CHAPTER SIX Time Management — QUICKTEST » Time management » Milestone charts process > Schedule > Schedule baseline management plan » Schedule » Resourceleveing compression __ Leads andlags » Crashing » Heuristics » Fast tracking» GERT > Activity list > Variance » Network diagram © Milestones » Dependencies > Resource > Mandatory breakdown > Discretionary structure > External > One-point » Precedence estimate diagramming» Padding method (PDM) > Analogous > Catia path estimating > Float (Slack) » Parametric > Bre float estimating > Total float > Chitcal pth > Project float ‘method » Three-point > Near-critical path estimate > Critical chain » Monte Carlo method analysis » Reserve analysis > Bar charts > Reestimating ‘This chapter might be hard for you ifyou do not koow how to manually create network diagrams, bt you can easily get over that. The chapter will be very hard for you ifyou have never realized that an unrealistic schedule is the project manager’ fault! Yes it true. One ofthe key reasons forthe project ‘managers existence isto see if the needed end date ‘can be met and create options to make it happen, all BEFORE project executing starts. If you know the ‘mary options for compressing a project schedule, and that a project schedule must be realistic before project executing starts, you will probably be fine, Tn order to answer time management questions correctly, you need a thorough understanding of the process of scheduling a project. Though most roject managers use some type of software to assist with scheduling, the exam has required you to manually draw network diagrams to answer questions about network diagrams and scheduling. ‘As a result, you will need to know some things ‘that normally go on behing the scenes when using software for project management, Watch out! Make sure you realize there is no such thing as true proect management software. The “project management” software available can be extremely helpful for scheduling, analyzing “what Jf” scenarios, and performing status reporting functions, but it doesnot tell you how to manage 2 project. You cannot follow software; you must make itconform to your needs. Many existing software programs suggest planning «& project in ways thet do not conform to proper project manegement methods; fist make alist of the activities, then assign them to calendar dates, and the project management plan is finished. These Programs do not addres al specs of project management and may have changed some ofthe basic components ofthe tools of project management such as what sina bar chart) in ways that could cause you to get questions wrong on the exam, Read this chapter carefull, and check your knowledge as you go. © 208 RG tats, ie + 952.4648» nim com + wena 179Rita’s Process Chart—Time Management Where are we i the project management process? > Sekt project manager > Execute te work > Confnworkis done to secordngtothePM | [take ae quence » Datminecompacy | [> Detemiaow youvil] | pln aT tare and existing dophaniag—per of | ———$—$—$— rei > Complete procurement LLsgsems | | atlmanagement plans] Le Produce product ope | {> Mfearre performance | |_*fe > cae poesies | [> Finalize equrements ] [> Request change sete > Gal rma acepance procedures, and —— = of the product stored information [> Crest pret scope | [> Implemet oly meaverement beeline SL | meme prnadnge | > Complete oa! 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