PROJECT SCHEDULE MANAGEMENT

Mohamed Seleam Abou Hatab

PMP, PMI-RMP, PMI-SP, PMI-PBA
Sr. Project Management Consultant
 PROJECT SCHEDULE MANAGEMENT

PROJECT SCHEDULE
MANAGEMENT INCLUDES THE
PROCESSES REQUIRED TO MANAGE

SCHEDULE COMPLETION OF THE

PROJECT.

2
Dependency Relationships in the Precedence Diagramming Method (PDM)

4
 LEADS AND LAGS

A LEAD
ALLOWS AN ACCELERATION OF THE SUCCESSOR ACTIVITY.

A LAG
DIRECTS A DELAY IN THE SUCCESSOR ACTIVITY 5
 • DEPENDENCY DETERMINATION
.
4 TYPES OF DEPENDENCIES ARE USED TO DEFINE THE
SEQUENCE AMONG THE ACTIVITIES

• MANDATORY DEPENDENCIES (HARD LOGIC)

• DISCRETIONARY DEPENDENCIES (OPTIONAL ) (SOFT LOGIC)

CAN BE CHANGED IF NEEDED.
• EXTERNAL DEPENDENCIES
OUTSIDE THE PROJECT TEAM’S CONTROL
• INTERNAL DEPENDENCIES
INSIDE THE PROJECT TEAM’S CONTROL
6
 B
SS
A
C E
D

Start
H F FS +15
End
G

SS +10
I J
K
FF

PRECEDENCE DIAGRAMMING METHOD

ACTIVITY ON NODE 7

ACTIVITY I IS CALLED A PATH CONVERGENCE, AS IT HAS MORE THAN ONE

PREDECESSOR, WHILE ACTIVITY K IS CALLED A PATH DIVERGENCE, AS IT HAS MORE THAN ONE SUCCESSOR.
 NETWORK DIAGRAMMING EXAMPLE
Activities Activity Resources Original Predecessor
Code Description Needed Duration Logic

Start 0 -------------

A 2 Start

B 12 A

C 5 B&D

D 6 Start

E 7 D

F 3 E

Finish 0 C&F
NETWORK DIAGRAMMING ANALYSIS
A network diagrams is a schematic display of project’s activities
and dependencies

2 Days 12 Days 5 Days

A B C

Finish
Start

6 Days 7 Days 3 Days

D E F
NETWORK DIAGRAM ANALYSIS
The Forward Pass …

Early Start Early Finish

Box 2 Days
Box
0 2

0 A
0

Start 6 Days
0 6

D
CRITICAL PATH METHOD (PDM), FORWARD PATH
Early Start = Highest of predecessor’s
Early Finish Times

0 2 2 14 14 19

A B C
2 Days 12 Days 5 Days 19 19
0 0

Start Finish

0 6 6 13 13 16

D E F
6 Days 7 Days 3 Days
NETWORK DIAGRAM ANALYSIS
The Backward Path …

5 Days
14 19
C 19 19
14 19 Finish
3 Days 19 19

13 16
F
Late Start 16 19 Late Finish
Box Box
CRITICAL PATH METHOD (PDM), BACKWARD PATH
Late Finish =
Lowest of successor’s Late Start Times

2 Days 12 Days 5 Days

0 2 2 14 14 19
A B C
0 2 2 14 14 19
0 0 19 19

Start Finish
6 Days 7 Days 3 Days 19 19
0 0
0 6 6 13 13 16
D E F
3 9 9 16 16 19
 Network calculations
HOW MUCH THE FREE FLOAT FOR ACTIVITY D?

8 Days 12 Days 5 Days

0 8 8 20 20 25
A B C
0 8 8 20 20 25
0 0 25 25
(0) (0) (0) Finish
Start
6 Days 7 Days 3 Days 25 25
0 0
0 6 8 15 15 18 (0)
Float = (0)
D E F
9 15 15 22 22 25

(9) (7) (7)

TOTAL FLOAT ( SLACK )
THE AMOUNT OF TIME AN ACTIVITY CAN DELAY WITHOUT DELAYING THE PROJECT
COMPLETION DATE .

FREE FLOAT ( SLACK )

THE AMOUNT OF TIME AN ACTIVITY CAN DELAY WITHOUT DELAYING THE EARLY START OF
ITS SUCCESSORS .

15
 10 1 4

C D E
6 7 9 8 4 6 3

A B F G H J K
11

5 - What is the duration of the near critical path ?

A. 33
B. 44
C. 47
D. 43
 10 1 4

C D E
6 7 9 8 4 6 3

A B F G H J K
11

12- Based on the network diagram, the resource working on task G is

replaced with another resource with 50% of the productivity of the
previous resource. How long will this project take?
A. 44
B. 51
C. 52
D. 36
.
EXERCISE
10 MINUTES

18
 YOU ARE THE PROJECT MANAGER FOR PROJECT WITH
THE FOLLOWING NETWORK DIAGRAM
Task Preceding Estimate in
 DRAW THE NETWORK DIAGRAM ? Activity months
Start 0
 CALCULATE ALL OF THE PATHS IN THIS NETWORK 1 Start 2
DIAGRAM? 2 Start 3
3 1 7
 WHAT IS THE DURATION OF THE CRITICAL PATH OF 4 1,2 9
THIS NETWORK DIAGRAM? 5 2 3
 WHAT IS THE FLOAT OF TASK 3? 6 3 2
 WHAT IS THE FLOAT OF TASK 5? 7 4 8
 WHAT IS THE FLOAT OF TASK 1? End 5,6,7 0
 WHAT IS THE SLACK OF TASK 7?
 7 2

2 9 9 11
2
3 6
11 18 18 20
0 2
1
1 3 9 8

3 12 12 20
start 3 4 7 Finish
3 12 12 20
0 3
2 3
0 3
3 6
5
17 20
 1) 1 - 3 - 6 : 2 + 7 + 2 = 11 MONTHS

.
 2) 1 - 4 - 7 : 2 + 9 + 8 = 19MONTHS

 3) 2 - 4 - 7 : 3 + 9 + 8 = 20MONTHS

 4) 2 - 5 : 3 + 3 = 6 MONTHS

 THE CRITICAL PATH IS 2 - 4 – 7 = 20 MONTHS

 THE FLOAT OF ACTIVITY 3 = LS – ES = 9 MONTHS

 THE FLOAT OF ACTIVITY 5 = 14 MONTHS
 THE FLOAT OF ACTIVITY 1 = 1 MONTH
21

 SINCE TASK 7 IS IN THE CRITICAL PATH BY DEFINITION THE SLACK IS 0 MONTH.

 Schedule Compression
Shortens the project schedule without changing the project scope, to meet schedule constraints, imposed
dates, or other schedule objectives.

CRASHING: COST AND SCHEDULE TRADEOFFS ARE

ANALYZED TO DETERMINE HOW TO OBTAIN THE
GREATEST AMOUNT OF COMPRESSION FOR THE
LEAST INCREMENTAL COST.

FAST TRACKING: DOING ACTIVITIES IN PARALLEL

THAT WOULD NORMALLY BE DONE IN SEQUENCE.
FAST TRACKING OFTEN RESULTS IN REWORK AND
USUALLY INCREASES RISK.
22
CRASHING COST A
B
C D

Activity Normal duration Crash Normal cost $ Crash cost $ Crash cost / day
duration

A 4 2 6000 8000 1000

B 5 4 5000 5750 750

C 7 6 8000 8500 500

D 5 4 6000 8000 2000

If activity P , Q, and T are on The critical path which activity
should be crashed first considering the cost is important

A) P
Activity Normal time Crash Time Normal Cost Crash Cost

B) S P 7 5 7000 9000

Q 4 3 7000 7500
C) T
R 5 2 8000 14000
D) Q
S 4 2 4000 4800

T 8 7 4000 5500
 ESTIMATE ACTIVITY DURATIONS
EXPERT JUDGMENT
 EXPERT JUDGMENT CAN BE USED TO DETERMINE WHETHER TO COMBINE METHODS OF ESTIMATING AND HOW TO RECONCILE DIFFERENCES
BETWEEN THEM.

ANALOGOUS ESTIMATING
 ANALOGOUS ESTIMATING IS A TECHNIQUE FOR ESTIMATING THE DURATION OR COST OF AN ACTIVITY OR A PROJECT USING HISTORICAL
DATA FROM A SIMILAR ACTIVITY OR PROJECT.

 ANALOGOUS DURATION ESTIMATING IS FREQUENTLY USED TO ESTIMATE PROJECT DURATION WHEN THERE IS A LIMITED AMOUNT OF
DETAILED INFORMATION ABOUT THE PROJECT.

 ESTIMATING IS GENERALLY LESS COSTLY AND TIME CONSUMING THAN OTHER TECHNIQUES, BUT IT IS ALSO GENERALLY LESS ACCURATE.

A K A TOP- DOWN ESTIMATE

ONE POINT ESTIMATE
25
 BOTTOM-UP ESTIMATING
 BOTTOM-UP ESTIMATING IS A METHOD OF
ESTIMATING PROJECT DURATION OR COST BY
AGGREGATING THE ESTIMATES OF THE LOWER
LEVEL COMPONENTS OF THE WBS.

 WHEN AN ACTIVITY’S DURATION CANNOT BE

ESTIMATED WITH A REASONABLE DEGREE OF
CONFIDENCE, THE WORK WITHIN THE ACTIVITY
IS DECOMPOSED INTO MORE DETAIL.

 THE DETAIL DURATIONS ARE ESTIMATED. THESE

ESTIMATES ARE THEN AGGREGATED INTO A
TOTAL QUANTITY FOR EACH OF THE ACTIVITY’S
DURATIONS.
PARAMETRIC ESTIMATING
 PARAMETRIC ESTIMATING USES A STATISTICAL RELATIONSHIP BETWEEN HISTORICAL DATA AND OTHER VARIABLES TO CALCULATE AN
ESTIMATE FOR ACTIVITY PARAMETERS, SUCH AS COST, BUDGET, AND DURATION.
 THIS TECHNIQUE CAN PRODUCE HIGHER LEVELS OF ACCURACY AND CAN BE APPLIED TO A TOTAL PROJECT OR TO SEGMENTS OF A
PROJECT

THREE-POINT ESTIMATES
PERT USES THREE ESTIMATES TO DEFINE AN APPROXIMATE RANGE FOR AN ACTIVITY’S DURATION
MOST LIKELY: THE DURATION OF THE ACTIVITY, GIVEN THE RESOURCES LIKELY TO BE ASSIGNED, THEIR PRODUCTIVITY, REALISTIC
EXPECTATIONS OF AVAILABILITY FOR THE ACTIVITY, DEPENDENCIES ON OTHER PARTICIPANTS, AND INTERRUPTIONS.

OPTIMISTIC: THE ACTIVITY DURATION IS BASED ON ANALYSIS OF THE BEST-CASE SCENARIO FOR THE ACTIVITY.
PESSIMISTIC: THE ACTIVITY DURATION IS BASED ON ANALYSIS OF THE WORST-CASE SCENARIO FOR THE ACTIVITY

TE = (TO + TM*4 +T P) / 6.
 CALCULATION OF PERT PROBABILITIES

STANDARD DEVIATION VARIANCE

σ =P– O
V = σ2
6

O = OPTIMISTIC
P = PESSIMISTIC

28
 4 5

A B

7 5
start D Finish
C

Activity Optimistic Most likely Pessimistic Expected Standard Variance

duration Deviation
(O+ 4*M +P) (P – O)
6 6

A 2 4 6 4 0.67 0.44
B 3 5 7 5 0.67 0.44
C 4 7 10 7 1 1
D 4 5 6 5 0.33 0.11

EXPECTED PROJECT DURATION = 14

PROJECT DURATION, STANDARD DEVIATION = 0.44 + 0.44 + 0.11 = 1.00

 Normal Distribution
Statistically measures variability - commonly used in quality control

-1s
•  +1•s

-2•s +2•s

-3s
•  Te, Project• +3•s
Duration•

68.26%•
95.46%•
99.73%•

LCL• UCL•
 PERT Calculations

-1 s +1 s
Project
Start
Date

-2 s +2s

-3 s Te, Project• +3s

Duration•

50%
84.13%
97.73%
99.86%
Normal Distribution:
50% chance - using expected time durations (Te, )
84% chance - (Te, ) + 1 s , etc
 FACTORS FOR CONSIDERATION WHEN ESTIMATING DURATION
INCLUDE:

LAW OF DIMINISHING RETURNS.

NUMBER OF RESOURCES.

ADVANCES IN TECHNOLOGY

MOTIVATION OF STAFF.
 TRENDS AND EMERGING PRACTICES

 ITERATIVE SCHEDULING WITH A BACKLOG. THIS SCHEDULING METHOD IS APPROPRIATE FOR MANY PROJECTS

USING ADAPTIVE LIFE CYCLES FOR PRODUCT DEVELOPMENT.

THE BENEFIT OF THIS APPROACH IS THAT IT WELCOMES CHANGES THROUGHOUT THE DEVELOPMENT LIFE

CYCLE.

 ON-DEMAND SCHEDULING. TYPICALLY USED IN A KANBAN SYSTEM, IS BASED ON THE THEORY-OF

CONSTRAINTS AND PULL-BASED SCHEDULING CONCEPTS FROM LEAN MANUFACTURING.

 TAILORING CONSIDERATIONS

 LIFE CYCLE APPROACH

 RESOURCE AVAILABILITY

 PROJECT DIMENSIONS

 TECHNOLOGY SUPPORT
 CONSIDERATIONS FOR AGILE/ADAPTIVE ENVIRONMENTS

 PROVIDE RAPID FEEDBACK ON THE APPROACHES AND SUITABILITY OF DELIVERABLES, AND

GENERALLY MANIFEST AS ITERATIVE SCHEDULING AND ON-DEMAND, PULL-BASED
SCHEDULING.

 SOME LARGE ORGANIZATIONS MAY NEED TO COMBINE PRACTICES FROM SEVERAL CORE
METHODS BECAUSE OF DIFFERENT PROJECT TYPES.

 TO BE SUCCESSFUL IN USING ADAPTIVE APPROACHES, THE PM WILL NEED TO BE FAMILIAR

WITH THE TOOLS AND TECHNIQUES TO UNDERSTAND HOW TO APPLY THEM EFFECTIVELY.
 PROJECT SCHEDULE MANAGEMENT
PLANNING
6.1 PLAN SCHEDULE MANAGEMENT

6.2 DEFINE ACTIVITIES

6.3 SEQUENCE ACTIVITIES

6.4 ESTIMATE ACTIVITY DURATIONS

6.5 DEVELOP SCHEDULE

MONITORING AND CONTROLLING

6.6 CONTROL SCHEDULE

36

Knowledge Areas
4- Project Integration Management
5- Project Scope Management
6- Project Schedule Management
7- Project Cost Management
8- Project Quality Management
9- Project Resource Management
10- Project Communications
Management
11- Project Risk Management
12- Project Procurement Management
13- Project Stakeholder Management 13.1 Identify Stakeholders
Initiating Process Group
4.1 Develop Project Charter
Project Management Process Groups
Monitoring and Controlling Closing Process
Planning Process Group Executing Process Group
Process Group Group
4.2 Develop Project Management Plan 4.3 Direct and Manage Project 4.5 Monitor and Control Project 4.7 Close Project
Work Work or phase
4.4 Manage Project Knowledge 4.6 Perform Integrated Change
Control
5.1 Plan Scope Management 5.5 Validate Scope
5.2 Collect Requirements 5.6 Control Scope
5.3 Define Scope
5.4 Create WBS
6.1 Plan Schedule Management 6.6 Control Schedule
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
7.1 Plan Cost Management 7.4 Control Costs
7.2 Estimate Costs
7.3 Determine Budget
8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
9.1 Plan Resource Management 9.3 Acquire Resources 9.6 Control Resources
9.2 Estimate Activity Resources 9.4 Develop Team
9.5 Manage Team
10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications
11.1 Plan Risk Management 11.6 Implement Risk Responses 11.7 Monitor Risks
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 37
13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder 13.4 Monitor Stakeholder
Engagement Engagement
 PLAN SCHEDULE MANAGEMENT
Inputs Tools & Techniques Outputs
1. Project charter 1. Expert Judgment 1. Schedule
Management Plan
2. Project manage. Plan 2. Data Analysis
•Scope manage. Plan .Alternatives analysis
•Development approach
The schedule management plan includes :
1. Meetings
 Project schedule model development.
3. Enterprise environmental  Release and iteration length.
factors (EEF)  Level of accuracy.
 Units of measure.
4. Organizational process  Organizational procedures links.
assets (OPA)  Project schedule model maintenance.
 Control thresholds.
 Rules of performance measurement.
 Reporting formats
 Accuracy Estimates
•Rough order of magnitude : Made during initiation process
ROM is -25% to 75%

•Budget Estimate: During planning

-10% to 25%

•Definitive Estimate: Later During the project

-5% to + 10%

39
 DEFINE ACTIVITIES

Inputs Tools & Techniques Outputs

1. Project manage. Plan 1.Expert Judgment 1. Activity list
•Schedule manage. Plan 2. Activity attributes
•Scope baseline 2. Decomposition 3. Milestone list
4. Change requests
2. EEF 3. Rolling wave planning 5. Project manage. Plan
updates
3. OPA 4. Meetings •Schedule baseline
•Cost baseline
ACTIVITY LIST / ACTIVITY ATTRIBUTES
 SEQUENCE ACTIVITIES

Inputs Tools & Techniques Outputs

1. Project manage. Plan 1.Precedence Diagramming 1.Project schedule network
•Schedule manage. plan method diagrams
•Scope baseline
2.Dependency determination 2. Project documents updates
2. Project documents & integration • Activity list
•Activity list • Activity attributes
•Activity attributes 3.Leads & lags • Assumption log
•Assumption log • Milestone list
•Milestone list 4.Project management
information system
3. EEF

4. OPA
 ESTIMATE ACTIVITY DURATIONS
Inputs
1.Project manage. Plan
•Schedule manage. plan
•Scope baseline
2. Project documents
•Activity list
•Activity attributes
•Assumption log
•Lessons learned register
•Milestone list
•Project team assignments
•Resource breakdown structure
•Recourse calendars
•Resource requirements
•Risk register
3. EEF
4. OPA
Tools & Techniques Outputs
1. Expert Judgment 1. Duration estimates
2. Analogous estimating
3. Parametric estimating 2. Basis of estimates
4. Three-point estimating
5. Bottom-up estimating 3. Project documents
6. Data analysis updates
•Alternative analysis • Activity attributes
•Reserve analysis • Assumption log
7. Decision making • Lessons learned
8. Meetings register
 DEVELOP SCHEDULE
Inputs Tools & Techniques Outputs
1. Project manage. Plan 1.Schedule network analysis 1. Schedule baseline
•Schedule manage. plan 2.Critical path method 2. Project schedule
•Scope baseline 3.Resource optimization 3. Schedule data
2. Project documents 4.Data analysis 4. Project calendars
•Activity list •What-if scenarios 5. Change requests
•Activity attributes •Simulation 6. Project manage Plan updates
•Assumption log 5. Leads & lags Schedule manage Plan
•Basis of estimates 6. Schedule compression Cost baseline
•Duration estimates 7. Project management 7. Project documents updates
•Lessons learned register information system • Activity attributes
•Milestone list 8. Agile release planning • Assumption log
•Project schedule network diagram • Duration estimates
•Project team assignments • Lessons learned register
•Recourse calendars • Resource requirements
•Resource requirements • Risk register
•Risk register
3. Agreements
4. EEF
5. OPA
 GANTT CHART

Activity
Task A

Task B

Task C

Task D
June July Aug sep Oct.
Time

45
MILESTONE CHART

46
RESOURCE LEVELING.
RESOURCE SMOOTHING.
 AGILE RELEASE PLANNING

 AGILE RELEASE PLANNING PROVIDES A HIGH-LEVEL SUMMARY TIMELINE OF THE RELEASE SCHEDULE
(TYPICALLY 3 TO 6 MONTHS) BASED ON THE PRODUCT ROADMAP AND THE PRODUCT VISION FOR THE
PRODUCT’S EVOLUTION.
 AGILE RELEASE PLANNING 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.
 SINCE FEATURES REPRESENT VALUE TO THE CUSTOMER, THE TIMELINE PROVIDES A MORE EASILY UNDERSTOOD
PROJECT SCHEDULE AS IT DEFINES WHICH FEATURE WILL BE AVAILABLE AT THE END OF EACH ITERATION,
WHICH IS EXACTLY THE DEPTH OF INFORMATION THE CUSTOMER IS LOOKING FOR.
PROJECT SCHEDULE

51
 CONTROL SCHEDULE
Inputs
1. Project manage. Plan
•Schedule manage. plan
•Schedule baseline
•Scope baseline
•Performance measurement
baseline
2. Project documents
•Lessons learned register
•Project calendars
•Project schedule
•Recourse calendars
•Schedule data
3. Work performance data
4. OPA
Tools & Techniques
1.Data analysis
•Earned value analysis
•Iteration burndown chart
•Performance reviews
•Trend analysis
•Variance analysis
•What-if scenario analysis
2. Critical path method
3. Project management information
system
4. Resource optimization
5.Leads & lags
6. Schedule compression
Outputs
1. Work performance Info.
2. Schedule forecasts
3. Change requests
4. Project manage. Plan updates
•Schedule manage. Plan
•Schedule baseline
•Cost baseline
•Performance measurement baseline
5. Project documents updates
• Assumption log
• Basis of estimates
• Lessons learned register
• Project schedule
• Recourse calendars
• Risk register
• Schedule data
 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 .
 A FORECAST TREND LINE CAN BE USED TO
PREDICT THE LIKELY VARIANCE AT ITERATION
COMPLETION AND TAKE APPROPRIATE ACTIONS
DURING THE COURSE OF THE ITERATION.
 A DIAGONAL LINE REPRESENTING THE IDEAL
BURNDOWN AND DAILY ACTUAL REMAINING
WORK IS THEN PLOTTED.
 A TREND LINE IS THEN CALCULATED TO
FORECAST COMPLETION BASED ON REMAINING
WORK.
QUESTIONS

54
 1- WHICH OF THE FOLLOWING IS THE BEST TO DO TO TRY TO
COMPLETE YOUR PROJECT TWO MONTHS EARLIER?
A ) TELL SENIOR MANAGEMENT THAT THE PROJECT’S CRITICAL PATH DOES NOT ALLOW THE
PROJECT TO BE FINISHED EARLIER.

B ) TELL YOUR BOSS.

C ) MEET WITH THE TEAM AND LOOK FOR OPTIONS FOR CRASHING OR FAST TRACKING THE
CRITICAL PATH.

D ) WORK HARD AND SEE WHAT THE PROJECT STATUS IS NEXT MONTH.
55
2- A PROBLEM OCCURS ON AN ACTIVITY WITH FREE FLOAT AND THE
PROJECT MANAGER HAS EXTENDED ITS DURATION. WHAT IS MOST
LIKELY TO BE AFFECTED?
A) PROJECT DURATION

B) RESOURCE SCHEDULES

C) PROJECT SCOPE MANAGEMENT PLAN

D) THE LATEST START FOR THE SUCCESSOR ACTIVITY

56
 3- AN ACTIVITY HAS AN EARLY START (ES) OF DAY 3, A LATE START (LS)
OF DAY 13, AN EARLY FINISH (EF) OF DAY 9 AND A LATE FINISH (LF) OF
DAY 19. WHAT IS THE ACTIVITY FLOAT?

A) 10

B) 6

C) 3

D) 19

57
4-WHICH OF THE FOLLOWING PROCESSES INCLUDE ASKING TEAM
MEMBERS ABOUT THE TIME ESTIMATES FOR THEIR ACTIVITIES
AND REACHING AGREEMENT ON THE calendar DATE FOR EACH
ACTIVITY?
A ) SEQUENCE ACTIVITY.

B ) DEVELOP SCHEDULE.

C ) DEFINE SCOPE.

D ) ESTIMATE ACTIVITY DURATIONS.

58
 5- BASED ON THE CHART, A RESOURCE ON YOUR PROJECT FROM THE CONSUMER AFFAIRS
DEPARTMENT COMES TO YOU TO TELL YOU THAT THEY ARE TAKING A TWO-WEEK LEAVE
DUE TO A FAMILY EMERGENCY. THEY ARE ASSIGNED TO ACTIVITY F, WHICH IS CURRENTLY
IN PROGRESS. THIS IS A PROBLEM BECAUSE ACTIVITY F HAS:
Activity Preceding Estimate
activity (months)
a) ONE WEEK OF FLOAT Start
A Start 3
b) TWO MONTHS OF FLOAT B Start 7
C A 2
D A 4
c) ONE MONTH OF FLOAT
E C, D 5
F B 9
d) NO FLOAT
G E, F 3 59

end G
6.WHAT TERM IS DEFINED AS THE PRACTICE OF PLANNING ACTIVITIES BASED ON
HOW SOON THE TASKS ARE SCHEDULED TO START, SUCH THAT ACTIVITIES
THAT ARE CLOSE TO THEIR START DATE ARE PLANNED AT A MORE DETAILED
LEVEL THAN THOSE FARTHER IN THE FUTURE? THIS TERM ALSO IMPLIES THAT
AS ACTIVITIES NEAR THEIR START DATE MORE DETAILED PLANS WILL BE
REQUIRED.

A. PROGRESSIVE ELABORATION

B. ROLLING WAVE PLANNING

C. PLANNING COMPONENT ELABORATION

D. MILESTONE DETAIL PLANNING

60
7- TOTAL FLOAT IS THE AMOUNT OF TIME AN ACTIVITY CAN
BE DELAYED WITHOUT DELAYING THE :
A ) PROJECT.

B ) COMPLETION DATE REQUIRED BY THE CUSTOMER.

C ) EARLY START OF ITS SUCCESSOR.

D ) PROJECT COMPLETION DATE.

61
 8- YOUR BOSS TELLS YOU THAT ONE OF YOUR RESOURCES IS NEEDED ON ANOTHER
PROJECT. ALL THE ACTIVITIES IN THE CHART ARE OCCURRING AT THE SAME TIME.
ASSUMING THAT ALL THE RESOURCES WORKING ON WHICH ACTIVITY WOULD YOU
PICK TO MOVE TO THE OTHER PROJECT?

activity Float
A ) ACTIVITY D (month)
Start
B 2
B ) ACTIVITY C
C 1
D 0
C ) ACTIVITY H F 1
G 0
H 4
D ) ACTIVITY B I 0
62
E 3
End
 9- LAG MEANS:
A ) THE AMOUNT OF TIME AN ACTIVITY CAN BE DELAYED WITHOUT DELAYING THE PROJECT FINISH
DATE.

B ) THE AMOUNT OF TIME AN ACTIVITY CAN BE DELAYED WITHOUT DELAYING THE EARLY START
DATE OF ITS SUCCESSOR.

C ) WAITING TIME

D ) THE PRODUCT OF A FORWARD AND BACKWARD PASS 63

10- WHICH OF THE FOLLOWING ARE GENERALLY ILLUSTRATED
BETTER BY BAR CHARTS THAN NETWORK DIAGRAM?

A ) LOGICAL RELATIONSHIPS.

B ) CRITICAL PATHS.

C ) RESOURCE TRADE-OFFS.

D ) PROGRESS OR STATUS.

64