Project Schedule Management
The objectives covered in this chapter make up 9 percent of the CAPM exam, equivalent to about 12 questions. Study the whole chapter in detail.
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5 Project Schedule Management The objectives covered in this chapter make up 9 percent of the CAPM exam, equivalent to about 12 questions. Study the whole chapter in detail. It’s enough to just remember the name of the input, tools and techniques, and outputs. You should know what is in a given input item that the given process uses and how that helps in generating the output, as well as what a given tool or technique does in a given process. You should be very clear about the purpose and procedures related to sequencing activities and should be able to interpret various types of network diagrams to identify critical path activities and so forth. While studying this knowledge area and its processes, pay attention to how the tasks can be tailored or adapted to your needs, and recognize an agile environment in action; for example, continual assessment generates change requests which lead to changing plans—i.e., adapting.
© Paul Sanghera 2019 P. Sanghera, CAPM® in Depth, https://doi.org/10.1007/978-1-4842-3664-2_5
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Chapter 5 | Project Schedule Management
CAPM Exam Objectives Project Schedule Management: 1. Define the six project management processes in the project schedule management knowledge area. 2. Identify the input, tools and techniques, and outputs defined in the six processes in project schedule management. 3. Solve simple network diagram problems and perform basic scheduling calculations. 4. Identify considerations for agile/adaptive environments in project schedule management.
At its core, a project consists of two main components: the project work that needs to be performed and the schedule to perform that work. As you learned in the previous chapter, the overall project work—i.e., the project scope—is broken down into smaller, more manageable components. These components in the WBS are called work packages. However, a work package might not be a suitable item to assign to an individual to perform. So, work packages can be rearranged or decomposed into smaller components called activities. A project schedule contains not only the activities to be performed, but also the order, or sequence, in which the activities will be performed and the start and finish dates. The sequencing of activities is constrained by the dependencies among the activities. A realistic project schedule can be created from the bottom up by identifying the activities, estimating the resources needed for the activities, and determining the time that each activity will take with the given resources available. The schedule, once developed and approved, needs to be controlled to stay on track. All these tasks belong to what is called project schedule management. So, the main issue in this chapter is schedule management. To enable you to wrap your mind around this issue, we will explore the following three avenues: generating or collecting the data about the project schedule, such as determining activities and their characteristics, including dependencies among activity, resource requirements, and activity durations; building a
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