Project Time Management Workshop 11.10.2011.

8/3/2019 Project Time Management Workshop 11.10.2011.

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Belgrade, October 2011


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Miodrag Ivkovi, MScE, PMP

Head of Wireless Access Network Planning & Development Department

Joint Stock Telecommunications Company TelekomSrbijaTechnical DivisionPlanning & Development Function

[email protected]

Lecturer


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Time Management Tips and tricks Q&A

Agenda


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Project Time Management

Koriena dokumentacija:Andy Crow The PMP Examp Fourth EditionFrank T Anbary Q & As for the PMBOK Fourth EditionRita Mulcahy PMP Exam Prep Sixth Edition PMI - A Guide to the Project Management Body of

Knowledge (PMBOK Guide) 4ed


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Project Time Management is concerned primarily withresources, activities, scheduling and schedule management.PM should be in control of the schedule and not vice versa.The schedule is managed throughout the life of the project.


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6.1. DEFINE ACTIVITIES

The process is often performed as soon as the scope has been

baselined. After project scope statement, work brakdown

structure and the WBS dictinionary have been created then it is

common to create the activity list.- decompose work into activity detail

- list represent all of the schedule activities thet need to take

place for the project to be completed

- use WBS and decompose the work packages until they

represent schedule activities

- activity list has to be complete and correct.


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6.1. DEFINE ACTIVITIES - INPUTS

Scope Baseline(Scope statement, WBS, WBS dictionary)

Enterprise Environmental Factor anything external toyour project that affects your project

- Company s organizational structure- Organization s values and work ethic

- Laws and regulations where the work is being performed orwhere the product will be used

- The characteristics of your project s stakeholders ( e.g. their

expectations and willingness to accept risk)- The overall state of the marketplace for your project

- Organization s infrastructure

- The stakeholder or organization s appetite for risk


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6.1. DEFINE ACTIVITIES - INPUTS

Organizational Process Assets typically divided into thecategory of processes, procedures and corporate knowledge

- Templates for common project documents- Examples from a previous project plan

- Organizational policies, procedures and guidelines for anyarea (risk, financial, reporting, change control)- SW tools- Databases of project information- Estimating data for budget or schedule components- Historical information

- Lessons learned- Knowledge bases

Special corporate competencies


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6.1. DEFINE ACTIVITIES - TOOLS

Decomposition

WBS is decomposed into smaller pieces, known as scheduleactivities.

Rolling Wave PlanningRolling Wave Planning is a form of progressive elaborationplanning where the work to be accomplished in the near termis planned in detail and future work is planned at a higherlevel of the WBS. Therefore, work can exist at various levelsof detail depending on where it is in the project life cycle. Forexample, during early strategic planning, when information isless defined, work packages may be decomposed to themilestone level. As more is known about the upcoming eventsin the near term it can be decomposed into activities.


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6.1. DEFINE ACTIVITIES - TOOLS

Templates

May exist from previous similar project, commerciallyavailable activity list or provided by the organization sproject office

Expert Judgment

Used whenever the project team and the projectmanager do not have sufficient expertise.

Inside or outside organization.

Paid consultants or offer free advice.


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6.1. DEFINE ACTIVITIES - OUTPUTS

Activity ListAll of the schedule activities that need to be performed in orderto complete the project are compiled into the activity list. Eachactivity should be map back to one and only one work

package. Activities are focused on the work that need to bedone in order to execute the work packages. Each activitymust be identified and documented.

Activity AttributesMay be stored with the activities list or be stored in a separatedocument (name of the person responsible for this activity, theparts that need to be procured before this activity may bestarted, location at which the work will be performed

Milestone ListImposed dates (contractual obligation), schedule constraints,sponsor s request.


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6.2.SEQUENCE ACTIVITIES

SEQUENCE ACTIVITIES

Activity list defined in the Define Activity process is arranged in

the order those activity must be performed. Process is about

understanding and diagramming the relationships that activitieshave with each other (dependencies and sequences).


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6.2.SEQUENCE ACTIVITIES - INPUTS

Activity List

Activity Attributes

Milestones

Project Scope Statement influence the order in whichcertain activities are performed. Ensure that nothing ismissed.

Organizational Process Assets


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6.2.SEQUENCE ACTIVITIES- TOOLS

Precedence Diagramming Method (PDM) or Activity-on-Node (AON)

PDM is method used in Critical Path Methodology (CPM) forconstruction a project schedule network diagram that uses

boxes or rectangles, referred to as nodes, to representactivities and connect them with arrows that show the logicalrelationships that exist between them.

Four types of logical relationships between activities:

- Finish-to-Start (FS)

- Start-to-Start (SS)- Finish-to-Finish (FF)

- Start-to-Finish (SF)

Dependency Determination Things that influence whichactivity must be performed first.


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6.2.SEQUENCE ACTIVITIES - TOOLS

1. Mandatory DependenciesMandatory dependencies are those that are contractuallyrequired or inherent in the nature of the work. The projectteam determines which dependencies are mandatory duringthe process of sequencing the activities. Mandatory

dependencies often involve physically limitations, such as onconstruction project where it is impossible to erect thesuperstructure until after the foundation has been built or onan electronics project, where a prototype must be built beforeit can be tested. Mandatory dependencies are also sometimesreferred to as hard logic.


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2. Discretionary DependenciesThe project team determines which dependencies arediscretionary during the process of sequencing the activities.Discretionary dependencies are sometimes referred to aspreferred logic or soft logic. Discretionary dependencies are

established based on knowledge of best practices within aparticular application area or some unusual aspect of theproject where a specific sequence is desired, even thoughthere may be other acceptable sequences.

3. External Dependenciesmust be considered but are outside of

the project s control and scope (Law, standards)


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Apply Leads and Lags

The project management team determines the dependenciesthat may require a lead or a lag to accurately define thelogical relationship. The use of leads and lags should not

replace schedule logic. Activities and their relatedassumptions should be documented. A lead allows anacceleration of the successor activity. A lag directs a delay inthe successor activity.

Schedule Network TemplatesExamples a previous project, standard format issued by theproject management office


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6.2.SEQUENCE ACTIVITIES - OUTPUTS

Project Schedule Network Diagram

It is not the schedule no start and finished date are assignedto the activities yet. Activities are simple arranged in the orderthey need to be performed on the project. Summary nodes orinclude a full representation of every activities in the project.

Project Document Updates


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6.3. ESTIMATE ACTIVITY RESOURCES

The process is all about analyzing the project s schedule

activities to determine the resource requirements (number ofresources, resources availability).


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- INPUTS

Activity ListEach activity in the list will be evaluated and the resources willbe estimated for it.

Activity AttributesGive expanded information on each activity in the activity list. Resource Calendar

Provide dates that human and physical resources will beavailable.

Enterprise Environmental Factors



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- TOOLS Expert Judgment Alternative Analysis

Alternatives may be helpful (outsourcing, purchasing ratherthan building one, using totally different approach tocompletely activity ..)

Published Estimating DataExtensive data available through published Bottom-UP Estimating

If activity cannot be estimated due to it is too complex or ithas not been broken down enough than activities have tobreak down further into progressive smaller pieces of work

until these pieces may be estimated for their resourcesrequirements. Once these estimations have been performed,the pieces may be summed up from the bottom up to anactivity level.

Project Management SoftwareHelp to store and organize information, experiments with an

alternatives, routine calculations


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- OUTPUTS

Activity Resource Requirements

Primary output of Estimate Activity Resources are resourcesrequired for each schedule activity. It should be documentedwith sufficient detail to explain the decision making processused to arrive at these estimates.

Recourse Breakdown Structure RBS.

Graphical and hierarchical , logically arranged from top to

bottom. It arranges the resources by category and type. Project Document Updates


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6.4. ESTIMATE ACTIVITY DURATIONS

Each activity in the activity list is analyzed to estimate how long

it will take. Manu factors could influence duration of an activity:

who will be doing the work, when they are available, how many

resources will be assigned to this activity, amount of work

contained in the activity.


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- INPUTS

Activity List

Activity Attributes

Activity Resource Requirements Resources Calendars

Project Scope Statements - defined in Define Scope




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- TOOLS

Expert Judgment Analogous Estimating (Top-Down)

Previous actual time spent on the similar activity is used as

the estimate for another similar activity. Usually thistechnique is combined with expert judgment and historicalinformation to predict future.

Parametric EstimatingUseful for activities that are linear or easily scaled. It is notas effective for activities that have not been performed

before or those for which little or no historical informationhas been gathered.- Regression analysis (scatter diagram) try to findmathematical formula- Learning curve scalable prediction


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- TOOLS Three-Point Estimates PERT (Program Evaluating and

Review Technique)There are pessimistic, most likely (realistic) and optimisticestimates.- Expected activity duration (EAD).

To = (Tp + 4 x Tr +To) / 6- Standard deviation (SD)

= (Tp - To) / 6- Activity Variance

2

Reserve AnalysisContingency is extra time added to an activity durationestimate.Response to risk.


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6.4. ESTIMATE ACTIVITY DURATION

- OUTPUTS

Activity Duration Estimates - for each activity in theactivity list

Project Document Updates


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6.5. DEVELOP SCHEDULE

Most visible and important part of the project plan.


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6.5. DEVELOP SCHEDULE - INPUTS

Activity List

Activity Attributes

Project Schedule Network Diagrams Activity Resource Requirement

Resource Calendar

Activity Duration Estimates

Project Scope Statementsconstraints and assumptions

relate to cost and time they need to be factored into thisprocess.




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6.5. DEVELOP SCHEDULE - TOOLS

Schedule Network AnalysisA group of technique used to create the schedule. General tool.

Critical Path Method (CPM)The critical path method calculates the theorethical early start

and finish dates, and late start and finished date, for allactivities without regard for an resource limitations, byperforming a forward and backward pass analysis through theschedule network. The resulting early and late start and finishdates are not necessarily the project schedule; rather, theyindicate the time periods within which the activity could bescheduled, given activity durations, logical relationships, leads,

lags, and other known constraints.A critical path is normally characterized by zero total float onthe critical path.Networks can have multiple near critical paths risk to theproject.


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Critical Path Method (CPM)

There are three types of float (slack):

- Total float (about project or milestone)

- Free float (about successor)- Project float (about obligation to the customer or

management)

Float = Late Start Early Start

= Late Finish Early Finish

Forward passBackward pass


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Critical Chain Method

Critical Chain Method is a schedule network analysis techniquethat modifies the project schedule to account for limitedresources. Initially, the project schedule network diagram is

built using duration estimates with required dependencies anddefined constraints as inputs. The critical path is thencalculated. After the critical path is identified, resourceavailability is entered and the resource-limited schedule resultis determined. The resulting schedule often has an altered

critical path.Duration buffer at the end of the critical chain

Feeding buffer at each point of dependent task that feed thecritical chain


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Resource Leveling

Your resource needs meet up with the organizational s ability tosupply resource.

What-If Scenario AnalysisMonte Carlo analysis predicts likely schedule outcomes for aproject and identify the areas of the schedule that are thehighest risk.

Shows no apparent risk activities and impact of changes on the

schedule


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Applying Leads and Lags

The project management team determines the dependenciesthat may require a lead or a lag to accurately define the logicalrelationship. The use of leads and lags should not replace

schedule logic. Activities and their related assumptions shouldbe documented. A lead allows an acceleration of the successoractivity. For example, on a project to construct a new officebuilding, the landscaping could be scheduled to start 2 weeksprior to scheduled punch list completion. This would be shownas a finish-to-start with a 2-week lead.

A lag directs a delay in the successor activity. For example, atechnical writing team can begin editing the draft of a largedocument 15 days after they begin writing it. This could beshown as a start-to-start relationship with a 15-day lag.


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Schedule CompressionComplete the project schedule earlier without cuttingthe project s scope.- CrashingA schedule compression technique in which cost and scheduletradeoffs are analyzed to dermine how to obtain the greatestamount of compression for the least incremental cost. Exaples ofcrashing could include approving overtime, bringing in additionalresources, or paying to expedite delivery to activities on thecritical path. Crashing only works for activities where additionalresources will shorten the duration. Crashing does not always

produce a viable alternative and may result in inceased risk/orcost.- Fast trackingYou re-order the sequence of activities so that some of theactivities are performed in parallel or at the same time. It alwaysincrease risk to the project your ignore discretionary

dependencies.


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Scheduling Tool

The tool performs mathematics and logic processes of buildingthe schedule.


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6.5. DEVELOP SCHEDULE - OUTPUTS

Project Schedule

- Project Network Diagram

- Bar Chart (Gantt Chart)- good tool to communicate withproject team

- Milestone Chart represent key events for the project,communicate with high level management


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6.5. DEVELOP SCHEDULE - OUTPUTS

Schedule BaselineAny baseline is the original plan plus all approved changes.Schedule baseline is created at the point at which the scheduleis approved by the customer, the sponsor and the project

Manager, functional manager and the team. Schedule DataData which supports how this schedule was developed(schedule templates that were used, the activities and theirattributes, estimated durations and any constraints andassumptions.

Project Document UpdatesResource requirements, activity attributes, risk logs, calendarsetc.


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6.6. CONTROLE SCHEDULE

Monitoring and controlling process.

Compare schedule - time related performance to the plan.

The project manager should be proactive.

The schedule should be monitored continuously against the actualwork performed to ensure that things stay on target.

Control Schedule is performed from the moment schedule is

developed until all scheduled activities have been completed.


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6.6. CONTROLE SCHEDULE - INPUTS

Project Management Plan

It contains schedule management plan and schedule baseline.The schedule management plan defines how the schedule willbe managed and changed. Schedule baseline provides thelatest approved version of the project schedule.

Project Schedule

Work Performance Information

It gives information on how the work is being performed, trendsand comparison against the schedule plan.

Organization Process Assets


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6.6. CONTROLE SCHEDULE - TOOLS

Performance Reviews

Project manager can determine how the project is progressingagainst the schedule.

Variance analysis

It looks difference between what was scheduled and what wasexecuted in order to understand any differences. Thesedifferences are analyzed to determine whether or not correctiveaction is required.

Project Management Software

Automates and simplified the analysis used in the other toolsand techniques described for Control Schedule.

Resource Leveling


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6.6. CONTROLE SCHEDULE - TOOLS

What-If Scenario Analysis

It analyzes multiple scenarios to find the best way to align theplan with reality.

Adjusting Leads and LegsAlways have some effect on the schedule even if they do notaffect the delivery date. As the project management plan isexecuted, the leads and lags need to be adjusted to reflectreality.

Schedule Compression Scheduling tool


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6.6. CONTROLE SCHEDULE - OUTPUTS

Work Performance MeasurementsThe Update performance index (SPI), schedule variance (SV)and other earned value measurements relevant to the scheduleneed to be calculated and communicated out.

Organizational Process Assets Updates Change Requests Project Management Plan Updates

If the schedule changed, impact to the project s scope andbudget are to be expected.All changes need to be captured as updates.

Project Document UpdatesThis output captures all of the updates to project document thatare not part of the project management plan. That include anyproject document that has changed as a result of ControlSchedule.


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Project Time Management - Q&A

1. The Project Time Management processes include:

A. Activity Definition, Activity Sequencing, Activity Execution,Activity Duration Estimation and Activity Control

B. Define Activities, Sequence Activities, Estimate ActivityResources, Estimate Activity Durations, Develop ScheduleResults and Control Schedule.

C. Identify Activities, Develop Schedule, Execute Activities, Control

Activities and Monitor Schedule Result.

D. Determine Activities, Estimate Activity Durations, DevelopSchedules, Implement Activities and Report Activity Results.


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1. Answere: BProject Time Management includes the process required tomanage timely completion of the project.6.1. Define Activities The process of identifying the specific

actions to be performed to produce the project deliverables.

6.2. Sequence Activities The process of identifying anddocumenting relationships among the project activities.

6.3. Estimate Activity Resources The process of estimating thetype and quantities of material, people, equipment or suppliesto perform each activity.

6.4. Estimate Activity Durations The process of approximatingthe number of work periods needed to complete individualactivities with estimated resources.

6.5. Develop Schedule The process of analyzing activitysequences, durations, resources requirements and scheduleconstraints to create the project schedule.

6.6. Control Schedule The process of monitoring the status ofthe project to update project progress and managing changes


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2. In rolling wave planning.

A. Focus is maintained on long-term objesctives, allowing near-term objesctives to be rolled out as part of the ongoing wave ofactivities.

B. The work to be accomplished in the near term is planned indetailed and future work is planned at a higher level of theWBS.

C. The work far in the future is planned in detail for WBScomponents that are at a low level of the WBS.

D. A wave of detailed activities is planned during strategic planningto ensure that WBS deliverables and project milestones are

achived.


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Project Time Management Q&A

2. Answer BRolling Wave PlaningRolling Wave Planning is a form of progressive elaboration planningwhere the work to be accomplished in the near term is planned in detail

and future work is planned at a higher level of the WBS. Therefore, workcan exist at various levels of detail depending on where it is in the projectlife cycle. For example, during early strategic planning, when informationis less defined, work packages may be decomposed to the milestonelevel. As more is is known about the upcoming events in the near term itcan be decomposed into activities.


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3. The precedence diagramming method (PDM):

A. Uses boxes or rectangles to represent activities. Therefore, it isalso called activity-on-node (AON).

B. Uses a probalistic approach to scheduling project activities.

C. Is a time-phased graphical representation of the arrowdiagramming method (ADM) and swows durations of project

activities as well as their dependences.

D. Is more accurate than the critical path method for schedulingwhen there are uncertainties about the durations of projectactivities.


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3. Answer APrecedence Diagramming Method (PDM)PDM is method used in Critical Path Methodology (CPM) for constructiona project schedule network diagram that uses boxes or rectangles,

referred to as nodes, to represent activities and connect them with arrowsthat show the logical relationships that exist between them.


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4. The duration of the acivity is affected by all of the followingexcept:

A. The estimated activity resource requirements.

B. The resources assigned to the acctivity.

C. The availabality of the resources assigned to the activity.

D. Using the precedence diagramming method (PDM) forscheduling actvities instead of using the Critical Path Method(CPM).


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4. Answere: DThe estimated activity resource requirements will have an effect onthe duration of the activity , since the resources assigned to theactivity and the availability of those resources will significantly

influence the duration of most activities. For example, if additional orlower-skilled resources are assigned to an activity, there may bereduced efficiency or productivity due to increased communication,training, and coordination needs.


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5. The fast tracking method of schedule compressioninvolves:

A. The use of industrial engineering techniques to improve productivity,thereby finishing the project earlier than originally planned.

B. Performing in parallel activities that are normally performed insequences, which may result in rework and increased risk

C. Going on a mandatory overtime schedule to complete the projecton schedule or earlier if possible.

D. Assigning dedicated teams to critical path activities to achieveproject schedule objectives.


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5. Answer BSchedule CompressionFast tracking. A schedule compression technique in which phasesor activities normally performed in sequence are performed inparallel. An example is constructing the foundation for a buildingbefore completing all of the architectural drawings. Fast trackingmay result in rework and increased risk. Fast tracking only works ifactivities vam be overlapped to shorten the duration.


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6. Together with your team, you applied three-poin estimationon a Critical path which consist of two activities. Thefollowing duration uncertainties are all calculated assuminga +/- 3 sigma Confidence interval. The duration uncertaintydefined as pessimistic minus optimistic estimate of thefirst activity is 18 days; the second estimate has anuncertainty of 24 days. Applying the PERT formula for paths,what is the duration uncertainty of the entire path?

A. 21 days

B. 30 days

C. 42 days

D. No statement is possible from the information given


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6. Answer: B

Sigma1 18/6 = 3Sigma2 24/6 = 4

SigmaTot = (Sigma12 + Sigma22) = (9+16) = 53 SigmaTot = +/- (3 x 5) = +/-15


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6. Answere: DDefine Activities Inputs:1. Scope Baseline2. Enterprise Environmental Factors

3. Organizational Process Assets


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8. Which is typically not specified in a document referred to asActivity attributes?

A. The person executing the work in a schedule activity

B. Schedule activity identifiers, codes and descriptions

C. Schedule activity predecessors and successors

D. The cost baseline assigned to the schedule activity


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8. Answer: DReference PMBOK@Guide 4th Ed. page 136.


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9. Bar charts show

A. The level of effort for an activity.

B. Activity start and end dates, as well as expected durations.

C. Availability of resources assigned to perform project activities.

D. Relative priority of activities.


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9. Answere: B

Bar Chart shows activity start and end date with expected

duration.


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10. The customer has called a project team member to requesta change in the project s schedule. The team member asksyou what the procedure is for handling schedule changes.Where should you refer the team member to help himunderstand the procedure?

A. The project office.

B. The change control board.

C. The schedule management plan.

D. Inform the team member that the customer is always right.


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10. Answere: C

The schedule management plan, is part of project plan.This is the best source of information on how changes tothe schedule are to be handled. A is incorrect becausethe project office s job is to define standards not to makedecisions on tactical item such as this. B is incorrectbecause the change control board may not even exist, andif it does exist, it is usually approves or rejects scopechanges. D would be the worst choice. The customer isnot always right when it comes to requesting changes.

Procedure should be defined and followed in order toimprove the project s chances of success.


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11. If schedule activities are not properly decomposed,which of the following would not be an expectedoutcome?

A. The team encounters difficulty estimating cost and time.

B. The team encounters difficulty in building the schedule.

C. The team encounters difficulty in calculating earned value.

D. The team encounters difficulty in creating the responsibilityassignment matrix.


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11. Answered: D

This is a problem many project manager have faced. As youanswer this question, keep in mind that WBS nodes are

decomposed into work package first. Then schedule activitiesare decomposed from the work packages. A, B, C allrelate to problems you would have if the schedule activitiesare not properly decomposed, but D is related to the workpackages, and you are not given anything in the question thatsuggest there is a problem with the way they weredecomposed.


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Q&A

12. Crashing differs from fast tracking because crashing:

A. Usually increase value.

B. Usually increase the cost.

C. Usually saves more time.

D. Usually saves more money.


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12. Answer: BCrashing adds more resources to an activity.This is usually increases the cost due to the law of

diminishing returns which predict that 10 people usuallycannot complete an activity in half the time that 5 peoplecan. The savings from crashing are rarely linear. A isincorrect because crashing does not directly affect theproject value. C is incorrect because crashing may ormay not save the more time than fast tracking dependingon the situation. D is incorrect because crashing usuallycosts more money than fast tracking.


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13. You are advising a project manager who is behind scheduleon his project. The sponsor on his project is very unhappywith the way things have progressed and is threatening tocancel the project. The sponsor has accepted a revised duedate from the project manager but did not allow any

increased spending. Which of the following would representthe best advice for the project manager in this case?

A. Fast track the schedule.

B. Ask senior management for a new sponsor within the organization.

C. Crash the schedule.

D. Talk with customer to see if budget may increased without the sponsor s

involvement.


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13. Answer: A

In this case, you must compress the schedule withoutincreasing the cost. Fast tracking does not directly addcost to the project and is the best choice in this case. Bis incorrect. The sponsor is paying for the project. Do

this, and your sponsor will probably be asking for a newproject manager instead!

C is incorrect because crashing usually adds cost tothe project and that is not allowed in this scenario. D isincorrect because the sponsor authorizes budget. Doing

an end-run around the sponsor and going to thecustomer would be very inappropriate.


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14. Senior management has called you in for a meeting toreview the progress of your project. You have beenallocated 15 minutes to report progress and discuss criticalissues. Which of the following would be best to carry withyou in this case:

A. Milestone chart.

B. The project network diagram.

C. An expert from each functional area of the project so that allquestions may be answered.

D. Project status reports from you team members.


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14. Answer: A

Milestone charts show the high level status, whichwould be appropriate given the audience and timeallocated for this update.


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15. All of the following choices represent inputs to the EstimateActivity Resources process except:

A. Activity list.

B. Enterprise environmental factor.

C. The actual resource cost of the last project.

D. Organizational process assets.


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15.Ansver: C

Estimate Activity Resources Inputs1.Activity List

2. Activity Attributes

3. Resource Calendars

4. Enterprise Environmental Factors

5. Organizational Process Assets


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16. Which Develop Schedule tool inserts non-working buffertime to be managed by the project manager?

A. Critical chain method.

B. Critical path method.

C. Resource leveling.

D. Schedule modeling.


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16. Answer: A

The critical chain method provides a buffer to beused by the project manager to protect the criticalpath. Typically, the team is not aware of this buffer.


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17. Which of the following choices best fits the description of aproject manager applying the technique of what-if scenarioanalysis?

A. Using project management software to build three version of the project

schedule.

B. Using Monte Carlo analysis to identify what would happen if scheduledelays occurred.

C. Using critical path method to analyze what would happen if the critical

path actually occurred.

D. Discussing with the functional managers what they would do if certain

project team member quit the project early.


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17. Answer: B

What-if analysis can take on many forms but theform you are most likely to see on the exam is

Monte Carlo analysis, which throws a large numberof scenarios at the schedule to see what wouldhappen if on or more bad scenarios occurred.


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18. If senior management tells you The latest project we did

like this one cost us almost five million dollars, what

estimating method is being used:

A. Delphi technique.

B. Principe of equivalency of activities.

C. Analogous estimating.

D. Bottom-up estimating.


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18. Answer: C

In this example management is providing you withanalogous estimates. These estimates use actual

costs from previous projects (historical informationor organizational process assets) to produceestimates for a similar project.


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19. Analogous duration estimating is:

A. The same as bottom-up estimating.

B. Frequently used to estimate project duration when there is a

limited amount of detailed information about the project.

C. Similar to multiple duration estimating.

D. Generally more accurate than other duration estimating methods

when expert judgment is used.


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19. Answer: BAnalogous Estimating uses parameters such as duration, budget, size,weight, and complexity from a previous, similar project, as the basis forestimating the same parameter or measure for a future project. Whenestimating durations, this technique relies on the actual duration of

previous, similar project as the basic for estimating the duration of thecurrent project. It is a gross value estimating approach, sometimesadjusted for known differences in project complexity. Analogousduration estimating is frequently used to estimate project durationwhen there is a limited amount of detailed information about the

project for example, in the early phases of a project. Analogousestimating uses historical information and expert judgment.Analogous estimating is generally less costly and timeconsuming than other techniques, but it is also generally lessaccurate.


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20. Some colleague told you that they are planning, executing,monitoring and controlling a project by use of milestonesonly with durations between 1 and 4 weeks. What do youthink?

A. The approach is erroneous. A milestones is a significant pointwith zero duration to highlight achievements.

B. It is a good approach as long as the milestones reflect fixed orimposed dates during the project lifecycle only.

C. It is a good approach if the milestones are used for reviews

between consecutive project phases only.D. It is a good approach because it saves from progress

measurement on activities and work packages.


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20. Answer: A

Reference PMBOK@Guide 4th Ed. page 430.

Project Time Management Workshop 11.10.2011.

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