PMP Exam Quiz 21

Develop Schedule: Inputs
1. Schedule Management Plan
2. Activity List
3. Activity Attributes
4. Project Schedule Network Diagrams
5. Activity Resource Requirements
6. Resource Calendars
7. Activity Duration Estimates
8. Project Scope Statement
9. Risk Register
10. Project Staff Assignments
11. Resource Breakdown Structure
12. Enterprise Environmental Factors
13. Organizational Process Assets

The enterprise environmental factors include:
• Standards,
• Communication channels, and
• Scheduling tool to be used in developing the schedule model.

Develop Schedule: Tools and Techniques
1. Schedule Network Analysis
2. Critical Path Method
3. Critical Chain Method
4. Resource Optimization Techniques
5. Modeling Techniques
6. Leads and Lags
7. Schedule Compression
8. Scheduling Tool

Schedule network analysis is a technique that generates the project schedule model. It employs various analytical techniques, such as critical path method, critical chain method, what-if analysis, and resource optimization techniques to calculate the early and late start and finish dates for the uncompleted portions of project activities.

The critical path method, which is a method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model. This schedule network analysis technique calculates the early start, early finish, late start, and late finish dates for all activities without regard for any resource limitations by performing a forward and backward pass analysis through the schedule network.

The critical path method, which is a method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model. This schedule network analysis technique calculates the early start, early finish, late start, and late finish dates for all activities without regard for any resource limitations by performing a forward and backward pass analysis through the schedule network. A CPM critical path is normally characterized by zero total float on the critical path.

The critical chain method (CCM) is a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties. It is developed from the critical path method approach and considers the effects of resource allocation, resource optimization, resource leveling, and activity duration uncertainty on the critical path determined using the critical path method.

The critical chain method (CCM) is a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties. It is developed from the critical path method approach and considers the effects of resource allocation, resource optimization, resource leveling, and activity duration uncertainty on the critical path determined using the critical path method.The critical chain method adds duration buffers that are non-work schedule activities to manage uncertainty. One buffer, placed at the end of the critical chain is known as the project buffer and protects the target finish date from slippage along the critical chain.

Feeding buffers are placed at each point where a chain of dependent activities that are not on the critical chain feeds into the critical chain. Feeding buffers thus protect the critical chain from slippage along the feeding chains. The size of each buffer should account for the uncertainty in the duration of the chain of dependent activities leading up to that buffer.

Examples of resource optimization techniques that can be used to adjust the schedule model due to demand and supply of resources include:
• Resource leveling
• Resource Smoothing

Resource leveling.
A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply. Resource leveling can be used when shared or critically required resources are only available at certain times, or in limited quantities, or over-allocated, such as when a resource has been assigned to two or more activities during the same time period or to keep resource usage at a constant level.

Resource Smoothing
A technique that adjusts the activities of a schedule model such that the requirements for resources on the project do not exceed certain predefined resource limits. In resource smoothing, as opposed to resource leveling, the project’s critical path is not changed and the completion date may not be delayed. In other words, activities may only be delayed within their free and total float. Thus resource smoothing may not be able to optimize all resources.

Resource Smoothing
A technique that adjusts the activities of a schedule model such that the requirements for resources on the project do not exceed certain predefined resource limits. In resource smoothing, as opposed to resource leveling, the project’s critical path is not changed and the completion date may not be delayed.

Resource leveling.
A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply. Resource leveling can be used when shared or critically required resources are only available at certain times, or in limited quantities, or over-allocated, such as when a resource has been assigned to two or more activities during the same time period or to keep resource usage at a constant level. Resource leveling can often cause the original critical path to change, usually to increase.

Schedule compression techniques are used to shorten the schedule duration without reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objectives. Schedule compression techniques include, but are not limited to:
• Crashing.
• Fast tracking

Crashing.
A technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activity’s duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost.

Crashing.
A technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activity’s duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost.

Fast tracking.
A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. An example is constructing the foundation for a building before completing all of the architectural drawings.

Fast tracking.
A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. An example is constructing the foundation for a building before completing all of the architectural drawings. Fast tracking may result in rework and increased risk. Fast tracking only works if activities can be overlapped to shorten the project duration.

What-If Scenario Analysis.
What-if scenario analysis is the process of evaluating scenarios in order to predict their effect, positively or negatively, on project objectives. This is an analysis of the question, “What if the situation represented by scenario ‘X’ happens?”

Simulation.
Simulation involves calculating multiple project durations with different sets of activity assumptions, usually using probability distributions constructed from the three-point estimates to account for uncertainty. The most common simulation technique is Monte Carlo analysis in which a distribution of possible activity durations is defined for each activity and used to calculate a distribution of possible outcomes for the total project.

Develop Schedule: Outputs
1. Schedule Baseline
2. Project Schedule
3. Schedule Data
4. Project Calendars
5. Project Management Plan Updates

The schedule data for the project schedule model is the collection of information for describing and controlling the schedule. The schedule data includes at least the schedule milestones, schedule activities, activity attributes, and documentation of all identified assumptions and constraints.

A project calendar identifies working days and shifts that are available for scheduled activities. It distinguishes time periods in days or parts of days that are available to complete scheduled activities from time periods that are not available. A schedule model may require more than one project calendar to allow for different work periods for some activities to calculate the project schedule.

Control Schedule is the process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan. The key benefit of this process is that it provides the means to recognize deviation from the plan and take corrective and preventive actions and thus minimize risk.

Control Schedule is the process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan. The key benefit of this process is that it provides the means to recognize deviation from the plan and take corrective and preventive actions and thus minimize risk. Updating the schedule model requires knowing the actual performance to date. Any change to the schedule baseline can only be approved through the Perform Integrated Change Control process.

Control Schedule: Inputs
1. Project Management Plan
2. Project Schedule
3. Work Performance Data
4. Project Calendars
5. Schedule Data
6. Organizational Process Assets

Trend analysis examines project performance over time to determine whether performance is improving or deteriorating. Graphical analysis techniques are valuable for understanding performance to date and for comparison to future performance goals in the form of completion dates.

Schedule forecasts are estimates or predictions of conditions and events in the project’s future based on information and knowledge available at the time of the forecast. Forecasts are updated and reissued based on work performance information provided as the project is executed.

Control Schedule: Outputs
1. Work Performance Information
2. Schedule Forecasts
3. Change Requests
4. Project Management Plan Updates
5. Project Documents Updates
6. Organizational Process Assets Updates