PMP Project Management Professional Study Guide, Third Edition (Certification Press)

q

Projects are made up of sequential activities to create a product. The WBS and the activity list serve as key input to the sequencing of project activities. The science of arranging, calculating, and predicting how long the activities will take to complete allows the project manager to create a schedule and then predict when the project will end.

q

Hard logic is the approach that requires activities to happen in a specific order due to the nature of the work. For example, configure a computer workstation's operating systems before adding the software.

q

Soft logic is a 'preferred' method of arranging activities based on conditions, guidelines, or best practices. For example, the project manager prefers all of the photocopying of a user manual to be complete before any bindery work on the manual begins.

q

The sequence of activities is displayed in a network diagram. The network diagram illustrates the flow of activities and the relationship between activities. The Precedent Diagramming Method is the most common approach to arranging activities visually.

q

Activity duration estimates are needed to calculate how long the project will take to complete. Estimates can come from project team members, commercial databases, expert judgment, and historical information.

q

Analogous estimating relies on historical information to predict how long current project activities should last.

q

Quantitative estimates use a mathematical model to calculate how long activities should take based on units, duration, and effort.

q

The resources to complete the project activities must be considered. The project manager must evaluate the skill set, the experience, and ability to get the work done.

q

The project manager must evaluate applying additional resources to effort-driven activities to reduce their duration. Adding resources does not reduce fixed-duration activities' durations.

q

The calendar of the project is the time when the project work may take place. The project manager must consider access to the workplace, project schedule, organization holidays, and events that affect the project calendar.

q

The resource calendar reflects when the project resources (project team members, consultants, and so on) are available to complete the project work.

q

The critical path is the longest path to completion in the network diagram. Activities on the critical path have no float or slack. Free float is the amount of time an activity can be delayed without affecting the next activity's scheduled start date. Total float is the amount of time an activity can be delayed without affecting the project end date.

q

Duration compression is applied to reduce the length of the project or to account for project delays. Crashing adds resources to project activities and usually increases cost. Fast tracking allows activities to happen in tandem and usually increases risk.

q

The schedule management plan must be consulted when project schedule changes occur, are proposed, or are needed. The Schedule Control System implements the schedule management plan and is part of integration change management.