PM In Prectice Schedule Msp Week 7

Fast-tracking is a project management technique in which activities that were originally planned to be executed sequentially are overlapped to shorten the project duration. This approach involves starting a new activity before the previous one is completed, which can help to accelerate the project schedule. By overlapping activities, the project team can save time and potentially complete the project earlier than originally planned. This technique is commonly used when there is a need to meet tight deadlines or when there is a need to expedite the project completion.

In MS Project, it is possible to schedule more than one resource to a task. This feature allows for better allocation of resources and allows multiple team members to work on a task simultaneously. By assigning multiple resources to a task, it ensures that the workload is distributed among team members efficiently, which can help in completing the project on time.

Projects compete with each other for resources in two different ways. This means that there is limited availability of resources and multiple projects are vying for the same resources. As a result, projects need to prioritize and compete for the resources they require to ensure their successful completion. This competition can occur in terms of budget allocation, manpower, equipment, or any other necessary resources. Therefore, the statement "Projects compete with each other for resources in two different ways" is true.

When estimating task durations, it is assumed that task resources are set at "normal" levels. This means that the resources required to complete the task are readily available and there are no constraints or limitations on their availability. This assumption is considered standard practice because it allows for more accurate and realistic estimations of the time required to complete tasks. By assuming normal resource levels, project managers can better plan and allocate resources, ensuring that tasks are completed on time and within budget.

In a Gantt Chart, a dependency is represented by a blue line with an arrowhead pointing from the preceding task to the dependent task. This indicates that the dependent task cannot start until the preceding task is completed. Therefore, the statement "A dependency is graphically shown by a blue line with an arrowhead from the preceding task to the dependent task on a Gantt Chart" is true.

Lag is the term that describes a modification of a logical relationship that delays a successor task. Lag refers to the amount of time that is added between the completion of a predecessor task and the start of its successor task. It allows for a delay or pause before the successor task can begin, providing flexibility in the scheduling of tasks.

The Work Breakdown Structure (WBS) is a tool that provides a basis for identifying the work that needs to be scheduled. It breaks down a project into smaller, manageable components, allowing project managers to allocate resources, estimate timeframes, and create a schedule. The WBS helps in organizing and defining the scope of work, making it easier to identify the tasks that need to be scheduled and ensuring that all necessary work is accounted for. The Master schedule, Budget, and Gantt Chart are also important project management tools, but they do not specifically focus on identifying the work that needs to be scheduled like the WBS does.

In MS Project, the standard work week is indeed set to 5 days a week by default. This means that the software assumes a typical work schedule of Monday to Friday, with weekends (Saturday and Sunday) being non-working days. However, it is possible to customize the work week and adjust it according to specific project requirements.

The default duration for every task inserted into a project schedule is 1 day. This means that when a task is added to the schedule, it is initially set to take 1 day to complete. This duration can be adjusted based on the specific requirements and complexity of each task.

The statement is false because in MS Project, the software does not automatically identify all holidays at start up. Users need to manually input the holidays and non-working days in the project calendar.

To add a WBS column in a MS Project Gantt Chart, you need to use the "Insert" heading on the top toolbar. This option allows you to insert or add different elements or columns to the Gantt Chart, including the WBS column. By selecting the "Insert" heading, you can customize the chart by adding the WBS column to organize and categorize the tasks in a hierarchical structure.

Clear requirements are the most important element for project control because they provide a clear understanding of what needs to be achieved, the scope of the project, and the expected outcomes. Clear requirements help in defining project objectives, setting realistic expectations, and ensuring that all stakeholders are on the same page. Without clear requirements, there is a higher risk of misunderstandings, scope creep, and project failure. Clear requirements also serve as a foundation for effective planning, scheduling, and monitoring of project activities, allowing for better control and management throughout the project lifecycle.

Milestone charts are different from bar charts as they specifically display the scheduled start or completion of major deliverables and key events. In addition, milestone charts also show activity start and end dates, expected durations, and dependencies. This means that milestone charts provide a comprehensive overview of important project milestones and their associated details, allowing for better project management and tracking of progress.

The statement is false because duration and work do not mean the same thing when building a Gantt chart. Duration refers to the time it takes to complete a task, while work refers to the effort or resources required to complete the task. In a Gantt chart, duration is represented by the length of a bar, while work is typically represented by the number of resources assigned to the task. Therefore, duration and work are distinct concepts in the context of Gantt charts.

The expression "I cannot test the software until I code the software" implies that coding the software is a prerequisite for testing it. This means that the testing activity is dependent on the completion of the coding activity, making it a mandatory dependency.

The schedule baseline is the basis for measuring and reporting schedule performance. It represents the approved version of the project schedule, which includes the planned start and end dates for all activities. By comparing the actual progress of the project with the schedule baseline, deviations can be identified and measured. This allows project managers to assess whether the project is on track or if adjustments need to be made to meet the planned schedule. The schedule baseline serves as a reference point for evaluating schedule performance throughout the project lifecycle.

When developing activity duration estimates, overhead rates should not be considered. Overhead rates refer to indirect costs that are not directly tied to a specific activity or resource. These costs are typically allocated to different activities or projects based on a predetermined rate. However, when estimating activity durations, it is more important to focus on factors such as resource capabilities, the number of resources assigned to a task, and historical data if available. These factors provide more relevant and accurate information for estimating the time required for completing an activity.

The project manager is not solely responsible for estimating the entire project. Estimating the project involves input from various stakeholders, including team members, subject matter experts, and other relevant parties. The project manager may facilitate the estimation process and provide guidance, but it is a collaborative effort that involves multiple individuals. Therefore, the statement is false.

It is actually common to have more than one dependency allocated to a single task. Dependencies are the tasks or activities that need to be completed before another task can begin. In many project management scenarios, tasks can have multiple dependencies, meaning that they rely on multiple other tasks to be completed before they can start. Therefore, the statement that it is not common to have more than one dependency allocated to a single task is false.

Resource loading refers to the process of determining the quantities or amounts of specific resources that are allocated or scheduled to be used on specific activities within a project. It involves identifying and assigning the necessary resources, such as manpower, equipment, materials, etc., to each activity in order to ensure that the project can be completed successfully and on time. This helps in effectively managing and optimizing the utilization of resources throughout the project lifecycle.

When you double click on the task name box in MS Project, a window pops up with tabs. The tabs included in this window are General, Predecessor, and Resources. The Procurement tab is not included in this window. This tab would typically be used to manage and track the procurement process for the task, such as ordering materials or equipment needed for the project. However, in this case, the Procurement tab is not present, indicating that procurement management is not a feature available in this particular window.

The statement is false. The "WBS" column is not found immediately to the left of the "task name" column out of the box.

The correct answer is the cost and time slope for each critical activity that can be expedited. This is because by calculating the cost and time slope, the project manager can determine the impact of crashing a particular activity. The cost slope represents the additional cost required to expedite an activity, while the time slope represents the reduction in time that can be achieved by expediting the activity. By analyzing these slopes for each critical activity, the project manager can assess the implications of crashing the project and make informed decisions.

The schedule change control system is not an input to schedule control. This system is used to review and approve changes to the project schedule, rather than being an input itself. Inputs to schedule control include change requests, the schedule management plan, and performance reports, which are used to monitor and control the project schedule.

Milestones are not best utilized when denoting the start and finish of all activities. Milestones are significant events in the project lifecycle that mark the completion of key deliverables or the achievement of important goals. They are not activities of zero duration and they are not measures of achievement for expenditures of money or time. Instead, milestones serve as markers to track progress and ensure that the project is on track.