1. What is WBS?

 A Hierarchal decomposition of project work which gives deliverables at the end.

 It define the scope.
 Scope statement is output of WBS....

2. WBS DICTIONARY
 More detailing attributes of activity in WBS is covered up in the WBS dictionary.

3. Why WBS?
 All elements of the WBS can be communicated to the key players in the project.
 Project progress can be monitored.
 Accurate cost estimates can be developed.
 Project activities can be scheduled with definite start and completion time.

4. Objective of WBS?
 To easily plan, budget, schedule, monitor and control.

5. WBS Sequence
 ProjectPhaseDeliverablesWork packageActivities/ task

6. What is Deliverables?
 Any unique and verifiable result that must be produced to complete a project. Usually the
lowest level of the WBS.

7. Scheduled Activity/ task

 A component of work performed to create a deliverable. It consume resource and time.
 It has definite start time and end time.

8. Project Schedule or Scheduling

 Scheduling is the process of determining the sequential order of activities, assigning planned
duration and determining the start and finish dates of each activity.

9. What is Planning
 Planning is the process of identifying all activities necessary to complete the project.

10. Difference between planning and scheduling

 Planning is the process of identifying all activities necessary to complete the project. While
scheduling is the process of determining the sequential order of activities, assigning planned
duration and determining the start and finish dates of each activity. Planning is a prerequisite to
scheduling.

11. What is Duration?

 Total number of work periods required to complete a scheduled activity.
12. What is Milestone?
 A significant event shows the completion of a major deliverable.
 A “measuring point”.
 Milestones have “0” (zero) duration and no resource assignments.

13. Task interdependency

 Mandatory” or “Hard Logic”----- this are necessary to fallow and link internally in Network. This
cannot be change.
 Discretionary” or “Soft Logic”------this can be change by project team
 External Event---it id depend on outer events.

14. Difference between Event and task/Activity?

 Event represent the movement at which the task started and finish.
 Event is start or finish of more than one activity.
 Taskrepresent time to do the task.Can be real or not real (Dummy) in AOA

15. Type of task relationship

 Finish to start
 Start to finish
 Finish to finish
 Start to start

16. Lead and lag (According to Finish to start).

 Lead---starting the Successor activity before finishing the Predecessor activity (-ve).
 Lag----- Starting the Successor Activity by adding a delay after completing Predecessor activity
(+ve).

The above two points are related to finish to start relationship, but Lag and lead will change
according to other three relationships.

17. Adjusting lead and lag.

 Aligning the activity which is behind the schedule with plan.

18. Applying Lead and Lag

 Adjusting amount of time between Predecessor and Successor.

19. Activity on Arrow (AOA)

 Tasks represented by arrows (length not related to duration)
 Dependency shown as node
 Only F-S relationship used
 Activity (arrow)
 Work element or task
 Can be real or not real (Dummy)
 Name or identification of the tasks (label) must be added
 Event (node)
 The start and/or finish of one or more activities
 Tail (preceding) and head (succeeding) no

TASK

EVENT

20. Precedence Diagram Method (PDM) or AON

 Tasks represented by nodes
 Dependency shown as arrows or links between nodes
 All task relationships can be used (FS, FF, SS, SF)

 Activity (Node)
 Work element or task
 Name or identification of the tasks must be added
 No need for dummy (unreal) activities
 Dependency or sequence arrow
Shows the interrelationship between activities

TASK A TASK B

Arrow show interdependency

21. Critical Path Method (CPM)

 Deterministic with only one estimation
 The purpose of Critical Path Method is to finish a project in the shortest amount of time.
 It has longest path and shortest duration.

22. Critical Activity

 The activity on critical path
 It has zero float or slack.

23.
Dummy Activity
 A Dummy activity is an imaginary activity/simulated activity.
 It does not exist in the Project activities.
 Activities that do not require resources and duration.
 It is used in the network diagram to show dependency relationship between two or more
activities.
 Add minimum no of dummy in the network diagram.
24. When dummy activity is needed?
 When the project contains groups of two or more jobs which have common predecessor.
 It is represented by a dotted line.

25. Program Evaluation and Review Technique (PERT)

 PERT is an extension of CPM.
 Uses probabilistic time estimates.
 Three time estimates for each activity (to, tm and tp)

26. When to use PERT

 Used for non-repetitive jobs (research and development work)
 Where the time and cost estimates tend to be quite uncertain.

27. What does actually the PERT calculate

 Calculate the expected time for each activity (te)
 Calculate the variance of the duration of each activity
 Calculate the variance of the project duration by summing up the variances of the activities on
the critical path

Triple point estimate (te)

Te = to+4tm+tp
6

(Variance of the duration of the activity) S² = (Tp – To) ²

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28. Calculating Forward Pass
 Calculate Early Start & Early Finish dates.it work from project start date.

29. BACKWARD PASS

 Calculate Late Start & Late Finish dates.it work from project end date.

30. Total float

 The total amount of time that a scheduled activity can be delayed or extended without delaying
the project end date or violating a schedule constraint.

31. Free Float

 The amount of time that a scheduled activity can be delayed without delaying the start of the
next activity in the network.

32. Negative Float

 The amount of time that by which a critical activity misses a required date.

33. Significance of Gantt chart.

 The main purpose of a Gantt chart is to display the schedule of activities.

34. Triple constraints of a project

 Time, scope and cost (TCS)
Time

Cost Scope
35. Critical Path vs Critical Chain
 CP is the series of activities that determines the duration of the project as per precedence logic
o Activity durations are fixed
o Resources are unlimited
 CC is a critical sequence – longest chain of tasks considering both, task dependencies and
resource dependencies
o Realistic project duration
o Leveled resources

36. Whatisleveling?
 Distributing resources equitably across the project

37. Whylevel?
 Eliminateextraordinarydemandforresources
 ImproveResourceProductivityandEfficiency
 Predict material and equipment requirements better
 Reduce cash shortages
38. Resources identification
 Set of resources required

39. Resources allocation

 Assigning the resources for each activity

40. Resources aggregation

 Daily resource requirement.

41. Resources smoothing

 Time constrained scheduling. In this resource can be increases.
 Shifting/ stretching/ splitting activities
o Within available floats

42. Resources leveling

 Resource constrained scheduling.In this Duration of project may be increases...
 Shifting/ stretching/ splitting activities/crashing
o Firstly, within available floats
o If required, beyond float.

43. Workload
 Theamountofworkimposedonaresource

44. Resource loading

 Theamountofparticularresourceneededtoconductalltheactivities.

45. How Resources leveling is done?or types of resource leveling?

 Shifting the start times of activities
 Stretching activities
 Splitting activities
 Crashing

46. Purposes of Resources Scheduling

 To minimize idle time (and cost) of resources
 To decide the optimal size of resources to be procured
 To avoid over-allocations for resources
47. What is Time- cost trade-off?
 Determining the minimum total cost for a possible project duration

48. Fast tracking

 Overlapping the critical activities
 No change in direct cost
 Resource & space conflict
 Increase risk

49. Re-allocation of resources

 Withdrawing resources from non-critical activities & allocating to critical activities
 No change in direct cost
 Reduces floats

50. Compression/ Crashing

 Reducing duration(s) of critical activity (activities)
 Increasing the resources for critical activities
 Additional resources at premium cost
 Increase direct cost
 Decrease in indirect cost up to certain time period.

51. Why Monitoring and Control?

 Goal is to detect and correct deviation from desired
o Budget
o Schedule
o Quality
52. What is Earn Value Management (EVM)?
 Earn Value Management (EVM) technique used to track the Progress and Status of a Project
&Forecast the likely future performance of the Project.

53. Earn Value (EV) OR BCWP

 How much the project have earn against the Plan Value (PV) or BCWS as of reporting date.
EV = % complete x budget at completion.
54. Plan Value (PV) OR BCWS
 The total cost of the work scheduled/planned as of a reporting date.

PV or BCWS = Hr. Rate x Total hour of work schedule/planned

55. Actual Cost (AC) OR ACWP

 It shows how much actual cost has incurred to complete the activity as of reporting date.
AC or ACWP = Hr. Rate x total hour spent

56. Budget At Completion (BAC)

 It is the total budget allocated to the project.

57. Estimate At completion (EAC)

 It is the estimated cost of the project at the end of the project.
EAC = AC + ETC (Estimate to complete)

58. % complete planned

 The percentage of work which was planned to be completed by the Reporting Date.

% complete = PV/ Budget at completion (BAC)

59. % Completed Actual

 The percentage of work which was actually completed by the Reporting Date.

% complete = AC/ Budget at completion

60. Variance At Completion (VAC)

 It is difference between the budget cost (BAC) it is supposed to complete Vs now at what cost it
is expected to complete (EAC)

VAC = BAC – EAC

VAC = + ve --- under budget.

VAC = - ve---- Over Budget

61. SCHEDULE VARIANCE

 Schedule Variance indicates how much ahead or behind schedule the project is.

Schedule variance---
SV= 0 ----- on schedule
SV= -ve--- behind schedule
SV= +ve--- Ahead schedule
SV = EV – PV
62. Cost variance
 Cost Variance (CV) indicates how much over or under budget the project is.
CV= 0 ----- on cost
CV= -ve--- over budget
CV= +ve--- under budget
CV = EV - AC

63. To Complete Schedule Performance Indicator (TSPI).

 Whatever the SPI is now, from onwards if we have to complete the project on time, at
what rate/efficiency remaining time on the project should be utilized.( it is like Cricket
Run rate)
TSPI-----Less than 1--- good resource utilization
TSPI-----More than 1--- poor resource utilization
64. Schedule Performance Index (SPI)
 It gives the rate at which the work is completing.-----it should be equal to 1.

Less than 1----Behind the schedule

More than 1--- Ahead of schedule
SPI = EV/PV

65. Cost performance index (CPI)

 It gives the rate at which we are gating return on our investment------ it should be equal
to 1.
Less than 1--- over budget
More than 1--- under budget
CPI = EV/AC

BAC
66. To Complete Cost Performance Indicator (TCPI)
 At what rate/ efficiency the resources on the project should be utilized for remaining of the
project.

67. What is Scope?

 The process of defining detail description of Product and services.
 Define what is and what is not include in scope.

68. What is Scope Statement?

 Define Deliverables and work required to create that deliverables.
 Help in common understanding among stockholder.

Content of Project scope statement.

• Project Objective
• Product scope description
• Project scope requirement
• Project Boundaries
• Project deliverables
• Product acceptance criteria
• Project constraints
• Initial identified risk
• Schedule milestone
• Initial project organization
• Fund limitation
• Approved requirement

69. Product Scope and Project Scope.

 Product Scope --- feature and function that characterized product.
 Project Scope ---- The work that needed to accomplished to deliver the product.

DIFFERENCE BETWEEN PROJECT CHARTER AND PROJECT SCOPE STATEMENT

PROJECT CHARTER PROJECT SCOPE STATEMENT

• IT CONTAIN NAME AND AUTHORITY OF • IT DOSEN’T CONTAIN ANY NAME AND

SPONSER AUTHORITY OF SPONSER.
• WHO IS THE ASSIGN PROJECT MANAGER • IT IS PROGRESSIVELY ELEBORATIVE
• PROJECT APPROVAL REQUIREMENT DOCUMENT
• SUMMARY OF MILESTONE SCHEDULE • PROJECT DELEVERABLE
• SUMMERY OF BUDGET • ACCPTANCE CRITERIA
• PROJECT EXCLUSIONS
• HIGH LEVEL REQUIRMRNT • PROJECT CONSTRAINTS
• HIGH LEVEL RISK • PROJECT ASSUMPTION
• HIGH LEVEL PROJECT DISCRIPTION • PROJECT BOUNDRIES
• PURPOSE OF EXECUTING THE PROJECT.

70. Scope base line must have the following Documents :- ( IMP)
 Project scope statement
 WBS
 WBS dictionary.

71. Analogous estimate

 It is technique for estimating the duration and cost of an activity or project from historical data
from similar data or project.

72. Bottom- up estimate

 It is techniquefor estimating the project duration or cost by aggregating the estimate of the
lower level of components of work breakdown structure.

73. What are the technique to find out cost estimate and time estimate?
 Analogous estimate
 Bottom- up estimate
 Parametric estimate

74. Three point estimate

 It is technique for estimating the project duration or cost by applying an average of Optimistic,
Pessimistic and most likely estimate when there is uncertainty with individual activity estimate.
o Triangular distribution. TE= to+tm+tp/3
o Beta distribution. TE= to+4tm+tp/6