Study Notes:

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36

Define Activity comes after WBS definition Precedence Diagramming Method (PDM) defines the successor and predecessor relationships Push Technique is used to distribute information to many stakeholders like email, Pull Technique is what the PM put for example on website and stakeholder pulls information from it Fastrack projects is used to shorten the duration without any added costs, it adds risk Project document updates are output to estimate activity resources Milestone is a significant point in the project Identification of project risks is under Risk Management Plan Conformance ratio is a commitment to the management to a comply with a certain % Analogous estimate is the expert judgment, it uses historical information Procurement SOW maintains the process of support for the procured item Overestimated indices are proof for wrong estimates The main output of identify stakeholders process is the stakeholder list (register) Exception report only lists exceptions to the management Schedule compression is a tool for the Schedule Development process Rolling wave planning deals with most imminent activities in detail in the beginning of the project (low level) WBS is not a tool for decomposition of schedule TF is the amount of time any activity can delayed without delaying the completion date of project, FF is amount of time an activity can be delayed without delaying its successor Preventative action is used to decrease chances of wrong installation Parkinson's law means that work will expand to fit the time available Resource oriented scheduling is concerned with the management and movement of resources onsite Project baseline is part of Project Management Plan Activity attributes (ID, name, Float, .. ) changes when you crash the schedule Scheduling tool is used to generate an updated schedule Forecasting method is used to predict and generate the project performance reports while work performance information (WPI) collects the current available information in the schedule Wok Performance Measurements (WPMs) includes the performance indictors Project Charter is the formal authorization to the PM to proceed with the work or project, it includes the stakeholders expectations, may include contract, statement of work, business case Conflict in resource is a sample for Activity resource requirements Statement of work (SOW) includes the work activities, deliverables & timeline Communication is the most important skill to the PM Operations manager involves in management as well as design and operations Noise disrupts the communication Discrete Activities are these activities which can be measured and are directly linked with the project objectives Crashing adds cost to the project while fast tracking adds risk to the project Corrective actions are methods of identifying and eliminating the causes of the problems, thus preventing their reappearance. They include contingency plans which is valid risk response Usages of consultants is a method of expert judgments Parametric estimate defines the rate (i.e. m3/d), analogues estimate uses the data for similar works while a bottom up estimate defines the estimate for each item in the WBS

1 / 14

Study Notes:

37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68

Herzberg's theory explains the factors related to performance of work in organizations (satisfaction and dissatisfaction) Apportioned efforts is the effort that cannot be linked with specific work package as it relates to the completion of the project work package, these are sample on day-to-day basis activities Functional manager is the one responsible for management in the company while operations managers focuses on the operation and sort of management Schedule data is an output for the schedule develop process Resource leveling redistribute the fixed available resources in the project which adds time to the schedule Communications bull's eye defines the boundaries that a PM must commit to Communication management is used to ensure timely collection of project information Project calendar deals with the specific working hours for the project Management reserve is time and cost allocated for unforeseen issues and risks for the whole project Soft logic activities are those who can be executed in any order Configuration Management System includes the documentation and approvals the levels necessary for authorization and controlling changes Integrated Change Control focuses on studying the change's impact on time, cost, risk, hr, quality, etc.. On the project, however it doesn't document any changes Interactive communication means phones, meetings, etc.. Rough Order of Magnitude is used to estimate roughly time and cost at the early stages of the project Project Staffing Management Plan deals with resources movement in / to the project Templates are used to identify the typical schedule milestones in the Define Activity Process Nominal Group Technique is a brainstorming with voting process Delphi Technique is a brainstorming process to identify risks Affinity Diagram Technique is a brainstorming process to allow a large # of ideas to be sorted into groups Idea/mind mapping Technique is a brainstorming process used to map the ideas generated by brainstorming Project sponsor authorizes the project but doesn't interfere with its execution Stakeholder register is a document that contains a list of the stakeholders associated with the project and identify how they are involved in it and defines their roles A project is considered complete when it meets or exceeds the stakeholders expectations Project schedule network diagram is an output to the activity sequencing The results of EV are not an input to the control schedule process Timeless events in the project are the milestones Records Management System is used to mange contract and procurement documentation and records by the project managers Resource calendars are used to ensure that resources are scheduled only when they are available for work Stakeholders Analysis Matrix is used to summarize the stakeholders pros/cons on the project Change in scope should be reflected in the activity list and baseline The control schedule process is the major effort in the time knowledge area Steps for developing schedule: Define Milestones - Define Activities - Logic or relationships - Duration for Activities - Resource and Cost Loading - Calendar and work periods - Approve, Baseline and Maintain the schedule Contingency reserve is calculated by multiplying the probability and the impact

69

2 / 14

Study Notes: Weighting systems weights items against specific item. Preferred vendor list shortlists the approved vendors. Benefits Costs ratio defines the no. of benefits to the no. of costs Critical Chain method examines the availability of resources to determine when the resource may be utilized without conflicting with other activities. A previous schedule used in a new project is an Organizational process asset Power/interest grid groups the stakeholders based on their levels of authority and level of concern regarding the project outcomes. External Dependency is any non-project activity required in the project. Mandatory Dependency is what activity must be before certain activity. Discretionary Dependency describes the optional order of activities (paining before flooring). Make or Buy analysis describes the best of self performing or subcontracting the work What if Scenario is used to compare the schedule with other plans while schedule analysis just analyze the schedule The communication components are: Sender, Encoder, Medium, Noise, Decoder &Receiver Salience Model in communication planning and scheduling describes 3 values (power, urgency, legitimacy) to classify stakeholders The root cause analysis describes why the project is running late A constraint is any item that limits the PM's option Fragment network is a portion of template Critical path is not a concern when estimating activity duration Involving team when decomposing the activities gives better and more accurate results Resource Calendar shows when and for how long a specific resource will be utilized Schedule Baseline is being developed from the schedule network analysis Reporting system is a tool and technique used for reporting performance Control charts demonstrates how a process behave over time A solution for the poor performance measurements is to use some corrective actions Future planning is not a tool for project monitoring, it's sort of information Outputs for Project control schedule are WPM, Organizational process assets, change requests, project management plan updates and project documents updates Lessons learned are documented so that they become part of historical database for the project Inputs to control schedule process are organizational process assets, project management plan, project schedule & work performance integration Reserve Analysis is not an input to determine budget process Perform Integrated Change Control deals with influencing the things that cause change, determining that the change is required and managing the change Actual Durations are recorded to measure the actual progress of the project Policies, rules and organizational requirements are enterprise environmental factors Communication management plan needs to be updated whenever there's a change in the frequency, type or audience of communication Law of diminishing returns state that the user cannot exponentially add labor to the project to reduced the amount of time required to complete the project work Risk factors are high when most of the stakeholders are concerned about risks, while medium when few of them have few concerns

70 71 72 73

74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99

100 The Critical Chain method examines the amount of buffer needed to the amount of buffer remaining 101 Leadership is a skill possessed by the PM 102 Roles and responsibilities matrix records the work and the person to record the work, but doesn't include location & level of effort 103 Autoregressive moving average is an example of the causal/econometric method

3 / 14

Study Notes:

104 The PM occupies the center of the interactions between stakeholders and the project 105 To develop a schedule: Types of schedule, Activity, Duration, Relationships, Constraints, Cost and resource loading, Milestones, schedule quality analysis, schedule basis documentation, schedule change management, schedule maintenance feedback

106 The communication management plan will define who will receive what information 107 Project Charter is an input in the identify stakeholder process 108 Milestone list identify the result of project phases, key project deliverables and significant timeless events in the project 109 Project final report evaluates the success and failures of the project scope 110 Project Management team defines which activities are external to the project 111 Schedule baseline is a component of project management plan 112 The Schedule model allow the team to look at the performance of the project and make projections about the future 113 Status dashboard is a report that show overall performance of scope, schedule, quality, cost etc..

114 Maslow's theory focuses on the 5 needs that we all have while McGregor's theory ( X and Y theory) describes the team and their behavior on the project and how the m 115 Apportioned effort (AE) is effort applied that can not be subdivided into work, as it related to supportive role (i.e. management) 116 Feedback is provided to programs and portfolios by means of status reports and change requests 117 Milestone list is a document that help sequence the project work 118 External dependency affects the project's expected completion date 119 Application Area is defined in terms of either the product or the type of customer or industry sector 120 Stakeholder management strategy is used to gain support through communication for the project from the stakeholders

121 To predict how the project will finish on time and cost you can use the Judgmental forecasting method which incorporates intuitive judgments, opinions and subject pro 122 Baseline is being developed from the schedule network analysis, not from constraints, management or stakeholders

123 Techniques of Decision making: Majority more than 50%, Unanimity everyone agrees, Plurality the largest block even if a bulk is not achieved, Dictatorship one individua 124 No. of working hours limitation in a weak matrix is an example for Enterprise environmental factor 125 Float is called Slack 126 Montecarlo probability technique tells you when the project can be finished on a specific day 127 Network diagram is needed to develop the schedule 128 If a project deliverables will be delayed then you need to sit with the stakeholder to discuss possible methods to recover, add resources, scaling back

129 Corrective actions are output of Control Schedule Process 130 AON is the PDM and represents the activities as nodes. AOA represents the activities as arrows 131 132 133 134 135 136 137 138 139 140

4 / 14

Study Notes:

141 142 143 144

5 / 14

hat the PM put for example on website

w level)

is amount of time an activity can be

ormance information (WPI) collects the

the stakeholders expectations, may

objectives

nting their reappearance. They include

while a bottom up estimate defines the

6 / 14

nd dissatisfaction)

completion of the project work package,

ers focuses on the operation and sort of

dule

or authorization and controlling changes

c.. On the project, however it doesn't

ups

torming

and identify how they are involved in it

ds by the project managers

work

for Activities - Resource and Cost Loading

7 / 14

endors. Benefits Costs ratio defines the

utilized without conflicting with other

garding the project outcomes.

hat activity must be before certain

e the schedule

macy) to classify stakeholders

ct management plan updates and project

ect schedule & work performance

that the change is required and managing

type or audience of communication

ed the amount of time required to

ew of them have few concerns

lude location & level of effort

8 / 14

ource loading, Milestones, schedule e feedback

ents in the project

bout the future

escribes the team and their behavior on the project and how the management responds

ive role (i.e. management)

m the stakeholders

d which incorporates intuitive judgments, opinions and subject probability estimates

or stakeholders

rgest block even if a bulk is not achieved, Dictatorship one individual

methods to recover, add resources,

9 / 14

10 / 14

Equations:

1 2 3 4 5 6 7 8 9 10 11 12 13 14

SV = EV - PV SPI = EV / PV EV = Progress Pct * BAC CV = EV - AC CPI = EV / AC EAC = BAC / CPI EAC = ETC + AC TCPI = (BAC - EV) / (BAC - AC) 3 points estimate duration or PERT = (O + 4M + P) / 6 Number of Communication Channels = n (n-1) / 2 TF = LS - ES or LF - EF (Start or Finish float) SD = (O - P) / 6 Mean = (O + 4M + P) / 6 Area Occupied under the Curve can be calucted by (Mean - SD) and (Mean + SD)

11 / 14

Equations:

12 / 14

13 / 14

14 / 14