FPM WEEK 6 - Scenario

When a critical path activity faces a delay due to unavailable equipment, the project manager should explore options like renting similar equipment to maintain the schedule.

When a stakeholder requests additional tasks outside of the approved project scope, the project manager should evaluate this request through the change control process and update the schedule if approved.

When a resource is overallocated during a specific project phase (like testing), the project manager should use resource leveling to redistribute workloads without exceeding resource capacity.

To account for potential weather delays in a schedule-dependent task, the project manager should add a contingency buffer to the task duration.

Rolling wave planning involves creating detailed plans for near-term tasks and high-level plans for future phases.

When a sponsor suggests removing float from non-critical tasks to shorten the timeline, the project manager should explain the purpose of float in maintaining schedule flexibility and negotiate adjustments.

To include early warning indicators for potential delays in the project schedule, the project manager should implement Earned Value Management (EVM) to track schedule performance.

When fast-tracking introduces risks, the project manager should actively monitor and mitigate risks while continuing the approach.

When one activity cannot begin until two preceding activities are complete, a Finish-to-Start dependency relationship should be used for both preceding activities.

To compress a schedule by dividing a critical task into smaller parallel activities, apply fast tracking to perform the smaller activities simultaneously.

To mitigate the risk of vendor delays, the project manager should add contingency buffers to tasks dependent on vendor deliverables.

When critical path tasks are frequently delayed, the project manager should focus on monitoring and controlling those tasks closely.

To clear a bottleneck in the testing column of a Kanban board, reallocate resources to the testing phase to clear the bottleneck.

When a fixed project deadline is imposed with resource constraints causing delays, the project manager should use resource smoothing to balance workloads without exceeding the deadline.

When developing a schedule for a phased product rollout with a sponsor requesting a detailed timeline for all phases upfront, the project manager should provide high-level schedules for future phases and detailed schedules for the current phase, following rolling wave planning principles.

To incorporate a marketing campaign that begins before a product is fully ready, use fast tracking to overlap product readiness and campaign tasks.

When a project team identifies a high degree of uncertainty in future tasks, the best approach is to use rolling wave planning, detailing near-term tasks while keeping future tasks at a high level.

When a stakeholder requests additional tasks that might delay high-priority ones, the project manager should evaluate the new tasks through a formal change control process before adding them to the schedule.

When a resource's availability changes midway through a project, causing a delay in a critical path task, the project manager should reassign the task to another resource with necessary skills.

When Monte Carlo simulations show a high likelihood of delays, the project manager should prioritize developing mitigation strategies for high-risk activities and communicating findings to stakeholders.

To compress the schedule by two weeks without changing the scope, the project manager should evaluate options for crashing or fast tracking critical path tasks.

When a stakeholder questions lag time between two key activities, the project manager should explain that lag is necessary to account for dependencies or external factors.

When a task can only start once another reaches 75% completion, use a lead time to start the task once the predecessor is partially complete.

To resolve conflicts with high resource demands between critical tasks, apply resource leveling to balance the workload without significantly changing the schedule.

The project manager can use float in non-critical tasks by reallocating resources from them to critical tasks, ultimately benefiting the project.

When a sponsor insists on detailed timelines for all phases of a phased product rollout, the project manager should use high-level timelines for future phases and detailed schedules for the current phase, following rolling wave planning principles.

When a high-risk task poses a threat to the schedule, the project manager should develop contingency plans and monitor its progress closely.

To ensure adherence to the timeline, the project manager should add milestones at key points in the schedule to act as progress checkpoints.

To visually represent the project schedule, highlighting task durations, dependencies, and milestones, the project manager should provide a Gantt chart.

When a task on the critical path is underestimated by 20%, the project manager should reevaluate the task's duration and adjust the schedule baseline if needed.

When a team uses Agile practices and prefers flexible deadlines, the project manager should balance those needs by setting fixed milestones while allowing flexibility within iterations.

When predictive phase tasks are slipping due to dependencies on adaptive-phase deliverables that are not yet finalized, the project manager should introduce rolling wave planning to refine adaptive-phase deliverables in time for those dependencies.

When a high-risk task on the critical path is forecasted to exceed its duration estimate by 40%, the project manager should conduct a Monte Carlo simulation to determine the probability of meeting the overall schedule.

When a subcontractor consistently underperforms, causing cascading delays in a construction project, the project manager should engage the subcontractor's leadership to renegotiate performance expectations.

When a key stakeholder demands prioritization of their department's deliverables, potentially delaying work critical to another stakeholder, the project manager should conduct a stakeholder alignment session to reprioritize deliverables collaboratively.

When a government project faces a two-week delay due to regulatory review, the project manager should re-sequence downstream tasks that are not dependent on the review.

When a sponsor asks to add more tasks to the critical path, the project manager should explain the impact of critical path inflation and suggest alternative prioritization strategies.

When planning a schedule for a team operating across regions with overlapping holidays, adjust the schedule to account for regional holidays and extend task durations where necessary.

When fast-tracking introduces significant quality risks, the project manager should prioritize fast-tracking only low-risk tasks and accept a partially compressed timeline.

When a delay in one project's critical path affects deliverables for another project in a program, the project manager should implement program-level schedule integration and coordinate critical path adjustments.

When stakeholders demand a detailed, fully predictive schedule for a highly innovative product with significant unknowns, the project manager should propose a hybrid approach with rolling wave planning for uncertain areas.

When a vendor-managed task on the critical path has a high variability in its completion estimates, the project manager should use the three-point estimating method to calculate an expected duration for scheduling.

When crashing costs exceed budget, the project manager should conduct a cost-benefit analysis to determine which tasks provide the highest ROI when crashed.

When a resource on a critical task is reassigned, the project manager should request an equivalent replacement resource with similar expertise.

To address frequent delays in approval processes, the project manager should incorporate buffers for all tasks requiring external approvals.

When non-critical tasks have unusually long durations, the project manager should use schedule compression techniques to ensure they do not impact the critical path.