Project Time Management

Eng. Amanda Salah , PMP ,PMOC .

www.pmhouse.org
www.pmhouse.org January 2013
PMP - Time
PMP-in January 2013
 Processes required to
accomplish timely
completion of the
project

 TIP: Estimating and

network analysis are
key points on the
exam.

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 Process Group
Initiating Planning Executing Monitoring & Controlling Closing
Monitor & Control Project
Develop project Develop project Direct & Manage Project Work Close Project or
Integration charter management plan Work Perform Integrated Change Phase
Control
Plan Scope Management
Validate Scope
Collect Requirements
Scope
Define Scope Control Scope
Create WBS
Plan Schedule Manag.
Define Activities
Sequence Activities
Time Control Schedule
Estimate Activity Resource
Estimate Activity Duration
Develop Schedule
Knowledge Area

Plan Cost management

Cost Estimate Costs Control Costs
Determine Budget
Quality Plan Quality management Perform quality assurance Perform quality control
Plan HR Management Acquire Project Team
HR Develop project team
Manage project team
Plan Communications
Comm. Management
Manage Communications Control Communications
Plan Risk Management
Identify Risks
Perform Qualitative Risk
Risk Analysis Control Risks
Perform Quantitative Risk
Analysis
Plan Risk Responses
Close
Procurement Plan Procurement Manag. Conduct Procurements Control Procurements
Procurements
Identify Plan Stakeholder Manage Stakeholder Control Stakeholder
Cont

Stakeholder
rol

Stakeholders Management Engagement Engagement

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 Analogues Estimate support the
Top-Down estimating is not a
recommended PMI method for
establishing overall project duration.
Noted / qualified:When there is a
limited amount of detailed
information about the project.

 Expert judgment guided by

historical information used
whenever possible

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Example 1 (Pipeline Construction)

200 m of pipe can be welded per day

30000 m of pipe are required

30000 m / 200 m per day = 150 days

Example 2 (IT Y2K Planning)

1 program debugged and unit tested per week

20 programs to be corrected

20 programs / 1 program per week = 20 weeks

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Higher

Most Likely
(Used in original CPM Calculations)

PERT Weighted Average =

Probability of
Occurrence

Optimistic + 4 X Most Likely + Pessimistic

( 6
)

Beta Distribution

Lower Optimistic Pessimistic

Shorter Possible Durations Longer

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 a + 4b + c
 Estimated Time = TE = where,
6

◦ a = Optimistic
◦ b= Most Likely
◦ c = Pessimistic

c-a
 Time variance (V)= σ2 , where σ= and where,
6
◦ a = Optimistic
◦ c = Pessimistic

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 Normal Distribution

Statistically measures variability - commonly used in quality control

-1σ +1 σ

-2 σ +2 σ

-3σ Te, Project +3 σ

Duration

68.26%
95.46%
99.73%

LCL UCL

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PERT Calculations

Project
-1 σ +1 σ
Start Date

-2 σ +2 σ

-3 σ Te, Project +3 σ
Duration

50%
84.13%
97.73%
99.86%

• Normal Distribution:
 50% chance - using expected time durations (Te, )
 84% chance - (Te, ) + 1 s , etc

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Nodes represent activities and arrows show dependencies

A B

START E FINISH

C D

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Activity A must finish before Activity B can start , the initiation of the
work of the successor depends upon the completion of the work of the
predecessor.

A B

Setup Install
new PC software

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Activity A must start before Activity B can start , the initiation of the work of
the successor depends upon the initiation of the work of the predecessor.

A B

We want the wallpaper hung while the walls are painted

to minimize the total disruption. The wallpaper team is
ready, but …

Hang
Paint
wallpaper
room A
in room B

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Activity A must finish before Activity B can finish. (The completion of the work of
the successor depends upon the completion of the work of the predecessor)

A B

Guests are coming and there is a lot of food to prepare. The start
times are flexible, but the turkey and potatoes must finish around
the same time

Turkey Potato
cooking cooking

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 Start-to-Finish – Activity A must start before Activity B can finish. (The
completion of the successor is dependent upon the initiation of the predecessor)

A B

Garden fertilizer must be applied while the plants are still wet.

Fertilize Water
garden garden

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A network diagrams is a schematic display of project’s activities and
dependencies
2 Days 12 Days 5 Days

A B C

Finish
Start

6 Days 7 Days 3 Days

D E F

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Activities Activity Resources Original Predecessor
Code Description Needed Duration Logic

Start 0 -------------

A 2 Start

B 12 A

C 5 B&D

D 6 Start

E 7 D

F 3 E

Finish 0 C&F

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 For your project use the
Previous format to:
A. Identify Project
activities maximum
15 activities and
minimum 12
activities
B. Estimate activity
resources
C. Estimate activity
duration
D. Define activities
dependences
30 Min 

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 In a project network
diagram, the series of
activities that determine the
earliest completion of the
project.
 Will change as activities
are completed ahead of or
behind schedule. Although
normally calculated for
entire project, may also be
determined for a milestone
or subproject .
 Often defined as those
activities with float less than
or equal to a specified
value, often zero

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 Network analysis tech. used to predict project duration by analyzing the sequence of
activities(path) that has the least amount of scheduling flexibility (least amount of float).
 Early dates are calculated by a forward pass using specified start date.
 Late dates are calculated by a backward pass starting from a completion date

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A network diagrams is a schematic display of project’s activities and
dependencies
2 Days 12 Days 5 Days

A B C

Finish
Start

6 Days 7 Days 3 Days

D E F

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 Early Start Early Finish
Box Box

0 2

A
0 Start Early Start Date =
0 2 Days Early Start Box + 1 Day

Early Finish Date =

Early Finish Box
0 6

D
6 Days

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 Early Start = Highest of predecessor’s
Early Finish Times

0 2 2 14 14 19

A B C
2 Days 12 Days 5 Days 19 19
0 0

Start Finish

0 6 6 13 13 16

D E F
6 Days 7 Days 3 Days

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 5 Days
14 19
Late Start Date = C 19 19
Late Start Box + 1 Day 19
14 Finish
19 19
3 Days
Late Finish Date =
13 16
Late Finish Box
F
Late Start 16 19 Late Finish
Box Box

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 Late Finish =
Lowest of successor’s Late Start Times

2 Days 12 Days 5 Days

0 2 2 14 14 19
A B C
0 2 2 14 14 19
0 0 19 19

Start Finish
6 Days 7 Days 3 Days 19 19
0 0
0 6 6 13 13 16
D E F
3 9 9 16 16 19

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 The amount of time a task can be delayed without delaying the end date of the
project.
The difference between either the Late and Early Start or the Late and Early
Finish.
2 Days 12 Days 5 Days

0 2 2 14 14 19
A B C
0 2 2 14 14 19
0 0 19 19
(0) (0) (0) Finish
Start
6 Days 7 Days 3 Days 19 19
0 0
0 6 6 13 13 16 (0)
Float = (0)
D E F
3 9 9 16 16 19

(3) (3) (3)

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 Total float (Slack) – Amount of time an activity can be delayed and
the project finish date not be effected
 Free Float – Amount of time an activity can be delayed and the
early start of the follow-on activity not be effected

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 Network calculations

8 Days 12 Days 5 Days

0 8 8 20 20 25
A B C
0 8 8 20 20 25
0 0 25 25
(0) (0) (0) Finish
Start
6 Days 7 Days 3 Days 25 25
0 0
0 6 8 15 15 18 (0)
Float = (0)
D E F
9 15 15 22 22 25

(9) (7) (7)

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 Critical Path = The longest path through the network
= The path through the network with all tasks at 0 Float
= Start-A-B-C-Finish

2 Days 12 Days 5 Days

0 2 2 14 14 19
A B C
0 2 2 14 14 19
0 0 19 19
(0) (0) (0) Finish
Start
6 Days 7 Days 3 Days 19 19
0 0
0 6 6 13 13 16 (0)
D E F
Float = (0)
3 9 9 16 16 19

(3) (3) (3)

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Late Finish = Lowest of successor’s
Late Start Times
2 Days 12 Days 5 Days
1 2 3 14 15 19
A B C
1 2 3 14 15 19
1 1 19 19
Finish
Start
6 Days 7 Days 3 Days 19 19
1 1
1 6 7 13 14 16
D E F
4 9 10 16 17 19

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 10 1 4

C D E
6 7 9 8 4 6 3

A B F G H J K
11

Figure H

What is the duration of the near critical path based on figure H?

A. 33
B. 44
C. 47
D. 43

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 10 1 4

C D E
6 7 9 8 4 6 3

A B F G H J K
11

Figure H
Using figure H, a new task R with a duration of five is added to this
project. Task R has a predecessor of task A and a successor of task B.
How long will the project now take?
A. 49
B. 48
C. 38
D. 52

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 10 1 4

C D E
6 7 9 8 4 6 3

A B F G H J K
11

Figure H
Based on the network diagram in figure H, the resource working on task
G is replaced with another resource with 50% of the productivity of
the previous resource. How long will this project take?
A. 44
B. 51
C. 52
D. 48

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You have a project with the following tasks: Task 1 can start immediately
and has an estimated duration of four. Task 2 can start after Task 1
is completed and has an estimated duration of eight. Task 3 can
start after Task 2 is completed and has an estimated duration of
five. Task 4 can start after Task 1 is completed and has an
estimated duration of eight. Task 5 has an estimated duration of
three and must take place concurrently with Task 3. It can start
after Tasks 4 and 2. What is the duration of the critical path of this
project?

A. 15.
B. 18.
C. 17.
D. 12.

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Based on the chart, what is the float of activity F ?

A. 2 Preceding Estimate
3 Activity
B. activity weeks
C. 5 Start 0
D. 0
C Start 3
D C 6
A C 8
E D 4
B A,E 5
F E 3
End B,F 0

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 For your project use :
A. Forward pass
technique to
calculate early start
and early finish
dates
B. Backward pass
technique to
calculate late start
and late finish dates
C. Calculate Total &
free float
D. Define Critical Path
15 Min 

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 Time
Management
Processes
1 • Plan Schedule Management Set of processes that
• Define Activities manage the timely
2 completion of the
• Sequence Activities
3 project.
• Estimate Activity Resources
4
5 • Estimate Activity Durations Not really discrete
components with well-
6 • Develop Schedule defined interfaces, but rather,
they interact and overlap in
7 • Control Schedule
ways not detailed in the
PMBOK.

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 Process Group
Initiating Planning Executing Monitoring & Controlling Closing
Monitor & Control Project
Develop project Develop project Direct & Manage Project Work Close Project or
Integration charter management plan Work Perform Integrated Change Phase
Control
Plan Scope Management
Validate Scope
Collect Requirements
Scope
Define Scope Control Scope
Create WBS
Plan Schedule Manag.
Define Activities
Sequence Activities
Time Control Schedule
Estimate Activity Resource
Estimate Activity Duration
Develop Schedule
Knowledge Area

Plan Cost management

Cost Estimate Costs Control Costs
Determine Budget
Quality Plan Quality management Perform quality assurance Perform quality control
Plan HR Management Acquire Project Team
HR Develop project team
Manage project team
Plan Communications
Comm. Management
Manage Communications Control Communications
Plan Risk Management
Identify Risks
Perform Qualitative Risk
Risk Analysis Control Risks
Perform Quantitative Risk
Analysis
Plan Risk Responses
Close
Procurement Plan Procurement Manag. Conduct Procurements Control Procurements
Procurements
Identify Plan Stakeholder Manage Stakeholder Control Stakeholder
Cont

Stakeholder
rol

Stakeholders Management Engagement Engagement

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 6.1. Plan Schedule Management
Plan Schedule Management is the process of establishing the policies,
procedures, and documentation for planning, developing, managing,
executing, and controlling the project schedule. The key benefit of this
process is that it provides guidance and direction on how the project
schedule will be managed throughout the project.
.

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 6.1. Plan Schedule Management

INPUTS OUTPUTS
• Project Management •Schedule
Plan Management Plan
• Project Charter
• Enterprise
Environmental Factors
(EEF)
• Organizational Process
Assets (OPA) T&T

• Expert Judgment
• Analytical Technique
• Meeting

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 Analytical Techniques Meetings

 The Plan Schedule Management  Project teams may hold planning

process may involve choosing meetings to develop the schedule
strategic options to management plan.
 estimate and schedule the project  Participants at these meetings may
such as: scheduling methodology, include the project manager, the project
scheduling tools and techniques, sponsor, selected
estimating approaches, formats, and  project team members, selected
project management software. stakeholders, anyone with responsibility
for schedule planning or
 execution, and others as needed.

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 Project
schedule model
Organizational maintenance Control thresholds
procedures links

Units of measure Reporting formats

Level of accuracy Process descriptions

Schedule
Project schedule model Rules of performance
development. Management measurement
Plan

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It can establish the following:
•Project schedule model development : to be used in the
development of the project schedule model are specified.
• Level of accuracy :The acceptable range used in
determining realistic activity duration estimates is specified and
may include an amount for contingencies.
•Units of measure: such as staff hours, days, or weeks for
time measures, or meters, liters, tons, kilometers, for quantity
measures) is defined for each of the resources.
•Organizational procedures links. The WBS provides the
framework for the schedule management plan,
•Project schedule model maintenance: it used to update the
status and record progress of the project
•Control thresholds. Variance thresholds for monitoring
schedule performance may be specified to indicate an agreed-
upon amount of variation
•Rules of performance measurement . Earned value
management (EVM) rules or other physical measurement rules
of performance measurement are set.
•.

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It can establish the following also:
• Rules of performance measurement . Earned value
management (EVM) rules or other physical measurement
rules of performance measurement are set. For example,
 the schedule management plan may specify:
 Rules for establishing percent complete,
 Control accounts at which management of progress and
schedule will be measured,
 Earned value measurement techniques (baselines, fixed-
formula, percent complete, etc.) to be employed (for more
specific information,
 Schedule performance measurements such as SV and
SPI used to assess the magnitude of variation to the
original schedule baseline.
• Reporting formats . The formats & frequency for the various
schedule reports are defined.
• Process descriptions . Descriptions of each of the schedule
management processes are documented.

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www.pmhouse.org
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 6.2. Define Activities
Identifying the specific schedule activities that need to be performed to
produce project deliverables.
This is done by decomposing WBS’ work packages into smaller components
called activities.
.

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 6.2. Define Activities

INPUTS OUTPUTS
• Schedule Management •Activity List
Plan
•Activity Attributes
• Scope baseline
• Enterprise •Milestone List
Environmental Factors
(EEF)
• Organizational Process T&T
Assets (OPA)
•Decomposition

•Rolling wave planning

•Expert Judgment

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• It’s a form of progressive
elaboration.
• Work in the near term is
planned in detail, while
future work is planned at
higher level of the WBS.
• Early project stages:
decompose work
packages into milestone
level.
• Later on: decompose
them into activities.
• Nearby waves are the
ones that break. Far
waves are still intact and
unclear.

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• Activity ID,WBS ID
&activity names.
• Activity description.

• Predecessor &
successor activities.
• Type of dependency.

• Leads & lags.

• Resource requirements.

• Imposed dates

• Constraints.

• Assumptions.

• Geographical area

(if work done in multiple locations.)

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What term is defined as the practice of planning activities
based on how soon the tasks are scheduled to start, such
that activities that are close to their start date are planned
at a more detailed level than those farther in the future?
This term also implies that as activities near their start date
more detailed plans will be required.

A. Progressive elaboration
B. Rolling wave planning
C. Planning component elaboration
D. Milestone detail planning

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 6. 3. Sequence Activities
Identifying and documenting dependencies among project activities.
The process can be done manually, with software or both..
.

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 6.3. Sequence Activities
INPUTS
• Schedule OUTPUTS
Management Plan
• Project schedule
• Activity List
network diagrams
• Activity Attributes
• Milestone List • Project document
• Project Scope updates
Statement
• Enterprise
Environmental Factors T&T
(EEF) • Precedence
• Organizational diagramming method
Process Assets (OPA) (PDM)

• Dependency
determination

• Leads and lags

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www.pmhouse.org
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  Arrow diagramming method (ADM) or (AOA) – Uses arrows to
represent activities and connecting nodes to show
dependencies
What IF we did not use
a dummy task and drew
Start the network like this instead?
A =10d What is now wrong with the plan?
B=5d
C=20d
D=4d E=2d
Finish

 ADM uses finish-to-start dependencies only and uses dummy activities to

show logical relationships

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 Dependency determination :

 Mandatory dependencies (Hard logic ): Determined by the qualities of

work to be done

 Discretionary dependencies (Soft logic ) defined by the project

management team

 External dependencies – Relationships between project activities and non-

project activities
For example, the testing activity in a software project may be dependent on the
delivery of hardware from an external source, or governmental environmental
hearings may need to be held before site preparation can begin on a
construction project.

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 Internal dependencies. Internal dependencies involve a precedence
relationship between project activities and are generally inside the project
team’s control.
For example, if the team cannot test a machine until they assemble it, this is an
internal mandatory dependency. The project management team determines
which dependencies are internal during the process of sequencing the
activities.
 Applying Leads and Lags

A lead allows an acceleration of the successor activity.

A lag directs a delay in the successor activity.

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A. Project A, the company’s participation in a pump industry trade
show, depends on the successful completion of project B, which is
building the prototype pump that is going to be displayed.
B. To install the plumbing and electrical work at the same time on a
single-family dwelling.
C. For the shrink-wrapping on the finished box of software to depend
on enclosing the manual and software first.
D. To schedule the final testing activity of a new computer model to
start seventy-two hours after the start of the mandatory seventy-two
hour ‘‘burn-in’’ period.

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 6. 4. Estimate Activity Resources
Estimating the type and quantities of resources (persons, equipment, or
materiel) required to perform each schedule activity.
.

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 6.4. Estimate Activity
Resources

INPUTS OUTPUTS
• Schedule Management
• Activity resource
Plan
requirements
• Activity list
• Activity attributes • Resource breakdown
structure(RBS)
• Resource calendars
• Risk register • Project document
• Activity cost estimate updates
• Enterprise T&T
environmental • Expert judgment

factors • Alternatives analysis

• Organizational process • Published estimating
data
assets
• Bottom-up estimating
• Project management
software
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www.pmhouse.org
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 Hierarchical structure that
breaks down project by
resources. Project

 Identifies resources by resources

category and resource type. Labor Equipment
 It’s helpful in tracking project
resources and cost. Can be Developers
Project
Laptops
Backend
Workstations
Managers Servers
closely aligned with
organization’s accounting
Java Blade
system.
 Resources Categories:
financial, labor, material, C# 1U

equipment, supplies, etc.

 Resource Type: skill level,
grade level, etc.

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A. Job descriptions.
B. Salary schedules .
C. Identification and description of the types and quantities
of resources required.
D. Analogous estimating.

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 6.5. Estimate Activity Durations
The process of duration estimating takes information about project scope and
resources and develops durations so that a schedule can be developed
Required resource types, estimated resource quantities, and resource
calendars with resource availabilities.

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 6.5. Estimate Activity Durations

INPUTS
OUTPUTS
• Schedule Management
Plan • Activity duration
• Activity list estimates
• Activity attributes • Project document
• Activity resource updates
requirements
• Resource calendars
• Project scope
statement
T&T
• Risk register
•Expert judgment
• Resource breakdown
•Analogous estimating
structure(RBS)
•Parametric estimating
• Enterprise
•Three-point estimates
environmental factors
•Group Decision-Making
• Organizational process
Techniques
assets (OPA)
•Reserve analysis

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 D2-65
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Triangular Distribution Beta Distribution
from the (from the traditional PERT
technique).

 tE = (tO + tM + tP) / 3 tE = (tO + 4tM + tP) / 6

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The duration of the schedule activity is affected by
all of the following EXCEPT:

A.The estimated activity resource requirements.

B.The resources assigned to the schedule activity.
C.The availability of the resources to the schedule
activity.
D.Using the Arrow Diagramming Method instead of the
Precedence Diagramming Method of scheduling.

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 6.6. Develop Schedule
An iterative process, determining the start and finish dates of
project activities

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 6.6. Develop Schedule

INPUTS
• Schedule M. Plan OUTPUTS
• Activity list
• Activity attributes • Schedule baseline
• Project schedule network • Project schedule
diagrams • Schedule data
• Activity resource • Project Calendars
requirements • Project Management
• Resource calendars Plan Updates
• Activity duration estimates • Project document
• Project scope statement updates
• Risk Register T&T
• Project Staff Assignments • Schedule network
• Resource Breakdown analysis
Structure • Critical path method
• Enterprise environmental • Critical chain method
factors (EEF) • Resource Optimization
• Organizational process Techniques
assets (OPA) • Modeling Techniques
• Leads and lags
• Schedule compression
• Scheduling tool
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Activity
Task A

Task B

Task C

Task D
June July Aug Sep Oct Nov
Time
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 Crashing Fast tracking

 Analyzing cost and schedule  Doing activities in parallel that

tradeoffs to determine how to would normally be done in
obtain the greatest amount of sequence
compression for the least
incremental
cost

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If activity P , Q, and T are on The critical path which activity
should be crashed first considering the cost is important

A. P
Activity Normal time Crash Time Normal Cost Crash Cost
B. S
C. T P 7 5 7000 9000
D. Q Q 4 3 7000 7500

R 5 2 8000 14000

S 4 2 4000 4800

T 8 7 4000 5500

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 Schedule network analysis technique that
modifies the project schedule to account for
limited resources.
 Adds duration buffers that are non-work
schedule activities to maintain focus on the
planned activity durations. Once the buffer
schedule activities are determined, the
planned activities are scheduled to their
latest possible planned start and finish
dates.
 In lieu of managing the total float of network
paths, the critical chain method focuses on
managing the buffer activity durations and
the resources applied to planned schedule
activities.

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 Modeling Techniques / What-if analysis
 “What if the situation
represented by scenario
‘X’ happens?”
 A schedule network
analysis is performed using
the schedule to compute
the different scenarios,
such as delaying a major
component delivery,
extending specific
engineering durations, or
introducing external factors,
such as a strike or a
change in the permitting
process. The most common
technique is Monte Carlo
Analysis

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  Resource-leveling Resource leveling
is necessary when resources have
been
over-allocated, such as when a
resource has been assigned to two or
more activities during the same
time period, when shared or critical
required resources are only available at
certain times or are only available in
limited quantities

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 6.7. Control Schedule
Determining the current status of the project schedule
Influencing the factors that create schedule changes
Determining that the project schedule has changed
Managing the actual changes as they occur

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 6.7. Control Schedule

INPUTS OUTPUTS
• Project management • Work Performance
plan Information
• Project schedule • Schedule Forecasts
• Work performance • Change requests
Data • Project management
• Project Calendars plan updates
• Schedule Data • Project document
• Organizational updates
T&T
process assets (OPA) •Organizational
•Performance reviews
•Project management process assets
software updates
•Resource Optimization
Techniques
•Modeling Techniques
•leads and lags
•Schedule compression
•Scheduling tool
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 D2-80
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 Measure + Compare
+Analyze schedule
performance:
 Actual start/finish dates
 Percent complete
 Remaining duration for work
in progress.
 Use SV and SPI – or critical
chain buffers to determine if a
corrective action is needed.

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Project Schedule control is concerned with all the
following EXCEPT:

A. Influencing the factors that create schedule changes

B. Determining the project schedule has changed
C. Determining planned start and finish dates for project
activities.
D. Managing actual schedule changes as they occur

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 Process Group
Initiating Planning Executing Monitoring & Controlling Closing
Monitor & Control Project
Develop project Develop project Direct & Manage Project Work Close Project or
Integration charter management plan Work Perform Integrated Change Phase
Control
Plan Scope Management
Validate Scope
Collect Requirements
Scope
Define Scope Control Scope
Create WBS
Plan Schedule Manag.
Define Activities
Sequence Activities
Time Control Schedule
Estimate Activity Resource
Estimate Activity Duration
Develop Schedule
Knowledge Area

Plan Cost management

Cost Estimate Costs Control Costs
Determine Budget
Quality Plan Quality management Perform quality assurance Perform quality control
Plan HR Management Acquire Project Team
HR Develop project team
Manage project team
Plan Communications
Comm. Management
Manage Communications Control Communications
Plan Risk Management
Identify Risks
Perform Qualitative Risk
Risk Analysis Control Risks
Perform Quantitative Risk
Analysis
Plan Risk Responses
Close
Procurement Plan Procurement Manag. Conduct Procurements Control Procurements
Procurements
Identify Plan Stakeholder Manage Stakeholder Control Stakeholder
Cont

Stakeholder
rol

Stakeholders Management Engagement Engagement

2 24 8 11 2
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A. 1
B. 1.3
C. 6
D. 3

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 1 10 3
A- Activity B
A D G
B - Activity D
2 1 9
C - Activity I
D - Activity C Start B F I End

6 2 1

C E H

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A. The amount of time an activity can be delayed
without delaying the project finish date.
B. The amount of time an activity can be delayed
without delaying the early start date of its successor.
C. Waiting time.
D. The product of a forward and backward pass.

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A. WBS
B. Network diagram
C. Bar chart
D. Project charter

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A. The critical path helps prove how long the project will take.
B. There can be only one critical path.
C. The network diagram will change every time the end
date changes.
D. A project can never have negative float.

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A. Shorter than the duration of the longest activity
B. Shorter than the activity it represents
C. There is no duration
D.Same length as the activity it represents

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A. Performing a Monte Carlo analysis.
B. Determining the waiting time between activities.
C. Determining lag.
D.Determining the amount of time the activity can be
delayed before it delays the critical path.

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A. Project planning
B. Reporting to team members
C. Reporting to management
D.Risk analysis

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A. Is on the critical path.
B. Has a lag.
C. Is progressing well.
D.Is not on the critical path.

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A. Crashing.
B. Floating.
C. Levelling.
D. Fast tracking.

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