Summary

I. A project is “a temporary endeavor undertaken

to accomplish a unique product or service”

II. Project management is “the application of

knowledge, skills, tools, and techniques to
project activities in order to meet project
requirements”

III. Project management is the planning,

scheduling, and controlling of project
activities to meet project objectives.
IV. •The major objectives that must be met
include performance, cost, and time goals,
while at the same time you control or
maintain the scope of the project at the
correct level.
V. Planning leads to improved performance in
terms of cost, schedule and operations,
balancing the competing needs of a project.
Project scheduling requires to follow laid-out
steps, in order, for the schedule to take shape

Project planning, as it relates to the scheduling

process, has been defined by the PMBoK

The scope of a project should remain constant

throughout the life of the job.

A project manager has a responsibility to

keep stakeholders informed about the
impact of scope changes on the project,
protecting them from surprises at the end of
the job and protecting the project manager
from being evaluated on original targets
rather than on revised ones.
‫مهم‬Project life cycle =The beginning & the end of the
Project

Cost and staffing levels are low at the start,

higher towards the end , and drop rapidly as the
project draws to a conclusion.
A WBS takes the form of a tree diagram with the
"trunk" at the top and the "branches" below.

Decomposes: the overall project scope into

clearly defined deliverables.

Defines: the scope of the project in terms that

the stakeholders can understand

Provides: a structure for organizing information

regarding the project’s progress, status, and
performance.
–Supports: tracking of risks to assist the
project manager in identifying and implementing
necessary responses
Levels: The depth of the WBS is dependent upon
the size and complexity of the project and the level
of detail needed to plan and manage it.
Performance: The quality of the work being done.
•Scope: The magnitude of the work to be performed.
•Cost: The cost of project work, directly related to
the human and physical resources applied.
•Time: The schedule that must be met.

The relationship between time and cost, however, is

not linear. As a rule, cost increases as the time to do
the project decreases below a certain optimum time.
• If the duration is shortened, it is often necessary to
pay premium labor rates as a consequence

Strategy: The approach being used to do the

project.

Tactics: The steps taken to implement the

strategy or approach chosen.
Managers often cite delivering projects on time
as one of their biggest challenges
Schedule issues are the main reason for
conflicts on projects, especially during the
second half of projects

An activity or task is an element of work normally

found on the work breakdown structure (WBS)
that has an expected duration, a cost, and
resource requirements

An activity list is a tabulation of activities to be

included on a project schedule that includes

A milestone is a significant event that normally

has no duration

A dependency or relationship is the sequencing

of project activities or tasks

A network diagram is a schematic display of the

logical relationships among, or sequencing of,
project activities
A resource breakdown structure is a hierarchical
structure that identifies the project’s resources by
category and type

Dependent Activities 3-point estimates or

analogous work well.

Gantt charts provide a standard format for

displaying project schedule information by
listing project activities and their corresponding
start and finish dates in a calendar format

The CPM is a preemptive strategy for keeping a

project within time constraints. (critical path
methode)

CPM is a network diagramming technique used

to predict total project duration
–A critical path for a project is the series of
activities that determines the earliest time by
which the project can be completed
–Slack/float
A buffer is additional time to complete a task

a project buffer or additional time added

before the project’s due date
–feeding buffers or additional time added
before tasks on the critical path

PERT is a network analysis technique used to estimate

project duration when there is a high degree of uncertainty
about the individual activity duration estimates