Schedule Management

Question 1

outputs

Answer 1

what is produced by project

Question 2

outcome

Answer 2

changes resulting from adopting the product

Question 3

benefit

Answer 3

improvement from the outcome - perceived by stakeholders

Question 4

PBS

Answer 4

product breakdown structure. hierarchical breakdown of products that make up main output. shows project in more detail will all have a requirement specification

Question 5

WBS

Answer 5

work breakdown structure. tasks with verbs, work packages is lower level. hierarchical rbeakdwon of the work required to deliver products of project

Question 6

Work packages

Answer 6

lowest level of planning, budget can be estimated, self-contained, single person accountable, can be broken down further into activities

Question 7

CBS

Answer 7

cost breakdown structure. into people, equipment, materials, consumables.

Question 8

(resource) Links between project and BAU

Answer 8

1. human resource availability - can they priorities project timescale over day-today work. 2. dependencies on BAU output that is delayed can then delay the project. 3. stakeholder availability, may be required for BAU. 4.equipment availability, may be needed by BAU. 5. conflict between needs of BAU and needs of project.

Question 9

Risks from interdependencies

Answer 9

1, by acknowledging relationship, PM can better anticipate challenges,2. streamline resource allocations, 3.ensure schedule of project will not be excessively impacted by BAU

Question 10

Creating a project schedule

Answer 10

Use work packages in WBS to create a precedence diagram by adding interdependencies. This is then put against time, with estimation of each package, work out float throguh forward and backwards passes. Become Gantt chart. updated throughout project. Gantt chart used to create a histogram to understand resource availability

Question 11

Critical path

Answer 11

longest path through gantt which can’t be moved without change request. identifies activities that will affect end date if delayed. (may have hidden contingency bc of overestimating)

Question 12

Critical chain

Answer 12

assumes estimates are inherently wrong. find critical resource and put buffer around them. take estimated duration for each activity and take time off to create buffer at end of project. to protect whole project. buffer will have money against it

Question 13

Estimating techniques

Answer 13

1. Parametric estimating (statistical relationship between historic data and other variables). 2. Analogous estimating (comparison with cost of previous work) 3. Analytical estimating (bottom up). 4. Delphi technique (use individual expert judgement

Question 14

Benefits of re-estimating

Answer 14

1. greater involvement of project team (use their expertise to clarify, makes it more accurate). 2. opp to incorporate lessons learned (include trends from previous work). 3. Reduce or release unnecessary contingency reserves that were added in definition (makes it more accurate). 4. If assumptions prove wrong, mean PM can make adjustments to costing forecast and schedule. 5. increase confidence and know if more money or time required

Question 15

When to reforecast

Answer 15

1. when assumptions prove wrong. 2, when circumstances change. 3. whe not know who will do the work 4. when there is an unnecessary contingency. 5. when there was a lack of previous data

Question 16

when to reforecast, concept, definition, deployment, transition, adoption

Answer 16

concept. reestimate to ensure starting with realstic scope, budget and timeline. defintion, ensures PMP, resource and schedule are all alligned. Evaluate against business case to ensure viability. Deployment, if unforseen challenges, meaning deviation. adjust plan, keep deliverables on track. Transition Discrepancies between developed solution and business needs. Ensures project wraps up will addressing these discrepancies. Address any issues and be clear what risks are transferred to BAU. Adoption phase Ensures tweaks are effectively managed, maximising benefits of project while minimising disruption to BAU

Question 17

the model answer

Answer 17

progress against schedule, key deadlines inc. contract dates. risks and potential impacts, resource allocation, etc. drawdown on contigency or use underspend to find external resource, ensure stakeholders understand, use their power and influence, talk to supplier, use underspend to request contract extension