can be

a percentage of estimate a fixed number of days developed by quantitative risk analysis

Group Decision-Making Techniques


6.5 Estimate Activity Durations - Outputs

PMBOK Ref # 6.5.3.1

Activity Duration Estimates

Quantitative assessment of work periods required to complete activity excludes lags may include range

2 weeks +/- 2 days or 15% probability of exceeding 2 weeks

Project Documents Updates


6.6 Develop Schedule

PMBOK Ref # Fig 6.16

Develop Schedule: Inputs, Tools & Techniques, and Outputs



PMBOK Ref # Fig 6.17

Develop Schedule data flow diagram



PMBOK Ref # 6.6

Determines planned start and finish dates for schedule activities

Schedule forms a baseline against which progress can be

tracked

Schedule development is iterative

continues throughout the project

plans change

risk events occur or disappear


6.6 Develop Schedule - Inputs

PMBOK Ref # 6.6.2.1


Activity List

Activity Attributes

Project Schedule Network Diagrams


Resource Calendars

Activity Duration Estimates


Risk Register

Project Staff Assignments

Resource Breakdown Structure




6.6 Develop Schedule – Tools & Techniques

PMBOK Ref # 6.6.2.1

Schedule Network Analysis

● A technique that generates the project schedule

● Employs a schedule model and analytical techniques such as CPM,

Critical Chain, What-if analysis, and Resource Optimization techniques

● Calculates early and late start and finish dates



PMBOK Ref # 6.6.2.2

Critical Path Method

Calculates a single, deterministic start and finish date for each activity

Resource limitations ignored

Based on specified, sequential network logic and a single duration

estimate

Focused on calculating float

Determines which activities have the least scheduling flexibility



Critical Path Method – Cont’d

PMBOK Ref # 6.6.2.2




PMBOK Ref # 6.6.2.2




PMBOK Ref # 6.6.2.2



Critical Path Method – Step by Step Example

A (10) B (15) C (10)

D (5)

0 10 10 25 25 35

10 15

ES EF

2520

LFLS

Forward Pass

Backward Pass

3525100 2510

PMBOK Ref # 6.6.2.2



PMBOK Ref # 6.6.2.2

Critical Path Method - Float

A mathematical calculation

Float = Late Finish - Early Finish

Float = Late Start - Early Start

Float > 0: time is available

Float = 0: situation is critical

Float < 0: time is behind

Can change as the project progresses and changes are made to the project

plan

Also called slack or path float



PMBOK Ref # 6.6.2.2

Critical Path Method - Float

Free Float the amount of time an activity can be delayed without

delaying the Early Start of any immediately following activities

addresses the amount of pressure that one activity puts on the next

Total Float the amount of time an activity may be delayed from its Early

Start without delaying the project finish date



PMBOK Ref # 6.6.2.2

Critical Path Method – The Critical Path

is the series of activities which determines the earliest

completion of the project

will generally change from time to time as activities are

completed ahead or behind schedule

can be determined for a milestone or sub-project

usually defined as those activities with zero total float



PMBOK Ref # 6.6.2.3

Critical Chain Method

Scheduling method to account for limited resources

resource constrained critical path known as critical chain Manages schedule uncertainty by:

adding duration buffers scheduling activities to their latest possible planned start and finish dates



PMBOK Ref # 6.6.2.4

Resource Optimization Techniques

Resource Leveling● A schedule network technique applied after critical path analysis● Scheduling decisions are driven by resource management

concerns limited availability (time) limited quantity over-allocation

● Resource leveling often results in an extended schedule critical path will often change

Resource smoothing

● Adjust the activities of a schedule model such that the requirements for

resources do not exceed limits.



PMBOK Ref # 6.6.2.5

Modeling Techniques

What-if Scenario Analysis

Analyzing “what if” situations: e.g., What-if a major component delivery is delayed analyses of effects on schedule if certain situations happen assesses feasibility of the project schedule under adverse conditions assists in preparing contingency and response plans

SimulationUsing probability analysis to determine project outcome. Most common is

Monte Carlo Analysis

Leads & Lags



PMBOK Ref # 6.6.2.7

Schedule Compression

Two techniques shorten a schedule without changing the scope

Crashing:● Obtaining the greatest amount of compression for the least incremental

cost● Uses additional resources to shorten duration

● Often results in higher project costs and may increase risk● Does not always provide a workable alternative

Fast Tracking:● Involves doing activities in parallel that would normally be done in

sequence● e.g. beginning to code software before completing all of the design

● may result in re-work and increase in project risk



PMBOK Ref # 6.6.2.8

Scheduling Tool

Automated tool to generate start and finish dates from:

activities

network diagrams

resources

activity durations


6.6 Develop Schedule - Outputs

PMBOK Ref # 6.6.3

Schedule and Baseline Schedule

A list of all activities with at least their start and finish dates assigned

Some graphical formats:

milestone charts

bar charts

project schedule network diagrams

Baseline

A specific version of the planned schedule

Accepted and approved by management

Used as a basis for tracking project progress


6.6 Develop Schedule –Outputs


Project Schedule

Bar chartsMilestone chartsProject Schedule network diagrams



Network Diagram

PMBOK Ref # 6.6.3



PMBOK Ref # 6.6.3

Schedule Data

Data and information from the project schedule, includes: schedule milestones schedule activities activity attributes constraints and assumptions

Resource histogram Alternative schedules Schedule contingency reserves

Project Calendars


6.7 Control Schedule


Control Schedule: Inputs, Tools & Techniques, Outputs




Control Schedule data flow diagram



PMBOK Ref # 6.7

Means to recognize deviation from the plan and take corrective and preventive actions and minimize the risk

Control Schedule is concerned with: Determining current status of the schedule Influencing the factors which create schedule changes Determining that the schedule has changed Managing the actual changes as they occur

Control Schedule is a component of the Perform Integrated Change Control process


6.7 Control Schedule - Inputs

PMBOK Ref # 6.7

Project Management Plan

Contains: schedule management plan

establishes how the project schedule will be managed and controlled

schedule baseline used to compare with actual results to determine if change

is necessary

Project Schedule

Refers to most recent version with notations to indicate updates, completed activities, and started activities as of the indicated data date


6.7 Control Schedule - Inputs

Work Performance Data

Information on project progress:

which activities have started

which activities have finished

activity progress

Project Calendars

A Schedule model may require more than one project calendar to all the different

work periods for some activities to calculate the schedule forecasts.

Schedule Data


PMBOK Ref # 6.7


6.7 Control Schedule – Tools & Techniques

Performance Review

Measure, compare and analyze schedule performance:

actual start and finish dates

percent complete

remaining duration for work in progress

schedule variance (SV)

schedule performance index (SPI)

Schedule Compression

Used to find ways to bring project activities that are behind into alignment with the

plan by fast tracking or crashing schedule for the remaining work

PMBOK Ref # 6.7


6.7 Control Schedule – Tools & Techniques

PMBOK Ref # 6.7

Performance Review

Trend Analysis Critical Path method Critical Chain Method Earned Value Management Project Management Software Resource Optimization Techniques Modeling Techniques Leads & Lags Scheduling Tool


6.7 Control Schedule - Outputs

Work Performance InformationCalculate Schedule Variance (SV) and Schedule Performance Index (SPI) values for WBS components

Schedule forecastEstimates of conditions and events in the project’s future based on information and knowledge available at the time of forecast

Project Management Plan UpdatesUpdates to plan may include: schedule baseline

change requests related to scope, resources, activity durations schedule management plan cost baseline

changes caused by schedule compression

PMBOK Ref # 6.7


6.7 Control Schedule - Outputs

Change RequestsAffects schedule baseline, scope baseline and other components of project management plan

Project Document UpdatesUpdates may include:

schedule data New project schedule network diagrams may be developed to display

updates project schedule

To reflect schedule changes risk register

changes caused by schedule compression

Organizational Process Assets Updates

PMBOK Ref # 6.7


Project Time Management

PMP Exam PreparationSample Test Questions



Question #1

The following processes are included in the Project Time

Management knowledge area:

A.Define Activities, Sequence Activities, Estimate Activity Durations, Execute

Schedule

B.Define Activities, Sequence Activities, Develop Schedule, Estimate Activity

Resources

C.Sequence Activities, Execute Schedule and Control Schedule

D.Define Activities, Work Breakdown Structure, Estimate Activity Durations


Question #2

Project Time Management includes processes in which process

groups?

A.Initiating, Planning and Executing

B.Planning and Executing

C.Planning and Implementing

D.Planning and Monitoring & Controlling


Question #3

Project Time Management generally involves estimating and

planning in units of:

A.Work Packages

B.Schedule Activities

C.Deliverables

D.Tasks


Question #4

A Milestone is:

A. A major deliverable

B. A project phase

C. A high level WBS item

D. A significant point in the project


Question #5

Which of the following statements is false regarding the Critical Path

Method (CPM)?

A.The Critical Path consists of activities with zero float.

B.CPM is a Schedule Network Analysis technique

C.CPM is a schedule compression technique

D.CPM calculates early start and finish dates, and late start and finish dates


Question #6

Dependency Determination is a Tool & Technique of which process:

A. Define Activities

B. Execute Schedule

C. Develop Schedule

D. Sequence Activities


Question #7

Which of the following is not an Activity Attribute?

A. Risk

B. Predecessor activities

C. Duration

D. Activity Description


Question #8

Which of the following is not a Tool & Technique of Sequence

Activities?

A.Critical Path Method

B.Applying Leads and Lags

C.Precedence Diagramming Method

D.Schedule Network Templates


Question #9

What is the float for activity Y?

Activity Dependency DurationV - 10W V 7X W 5Y V 9Z X, Y 8

------------------------------------------------

A. 1B. 2C. 3D. 4


Question #10

The "fast-tracking" method of schedule compression involves:

A. The use of industrial engineering techniques to improve productivity, thereby

finishing the project earlier than originally planned

B. Doing activities in parallel that would normally be done in sequence

C. Using more resources than planned to complete the project earlier

D. Calculating the percentage of potential schedule overrun, and reducing each

activity's duration by that percentage in order to enable the project to

complete on schedule


Question #11

Control Schedule is concerned with all of the following, except:

A. Influencing the factors that create schedule changes

B. Determining that the project schedule has changed

C. Determining planned start and finish dates

D. Managing changes as they occur


Question #12

The type of dependency whereby the initiation of the successor

activity depends on the initiation of the predecessor activity, is

called:

A.Finish-to-Start

B.Finish-to-Finish

C.Start-to-Start

D.Start-to-Finish


Question #13

Inputs to Estimate Activity Resources include all of the following,

EXCEPT:

A.Activity Attributes

B.Activity Duration Estimates

C.Resource Calendars

D.Organizational Process Assets


Question #14

An example of an application of a lag, is:

A. An activity that is 5 days behind schedule

B. An activity that takes more resources than planned, to meet the due date

C. An activity that cannot begin until 10 days after a predecessor completes

D. An activity that can start 5 days before a predecessor activity completes


Question #15

The Resources that need to be estimated for activities include all of

the following, EXCEPT:

A.Human resources

B.Work Packages

C.Machinery

D.Parts and Supplies


Question #16

The schedule should be “re-baselined” when:

A. A sequence of activities has taken longer than originally planned

B. The scope has been increased by the client, with an associated approval of

the increase

C. The productivity within a certain discipline has been higher than originally

planned

D. A high-duration activity has been accomplished “out of sequence”


Question #17

The key inputs into Define Activities are:

A. WBS, project schedule and network diagram

B. Project schedule, scope statement and activity lists

C. Project network diagram, constraints and durations

D. Schedule Management Plan, Enterprise environmental factors, scope

baseline and organizational process assets


Question #18

The best way to decrease the total project duration for the least cost

is called:

A.Schedule compression

B.Crashing

C.PDM forward and backward pass to determine the critical path.

D.Fast Tracking


Question #19

Three-point estimates is a tool & technique of which process?

A. Milestone Development

B. Estimate Activity Resources

C. Estimate Activity Durations

D. Sequence Activities


Question #20

Time Management Planning processes use inputs from all of the

following processes, EXCEPT:

A.Plan Risk Responses

B.Acquire Project Team

C.Create WBS

D.Conduct Procurements


Project Time Management

PMP Exam PreparationEnd of session


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