THE PMP EXAM PREP COURSE - Falcon Training · THE PMP® EXAM PREP COURSE PMI, PMP and PMBOK are registered marks of the Project Management Institute, Inc. ... This is the planning

www.falconppm.com

Session 2

THE PMP® EXAMPREP COURSE

PMI, PMP and PMBOK are registered marks of the Project Management Institute, Inc.

Agenda

2

9:00 – 10:15 Practice the PMP Questions

10:15 – 10:30 Break

10:30 – 12:00 Scope Management (Pass the PMP® Exam, Ch 3)

12:00 – 12:45 Lunch

12:45 – 2:15 Time Management Part 1 (Pass the PMP® Exam, Ch 4)

2:15 – 2:30 Break

2:30 – 4:00 Time Management Part 2

www.falconppm.com

SCOPE MANAGEMENT

Chapter 3 of Pass the PMP® Exam

Chapter 5 of the PMBOK® Guide

Overview

Low

Medium

High

4

Scope Management

5

Process Groups

Knowledge

Areas

Initiating Planning Execution Monitoring and

Controlling

Closing

Project Scope

Management

Plan Scope

management

Collect

Requirements

Define Scope

Create WBS

Validate Scope

Control Scope

Table 3-1. Project Management Process Groups and Knowledge Area MappingA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved

Scope Management

A presentation of processes to plan, define, and

control the scope of the project

Project manager always in control

Scope changes handled in a controlled manner

Defining and controlling what is included

Preventing undocumented extra work or ‘gold-plating’

Difference between PROJECT and PRODUCT!

6

Project and Product Scope

7

Scope Management

Checking work completion

Having a robust change control system for

additions/deletions

Changes within project charter

8

Scope Management Processes

Creating a plan for management of scope

requirements (and changes)

Defining and documenting deliverables

Creating the Work Breakdown Structure (WBS)

Checking the work is complete and correct

Ensuring that all (and only) what is ‘in scope’ is

completed and changes are properly managed

9

Process Outputs

10

Process Key Outputs

Plan Scope ManagementScope Management Plan

Requirements Management Plan

Collect RequirementsRequirements Documentation

Requirements Traceability Matrix

Define ScopeProject Scope Statement

Project Document Updates

Create WBSScope Baseline


Validate Scope

Accepted Deliverables

Change Requests

Work Performance Information


Control Scope

Work Performance Information

Change Requests

Project Management Plan Updates


Organisational Process Assets Updates

Figure 5-1. Project Scope Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved

Important Concepts

Project scope

Scope baseline

Project Scope Management Plan

11

Important Concepts

Requirements documentation = starts out as high level then progressively more detailed

Project Scope Statement = detailed document

– Project goals

– Product description

– Project requirements

– Constraints and assumptions

– Identified risks

12

13

Whitaker, S. (2016). Pass the PMP Exam. CreateSpace Independent Publishing Platform, p.63.

Project Scope Management

.1 Inputs

.1 Project management plan

.2 Project charter

.3 Enterprise environmental factors

.4 Organizational process assets

.2 Tools and Techniques

.1 Expert judgment

.2 Meetings

.3 Outputs

.1 Scope management plan

.2 Requirements management plan

5.1 Plan Scope Management

.1 Inputs


.2 Requirements management plan

.3 Stakeholder management plan

.4 Project charter

.5 Stakeholder register


.1 Interviews

.2 Focus groups

.3 Facilitated workshops

.4 Group creativity techniques

.5 Questionnaires and surveys

.6 Observations

.7 Prototypes

.8 Benchmarking

.9 Context diagrams

.10 Document analysis

.3 Outputs

.1 Requirements documentation

.2 Requirements traceability matrix

5.2 Collect Requirements

.1 Inputs


.2 Project charter


.4 Organisational process assets


.1 Expert judgment

.2 Product analysis

.3 Alternatives generation


.3 Outputs

.1 Project scope statement

.2 Project document updates

5.3 Define Scope

.1 Inputs




.4 Verified deliverables

.5 Work Performance data


.1 Inspection

.2 Group decision making techniques

.3 Outputs

.1 Accepted deliverables

.2 Change requests

.3 Work performance information


5.5 Validate Scope

.1 Inputs







.1 Decomposition

.2 Expert judgment

.3 Outputs

.1 Scope baseline


5.4 Create WBS

14

5.6 Control Scope

.1 Inputs




.5 Work performance data



.1 Variance analysis

.3 Outputs


.2 Change requests

.3 Project management plan updates


.5 Organisational process assets updates


15

Plan Scope Management

Inputs Tools and Techniques Outputs


.2 Project charter

.3 Enterprise environmental

factors


.1 Expert judgment

.2 Meetings


.2 Requirements management

plan


16

This is the planning process that produces the

Scope Management plan that will guide how you

define, document and manage changes to the total

project scope


17

Tools and techniques.1 Expert judgment

.2 Meetings


Collect Requirements

18



.2 Requirements management

plan

.3 Stakeholder management

plan

.4 Project charter

.5 Stakeholder register

.1 Interviews

.2 Focus groups


.4 Group creativity techniques

.5 Group decision making

techniques

.6 Questionnaires and surveys

.7 Observations

.8 Prototypes

.9 Benchmarking

.10 Context diagrams

.11 Document analysis


.2 Requirements traceability

matrix



The process of defining and documenting stakeholder

needs to meet the project objectives.

Requirements documentation describes how individual

requirements meet the business need for the project.

Requirements management plan documents how

requirements will be analysed, documented and

managed/changed throughout the project.

19

Types of Requirements

Req.

Business Requirements

Stakeholder Requirements

Solution Requirements

•Functional

•Non-Functional

Transition Requirements

Project Requirements

Quality Requirements

20

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute Inc., 2013, Page 112.


Tools and techniques1. Interviews

2. Focus groups

3. Facilitated workshops

4. Group creativity techniques

5. Group decision making techniques

6. Questionnaires and surveys

7. Observations

8. Prototypes

9. Benchmarking

10.Context diagrams

11.Document analysis

21

* Did you notice that most of

these tools and techniques are

ways to get information from

stakeholders about project

requirements?



This processes produces the project requirements and

the requirements traceability matrix

22

Define Scope

23



.2 Project charter

.3 Requirements

documentation

.4 Organizational process

assets

.1 Expert judgment

.2 Product analysis

.3 Alternatives generation





Define Scope

Detailed description of project AND product

Builds on the Collect Requirements process which starts

as high level to produce the project scope statement.

Also integrates your preliminary scope statement (if you

have one)

24

The Scope Statement includes..

Product and Project scope descriptions

Acceptance criteria

Deliverable details

Project exclusions

Constraints

Assumptions

25

Define Scope

Tools and techniques:.1 Expert Judgment

.2 Product analysis

.3 Alternatives identification


26


Create WBS

27




.3 Requirements

documentation


factors


assets

.1 Decomposition

.2 Expert judgment

.1 Scope baseline



Work Breakdown Structure (WBS)

Based on project deliverables

Built from the top down

Constructed using decomposition

No WBS = No Project!

28


Decomposition = breaking down deliverables into progressively smaller pieces until they are small enough to be considered work packages

Work package (compare this to ‘activity’)

– Cannot be easily decomposed any further

– Is small enough to be estimated for time

– Is small enough to be estimated for cost

– Can be assigned to a single person

29

Work Breakdown Structure

The team helps put it together

Each level progressively more defined

Work not part of the WBS is not part of the project

Time and Costs estimates rely on the WBS and are

mapped back to it

30


Graphical, hierarchical chart

Top to bottom

Unique number on each node

31

Work Breakdown Structure Dictionary

WBS Dictionary: document detailing contents of the

WBS

It provides additional information about each node of

the WBS providing more detail about the work to be

done, how estimates were arrived at, and any known

assumptions and constraints.

32

Sample WBS

Project

Deliverable 3Deliverable 2Deliverable 1 Subproject nSubproject 4

Deliverable 2.1 Deliverable 2.2 Deliverable 2.3

Deliverable 2.2.1 Deliverable 2.2.2

Work Package

4.1.2.1

Work Package

2.2.1.1

Subproject

2.2.2.1

Work Package

4.1.2.2

Work Package

2.2.2.2

Subproject

2.2.2.2

Work Package

2.2.2.3 Work Package

2.2.2.1

Work Package

2.2.2.2

Deliverable 4.1 Deliverable 4.m

Deliverable 4.1.1 Deliverable 4.1.2 Deliverable 4.1.x

Work Package

4.1.2.3

Work Package

3.1

Work Package

3.2

Work Package

3.3

Work Package

3.4

33

Sample WBS

1.0 Aircraft

System

1.3 Data1.2 Training1.1 Project

Management

1.5 Support

Equipment1.4 Air Vehicle

1.7 Test and

Evaluation1.6 Facilities

1.3.1

Technical

Orders

1.2.1

Equipment

Training

1.1.1 System

Engineering

Management

1.5.1

Organizational

Level SE

1.7.1 Mock-

ups

1.6.1 Base

Buildings

1.3.2

Engineering

Data

1.2.2 Facilities

Training

1.1.2

Supporting

PM Activities

1.5.2

Intermediate

Level SE

1.7.2

Operational

Test

1.6.2

Maintenance

Facility

1.3.3

Management

Data

1.2.3 Services

Training

1.5.3 Depot

Level SE

1.7.3

Developmental

Test

1.7.4 Test

1.4.2 Engine1.4.1 Airframe

1.4.4

Navigation

System

1.4.3

Communication

System

1.4.5 Fire

Control

System

34

Volunteer please…

Pass the PMP® Exam

– Page 83

– Exercise 1

35

Validate Scope

36



.2 Requirements

documentation


matrix

.4 Verified deliverables

.5 Work Performance data

.1 Inspection


techniques

.1 Accepted deliverables

.2 Change requests

.3 Work performance

information



Validate Scope

Reviewing work products and results to ensure that all

are completed according to work specifications (what

you said you would deliver is what you actually

delivered)

Differs from Control Quality process as Validate Scope

is about accepting deliverables while Control Quality is

about correctness of deliverables

37

Validate Scope

Determining whether results conform to requirements

Determining whether work products have been

completed correctly

Must be performed even if project is cancelled before

completion, to find out how far the product had

progressed

38

Control Scope

39



.2 Requirements

documentation


matrix



assets

.1 Variance analysis .1 Work performance information

.2 Change requests


updates



updates


Control Scope

Maintaining control by preventing scope change

requests from overwhelming the project

Stopping ‘scope creep’!

40

Control Scope

Disputes are one of the most challenging concepts of

Scope Control

The customer is not always right, but…

All other things being equal, disputes should be

resolved in favour of the customer

41

Control Scope

Begins as soon as the scope baseline is created

Each change request must be controlled and managed

Whenever work results differ (i.e. a variance is

detected) from documented scope, this process should

be performed

42

Control Scope

Remember that approved changes to the scope

baseline create a new baseline

43

Practice Questions…

Pass the PMP® Exam page 83

44

www.falconppm.com

TIME MANAGEMENT

Chapter 4 of Pass the PMP® Exam

Chapter 6 of the PMBOK® Guide

Overview

Low

Medium

High

46

Time Management

Initiating Planning ExecutingMonitoring &

ControllingClosing

Project Management Process GroupsKnowledge

Area

Processes

• Control

Schedule

Project Time

Management

47

• Plan Schedule

Management

• Define Activities

• Sequence

Activities

• Estimate

Activity

Resources

• Estimate

Activity

Durations

• Develop

Schedule

Table 3-1. Project Management Process Groups and Knowledge Area MappingA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved

Time Management

Resources, activities, scheduling and schedule

management

Scope, time and cost are tightly linked

48

Important Concepts…

Activity decomposition

Activity list

Analogous estimating

Backward and forward

pass

Baseline

Critical path

Critical path method

Critical chain method

Dependencies

– Mandatory

– Discretionary

– External

– Internal

49


Duration compression

techniques

– Crashing

– Fast tracking

Delphi technique

Expert judgement

Float/free float/slack

Parametric estimating

Precedence relationships

– Finish to start

– Finish to finish

– Start to start

– Start to finish

Lag and lead

50


Milestones

Monte Carlo analysis

Network diagram

– AON

Reserve or contingency

time

Resource leveling

Rolling wave planning

Variance analysis

51

Project Time Management

.1 Inputs

.1Project management plan

.2 Project charter




.1 Expert judgment

.2 Analytical techniques

.3 Meetings

.3 Outputs

.1 Schedule management plan

6.1 Plan Schedule Management

.1 Inputs


.2 Scope baseline




.1 Decomposition

.2 Rolling wave planning

.3 Expert judgment

.3 Outputs

.1 Activity list

.2 Activity attributes

.3 Milestone list

6.2 Define Activities

.1 Inputs


.2 Activity list


.4 Milestone list

.5 Project Scope Statement




.1 Precedence diagramming method (PDM)

.2 Dependency determination

.3 Leads and lags

.3 Outputs

.1 Project schedule network diagrams


6.3 Sequence Activities

.1 Inputs


.2 Activity list


.4 Resource calendars

.5 Risk Register

.6 Activity cost estimates




.1 Expert judgment

.2 Alternative analysis

.3 Published estimating data

.4 Bottom up estimating

.5 Project management software

.3 Outputs

.1 Activity resource requirements

.2 Resource breakdown structure


6.4 Estimate Activity Resources 6.6 Develop Schedule

.1 Inputs


.2 Activity list


.4 Project schedule network diagrams



.7 Activity duration estimates


.9 Risk Register

.10 Project staff assignments





.1 Schedule network analysis

.2 Critical path method

.3 Critical chain method

.4 Resource optimisation techniques

.5 Modeling techniques

.6 Leads and lags

.7 Schedule compression

.8 Scheduling tool.

.3 Outputs

.1 Schedule baseline

.2 Project schedule

.3 Schedule data

.4 Project calendars



.1 Inputs


.2 Activity list



5 Resource calendars


.7 Risk Register





.1 Expert judgment

.2 Analogous estimating

.3 Parametric estimating

.4 Three point estimating

.5 Group decision making techniques

.6 Reserve analysis

.3 Outputs



6.5 Estimate Activity Durations

52

.1 Inputs


.2 Project schedule



.5 Schedule data



.1 Performance reviews




.5 Leads and lags


.7 Scheduling tool.

.3 Outputs


.2 Schedule forecasts

.3 Change requests



.6 Organisational process assets updates

6.7 Control Schedule

Figure 6-1. Project Time Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition.

©2013 Project Management Institute, Inc. All rights reserved

53

Plan Schedule Management


.1Project management plan

.2 Project charter


factors


assets

.1 Expert judgment

.2 Analytical techniques

.3 Meetings


Figure 6-1. Project Time Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved

Plan Schedule Management

This is the planning process that produces the

schedule management plan that will guide the other

planning processes used to develop the project

schedule.

It also provides guidance on how changes to the

schedule will be managed

54

Define Activities

55


.1 Schedule management

plan

.2 Scope baseline


factors


assets

.

.1 Decomposition

.2 Rolling wave planning

.3 Expert judgment

.1 Activity list


.3 Milestone list


Define Activities

First step in developing your schedule

Define all activities required to achieve scope

Further decomposition of work packages from WBS

into activity detail

Activity list used as the basis for the next four planning

processes

56

Define Activities

Work Packages: small enough to be estimated for time

and cost

Activities: decomposed work packages

57

Define Activities: Key Concepts

58

Activity decomposition: breaking down the nodes of

the Work Breakdown Structure (WBS) to generate an

Activity List

Activity list: a list of all activities in the project.

Sequence Activities

59



.2 Activity list


.4 Milestone list

.5 Project Scope Statement


factors


assets

.1 Precedence diagramming

method (PDM)

.2 Dependency determination

.3 Leads and lags

.1 Project schedule network

diagrams



Activity Sequencing

Arrange activity list in the order they will be performed

Network diagrams

60

Project Schedule Network Diagram

PDM = Precedence Diagramming Method = Activity on Node

(AON)

GERT = Graphical Evaluative Review Technique

The Project Schedule Network Diagram is NOT the schedule!

61

Precedence Diagramming Method

Activity on Node

Begin EndH F G

B

L

C D E

I J

K

A

12 Activities 23 Logic Dependencies

62

Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute Inc., 2013, Page 160.

Graphical Evaluative Review

Technique (GERT)

A diagramming technique that allows for loops and

branches

63

Review

Material

Develop

Course

Present

Course

Types of Dependencies

Mandatory: Can’t build the second floor before you

build the first

Discretionary: Shouldn’t install the carpet until you’ve

painted the walls

External: Need resource consent to start remodel

Internal: Waiting on others in your organization

64

Leads and Lags

Lead: The amount of time by which the start of an

activity may precede the completion of another activity

on which it depends

Lags: The amount of time that must be added to the

completion of an activity before a dependent activity

can begin

65

Types of Precedence Relationships

Finish to Start

Finish to Finish

Start to Start

Start to Finish

66

Precedence Diagramming Example

Begin EndB D

C

A

67

Activity Duration (weeks)

A 2

B 6

C 5

D 4

D is dependent on B

Paths Through the Network

68

Activity Duration

(weeks)

Predecessor

A 2 Start

B 6 Start

C 5 Start

D 4 B

Paths Duration

(weeks)

Start-A-End 2

Start-B-D-End 10

Start-C-End 5

Start EndB D

C

A

The path through the network diagram where any

slippage will delay project completion

You can have more than 1 critical path but they will all be

the same length

The critical path will be the longest of the paths through

the network

Critical Path

69

Diagram It…

C and D are dependent on A

E is dependent on C

F is dependent on B

G is dependent on D and F

70

Activity Duration

(weeks)

Predecessor

A 2 Start

B 6 Start

C 5 A

D 4 A

E 3 C

F 8 B

G 2 D, F

71



.2 Activity list



.5 Risk Register

.6 Activity cost estimates


factors


assets

.1 Expert judgment

.2 Alternative analysis

.3 Published estimating data

.4 Bottom up estimating



.2 Resource breakdown

structure


Estimate Activity Resources



Analysing project activity to determine resource

requirements

Useful inputs for the schedule

Resources are both physical and human

72

Tools and techniques:– .1 Expert judgment

– .2 Alternative analysis

– .3 Published estimating data

– .4 Bottom-up estimating

– .5 Project management software


Estimate Activity Durations

74



.2 Activity list


.4 Activity resource

requirements

5 Resource calendars


.7 Risk Register

.8 Resource breakdown

structure


factors


assets

.1 Expert judgment

.2 Analogous estimating

.3 Parametric estimating

.4 Three point estimating


techniques

.6 Reserve analysis




Estimate Activity Durations

Estimate the duration of each activity on the activity list

75

Ask the Experts

76

Expert Judgment: Getting input from experts

Delphi Technique: Getting input from experts who work independently of each other

Analogous and Parametric Estimates

Analogous: Using a similar activity from a previous project to estimate the duration

Parametric: Taking a unit measure and extrapolating it to get an estimate

77

Three-Point Estimates

PERT/Beta P= Pessimistic

M= Most Likely

O = Optimistic

A weighted

average

calculation

TO +(TMx4)+TP

6

Standard

deviation (s) P-O

6

Variance P-O

6

2

78

One sixth of the

total range of

values

The standard

deviation squared

TriangularP= Pessimistic

M= Most Likely

O = Optimistic

A basic

calculationO + M + P

3

Sigma or Standard Deviation

79

• 1σ = 68.27%

• 2σ = 95.45%

• 3σ = 99.73%

• 6σ = 99.99985%

Speed Calculate…

7. PERT for Problem C

8. Standard Deviation for Problem C

9. Variance for Problem C

10. PERT for Problem D

11. Standard Deviation for Problem D

12. Variance for Problem D

80

1. PERT for Problem A

2. Standard Deviation for Problem A

3. Variance for Problem A

4. PERT for Problem B

5. Standard Deviation for Problem B

6. Variance for Problem B

Problem Pessimistic Most Likely Optimistic

A 14 10 8

B 8 7 4

C 10 9 7

D 6 4 3

Develop Schedule

81



.2 Activity list


.4 Project schedule network

diagrams





.9 Risk Register

.10 Project staff assignments



factors


.1 Schedule network analysis

.2 Critical path method

.3 Critical chain method



.6 Leads and lags


.8 Scheduling tool

.1 Schedule baseline

.2 Project schedule

.3 Schedule data





Develop Schedule

Developing the project schedule based on all the

previous planning processes

The largest process in the PMBOK® Guide

82

What-If, or Monte Carlo, Analysis

Performed by a computer

Runs through many simulations and scenarios to

predict likely schedule outcomes for a project

83

Resource Levelling

Matching project resource requirements to actual

available resources

Can extend the project’s duration

84

Resource Histogram

0

25

50

75

100

125

150

175

200

225

250

275

300

9 16 23 30 6 13 20 27 6 13 20 27 3 10 17 24 1 8 15 22

Staff Hours

for Senior

Designers

Jan Feb Mar Apr May

85

Resource Levelling?

Max

Critical Chain

Developed by Eli Goldratt

Adds schedule buffers between activities

Primary focus is on making sure no activity exceeds its

float

86

Speeding Up the Schedule

Crashing: Adding more resources to the project –

therefore it generally costs money

Fast-tracking: Performing activities simultaneously

87

Gantt (Bar) Chart

Activity

IdentifierActivity Description

Calendar

Units

Project Schedule Time Frame

1.1

1.1.1

1.1.2

1.1.3

Provide New Product Z Deliverable

Work Package 1 – Develop Component 1

Work Package 2 – Develop Component 2

Work Package 3 – Integrate Components

Finish

120

67

53

53

Period 1 Period 2 Period 3 Period 4 Period 5

88

Milestone Chart

Activity DescriptionCalendar

Units

Project Schedule Time Frame

New Product Z Requirements Gathered

New Product Z Prototype Delivered

Focus Group Feedback Collected

New Product Z Delivered

0

0

0

0

Period 1 Period 2 Period 3 Period 4 Period 5

89

Critical Path Method

A way to figure out how long the project is going to

take

A way to figure out how long an activity can be delayed

before delaying the entire project

90

Early Start and Late Start

Early Start: The earliest an activity can start taking into

account all prior activities

Late Start: The latest an activity can start without

delaying the entire project

91

Early Finish and Late Finish

The finish time based on the corresponding start time

Early start and finish are calculated forwards; late start

and finish are calculated backwards

92

Early/Late Start/Finish…

Start Finish

D F G

B

C E

A

93

E. 1 week

F. 3 weeks

G. 7 weeks

A. 2 weeks

B. 4 weeks

C. 4 weeks

D. 5 weeks

Float or Slack

How much an activity can slip before affecting the finish

date

Activities on the critical path have no float or slack

Also referred to as Total Float or Total Slack

94

Free Float or Free Slack

How much an activity can slip before affecting its

successor activity

95

Negative Float

When an activity is scheduled to begin before it is

possible for it to begin

Indicates problems with the schedule!

Can be solved by reworking the logic, crashing or fast-

tracking

96

Control Schedule

97



.2 Project schedule



.5 Schedule data


assets

.1 Performance reviews

.2 Project management

software

.3 Resource optimisation

techniques


.5 Leads and lags


.7 Scheduling tool

.1 Work performance

information

.2 Schedule forecasts

.3 Change requests


updates



assets updates


Control Schedule

Schedule changes are reacted to

Schedule is controlled proactively

98

Variance Analysis

The act of measuring differences between actual and

planned

99

And now to put it all together . . .

Use the data I am about to put on the whiteboard to

complete a network diagram completing both a

forward and backward pass.

What is the project duration and critical path?

100

Did We Cover Them…

Activity decomposition

Activity list

Analogous estimating

Backward and forward

pass

Baseline

Critical path

Critical path method

Critical chain method

Dependencies

– Mandatory

– Discretionary

– External

– Internal

101


Duration compression

techniques

– Crashing

– Fast tracking

Delphi technique

Expert judgment

Float/free float/slack

Parametric estimating

Precedence relationships

– Finish to start

– Finish to finish

– Start to start

– Start to finish

Lag and lead

102


Milestones

Monte Carlo analysis

Network diagram

– AON

Reserve or contingency

time

Resource leveling

Rolling wave planning

Variance analysis

103

Practice Questions

Pass the PMP® Exam Page 126

104

Next Session

Starts with practice the PMP exam on today’s material

– Scope and Time Management

Please read chapters 7 and 8 of the PMBOK® Guide,

or chapters 5 and 6 of Pass the PMP® Exam before

next session!

Please do your own the PMP style questions!!!

105

Documents

THE PMP EXAM PREP COURSE - Falcon Training · THE PMP® EXAM PREP COURSE PMI, PMP and PMBOK are registered marks of the Project Management Institute, Inc. ... This is the planning