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PM Essence
Raghavan S. S. V. , PMP

In keeping with our resolve to be of service to ALL sections of the Project Management community, we have pleasure in introducing this column. This section is intended to serve as the sounding board for the PMP / CAPM aspirants, as well as those doing other courses in Project Management, to interact with one another and get their doubts cleared. It is therefore expected to be run by the students themselves. Now and then members of the Faculty might chip in with some observations, but by and large it would be a column of the students, by the students and for the students of Project Management. We would now set the ball rolling with a few tips, as also touch upon aspects not exactly covered in the PMBOK. We would ask the student community to take it from there and go further forward. DID YOU KNOW?

1. A BURST is the case of one predecessor activity in an activity network diagram giving rise to more than one successor.

2. A SINK, or MERGE, on the other hand is the reverse, i.e., multiple predecessors culminating in one successor.

3. A HAMMOCK is a Group of activities which can be summarized as a set.

4. A HANGER is an intermediate activity with a loose, i.e., unconnected, end.

SOME TIPS:

1. Three BASIC features in an Integrated Change Control are : Paperwork, Tracking Systems and Approving Authority. These signify that every change has to be DOCUMENTED, TRACEABLE and be made only on APPROVAL BY A COMPETENT AUTHORITY. In other words, there is an element of FORMALITY associated with it.

2. Always associate EARLY Start and Finish, as well as FREE FLOAT with FORWARD Pass (F goes with F), and LATE Start and Finish, together with TOTAL FLOAT with BACKWARD Pass.

DidYouKnow
Q. Developed by the U.S. Navy in the 1950s, this project management tool clearly illustrates task dependencies. What is it?
A. A PERT chart is a project management tool used to schedule, organize, and coordinate tasks within a project. PERT stands for Program Evaluation Review Technique, a methodology developed by the U.S. Navy in the 1950s to manage the Polaris submarine missile program. A similar methodology, the Critical Path Method (CPM) was developed for project management in the private sector at about the same time.

[source – Internet & SSV]