Scaling API-first – The story of a global engineering organization
Capm process cheat sheet
1. Time Management – Sample Cheat Sheet
Time Processes(6): Activity Definition, Activity Sequencing, Activity Resource Estimating, Activity
Duration Estimating, Schedule Development, Schedule Control
Sequence Activities:
PDM or AON (FS, FF, SS, SF)
GERT (rarely used)-(loops between activities)
Dependencies [Mandatory (hard logic), Discretionary (soft logic), External]
LEADS and LAGS:
[Leads: starts activity before predecessor is complete] [Shortens the schedule]
[Lags: Inserted between activities] [Delays activity start]
Activity Resource Estimating: Equipment, materials, and People
Activity Duration Estimating: (PADDDING is BAD)
One-Point:( one per activity) (expert judgment) (guessing)
Analogous: (Top Down) (expert judgment and historical information to predict the future)
Parametric: (heuristics-80/20 rule) (Regression analysis – scatter diagram, Learning curve)
Three-Point (PERT): EAD=(P+4M+O)/6, SD=P-O/6, Variance=(((p-o)/6))2, Range=EAD+/-SD
Reserve Analysis: (Risk Contingency – time reserves and management reserves)
Schedule Network:
Critical Path Method CPM:
Schedule Compression: (Fast track, Crash) Critical Path-(forward/backward pass)
What-If Analysis: (Monte Carlo) Near Critical Path
Resource Leveling: (schedule slips and cost increases) TF=LF-EF, FF=LS-ES
Critical Chain Method: FLOAT is SLACK
-(takes into account, directly, both activity and resource dependencies)
-(duration buffers built into the chain at critical milestones)
Project Schedule:
Network Diagram
Milestone chart: have no duration; good for reporting to management and the customer
Bar Chart: completed after the WBS and the network diagram for tracking progress
Schedule Baseline:
(manages the project and the schedule that the team’s performance is measured against)
(only changed with approved changes)
Control Schedule: (means measure) (measure against the plan)
Looking for things causing changes and influencing them to change
Re-Estimating at least ONCE over the life of the project
Work performance measurements, changes to schedule baseline and any part of the project
![Time Management – Sample Cheat Sheet
Time Processes(6): Activity Definition, Activity Sequencing, Activity Resource Estimating, Activity
Duration Estimating, Schedule Development, Schedule Control
Sequence Activities:
PDM or AON (FS, FF, SS, SF)
GERT (rarely used)-(loops between activities)
Dependencies [Mandatory (hard logic), Discretionary (soft logic), External]
LEADS and LAGS:
[Leads: starts activity before predecessor is complete] [Shortens the schedule]
[Lags: Inserted between activities] [Delays activity start]
Activity Resource Estimating: Equipment, materials, and People
Activity Duration Estimating: (PADDDING is BAD)
One-Point:( one per activity) (expert judgment) (guessing)
Analogous: (Top Down) (expert judgment and historical information to predict the future)
Parametric: (heuristics-80/20 rule) (Regression analysis – scatter diagram, Learning curve)
Three-Point (PERT): EAD=(P+4M+O)/6, SD=P-O/6, Variance=(((p-o)/6))2, Range=EAD+/-SD
Reserve Analysis: (Risk Contingency – time reserves and management reserves)
Schedule Network:
Critical Path Method CPM:
Schedule Compression: (Fast track, Crash) Critical Path-(forward/backward pass)
What-If Analysis: (Monte Carlo) Near Critical Path
Resource Leveling: (schedule slips and cost increases) TF=LF-EF, FF=LS-ES
Critical Chain Method: FLOAT is SLACK
-(takes into account, directly, both activity and resource dependencies)
-(duration buffers built into the chain at critical milestones)
Project Schedule:
Network Diagram
Milestone chart: have no duration; good for reporting to management and the customer
Bar Chart: completed after the WBS and the network diagram for tracking progress
Schedule Baseline:
(manages the project and the schedule that the team’s performance is measured against)
(only changed with approved changes)
Control Schedule: (means measure) (measure against the plan)
Looking for things causing changes and influencing them to change
Re-Estimating at least ONCE over the life of the project
Work performance measurements, changes to schedule baseline and any part of the project](https://image.slidesharecdn.com/capmprocesscheatsheet-110620163321-phpapp01/85/Capm-process-cheat-sheet-1-320.jpg)
