1.Define predecessor, successor, and parallel activities. Give a real world example of each.
Predecessor activities - those activities that must be completed before another activity can be started. Ex: Computer's OS must be installed before loading an application package.
Successor activities - activities that must follow a particular activity in some type of sequence. Ex: a program must be tested and then documented after it is compiled.
Parallel activities - an activity or task that can be worked at the same time as another activity. Ex: Design web page layouts and set-up server
2. In the context of critical chain project management, what is resource contention?
3.Define the following and give a real world example of each (other than the ones described in the text book): Finish-to-Start; Start-to-Start; Finish-to-Finish; Start-to-Finish.
4. Assume the following activities for a project along with their estimated durations and predecessors. Describe how critical path analysis would be applied to this project, and calculate the critical path. Define the concepts: slack/float, expedite/crash, and fast tracking and explain what their implications are for this project?
Hint: Start with the following steps:
a. Draw AON diagram
b. Calculate Possible Activity paths
c. Identify critical path
|
|
Estimated Duration in Days
|
Predecessor
|
|
A
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2
|
None
|
|
B
|
4
|
A
|
|
C
|
3
|
A
|
|
D
|
1
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C,B
|
|
E
|
1
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C,D
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|
F
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3
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D,E
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|
G
|
2
|
F
|
Critical Path: A-B-G-F-H
Slack/Float: amount of time an activity can be delayed before it delays the project Expedite/Crash: adding resources to an activity on the critical path to shorten duration Fast Tracking: completing activities in parallel to shorten critical path
5. What are the seven IT project risk management processes?
6. What is a risk response plan? What should be included?
7. Compare the three types of project risk: known, known-unknown, and unknown-unknown. Give an example (not discussed in the text book) of each.
8. Describe the qualities of a good project metric.
9. Given the following information, is the Project in trouble?
Calculate:
a. Cost Variance (CV) : (CV) = EV − AC
b. Schedule Variance (SV): (SV) = EV − PV
c. Cost Performance Index (CPI) : (CPI) = EV/AC
d. Schedule Performance Index (SPI): (SPI) = EV/PV
10. What are the key differences (4-5) between the Agile Project Management approach and Waterfall (Traditional Project Management)
11. What was your favorite topic in this course?