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Workbook Lesson 8: Applying the Activity Sequencing Process

ULTIMATE PMP Exam Prep ©2005 True Solutions, Inc. (TSI) All Rights Reserved PMI, PMP and PMBOK are registered trademarks of the Project Management Institute, Inc.

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Workbook Lesson 8: Applying the Activity Sequencing Process

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Part III

Planning the Project

“Every moment spent planning saves three or four in

execution.”

- Crawford Greenwalt


Here is what you will encounter on your PMP Exam ... √ As a PMP planning the project (or project phase), you should be prepared to refine project requirements,

assumptions and constraints through communication with stakeholders and by reviewing project documents to baseline the scope of work and enable development of the execution plan. 8 questions will appear on the PMP Exam to test your understanding of this statement.

√ As a PMP planning the project (or project phase), you should be prepared to create the Work

Breakdown Structure (WBS) using the scope of work, other project documents and decomposition techniques to facilitate detailed project planning and the executing, controlling and closing processes. 7 questions will appear on the PMP Exam to test your understanding of this statement.

√ As a PMP planning the project (or project phase), you should be prepared to develop the resource

management plan (Human Resources, Procurement, etc.) by identifying resource requirements and obtaining commitments from internal, external and procured sources to complete all project activities. 6 questions will appear on the PMP Exam to test your understanding of this statement.

√ As a PMP planning the project (or project phase), you should be prepared to refine project time and cost

estimates by applying estimating tools and techniques to all WBS tasks in order to determine and define project baseline, schedule and budget. 6 questions will appear on the PMP Exam to test your understanding of this statement.

√ As a PMP planning the project (or project phase), you should be prepared to establish project controls

by defining the required correct processes, measures and controls to manage project change, communications, procurement, risk, quality and human resources to facilitate project executing and controlling processes, and to ensure compliance with generally accepted industry standards. 6 questions will appear on the PMP Exam to test your understanding of this statement.

√ As a PMP planning the project (or project phase), you should be prepared to develop a formal and

comprehensive project plan by integrating and documenting project deliverables, acceptance criteria, processes, procedures, risks and tasks to facilitate project executing, controlling and closing processes. 7 questions will appear on the PMP Exam to test your understanding of this statement.

√ As a PMP planning the project (or project phase), you should be prepared to obtain project plan

approval by reviewing the plan with the client and other required stakeholders to confirm project baselines prior to proceeding with project executing processes. 7 questions will appear on the PMP Exam to test your understanding of this statement.


Here are the PMP knowledge specifics you will find referenced on your PMP Exam ...

As a PMP applying Planning processes in real-world projects, you may be expected to possess in-depth knowledge in several project-specific areas, as well as a broad knowledge of project management in general. The PMP Exam will test your understanding of these ‘knowledge specifics.’ By developing a familiarity with these Planning knowledge specifics, you will better understand the context of many PMP Exam questions. Review this list, and as you read, spend a few moments giving some thought to each item as it relates to your own experience with past projects, current projects or anticipated upcoming projects. New terms that are unfamiliar at this point, will be discussed in subsequent lessons. As a PMP applying Planning processes, you may be expected to have knowledge of ...

√ Accepted/required control processes, measures and thresholds

√ Analysis techniques √ Approving authorities √ Assumption identification techniques √ Authorization procedures √ Business writing techniques √ Communication management concepts, tools

and techniques √ Constraint identification methods √ Decision-making techniques √ Effective communication techniques √ Existing project documents √ Facilitation techniques √ Gantt, PERT, CPM and PDM methods √ Gathering, assessing and integrating

information √ Human resource management techniques √ Industry standards √ Integrating and sequencing activities and tasks √ Interviewing techniques √ Negotiation techniques √ Negotiations √ Procurement guidelines and regulations

√ Procurement management concepts, tools and techniques

√ Quality control and sampling techniques √ Quality management concepts, tools and

techniques √ Required reviewers √ Requirement analysis methods √ Resource estimating techniques √ Resource selection criteria and techniques √ Resource sources and availability √ Resource-leveling techniques √ Risk analysis techniques √ Risk management concepts, tools and

techniques √ Schedule preparation methods √ Scope and change management concepts √ Stakeholder identification techniques √ Stakeholders √ Statistical analysis and forecasting techniques √ Team-building methods and techniques √ Time and cost estimation techniques √ WBS development and decomposition

techniques √ Workload balancing techniques

Planning the Project Here are the PMP performance competencies you will find referenced on your PMP Exam ...

As a PMP applying Planning processes in real-world projects, there are many specific project management performance competencies (skills) you may be expected to exercise. By developing a familiarity with these Planning skills, you will better understand the context of many PMP Exam questions. Review this list, and as you read, spend a few moments giving some thought to each item as it relates to your own experience with past projects, current projects or anticipated upcoming projects. New terms that are unfamiliar at this point, will be discussed in subsequent lessons. As a PMP applying Planning processes, you may be expected to exercise skill in ...

√ Analyzing and measuring statistically √ Budgeting √ Building and motivating teams √ Communicating effectively √ Decision-making while considering legal,

organizational and stakeholder issues √ Developing a chart of accounts √ Developing a communications management

plan √ Developing a comprehensive project plan √ Developing a cost baseline √ Developing a cost management plan √ Developing a decision tree analysis √ Developing a list of resource requirements √ Developing a metrics plan √ Developing a network diagram √ Developing a probability impact matrix √ Developing a procurement management plan √ Developing a procurement statement of work √ Developing a project directory √ Developing a project management plan √ Developing a project schedule … baseline √ Developing a quality checklist √ Developing a quality management plan √ Developing a risk assessment matrix √ Developing a risk management plan √ Developing a risk response plan √ Developing a schedule management plan √ Developing a scope management plan √ Developing a scope statement √ Developing a sensitivity analysis

√ Developing a staffing management plan √ Developing a stakeholder management plan √ Developing a WBS √ Developing an activity list with duration

estimates √ Developing an organization chart √ Developing contingency plans √ Developing contractual agreements √ Developing cost estimates √ Developing mechanisms for obtaining

feedback from stakeholders √ Developing project files √ Estimating, forecasting and managing

uncertainty √ Gathering, assessing and breaking down

information into work elements √ Gathering, assessing and integrating

information √ Making decisions √ Managing change √ Managing procurement √ Managing quality √ Managing risk √ Managing, developing and motivating human

resources √ Negotiating √ Planning projects √ Presenting and explaining information √ Scheduling √ Writing formally

Lesson 8

Applying the Activity Sequencing Process

Lesson 8 Learning Objectives

⇒ Understand the intent of applying the Activity Sequencing process, along with its primary objectives. ⇒ Understand where in the project life cycle to apply the Activity Sequencing process. ⇒ Become familiar with the knowledge and performance competencies you may be expected to demonstrate as a PMP

applying the Activity Sequencing process. ⇒ Understand the major deliverables (Outputs) created by the Activity Sequencing process. ⇒ Become familiar with the generally-accepted methodologies (Tools & Techniques) used to produce Activity Sequencing

process deliverables, along with the prerequisite Inputs necessary to apply the methodologies. ⇒ Become familiar with the generally-accepted vocabulary (key terms) and critical concepts associated with the Activity

Sequencing process. ⇒ Know how the PMP Exam will test your understanding of the Activity Sequencing process.

Activity Sequencing Activity Sequencing is the process of identifying the interrelationships between individual project activities, then documenting them using, what is generically termed, a Network Logic Diagram. This is an essential step that must be performed accurately prior to the development of a realistic and achievable schedule. Project Network Logic Diagrams are often (but not correctly) referred to as PERT Charts. Intuitive sense tells us that certain project activities must be completed before others may start. In many cases, certain activities may be performed in parallel. In some cases, certain activities must start before others can finish. As you will learn shortly, there are four possible interactivity relationships. These relationships must be identified and documented in some form of Network Logic Diagram. This is what Activity Sequencing is all about. As you might imagine, in a project with hundreds or thousands of identified activities, Activity Sequencing can be a very complex process. In real-world project planning, most PMPs rely on the use of project management software to automate and expedite the process. However, to pass the PMP Exam, we must develop the ability to manually create and analyze simple network diagrams. To accomplish this, we must first learn the fundamentals of Network Logic Diagramming, then spend some time with hands-on practice. Because there is so much important information to cover in Activity Sequencing (compared to other processes), expect to devote a little more time here with Lesson 8.

Part III Planning the Project

The Fundamentals of Network Logic Diagrams To master all there is to know about Network Logic Diagramming, we could spend a graduate-level semester dedicated just to this one subject. It can be quite complex, with many specific techniques and technique-variations to consider. To prepare for the PMP Exam, however, we need to master only the fundamentals. Here they are.

There are three generally-accepted methods used to create and document Network Logic Diagrams:

Arrow Diagramming Method (ADM)

Precedence Diagramming Method (PDM)

Conditional Diagramming Methods

Arrow Diagramming Method (ADM) ADM is used with increasingly less frequency in modern times (PDM is in more widespread use today). ADM constructs the project network diagram using arrows to represent project activities and connects them at nodes to illustrate their interdependencies. Here is a simple network diagram, drawn using ADM: In this simplified example, the project consists of six activities, A - F, represented by arrows. We see that activities A and B have no predecessor constraints and can start right away. We see that A must finish before activity C can start. We see that C must finish before E can start. And so on, through to project finish.

ADM Networks are also called Activity-on-Arrow (AOA) Diagrams (Activity information is identified on the arrows) ADM Networks have certain shortfalls:

• In some cases, it is impossible to complete the network logic using only arrows and nodes. In these cases, it is necessary to include dummy activities, ‘dummies.’ In the above illustration, a dummy is included (dotted arrow) to indicate that Activity C is preceded by both Activities A and B. This means Activities A and B must be finished before Activity C can start. Dummies are artificial activities. They represent no real work, resources or time.

• In ADM Networks, only Finish-to-Start (F-S) interdependencies can be illustrated. In PDM Networks, all four possible interdependencies may be illustrated F-S, S-F, S-S and F-F.

Start Finish

Activity A

Activity B

Activity C

Activity D

Activity E

Activity F

Lesson 8 Applying the Activity Sequencing Process

Precedence Diagramming Method (PDM) This is the method used by most modern project management software programs. It constructs the project network diagram using boxes (called nodes) to represent project activities, and connects them with arrows which illustrate their interdependencies. Here is a simple network diagram, drawn using PDM:

In this simplified example, the project consists of seven activities, A - G. We see that activities A and B have no predecessor constraints and can start right away. We see that A and B must finish before activity C can start. We see that C must finish before D can start. D must finish before E or G can start. E must finish before F can start. Finally, F and G must finish before the project can finish.

Precedence Diagrams are also called Activity-on-Node (AON) Diagrams (Activity information is identified directly on the node) Precedence Diagrams can illustrate four types of interdependencies

A

C

D

E

F

B

G

Start Finish

• Finish-to-Start (F-S) Activity A must Finish before Activity B may Start. F-S is the most common type of interdependency.

• Start-to-Finish (S-F)

Activity A must Start before Activity B may Finish. S-F is the least common type of interdependency.

• Start-to-Start (S-S)

Activity A must Start before Activity B may Start. S-S is a less common type of interdependency.

• Finish-to-Finish (F-F)

Activity A must Finish before Activity B may Finish. F-F is a less common type of interdependency.

B

A

B

A

B

A

B

A


Conditional Diagramming Methods In some projects, it may necessary to perform multiple tests (loops), then proceed along some conditional branch, based upon the outcome of testing. In these type projects, there may be more than one acceptable end result, again based upon the outcome of testing. Neither ADMs or PDMs allow us to illustrate these types of non-sequential activity relationships (loops) or alternate paths (conditional branching). In projects where it is essential to illustrate looping, branching and/or multiple end results, then some Conditional Diagramming Method is needed. There are two types generally recognized:

GERT (Graphical Evaluation and Review Technique). Although GERT is recognized as an accepted Conditional Diagramming Method, it is difficult to find in field use. At present, it appears that reliable GERT programs remain ‘in the lab.’ System Dynamics models. Some commercial project management software tools allow for looping, branching and multiple end results by incorporating various System Dynamics algorithms.

Critical Path Network Diagrams illustrate all of the project’s activities and their interrelationships/dependencies, from project start to project finish. They also annotate, at minimum, an identification for each activity and the estimated time duration of each activity. A typical PMP Exam Network Diagram is very simple and may look something like this:

• In this simple example, the project is comprised of six activities, A-F. • All predecessor/successor relationships are Finish-to-Start (F-S). • Activity A is estimated to require 3 days for completion, Activity B 12 days, Activity C 10 days, and so on. • There are three possible paths through this Network from start-to-finish; Path 1) Start-A-B-D-F-Finish , Path 2) Start-

A-C-E-Finish and Path 3) Start-A-C-D-F-Finish. • Add the associated Activity time estimates to find that Path 1 is 22 days long, Path 2 is 28 days long and Path 3 is

20 days long. • Path 2 is the longest path through the Network Diagram (28 days), and is therefore identified as the Critical Path.

The Critical Path is the longest path through a Network Diagram. The Critical Path also defines the shortest period of time in which the project may be completed (in this example, 28 days).

• The Critical Path is typically indicated with a heavier arrowed line.

Page 106

A

B

C

D F

E

Start Finish

Activity A 3 Days

Activity B 12 Days

Activity C 10 Days

Activity D 6 Days

Activity E 15 Days

Activity F 1 Day


ADM & PDM Conventions

When properly constructed and annotated, Network Diagrams can communicate an enormous amount of essential information. During planning, this helps the project team in creating the project schedule, obtaining resources and in identifying risks. Here is the way information is typically annotated in ADM Networks (Activity-on-Arrow AOA) and PDM Networks (Activity-on-Node AON). The numbers indicated in this example are work units. Typically, work units are hours, shifts, days, weeks, etc.

Once the Network is constructed and work units for each activity are estimated, we can then determine the following for each activity:

• Earliest Start Time (ES) and Earliest Finishing Time (EF). We can determine ES and EF by making a forward pass (left-to-right) through the Network. The earliest starting time (ES) of a successor activity is the latest of the early finish times of its predecessors. The earliest finishing time (EF) is the total of the earliest starting time and the activity duration.

• Latest Starting Time (LS) and Latest Finish Time (LF). We can determine LS and LF by making a backward pass (right-to-left) through the Network. The latest finishing time (LF) for an activity entering a node is the same as smallest value latest starting time (LS) of the activities exiting the node. The latest starting time (LS) of an activity is the latest finishing time (LF) minus the activity duration.

• Slack (also referred to as float, reserve, total float, path float). We can determine Slack in an activity by subtracting its ES from its LS. Many non-critical project activities may have Slack time, allowing greater flexibility in scheduling and resource allocation. Activities on the network’s Critical Path typically have zero Slack.

A (4,6)

2 (11,13)

Activity Identification

Activity Time Duration Estimate

Earliest Possible Start Time (ES)

Earliest Possible Finish Time (EF)

Latest Possible Start Time (LS)

Latest Possible Finish Time (LF)

ADM

4 2 6

A 7 $35K

11 6103 13

PDM

Activity Identification

Activity Time Duration Estimate ES EF

LS LF

Accounting Center

Cost Estimate

Slack


PMP Activity Sequencing Tasks As a PMP applying the Activity Sequencing process in real-world projects, there are many specific tasks you may be expected to perform. By developing a broad familiarity with these tasks, you will better understand the context of PMP Exam questions that address Activity Sequencing. Here is a typical Activity Sequencing

Think About It ...

Refer to your PM PROCESSES Poster 1. See where the Activity Sequencing process is applied in the project life cycle. Review the Activity Sequencing process illustration below. Note the Input, Tool/Technique and Output elements. Read the condensed descriptions of each. As you read, envision how the Inputs might feed the Tools/Techniques, which then work to create the intended process deliverables (Outputs). Refer to your PM PROCESSES Poster 4. See where the Activity Sequencing process aligns with respect to the nine project management Knowledge Areas.

Think About It ...

• Precedence diagramming method (PDM) • Arrow diagramming method (ADM) • Network templates • Conditional diagramming methods

⇒ Project network

diagrams ⇒ Activity list updates

⇒ Discretionary dependencies ⇒ External dependencies ⇒ Activity list ⇒ Product description ⇒ Mandatory dependencies ⇒ Milestones

Time Management ○ Core Planning Process

ACTIVITY SEQUENCING identifies and documents interactivity dependencies. Discretionary dependencies. Those activity dependencies that can be defined by the project team. External dependencies. Dependencies between project activities and non-project activities. Activity list. The list and description of each project activity, organized as an extension of the WBS. Product description. Documented characteristics of the product (or service) that the project is undertaken to create. Mandatory dependencies. ‘Hard logic’ activity relationships. i.e. Prototype must be built before it can be tested. Milestones. Significant events (typically planned) in the project. Example: Completion of a major deliverable. Precedence diagramming method (PDM). Activity-on-Node (AON) project network diagramming technique. Arrow diagramming method (ADM). Activity-on-Arrow (AOA) method for constructing a project network diagram. Network templates. Standardized networks used to expedite preparation of the project’s network diagram. Conditional diagramming methods. Network diagramming techniques that allow for loops and branching. GERT. Project network diagrams. Schematic displays of the project’s activities and their logical relationships. Activity list updates. ‘Progressive elaboration refinements’ to the activity list.


task list. Activity Sequencing Tasks:

√ Determine your interactivity dependencies. √ Identify the relationships between your project activities for activity sequencing. √ Identify and document the types of interactivity dependencies within your project. √ Construct your project network diagram. √ Identify appropriate diagramming techniques. √ Determine inputs to your activity sequencing process. √ Complete your activity list and WBS updates, as well as updates of related supporting

documentation. √ Define missing activities or activities requiring clarification in your activity list during the development

of your project network diagram.

Review the PMP Activity Sequencing Tasks above. As you review, envision how these tasks might be applied to a familiar project from your past experience, from current experience or on an upcoming project.

Think About It ...


Triple-R Exercises

1. REVIEW Cutout your Lesson 8 ReviewSheets (pages 108-110). Briefly review the contents of each sheet.

2. WRITE Directly on Lesson 8 ReviewSheet 1, fill-in the blanks, as directed, by physically writing-in the appropriate information. A fine-point pencil or pen works best. You can find the appropriate ‘write-in’ information here in Lesson 8 on page 105. Simply copy the information word-for-word.

3. RECITE Once you have completed your WRITE exercise, read aloud each of the statements as directed on ReviewSheets 1, 2 & 3. Verbally reciting the material quietly in an undisturbed setting works best. Reading through each statement one time will be sufficient.

PMBOK Guide Reading Assignment Read PMBOK Guide section 6.2 ACTIVITY SEQUENCING (2-1/2 pages). Take notes as you read, using your Lesson 8 Cutout Notes page.

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__ ○

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“A

CTIV

ITY

SEQU

ENCI

NG __

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.”

“The

re ar

e six

defin

ed In

puts

to the

Acti

vity S

eque

ncing

pro

cess

…

1) D

iscre

tiona

ry de

pend

encie

s. Th

ese a

re th

e acti

vity d

epen

denc

ies th

at ha

ve so

me de

gree

of fle

xibilit

y and

can b

e defi

ned b

y the

proje

ct tea

m.

2) E

xtern

al de

pend

encie

s. Th

ese a

re th

e dep

ende

ncies

betw

een p

rojec

t acti

vities

(inter

nal) a

nd no

n-pr

oject

activ

ities (

exter

nal).

3)

Acti

vity l

ist. T

his is

the p

rimar

y Acti

vity D

efinit

ion de

liver

able

(Out

put).

It is

the l

ist/de

scrip

tion o

f all p

rojec

t acti

vities

, typic

ally o

rgan

ized a

s an e

xtens

ion of

the W

BS.

4)

Pro

duct

desc

riptio

n. Th

is is

the ‘d

ocum

ent’ t

hat c

hara

cteriz

es th

e pro

duct

(or s

ervic

e) th

at the

proje

ct is

unde

rtake

n to c

reate

. 5)

Man

dator

y dep

ende

ncies

. The

se ar

e ‘ha

rd lo

gic’ a

ctivit

y rela

tions

hips.

An e

xamp

le co

uld be

; a pr

ototyp

e mus

t be b

uilt b

efore

it ca

n be t

ested

. 6)

Mile

stone

s. Mi

leston

es ar

e sign

ifican

t eve

nts (t

ypica

lly pl

anne

d) in

the p

rojec

t. Th

e com

pletio

n of a

majo

r deli

vera

ble is

man

y tim

es m

arke

d as a

mile

stone

.”

Le

ss

on

8

Ap

ply

ing

th

e A

cti

vit

y S

eq

ue

nc

ing

Pro

ce

ss

R

ev

iew

She

et

1

of

3

1. Co

mplet

e the

WR

ITE

por

tion o

f you

r Trip

le-R

Exer

cises

by fil

ling-

in the

blan

ks ab

ove.

You

will

find t

he co

rrect

infor

matio

n to w

rite-in

on pa

ge 10

5 of y

our W

orkb

ook.

2. On

ce yo

u hav

e fille

d-in

the bl

anks

, com

plete

the R

EC

ITE

por

tion o

f you

r Trip

le-R

Exer

cises

by re

ading

alou

d all

of th

e abo

ve m

ateria

l that

appe

ars i

n “qu

otatio

n mar

ks.”

Verb

ally r

ecite

the

mater

ial on

ce-th

roug

h, qu

ietly.

An u

ndist

urbe

d sett

ing w

orks

best.

Cont

inued

on

Revie

wShe

et 2

…

“T

here

are f

our d

efine

d Too

ls &

Tech

nique

s in t

he A

ctivit

y Seq

uenc

ing pr

oces

s ...

1) P

rece

denc

e diag

ramm

ing m

ethod

(PDM

). Th

is is

also t

erme

d, the

Acti

vity-o

n-No

de (A

ON) p

rojec

t netw

ork d

iagra

mming

tech

nique

. Acti

vity i

nform

ation

is ill

ustra

ted on

the

‘nod

es’ in

the n

etwor

k diag

ram.

2)

Arro

w dia

gram

ming

meth

od (A

DM).

This

is als

o ter

med,

the A

ctivit

y-on-

Arro

w (A

OA) m

ethod

for c

onstr

uctin

g a pr

oject

netw

ork d

iagra

m. A

ctivit

y info

rmati

on is

illu

strate

d dire

ctly o

n the

‘arro

ws’ in

the n

etwor

k diag

ram.

3)

Netw

ork t

empla

tes. S

tanda

rdize

d netw

orks

used

to ex

pedit

e pre

para

tion o

f the

proje

ct’s n

etwor

k diag

ram.

4)

Con

dition

al dia

gram

ming

meth

ods.

Thes

es ar

e netw

ork d

iagra

mming

tech

nique

s tha

t allo

w for

loop

s and

bran

ching

. GER

T is

a (ra

re) c

ondit

ional

diagr

ammi

ng

metho

d.”

“T

here

are t

wo de

fined

Out

puts

(or d

elive

rable

s) fro

m the

Acti

vity S

eque

ncing

proc

ess …

1)

Pro

ject n

etwor

k diag

rams

. The

se ar

e the

sche

matic

disp

lays o

f the p

rojec

t’s ac

tivitie

s and

their

logic

al re

lation

ships

, from

proje

ct sta

rt to

proje

ct en

d.

2) A

ctivit

y list

upda

tes. T

hese

are ‘

prog

ress

ive el

abor

ation

refin

emen

ts’ to

the a

ctivit

y list

, iden

tified

durin

g Acti

vity S

eque

ncing

.”

Le

ss

on

8

Ap

ply

ing

th

e A

cti

vit

y S

eq

ue

nc

ing

Pro

ce

ss

Re

vie

wS

he

et

2

of

3

Conti

nue t

he R

EC

ITE

por

tion o

f you

r Trip

le-R

Exer

cises

by re

ading

alou

d all

of th

e abo

ve m

ateria

l that

appe

ars i

n “qu

otatio

n mar

ks.”

Cont

inued

on

Revie

wShe

et 3

…

Mu

st

Kn

ow

Ac

tiv

ity

Se

qu

en

cin

g C

on

ce

pts

1.“T

he A

ctivit

y Seq

uenc

ing pr

oces

s is i

ntend

ed to

iden

tify an

d doc

umen

t inter

activ

ity

logica

l relat

ionsh

ips.”

2.“A

ctivit

y Seq

uenc

ing is

a co

re P

lannin

g Pro

cess

, one

of tw

enty-

one (

21) p

roce

sses

in

the P

lannin

g Pro

cess

es G

roup

. Ac

tivity

Seq

uenc

ing is

also

one o

f five

(5)

proc

esse

s in t

he P

rojec

t Tim

e Man

agem

ent K

nowl

edge

Are

a .

3.“T

he pr

imar

y deli

vera

ble (O

utpu

t) of

the A

ctivit

y Seq

uenc

ing pr

oces

s is t

he pr

oject

netw

ork d

iagra

m.”

4.“T

he pr

oject

netw

ork d

iagra

m be

come

s the

prim

ary i

nput

to de

velop

the p

rojec

t sc

hedu

le.”

5.“T

he pr

oject

netw

ork d

iagra

m illu

strate

s all p

rojec

t acti

vities

and t

heir p

rede

cess

or/

succ

esso

r rela

tions

hips/i

nterd

epen

denc

ies.

It also

iden

tifies

the p

rojec

t’s C

ritica

l Pa

th an

d all o

f the a

ctivit

ies on

the C

ritica

l Path

.”

6.“T

he C

ritica

l Path

is th

e lon

gest

path

throu

gh a

netw

ork d

iagra

m. It

defin

es th

e sh

ortes

t per

iod of

time i

n whic

h the

proje

ct ma

y be c

omple

ted.”

7.“N

etwor

k Diag

rams

are o

ften r

eferre

d to a

s PER

T Ch

arts

(inac

cura

tely).

A P

ERT

Char

t is a

partic

ular t

ype o

f ADM

Netw

ork w

idely

used

in pa

st ye

ars.”

8.“N

etwor

k Diag

rams

are t

ypica

lly cr

eated

and d

ocum

ented

using

Arro

w Di

agra

mming

Meth

od (A

DM) t

echn

iques

, Pre

cede

nce D

iagra

mming

Meth

od (P

DM)

Tech

nique

s or C

ondit

ional

Diag

ramm

ing M

ethod

s (GE

RT or

Sys

tem D

ynam

ics

mode

ls).”

9.“A

DM is

also

refer

red t

o as A

ctivit

y-on-

Arro

w (A

OA).

In AO

A dia

gram

s, ac

tivitie

s

are r

epre

sente

d by a

rrowe

d line

s whic

h are

conn

ected

at no

des t

o illu

strate

their

int

erde

pend

encie

s.”

10.

“PDM

is al

so re

ferre

d to a

s Acti

vity-o

n-No

de (A

ON).

In AO

N dia

gram

s, ac

tivitie

s ar

e rep

rese

nted b

y nod

es w

hich a

re co

nnec

ted by

arro

wed l

ines t

o illu

strate

their

int

erde

pend

encie

s.”

11.

“AOA

diag

rams

can s

how

only

one t

ype o

f inter

depe

nden

cy, F

inish

-to-S

tart (

F-S)

. AO

A dia

gram

s som

etime

s nee

d to i

nclud

e dum

my ac

tivitie

s to c

omple

te the

ne

twor

k log

ic.”

12.

“AON

diag

rams

can s

how

four t

ypes

of in

terde

pend

encie

s (F-

S), (

S-F)

, (F-

F) an

d (S

-S).

Dumm

ies ar

e not

need

ed to

illus

trate

netw

ork l

ogic

in AO

N dia

gram

s.”

13.

“A F

orwa

rd P

ass (

left-r

ight th

roug

h the

netw

ork)

may b

e per

forme

d to d

eterm

ine

Earlie

st St

artin

g tim

es (E

S) an

d Ear

liest

Finish

times

(EF)

for e

ach p

rojec

t acti

vity.”

14.

“A B

ackw

ard P

ass (

right-

left th

roug

h the

netw

ork)

may b

e per

forme

d to d

eterm

ine

Lates

t Star

ting t

imes

(LS)

and L

atest

Finish

times

(LF)

for e

ach p

rojec

t acti

vity.”

15.

“Slac

k (als

o refe

rred t

o as f

loat,

rese

rve,

path

float

or t

otal fl

oat)

for an

y give

n ac

tivity

may

be de

termi

ned b

y sub

tracti

ng E

S fro

m LS

. Acti

vities

on th

e Criti

cal

Path

typica

lly ha

ve ze

ro sl

ack.”

16.

“Sub

net (

or fr

agne

t or s

ubpr

oject)

is a

subd

ivisio

n of a

netw

ork d

iagra

m. H

ammo

ck

is gr

oup o

f rela

ted ac

tivitie

s illu

strate

d as a

sing

le su

mmar

y acti

vity.”

17.

“My P

MP E

xam

will i

nclud

e 47 q

uesti

ons c

over

ing P

lannin

g Pro

cess

es.”

Comp

lete t

he R

EC

ITE

portio

n of y

our T

riple-

R Ex

ercis

es by

read

ing a

loud

each

of th

e 17 ‘

Must

Know

’ stat

emen

ts ab

ove.

Le

ss

on

8

Ap

ply

ing

th

e A

cti

vit

y S

eq

ue

nc

ing

Pro

ce

ss

R

ev

iew

She

et

3

of

3


Lesson 8 Quiz

Here are 14 questions to help reinforce your Lesson 8 learning material. Complete this quiz from memory to the best of your ability. For each question, circle or check your selected answer. When complete, check your performance by comparing your answers to the correct answers, provided in Appendix A. 1. The longest path through a project network diagram is termed, ______________________

A. path float. B. latest finish time (LF). C. latest start time (LS). D. critical path.

2. Which of the following statements is most true?

A. A project network diagram my identify more than one critical path. B. A project network diagram can illustrate only one critical path. If more than one critical path is identified, a

mistake has been made somewhere in construction of the network logic. C. A project network diagram should be unique to the project, constructed using the best individual elements

of ADM, PDM and Conditional Diagramming Methods. D. A project network diagram is essentially the same as a project WBS. They are interchangeable.

3. Activity Sequencing inputs include all of the following except:

A. Discretionary dependencies (also referred to as soft logic, preferred logic, or preferential logic). B. External dependencies. C. Mandatory dependencies (also referred to as hard logic). D. The Project Network Diagram (typically in ADM form, PDM form or Conditional Diagramming form).

4. In this simplified network diagram, how many paths exist, from project start to project finish?

A. 6 B. 1 C. 5 D. 3

A

B

C

D

E

3 days

6 days

9 days

2 days

12 days

Start Finish

5. Referring to the project network diagram in question 4, identify the critical path.

A. Start-A-C-D-Finish B. Start-A-C-D-E-Finish C. Start-A-B-C-D-E-Finish D. Start-A-B-D-E-Finish

6. Referring to the project network diagram in question 4, identify the shortest period of time in which this project

may be completed.

A. 14 days B. 20 days C. 26 days D. 32 days

7. From the given information, determine how many paths exist through this project’s network diagram.

A. 1 B. 2 C. 3 D. 4

8. Referring to the information given in question 7, identify the project’s critical path.

A. Start-A-C-E-F-G-Finish B. Start-B-D-E-F-G-Finish C. Start-B-C-E-F-G-Finish D. Start-A-C-E-F-Finish

9. Referring to the information given in question 7, identify the shortest period of time in which this project may be completed.

A. 25 weeks B. 31 weeks C. 38 weeks D. Insufficient information

Page 116


Activity Activity Duration Predecessors

A 1 week none

B 7 weeks none

C 5 weeks A and B

D 12 weeks B

E 10 weeks C and D

F 6 weeks E

G 3 weeks F


10. While reviewing your project network diagram, you note that an activity has an Early Start time of 3 days and a Late Start time of 12 days. How much float does this activity have?

A. Zero, because activities on the critical path have zero slack. B. + 9 days C. - 9 days D. 75%

11. A forward pass _________________________________________________________.

A. is performed by moving left-to-right through the network diagram to determine the Early Start (ES) and

Early Finish (EF) times for each activity B. is performed by moving right-to-left through the network diagram to determine the Late Start (LS) and

Late Finish (LF) times for each activity C. is performed by moving left-to-right through the network diagram to identify the critical path D. is performed by moving right-to-left through the network diagram to determine the shortest period of time

in which the project may be completed

12. Which of the following is least true?

A. With the Precedence Diagramming Method (PDM), network diagrams are constructed with activities

represented by nodes connected by arrowed lines to complete the network logic. B. With the Arrow Diagramming Method Diagramming Method (ADM), network diagrams are constructed

with activities represented by arrowed lines connected at nodes to complete the network logic. C. Conditional Diagramming Methods, such as GERT and System Dynamics models, are used when

looping, branching and multiple project results must be included in the project network logic. D. Both ADM and PDM, as well as Conditional Diagramming Methods, use dummies and can illustrate all

four possible activity relationships, F-S-, S-F, S-S and F-F.

13. Which of the following is most true?

A. The Precedence Diagramming Method (PDM) constructs project networks by representing activities with nodes, also referred to as Activity-on-Node (AON) network diagrams.

B. The Precedence Diagramming Method (PDM) constructs project networks by representing activities with arrowed lines connected by nodes, also referred to as Activity-on-Arrow (AOA) network diagrams.

C. The Graphical Evaluation and Review Technique (GERT) constructs project networks by representing activities with nodes, also referred to as Activity-on-Node (AON) network diagrams.

D. The Program Evaluation and Review Technique (PERT) constructs project networks by representing activities with nodes, also referred to as Activity-on-Node (AON) network diagrams.

14. The Activity Sequencing process is applied to __________________________________________.

A. identify all of the deliverables-oriented work within the scope of the project B. further subdivide work packages into clearly defined activities C. create the project network diagram D. schedule all of the project’s defined activities

Page 117


- Lesson 8 Cutout Notes -

Lesson 8 Applying the Activity Sequencing Process 1. D ‘Critical path’ is one of the most important terms used by PMPs. It is important to know and understand its

definition: the longest path through a network diagram. It is also important to know that the critical path defines the shortest period of time in which a project may be completed.

2. A Although, this was not directly discussed in Lesson 8, it is very possible for a project to have more than one

critical path through its network. When more than one critical path exists, it typically increases project risk. It is usually advisable for the project team to brainstorm some solution to avoid multiple critical paths. B is not true, by default. C is not true, (good judgment should dictate that it is not conventional to attempt the creation of hybrid network diagramming methods). D is not true; the WBS identifies all of the deliverables-oriented work within project scope, the network diagram illustrates all ’activities’ and their logical interdependencies, from project start to project finish.

3. D Review the Activity Sequencing process illustration on page 105. Project Network Diagrams represents an

Output, not an Input. 4. C There are five possible paths; 1) Start-A-B-D-E-Finish, 2) Start-A-C-E-Finish, 3) Start-A-B-C-E-Finish, 4)

Start-A-B-C-D-E-Finish, 5) Start-A-C-D-E-Finish. 5. C The critical path is the longest path through a network diagram. Option A cannot be correct, because Start-

A-C-D-Finish is not a complete path through the network. Option B does represent one of the five possible complete paths through the network and, when durations are added, requires 26 days, start to finish. Option C represents a complete path and, when added, requires 32 days. Option D is a complete path and requires 30 days. When all five paths are analyzed for total time duration, the longest path through the network is Start-A-B-C-D-E-Finish (32 days). Therefore C is the correct answer. HINT: Remember, critical path is typically identified with a heavier arrowed line. If you noticed, the illustration already identified the critical path for you. Don’t be surprised to find such ‘clues’ on your actual PMP Exam.

6. D The critical path defines the shortest period of time in which a project may be completed. All four options

represent actual path times through this network diagram. The longest path is Start-A-B-C-D-E-Finish and therefore defines both the critical path and the shortest time to complete the project. If you identified the wrong path as being the critical path, then one of the other answer options may have appeared correct. On your PMP Exam, you will encounter wrong answers options that appear correct when a calculation error is made.

7. C To answer this question, you must first construct a network diagram from the given information. Be

prepared to do the same during your actual PMP Exam. The proper network diagram appears at the top of the following page. There are three possible paths through this network from start to finish; 1) Start-A-C-E-F-G-Finish, 2) Start-B-D-E-F-G-Finish and 3) Start-B-C-E-F-G-Finish.

Appendix A

Lesson Quiz Solutions

A

B

C

D

E

3 weeks

1 week

12 weeks

6 weeks

7 weeks

Start Finish F G

10 weeks 5 weeks

8. B To answer this question, you must a) construct a network diagram from the given information, b) identify

each path from start to finish c) determine which path is the longest. Remember, the longest path is the critical path. We find three possible paths; 1) Start-A-C-E-F-G-Finish (25 weeks), 2) Start-B-D-E-F-G-Finish (38 weeks) and 3) Start-B-C-E-F-G-Finish (31 weeks). Path 2 is the longest, and therefore the correct answer.

9. C Once again, to answer this question, you must first construct a network diagram from the given information.

Then you must identify all possible paths through the network and determine which path is longest. The longest path is the critical path, which defines the shortest period of time in which the project may be completed. In this example, Start-B-D-E-F-G-Finish represents the critical path, and the shortest time to complete … 38 weeks.

10. B Slack (also referred to as float, total float, path float, reserve) is determined by subtracting Early Start (ES)

from Late Start (LS). The result will be in work units (in this example, days), either positive or negative. While negative slack is unusual, it is possible in some cases. Option A is partially true, in that activities on the critical path typically have zero slack. However, nowhere in this question does it say this activity is on the critical path. Option C could appear correct if the factors are reversed doing the calculation. Option D is wrong, in that it is expressed in percentage, not work units.

11. A The correct answer is taken directly from your Lesson 8 ‘Must Know’ ReviewSheet. Option B

defines a backward pass. Options C and D are simply incorrect definitions. 12. D Options A, B and C are all correct statements. Option D is incorrect, and therefore the least true. Only

PDM can illustrate all four possible activity relationships, F-S, S-F, S-S and F-F. Only ADM uses dummy activities.

13. A Option A is the only correct statement, and therefore the most true. PDM produces Activity-on-Node (AON)

diagrams. Option B is not true because Activity-on-Arrow (AOA) diagrams are produced by ADM. Option C is not completely true because GERT is mostly concerned with looping, conditional branching and multiple project results. Option D in not true because PERT (when it was in widespread use) produced AOA-type network illustrations.

14. C Activity Sequencing is applied primarily to create the project network diagram. Option A generally describes

the Scope Definition process, not Activity Sequencing. Option B generally describes the Activity Definition process. Option D generally describes the Schedule Development process.

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