QUESTION 211.After defining project activities, the next step in project timemanagement is developing the schedule.TrueFalse Show
1.Which of the following is a silimarity between scope control andschedule control? Get answer to your question and much more 1 pointsQUESTION 231.A Tracking Gantt chart is based on the percentage of work completedfor project tasks or the actual start and finish dates. Get answer to your question and much more 1 pointsQUESTION 241.In project time management, the primary output of defining activitiesis a schedule managementplan. Get answer to your question and much more 1 pointsQUESTION 251.To define activities, the project team should start with reviewing theschedule management plan, scope baseline, enterprise environmentalfactors, and organizational processes.TrueFalse 1 pointsQUESTION 261.A draft schedule for a project is most likely to be found in a _____. Get answer to your question and much more c.project’s dummyactivities listd.resource breakdownstructure1 pointsQUESTION 271.The amount of time an activity can be delayed without delaying theearly start date of any immediately following activities is known as a _____. Get answer to your question and much more 1 pointsQUESTION 281.Network diagrams are the preferred technique for showing activitysequencing. Get answer to your question and much more 1 pointsQUESTION 291.A network diagramming technique in which boxes represent activitiesis known as a(n) _____.a.CPMb.ADMc.PDMd.PERT 1 pointsQUESTION 301.The first process involved in project time management is _____ . Get answer to your question and much more c.planning schedulemanagementd.sequencing activities A Work Breakdown Structure (WBS) is used for estimating the project scope by breaking it down into easily manageable components, or bites. WBS is the hierarchical list of project’s phases, tasks, and milestones. A WBS is very useful in planning a project and makes a complex project more manageable. The
WBS is designed to help break down a project into manageable chunks that can be effectively estimated, managed, and supervised. A WBS also provides the basis for a detailed duration and cost estimates. It gives accuracy in estimating a project by calculating how much time and effort is required to accomplish a task or activity, thereby aggregating to estimate the effort required to complete a superior component in the hierarchy. Following
estimation techniques are commonly used in estimating a project scope:- This technique is very useful in estimating the project when only high-level requirements are known in a project and it is then decomposed progressively into smaller activities and work-packets. For example, activity excavation is broken top-down into activities ‘Pouring concrete’ and ‘Cure and strips formation’. This
technique is used when requirements are known at a discrete level where the smaller workpieces are then aggregated to estimate the entire project. This is usually used when the information is only known in smaller pieces. For example, lower-level activities as building ‘Walls’, ‘Flooring’, ‘Roofing’, ‘Doors & windows’ may be individually estimated to arrive at duration required to complete ‘External Construction’. The project is broken down into activities which are further decomposed into sub-tasks or sub-activities. The tasks done to complete the project are called activities. An
activity is the lowest level subset in the project phase that is executed to accomplish a component of the project. Following is a WBS example for the construction of a House: Begin by listing the high-level activities (called summary tasks) required to do the project. Start mapping the lower-level pieces or activities in
the hierarchy to the summary tasks. The high-level activities (summary tasks) to construct a house are: The project is broken down into lower-level activities, subtasks, and work packages until we arrive at a sufficient level of detail that supports the
project plan. Once the list of activities is identified, estimate the task duration for all activities
as to how much effort by duration is required to perform each activity. To estimate the task duration, make sure the activity is detailed enough to estimate how much effort each activity or sub-activity will require to complete. For example, to calculate how much time is required to complete the ‘Excavation’ for constructing the house, you may need to know what is involved in doing excavation and how much time is required to complete each activity in the excavation. List the set of activities required to do excavation on the site and estimate the duration of each activity. Step 3: Determine the Resources RequirementsDetermine the personnel and non-personnel resources required to perform all activities. For example, the excavation work may require the following resources: Project Manager – Work duration 16 hours Site Grading Contractor – Work duration 80 hours.
Step 4: Identify the Dependencies Between TasksAfter identifying all the activities and timeline necessary to complete the project, we identify and define the immediate predecessors of all activities. This will determine the sequence in which the activities may be performed. For example, excavation work will be carried out before the steel erection can be done. Hence, the predecessor to ‘1.2 Steel erection’ activity will be ‘1.1 Excavation’. Step 5: Identify DependenciesIn a project, dependency is a link between tasks or activities or elements. There are four kinds of dependencies:- Finish to Start (FS): A FS B = B can't start before A is finished or B will start only after A is finished. For example, concrete must cure before it can be used. Therefore, the builder pours the concrete, waits four days and then builds the walls on the concrete. Finish to Finish (FF): A FF B = B can't finish before A is finished, i.e., B will finish only after A is finished. For example, Foundations excavation cannot be completed unless the elevator pit excavation is complete. Start to Start (SS): A SS B = B can't start before A starts, i.e., B can start only if A has started. For Example
During the project planning phase, the project is estimated to list out the set of activities, tasks, and resources required to complete the project. The project schedule is detailed enough to show each task to be performed, the resource allocated to perform the task, the start and end date of each task and the duration in which the task will be performed. During the lifecycle of a project, the project progress is monitored by the project schedule. Step 6: Determine MilestonesThe project is broken down into discrete chunks and the related tasks are grouped together as a phase or component. This phase or component of the project is assigned a measurable milestone as the target date or time to finish it. For example, based on the estimation of the whole project, it is broken into phases with milestones as below: Milestones are significant events that are either reached or imposed upon the project on completion of a phase. A milestone signifies the completion of a major phase in the project. Happy learning! We wish you good luck with your PMP certification journey! Are you looking forward to making a mark in the Project Management field? If yes, enroll in the Project Management Fundamental Program now and get a step closer to your career goal! PMP® and PMI® are registered trademarks of the Project Management Institute, Inc. What is the first process involved in project schedule management?Steps to Developing a Project Schedule. Step 1: Create a work breakdown structure.. Step 2: Estimate durations.. Step 3: Determine resources.. Step 4: Identify predecessors.. Step 5: Determine milestones.. Step 6: Identify dependencies.. During which relationship is the from activity unable start until the two activity is started?2. Start-to-Start. The next relationship we will look at is Start-to-Start. In this case, an activity cannot start until and unless another activity also starts.
Which is true of a finish to finish dependency?A finish-to-finish dependency is a relationship in which the "from" activity must be finished before the "to" activity can be finished. One task cannot finish before another finishes.
What term is used for the amount of time an activity can be delayed without delaying the early start date of any immediately following activities?Float, sometimes called slack, is the amount of time an activity, network path, or project can be delayed from the early start without changing the completion date of the project.
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In project schedule management, what is the next step after defining project activities?
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