TIME MANAGEMENT

Unrealistic schedule is the project manager's fault

Project schedule must be realistic before project executing begins
Enterprise environmental factor: project management software
Plan schedule management answer the question "how will I effectively manage and control th
manage schedule variances?"
Planning:
What the measures of performance will be, how and when you will capture the data you n
How and when you will capture the data you need to measure
How you will use the data to keep the project on track
What you will do when variances occur
CREATING WBS (scope management): Decomposing work into work packages (deliverables)
DEFINE ACTIVITIES (time management): Decomposing work packages into the activities
Rolling wave planning: progressive elaboration. Plan to a higher level and then wait until the p
clearer to plan the lower levels
The define activities process involves determining the milestones to use on the project
Milestones: are significant events within the project schedule. They are not work activities, an
design, certain deliverables due dates from the customer, or a company-required checkpoint
The milestone list becomes part of the project scope documents that support the project sche
The network diagram (pure form) shows just dependencies (logical relationships)
The network diagram (pure form) + activity duration estimates shows dependencies (logical r
The network diagram (pure form) + activity duration estimates + plotted out against time is a
diagram
Methods to draw network diagrams: Precedence diagramming method (PDM) or activity
method (ADM), graphical evaluation and review technique (GERT)
PDM can have four types of logical relationships between activities: FS, SS, FF, SF
GERT is a computer simulation technique that allows loops between activites
Types of dependecies:
Mandatory dependency (hard logic): inherent in the nature of the work or is required by th

Discretionary dependency (Preferred, preferential or soft logic): the way an organization ha

the organization. Discretionary dependencies are important when analyzing how to compr
project duration (fast track the project).
External dependency: It is based on the needs or desires of a party outside the project. E.g
Internal dependency: It is based on the needs of the project and may be something the pr
Estimates are more accurate if smaller-size work components are estimated
Changes should be requested when problems with schedule, cost, scope, quality, or resources
time and cost reserves
The project manager may periodically recalculate the estimate to complete (ETC) for the proje
time, funds, resources, etc, are available for the project
Pad: extra time or cost added to an estimate because the estimator does not have enough inf
Padding is not an acceptable project management practice
Estimates can be decreased by reducing or eliminating risk

Project manager balance the constraints

Estimating methods: One-point estimating, analogous estimating (top down), parametric estim
diagram and learning curve), three point estimating (Triangular distribution considering
considering weighted average)
Heuristics: means a generally accepted rule, or best practice.
For the exam: simple or straight (triangular) or PERT or weighted (beta)
Group decision-making techniques: brainstorming, the nominal group technique, Delphi techn
Types of reserves added to the project schedule: contingency reserves (time reserves or buffe
Compress the schedule: crashing, fast tracking and reestimating
Schedule network analysis methods: critical path method, schedule compression, modeling, r
method
Critical path: the longest duration path through a network diagram and determines the shorte
project

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