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Questions and Answers
What is the first step in the project planning process?
What does a preliminary schedule rely on?
What does rolling-wave planning refer to?
What happens if the preliminary risk assessment results are unsatisfactory?
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After finalizing the preliminary schedule, what is the next step for the project manager?
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What is an event in the context of project management?
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What is the purpose of documenting the project plan?
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What defines a burst activity?
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Which phase follows the informal risk assessment in the project planning process?
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Which type of dependency cannot change regardless of circumstances?
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What are work packages primarily used for in project management?
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To ensure project relevance, what must the project manager do as new information arises?
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Which of the following is NOT a question prompted by the development of a preliminary schedule?
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What stage of project planning must consider the availability of resources?
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What does the critical path method (CPM) aim to determine?
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What must occur before the project plan can be baselined?
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Which term describes the earliest possible start of an activity?
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What does the backward pass in CPM help identify?
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How does an external dependency affect project management?
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What happens if an activity on the critical path is delayed?
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What does Late Start (LS) refer to in project management?
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What is a critical activity in project management?
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How is slack calculated during project scheduling?
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What is the critical path in a project schedule?
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During the forward pass, how is the Early Finish (EF) of an activity calculated?
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What role does the backward pass play in project scheduling?
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Why must activities on the critical path be carefully managed?
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What is indicated if an activity has zero slack?
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What does it mean if a deadline set for a project is negative in relation to the project's critical path?
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What does rolling-wave planning allow project managers to do?
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Which of the following best describes the Precedence Diagramming Method (PDM)?
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Why is it unrealistic to expect a finalized project plan to remain unchanged?
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In the context of the Precedence Diagramming Method, what does guideline 5 state?
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What is indicated by the arrows in the Precedence Diagramming Method?
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What is a dummy activity in project management?
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Which guideline of PDM states that activities must be represented by boxes?
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What is the primary goal of sequencing activities in project management?
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What happens during the execution phase of project management?
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What is the importance of a resource constrained schedule in project planning?
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What does the term 'slack' generally refer to in project management?
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Which statement accurately describes a critical activity in project scheduling?
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What is the significance of the critical path in project management?
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Which step is NOT part of the backward pass process in project scheduling?
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What does it indicate if an activity on the critical path has zero slack?
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What should a project manager do if the results of the preliminary risk assessment are deemed satisfactory?
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Which phase of project planning involves developing a schedule that considers available resources?
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What is the purpose of the baseline plan in project management?
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How does rolling-wave planning benefit the project management process?
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What is the first action a project manager takes in the project planning process?
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What occurs after a project manager finalizes the preliminary schedule?
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In project management, how should a project manager respond if new developments reveal issues with earlier assumptions?
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What is an essential factor in the project planning phase concerning risk assessment?
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What defines a merge activity in project management?
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Which of the following accurately describes discretionary dependencies?
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In the context of the critical path method, what does the term 'slack' refer to?
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What information does the forward pass calculation provide in CPM?
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Which question is NOT typically addressed when developing the project’s preliminary schedule?
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What is the significance of the critical path in project management?
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Which of the following best describes the 'expected time to complete' (EC) in a project?
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What differentiates an external dependency from other types of dependencies?
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Which of the following correctly defines the term 'activity' in project management?
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What does the Precedence Diagramming Method (PDM) primarily illustrate in project management?
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Which guideline in the Precedence Diagramming Method prohibits splitting an activity into multiple nodes?
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What is a primary benefit of using rolling-wave planning in project management?
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Which of the following best describes a project planning approach that reflects uncertainty in project environments?
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According to the Precedence Diagramming Method, how should the flow of a network typically be directed?
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What does updating the project plan during execution help to maintain?
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In the context of project planning, what are 'dummy activities' used for?
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Why is a static planning process problematic in project management?
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Which guideline indicates that an activity cannot start until all its preceding activities are completed?
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What do arrows represent in the Precedence Diagramming Method?
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What is the purpose of conducting a preliminary risk assessment during project planning?
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What does a project manager do if the preliminary schedule is not satisfactory?
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What is the primary focus of rolling-wave planning in project management?
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What should be considered before developing a resource-constrained schedule?
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What happens after the formal risk assessment has been conducted?
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What is a merge activity in project management?
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Which dependency type is defined as changeable and may depend on project circumstances?
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What does the critical path method (CPM) help to identify in project scheduling?
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Which of the following describes an activity in project management?
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Which term refers to the earliest possible finish of an activity?
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What is considered when developing a preliminary schedule after defining activity sequences?
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What happens if an external dependency is delayed in project management?
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Which statement best captures the essence of rolling-wave planning?
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What does the Precedence Diagramming Method (PDM) primarily illustrate?
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Which guideline states that an activity cannot begin until all its preceding activities have been completed?
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How are activities represented in the Precedence Diagramming Method?
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What is a potential consequence of a static planning process in project management?
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In the context of project planning, what do dummy activities help to achieve?
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Which aspect of project planning indicates a need for iterating elements as the project progresses?
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What type of statement is NOT allowed in the Precedence Diagramming Method?
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What is the main purpose of developing a resource-constrained schedule?
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During which phase of project planning is a preliminary risk assessment primarily conducted?
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What does 'rolling-wave planning' entail in the context of project management?
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What occurs if the results of the formal risk assessment raise concerns about the project?
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Which of the following best describes the significance of baselining the project plan?
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What does guideline 2 of the Precedence Diagramming Method (PDM) emphasize regarding activity representation?
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Which statement best captures the essence of rolling-wave planning?
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In the context of PDM, what does guideline 6 specify regarding the identification of activities?
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Which guideline specifies that conditions or loops are not allowed within a PDM structure?
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What is the primary risk of adopting a static project planning approach?
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What is the main purpose of developing a resource-constrained schedule after the preliminary schedule?
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Which process must be undertaken if concerns arise from the formal risk assessment?
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What does 'rolling-wave planning' allow a project manager to do?
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At which point in the project management cycle is the project plan typically baselined?
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What is a primary outcome of addressing concerns raised in a formal risk assessment during project planning?
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What is the core concept behind the Precedence Diagramming Method in project management?
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Which of the following statements best describes why static planning is ineffective in project management?
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In the context of the Precedence Diagramming Method, which guideline states that no looping or conditional statements are allowed?
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What is one essential reason for project managers to engage in rolling-wave planning?
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Which guideline of the Precedence Diagramming Method dictates that network diagrams should ideally start and finish with common nodes?
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Study Notes
Project Planning
- Project planning is an iterative process that involves defining the project scope, identifying activities, sequencing activities, estimating durations and resources, developing a preliminary schedule, conducting risk assessments, and documenting the project plan.
- Rolling-wave planning: revisiting and updating the project plan as the project unfolds.
- This dynamic planning approach is essential for ensuring the plan remains relevant and aligned with changing environmental factors and customer needs.
Sequencing of Activities
- Precedence Diagramming Method (PDM): used to document the relationships between activities in a project.
- Activities are represented by boxes (nodes), and relationships between activities are represented by connecting arrows.
- PDM follows specific guidelines for constructing network diagrams:
- Activities flow from left to right or top to bottom.
- Arrows indicate precedence and flow.
- The left side of each node represents the start of an activity, and the right side represents the finish.
- Activities must be represented as individual processes without interruption and cannot begin until all preceding activities are complete.
- Activities should be identified uniquely in ascending order.
- Looping (repeating work) and conditional statements (alternative paths based on outcomes) are not allowed.
- Networks should ideally begin with a common start node and end with a common end node.
- Activity: Any element of the project that consumes time and resources.
- Event: A point in time where an activity starts or finishes.
- Merge activity: An activity preceded by two or more activities.
- Burst activity: An activity followed by two or more activities.
- WBS: Work packages from the WBS typically represent the activities scheduled in a network diagram.
-
Dependency relationships:
- Mandatory dependencies (hard logic): Cannot change.
- Discretionary dependencies (soft logic): At the discretion of the project manager or may change depending on the project.
- External dependencies: Beyond the control of the project manager.
The Preliminary Schedule
- The preliminary schedule incorporates the durations for each activity.
- Critical Path Method (CPM): A technique for determining the expected project duration, earliest and latest start/finish times, and critical path.
-
CPM Calculations:
- Forward Pass: Determines the earliest start and finish times for each activity, ultimately leading to the project's estimated completion time.
- Backward Pass: Determines the latest possible start and finish times for each activity while maintaining the project's estimated completion time.
-
Key CPM Concepts:
- Duration (DU): Estimated duration of an activity.
- Early Start (ES): Earliest possible start of an activity.
- Early Finish (EF): Earliest possible finish of an activity.
- Expected Time to Complete (EC): Project’s earliest completion time.
- Late Start (LS): Latest possible start of an activity without affecting the project's EC.
- Late Finish (LF): Latest possible finish of an activity without affecting the project's EC.
- Slack: Amount of time an activity can be delayed without affecting the start of a succeeding activity.
- Critical activity: Activity that cannot be delayed without affecting the project's completion date.
- Critical path: Longest path of activities in the network that determines the project's completion date.
-
Completing the Forward Pass:
- Set the ES of the first activity to time = 0, and calculate the EF by adding the duration to the ES: EF = ES + DU.
- For subsequent activities, set the ES as the EF of its immediate predecessor, or the highest EF of all preceding activities.
- Continue until reaching the last activity in the network.
-
Determining the Backward Pass and Critical Path:
- Set the LF of the last activity equal to its EF, and calculate the LS by subtracting the activity's duration from the LF: LS = LF - DU.
- For previous activities, set the LF as the LS of its immediate successor, or the lowest LS of all succeeding activities.
- Continue until reaching the first activity in the network.
- Slack/Float: Calculated by subtracting EF from LF or ES from LS.
- Critical Path: Determined as the path with the least amount of common slack, which may not always be zero.
- Any delays on the critical path will result in project delays.
- There can be multiple critical paths, making the network more sensitive to delays.
Project Planning
- Project planning involves identifying activities, sequencing them, estimating durations, and resource requirements.
- A preliminary schedule is developed based on the sequence and estimated durations.
- The project manager then conducts a risk assessment and iterates the planning process to address any concerns.
- Once concerns are addressed, the project plan is documented and baselined, becoming the foundation for executing, monitoring, and controlling the project.
- Rolling-wave planning refers to the ongoing updating and re-planning of the project plan as the project progresses and new information arises.
Project Planning Model
- The project planning model consists of four phases: definition, planning, execution, and closure.
- Project definition involves creating a scope statement, a Work Breakdown Structure (WBS), and an Organizational Breakdown Structure (OBS).
- Planning involves identifying activities, sequencing them, estimating durations, and resource requirements, culminating in a preliminary schedule.
- Execution involves implementing the baselined project plan, monitoring its progress, and making necessary adjustments.
- Closure involves formally ending the project and documenting any lessons learned.
Sequencing of Activities
- Sequencing defines the relationships between activities to manage and control the project effectively.
- The Precedence Diagramming Method (PDM) is a commonly used technique for documenting activity relationships.
- Activities are represented by nodes or boxes in the PDM, while arrows indicate the relationships between them.
- Activities are sequenced in a network, typically flowing from left to right or top to bottom.
- Splitting of activities is not allowed, and an activity must be performed continuously without interruption.
- An activity cannot begin until all preceding activities are completed.
- Dummy activities are used to create common start and finish nodes when a project has multiple starting or ending activities.
Relationships Between Activities
- The PDM emphasizes key concepts:
- Activity: A project element consuming time and resources.
- Event: A point in time marking the start or finish of an activity.
- Merge activity: An activity with two or more preceding activities converging.
- Burst activity: An activity succeeded by two or more activities diverging from it.
The WBS and Activities
- Work packages from the WBS typically form the activities scheduled in a network diagram using the PDM.
- The WBS clarifies which tasks must be completed before others can begin.
Dependency Relationships Between Activities
- There are three types of dependencies:
- Mandatory dependencies (hard logic): Unchangeable relationships, such as building walls before installing a roof.
- Discriminatory dependencies (soft logic): Relationships that may be adjusted by the project manager or vary across projects, such as landscaping a garden.
- External dependencies: Dependencies beyond the project manager's control, such as relying on an external contractor for a deliverable.
The Preliminary Schedule
- The preliminary schedule incorporates activity durations determined during WBS development.
- It addresses four key questions:
- Project duration.
- Earliest start and finish times for each activity.
- Latest start and finish times for each activity without affecting project duration.
- Impact of activity delays on the project completion time.
- The Critical Path Method (CPM) is used to address these questions, involving two calculations: the forward pass and backward pass.
The Forward Pass
- The forward pass calculates the earliest start (ES) and finish (EF) times for each activity and determines the project's overall duration.
- It follows these steps:
- Set the ES of the first activity to 0.
- Calculate the EF by adding the duration to the ES (EF = ES + DU).
- For subsequent activities, set the ES as the EF of the immediate predecessor or the highest EF of all predecessors.
- Continue until reaching the last activity.
The Backward Pass and Critical Path
- The backward pass calculates the latest start (LS) and finish (LF) times for each activity, ensuring they don't affect the project's overall duration.
- It begins at the end of the network diagram and works backward.
- The critical path is the longest path of activities in the network, determining the project's completion date.
Critical Path Method (CPM) Concepts
- Duration (DU): The estimated duration of an activity used in CPM calculations.
- Early Start (ES): The earliest possible start time for an activity given the ES and EF of its predecessors.
- Early Finish (EF): The earliest possible finish time for an activity given its ES and duration.
- Expected time to complete (EC): The project's earliest completion time, also known as the project's duration.
- Late Start (LS): The latest possible start time for an activity without affecting the project's EC.
- Late Finish (LF): The latest possible finish time for an activity without affecting the project's EC.
- Slack: The amount of time an activity's start or finish can be delayed without impacting the start of subsequent activities. Calculated as part of the backward pass.
- Critical activity: An activity that cannot be delayed without affecting the project's completion date. Has zero slack.
- Critical path: The longest path of activities determining the project's completion date, containing activities with the least amount of slack.
Completing the Forward Pass
- To complete the forward pass, the project manager considers the estimated duration of each activity and applies them to the network diagram.
- The process involves these steps:
- Set the ES of the first activity to time = 0.
- Calculate the EF by adding the duration to the ES (EF = ES + DU).
- For subsequent activities, set the ES as the EF of its immediate predecessor or the highest EF of all predecessors.
- Continue until reaching the last activity in the network.
Determining the Backward Pass and Critical Path
- The backward pass begins at the network diagram's end and works backward, considering activity durations and dependencies.
- It involves these steps:
- Set the LF of the last activity equal to its EF.
- Calculate the activity's LS by subtracting the duration from the LF (LS = LF - DU).
- For subsequent activities, set the LF as the LS of its immediate successor or the lowest LS of all successors.
- Continue until reaching the beginning of the project.
Critical Path Analysis
- The critical path is identified as the path with the least amount of slack.
- If an activity on the critical path is delayed, it likely delays the entire project.
- Multiple critical paths are possible, increasing the project's sensitivity to delays.
Managing the Critical Path
- The project manager closely manages activities on the critical path to prevent delays and ensure project completion within the scheduled timeframe.
- Understanding the CPM concepts and applying them effectively in project planning is crucial for managing both time and resources efficiently.
Project Planning
- Project planning is an iterative process that involves defining the project scope, identifying activities, sequencing activities, estimating activity durations, and developing a preliminary schedule.
- Rolling-wave planning is a dynamic approach to project planning that involves updating the project plan as the project progresses. This is necessary because project environments are often unpredictable and volatile.
-
Project planning model consists of five stages.
- Definition: Defining the project scope, creating a scope statement, and identifying the work breakdown structure (WBS).
- Planning: Identifying, sequencing, and estimating activities, then developing a preliminary schedule.
- Resource availability: Using resource information to create a resource-constrained schedule.
- Documenting the project plan: Finalizing the project plan after a risk assessment.
- Execution: Executing, monitoring and controlling the project based on the documented and baselined project plan.
- Project closure: Closing the project at the end of its lifecycle.
Sequencing of Activities
- Precedence Diagramming Method (PDM) is a technique that uses a visual diagram to represent the relationships between project activities.
- PDM network diagrams typically flow from left to right or top to bottom.
- Boxes (nodes) represent activities, arrows connect activities and depict precedence and flow.
- The left side of each node represents the start of the activity, and the right side represents the end.
- Activities cannot be split, and an activity can only begin after its predecessor(s) are completed.
- Each activity should be uniquely identified, and loops or conditional statements are not allowed.
- PDM networks ideally begin with a common "Start" node and end with a common "Finish" node. If a project has multiple starts or finishes, dummy activities can be used to create common nodes.
- Activity: A task that uses time and resources.
- Event: A point in time where an activity starts or finishes.
- Merge activity: An activity with two or more preceding activities feeding into it.
- Burst activity: An activity that is succeeded by two or more activities.
Relationship Between WBS and Activities
- Work packages from the WBS typically represent activities in PDM networks.
- This helps schedule and manage tasks based on their interdependence and understand which tasks must be completed before others can start.
Dependencies between Activities
- Mandatory dependencies are unchangeable relationships, like building walls before a roof.
- Discretionary dependencies are flexible and may vary across projects, such as landscaping a garden after the house is built.
- External dependencies are beyond the control of the project manager, like relying on external contractors for deliverables.
Preliminary Schedule
- The preliminary schedule includes durations for each activity, determined during WBS creation.
- Critical Path Method (CPM) is used to determine a project's expected duration, the earliest and latest start and finish times for each activity, and the impact of activity delays.
- Forward Pass: Calculates the earliest start (ES) and finish (EF) times, and the expected completion time (EC) of the project.
- Backward Pass: Calculates the latest start (LS) and finish (LF) times for each activity, ensuring that the project's EC is not impacted.
- Critical Path: The longest path of activities in the network that determines the project's completion date, with the least amount of slack.
- Duration (DU): Estimated duration of an activity used in CPM calculations.
- Early Start (ES): Earliest possible start time for an activity, considering predecessor completion.
- Early Finish (EF): Earliest possible finish time for an activity, based on ES and DU.
- Expected Completion Time (EC): Project's earliest completion time, also known as project duration.
- Late Start (LS): Latest possible start time for an activity without impacting EC.
- Late Finish (LF): Latest possible finish time for an activity without impacting EC.
- Slack: Amount of time an activity can be delayed without impacting subsequent activities. Calculated during the backward pass.
- Critical Activity: An activity that cannot be delayed without affecting the project's completion. Has zero slack.
- Critical Path: The longest path of activities with the least amount of slack, which determines the project's completion date.
Forward Pass
- Step 1: Set the ES of the first activity to time = 0. Calculate its EF by adding DU: EF = ES + DU.
- Step 2: For uncalculated activities with known predecessors' ES and EF, set the ES of the activity to the EF of its immediate predecessor, or the highest EF if there are multiple predecessors.
- Step 3: Stop when the last activity's ES is calculated.
Backward Pass
- Step 1: Set the LF of the last activity equal to its EF and calculate its LS as LF - DU.
- Step 2: For uncalculated activities with known successors' LS and LF, set the LF of the activity to the LS of its immediate successor, or the lowest LS if there are multiple successors.
- Step 3: Stop when the first activity's LF is calculated.
Identifying the Critical Path
- The critical path is identified by comparing the EF and LF values for each activity.
- Activities with zero slack (LF = EF and LS = ES) are on the critical path.
- Delays to critical activities will directly impact the project's completion date.
- There can be multiple critical paths.
Importance of the Critical Path
- The critical path helps identify activities that need close management to prevent project delays.
- The more critical activities and paths, the more sensitive and risky the project is.
- Managing the critical path effectively is essential for on-time project completion.
Project Planning
- Project managers initiate by recognizing and listing essential project activities.
- Activities are sequenced and estimated in terms of timeframes and resource needs.
- A preliminary schedule is derived from activity sequence and estimated durations.
- Resource availability is factored in to develop a resource-constrained schedule.
- An initial risk assessment is conducted, and adjustments are made to the project plan for any concerns.
- Once finalized, the baseline plan is used for project execution, monitoring, and control.
- The project plan is regularly updated as new information becomes available throughout the project, a process referred to as 'rolling-wave planning'.
- Project closure is also incorporated into the planning process.
Sequencing of Activities
- The Precedence Diagramming Method (PDM) is commonly used to visually represent activities in a project network.
- Activities are depicted as boxes (nodes) and their relationships (dependencies) are illustrated by connecting arrows.
- Activities are uniquely identified, and network diagrams typically flow from left to right or top to bottom.
- Each activity represents an individual process that must be completed without interruption.
- An activity cannot commence until all preceding activities are finished.
- Looping and conditional statements are not permitted in a network diagram.
- Networks ideally begin with a single 'Start' node and end with a single 'Finish' node, with dummy activities used to link multiple start/finish points if necessary.
The Preliminary Schedule
- The preliminary schedule is developed by incorporating activity durations established during the work breakdown structure.
- The critical path method (CPM) is used to determine the earliest and latest start and finish times for each activity, and the project's total duration.
- The forward pass calculation determines the earliest start and finish times, while the backward pass identifies the latest start and finish times without impacting the project's estimated completion date.
- The critical path represents the longest sequence of activities in the network, with zero slack, and directly influences the project's completion date.
- Any activity delays on the critical path will directly affect the project's overall completion time.
- Slack refers to the amount of time an activity can be delayed without affecting the start of subsequent activities.
- Activities with zero slack are considered critical and fall on the critical path.
Forward Pass
- The forward pass uses activity durations to calculate the earliest start and finish times for each activity.
- The earliest start time of the first activity is typically set to 0.
- The earliest finish time (EF) of an activity is calculated by adding its duration to its earliest start time (EF = ES + DU).
- The earliest start time of subsequent activities is set to the earliest finish time of its immediate predecessor, or the highest EF of all its predecessors if there are multiple.
Backward Pass and Critical Path
- The backward pass begins with the project's completion date and works backward, calculating the latest start and finish times for activities without delaying the project.
- The latest finish time (LF) of the last activity is set to its earliest finish time.
- The latest start time (LS) is calculated by subtracting the activity's duration from its latest finish time (LS = LF - DU).
- The latest finish time of an activity is set to the latest start time of its immediate successor, or the lowest LS of all its successors if there are multiple.
- Slack is calculated by subtracting the earliest finish time from the latest finish time, or the earliest start time from the latest start time.
- Activities with zero slack are critical activities, indicating they cannot be delayed without affecting the project's completion date.
- The critical path is determined by identifying activities with the least amount of common slack, typically zero slack.
Dependency Relationships between Activities
- Mandatory dependencies (hard logic) are unchangeable relationships between activities, such as building walls before adding a roof to a house.
- Discretionary dependencies (soft logic) are at the discretion of the project manager or can vary between projects, such as landscaping a garden prior to building a house.
- External dependencies are controlled by external factors outside the project manager's control, such as relying on an external contractor for a deliverable.
- Dependencies can be both mandatory and external, which is common in outsourced project portions and carries increased risk due to external factors.
### Project Planning
- Project Planning involves a series of steps which may differ depending on the scope and complexity of the project.
- Planning begins with identifying the necessary activities, sequencing those activities and estimating the timeframes and resource requirements for each activity.
- A preliminary schedule is developed based on the sequence of activities and their estimated durations.
- A preliminary risk assessment is then conducted, which may require revisiting earlier planning steps if the results are unsatisfactory.
- After finalizing the preliminary schedule, the project manager assesses resource availability to develop a resource-constrained schedule, followed by a more formal risk assessment.
- The plan is iteratively adjusted based on the formal risk assessment.
- Once the risk assessment concerns are addressed, the project plan is documented and reviewed by key stakeholders.
- The finalized plan, or baseline plan, serves as the foundation for project execution, monitoring, and control.
- The project planning model involves various phases including definition, planning, scheduling, resource allocation, risk assessment, documentation, execution, monitoring, control, and closure.
- Rolling-wave planning is an iterative approach where project plans are revisited and updated throughout the project's lifecycle to reflect changing circumstances, environment, and customer needs.
- Rolling-wave planning is an iterative approach where project plans are revisited and updated throughout the project's lifecycle to reflect changing circumstances.
Sequencing of Activities
- Sequencing involves defining the relationships between activities, managing and controlling the project.
- The Precedence Diagramming Method (PDM), which is the most common technique used in project management, depicts project activities as a diagram, with boxes representing activities and arrows illustrating their dependencies.
- It emphasizes the sequential order of activities based on a logical flow.
- The PDM emphasizes the sequential order of activities based on a logical flow.
- It involves a set of guidelines for creating a network diagram, including the direction of the network flow, representation of activities and their relationships, and the restriction against splitting activities.
- It also stipulates the requirement that all prior activities need to be completed before subsequent activities can begin, the unique identification of activities, and the prohibition against looping and conditional statements.
- The method recommends beginning with a common start node and ending with a common end node, using dummy activities to create common nodes for multiple start or finish activities.
- Activities, events, merge activities, and burst activities are key concepts contributing to effective network diagrams.
- Activities are elements of the project that consume time and resources.
- Events represent specific points in time where an activity starts or finishes.
- Merge activities have two or more preceding activities, while burst activities are followed by two or more activities.
- While constructing a network diagram, the project manager leverages work packages from the Work Breakdown Structure (WBS) as activities to be scheduled, as they represent the actual work that needs to be planned and executed.
- The network diagram visually depicts the relationships and dependencies between tasks, providing a clear understanding of the order in which they need to be completed.
- Dependency relationships are crucial in building network diagrams, and there are three common types: mandatory dependencies, discretionary dependencies, and external dependencies.
- Mandatory dependencies are dependencies that are fixed and cannot be changed due to the nature of the tasks, like constructing walls before putting a roof on a house.
- Discretionary dependencies are flexible, they can be modified at the discretion of the project manager.
- External dependencies involve elements outside the project manager's control, like relying on an external contractor for deliverables that are essential but not within the project scope.
### The Preliminary Schedule
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The preliminary schedule is developed by incorporating durations for each activity determined during the construction of the work breakdown structure.
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It addresses key questions about project duration, earliest and latest start and finish times for each activity, and the impact of activity delays on the project completion date.
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The Critical Path Method (CPM) is used to answer these questions.
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It involves two calculations called forward pass and backward pass.
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The forward pass is used to identify each activity's earliest start and finish times, determining the overall project duration (also known as expected completion time).
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The backward path is used to determine the latest start and finish times for each activity without affecting the project's expected completion date.
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After completing the forward and backward passes, the project manager determines the critical path, which represents the longest path of activities in the network that determines the project's estimated completion date.
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It is the path with the least amount of slack, meaning any delay on this path directly impacts the overall project timeline.
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Key CPM concepts include: - Duration (DU), which is the estimated duration of an activity used in CPM calculations. - Early Start (ES), the earliest possible start time for an activity given its predecessors' start and finish times. - Early Finish (EF), the earliest possible finish time for an activity based on its ES and estimated duration. - Expected Completion Time (EC), the predicted earliest completion time for a project determined from the project network. - Late Start (LS), latest possible start time for an activity without affecting the project's EC. - Late Finish (LF), latest possible finish time for an activity without affecting the project's EC. - Slack, the amount of time an activity's start or finish can be delayed without affecting the start of succeeding activities. - Critical Activity refers to activities that cannot be delayed without impacting the overall project completion date. - Critical Path, the longest path of activities determining the project's completion date, consisting of activities with the least amount of slack.
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The forward pass is completed by considering the estimated duration of each activity and using it in the project network diagram to determine the earliest start and finish times and the estimated project duration.
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The backward pass begins at the project's end date and works backward through the network diagram.
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It calculates the late finish and start times of activities based on durations and dependencies.
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Slack is calculated by subtracting EF from LF or ES from LS for each activity.
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Activities with zero slack are considered critical and fall on the critical path, meaning they cannot be delayed without affecting the project's completion date.
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The critical path is identified as the path of activities with the least amount of common slack.
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In certain situations, a project may have more than one critical path, increasing the sensitivity of the network diagram and the risk of project delays.
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The backward pass allows the project manager to identify areas of slack and the critical path, which needs careful management as any delays impact the overall project completion time.
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Description
This quiz covers the essential elements of project planning, including the iterative process, rolling-wave planning, and the Precedence Diagramming Method (PDM). Understand how to define project scope, sequence activities, and assess risks in order to develop a comprehensive project plan. Test your knowledge on how to create effective network diagrams and manage project dynamics.
