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Project Management Professional

(PMP®) - Sixth Edition PMBOK

DAY 3

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WP

WP

Activities

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Precedence Diagramming

methods

Activity on Node (AON)

A B

C

D

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Precedence Diagram

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Precedence Diagram

1

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Precedence relationships

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Three point estimating

Optimistic Most Likely Pessimistic

Three point estimating

Optimistic Most Likely Pessimistic

Triangular Distribution

(O+ML+P)/3

Three point estimating

Optimistic

Most Likely

Pessimisticσ1 σ1 σ2σ2

σ2 = 95%

Three point estimating

Optimistic

Most Likely

Pessimisticσ1 σ1 σ2σ2

Beta Distribution

(O+4ML+P)/6

σ2 = 95%

Bottoms Up Estimating

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Critical Path Method

A

2

K

2

J

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I

2

H

5

G

3

F

4

E

5

D

4

C

3

B

2

Critical Path Method

A

2

K

2

J

7

I

2

H

5

G

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F

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E

5

D

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C

3

B

213

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Critical Path Method

A

2

K

2

J

7

I

2

H

5

G

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F

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E

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D

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C

3

B

213

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Critical Path

Lead

• A lead is a change in a logical

relationship that allows the successor

activity to start before the predecessor

activity ends in a FS relationship. A lead

is implemented when you need to

accelerate a successor activity in order

to shorten the overall project schedule.

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Effects of Lead in an FS

Relationship

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Lag

• A lag is a delay in the start of a

successor activity. Some relationships

require a lag before a subsequent

activity can begin. Lags are determined

by an external or mandatory dependency

and may affect activities with any of the

four precedence relationships.

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Effects of Lag in an FS

Relationship

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Other PMP® Topics – Cost Ranges

Rough Order of Magnitude (ROM) (often

done in the initiating process group):

-25% to +75%

Definitive (also called Control, often done late

in the planning process group):

-5% to +10%

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