I. II. III. pg. 1

Mgmt 418 - Project Planning and Resource Management Final Review / Study Guide for Spring 2023 Chapters 1 - 8 Topics Agile & Leadership Project Management Overviewa.Pillars of Success Delivering Value Managing & maintaining Relationships Managing Risk Trends PM vs General Management (Operation Management) Negotiation Types Three Goals of a Project Lifecycles of a project S-Shaped (Concave) J-Shaped (Convex) How to select project Non-Numeric Numeric NPV Weighted Scoring Payback Period Management / Organization / Teama.PM's Roles Stakeholder Analysis PM's Responsibilities Negotiation Select of PM How Projects fit into Organization Project Team PM's Roles Personal Side of PMa.Personality Styles Myers Briggs DiSC Conflict Management Lencioni's five Dysfunctions of a team Tuckman Group Stages

IV. V. pg. 2

Activity Planning Planning Process Overview Process / Tools Charter to Plan Tools and Techniques WBS / Gozinto / MindMap RACI CPM - Critical Path Method iv.Design Structure Matrix Sequential Tasks Parallel Tasks Coupled Tasks Budget Planninga.Methods Top-Down Bottom-Up Cost Estimating Learning Curve Activity-Based vs Program -Based Cost Cost Classifications Direct vs Indirect Recurring vs nonrecurring Fixed vs. variable iv.Normal vs expedited Project Life-cycles Curves J & S Learning Curve Planning Laws Murphy's Law Parkinson's Law iii.Porter's Law of Equality

VI. Ch-5 Scheduling

1. Difference between CPM and Pert

Basis for Comparison	PERT (Probabilistic)	CPM (Deterministic)
Meaning	PERT is a project management technique, used to manage uncertain activities of a project.	CPM is a statistical technique of project management that manages well defined activities of a project.
What is it?	A technique of planning and control of time.	A method to control cost and time.
Orientation	Event-oriented	Activity-oriented
Evolution	Evolved as Research & Development project	Evolved as Construction project
Model	Probabilistic Model	Deterministic Model
Focuses on	Time	Time-cost trade-off

i.

1. AON vs. AOA network
   1. Understand the differences
   2. Be able to create either
2. Critical Path vs Critical Chain
   1. Find Network Paths
   2. Calculate Early Start - Early Finish / Late Start - Late Finish
   3. Determine Critical Path
   4. Determine Critical Chain base bottleneck "resources"
3. Expected Time and Variance
   1. Expect Time

1. Variance

1. Standard deviation at 99 % Level

1. = (b-a) / 6

1. 95 % Level

1. 90 % Level

1. Calculating Path Probability

pg. 3

VII. pg. 4

D = desired project completion time = the sum of the TE activities on the path being investigated 2u = the variance of the path being considered iv.Z = Z-Score to be looked-up in a Z table Ch-6 Resource Allocationsa.Expediting a Project Critical path method Fast-tracking Crashing 1.Slope = (crash cost - normal cost) / (normal time - crash time) b.Resource loading Resource leveling Allocating Scarce Resource rules As soon as possible As late as possible Shortest task duration first iv.Minimum slack first Most critical followers Most successors Most resources first Goldratt's Critical Chain Theory of Constraint Process Drum-Rope-Buffer Based on Precedence Relationships Resource Dependencies See more in the next section Project Feeding and Resource Buffers See more in the next section Earned Value and Critical Ratio More in Ch #7

VIII. Ch-6 Critical Path vs Critical Chain (Presentation - PowerPoint)a.Critical Path

1. AOA (ADM) vs. AON (PDM)
2. Duration includes the actual amount of time worked on an activity plus the elapsed time. iii.Effort is the number of workdays or work hours required to co
7. mplete a task.

iv."Scheduling" Laws

1. Student Syndrome
2. Parkinson's Law
3. Murphy's Law
4. Hofstadter's Law

b.Critical Chain

1. the critical chain is the sequence of both precedence- and resource-dependent tasks that prevents a project from being completed in a shorter time, given finite resources.

1. Buffers
   1. Project buffer:

a.A unique and single buffer to protect the project deadline 2.Feeding buffer:

a.feeding buffers between any last activity of a feeding chain and the activity on the critical chain

3.Resource buffer:

a.Multiple artificial buffers that act as warning signals to assure the availability of resources

1. Buffer Sizing
   1. Table

Buffer Size Method	Description	Buffer Size
Cut and paste method	Buffer sizes are based on the duration of the chain feeding the buffer	half of the duration of the longest path in the chain
Root Squared Error Method	Buffer sizes are based on risk in the activity durations	two times the standard deviation of the longest path in the chain
Adaptive procedure with density (APD)	Buffer sizes are based on the structure of the partial network to which the chain belongs	standard deviation of the path leading to the buffer scaled by a factor which is calculated by multiplying the density of the subnetwork merging into the buffer
Adaptive procedure with resource tightness (APRT)	Buffer sizes are based on the average resource use of the resources used by the activities on the longest path of the chain	standard deviation of the path leading to the buffer scaled by a factor which is calculated by multiplying the resource tightness

pg. 5

IX.

pg. 6

Ch-7 a.

b.

1. Report Ty

i.

1. iii.
2. Earned Value

i.

1. iii.

iv.

v.

vi.

vii.viii.

1. CR = (Cr

i.

1. iii.iv.
2. Controls

i.

Monitor and Control

Integrated Change Control

Data Collection & Analysis pes

Routine

Exception

Special

CV (Cost Variance)

1.Earned value (EV) - actual cost (AC)

SV (Schedule variance)

1.Earned value (EV) - planned cost (PV)

CPI (Cost Performance Index)

1.Earned value (EV)/actual cost (AC)

SPI (Schedule Performance Index)

1.Earned value (EV)/planned cost (PV)

BAC (Budget at Completion)

1.Original Budget

EAC (Estimate at Completion)

1.BAC / CPI

VAC (Variance at Completion)

1.BAC - EAC

Earn Value table

What is:	Terms	Formula
PV	Planned Value
EV	Earned Value
AC	Actual Cost
BAC	Budget at Completion
CV	Cost Variance	EV - AC
CPI	Cost Performance Index	EV / AC
SV	Schedule Variance	EV - PV
SPI	Schedule Performance Index	EV / PV
EAC	Estimate at Completion	BAC / CPI
ETC	Estimate to Completion	EAC - AC
VAC	Variance at Completion	BAC - EAC
Time to Completion		Original time / SPI

itical Ratio)

Indicates when a task is becoming unacceptable

When the ratio drops below one

CR = (actual progress/scheduled progress) (budgeted cost/actual cost) CR = (SPI) (CPI)

Types

1. Cybernetic
2. Go / No Go

X. XI. pg. 7

3.Post-Control Control chart Any measure can be plotted and tracked on a control chart Control limits set by project manager Benchmarking Make comparisons to "best in class" practices across organizations, or divisions, or even departments within an organization Burnup and Burndown charts (Agile) For more information about Agile, see: Section VI. Agile PowerPoint Mgmt 418 Agile Social / Group Loafing vs Social Facilitation Ringlemann Effect Yerkes-Dodson Law Procurement / Contractsa.Procurement Process i.SOW - Contract Outsource Make vs. Buy Contract Type Fixed Price Time & Material Cost Reimbursement Ch-8 Evaluate and Close Successful vs failure projects Audit General: usually constrained by time and cost and limited to project essentials Detailed: initiated if the general audit finds something that needs further investigation Technical: usually performed by a team with technical skills Early Closing Determinations Costs exceed business benefits Failure to meet strategic fit criteria Deadlines continue to be missed Technology evolves beyond the project's scope Project Closure Types Project Extinction 1.Project activity suddenly stops because it has been successfully completed or has a high expectation of failure Closure-by-addition

XII. pg. 8

1.When an in-house project is successfully and is institutionalized as a new formal part of the organization Closure-by-integration The output of the project becomes a standard part of the operating system of the sponsoring firm or the client Closure-by-starvation Occurs when it is impolitic to close a project but it's budget can be squeezed until it is a project in name only e.Project Termination Issues i.Emotional vs Intellectual Agile Be able to define it Why is it different than traditional (Waterfall) PM Step in Agile Make a list of requirements Prioritize the work Divide the work into "phases" iv.Build the phase Delivery Review & revise process Product / Deliverable Management Product backlog: A list of features prioritized by business value Sprint backlog: The highest-priority items from the product backlog to be completed within a sprint Burndown chart: Shows the cumulative work remaining in a sprint on a day-byday basis Ceremonies (Meetings) Sprint planning session: A meeting with the team to select a set of work from the product backlog to deliver during a sprint. Daily Scrum: A short meeting for the development team to share progress and challenges and plan work for the day. Sprint reviews: A meeting in which the team demonstrates to the product owner what it has completed during the sprint. Sprint retrospectives: A meeting in which the team looks for ways to improve the product and the process based on a review of the actual performance of the development team.

XVII. pg. 10

Communication (if we get there) a.Communication Process Identify the following The Stakeholders What information each wants How to each wants the info delivered iv.When needed Which communication medium to convey the message Managing communications is a large part of a project manager's job Getting right information to the right people at the right time iv.using the right media and in a right format Is just as important as developing the information in the first place