1.) Project management, program management, and project portfolio management all sound alike. They are different names for possibly the same thing. These are very different topics. Compare and contrast project management, program management, and project portfolio management.
2.) Whether you are a project manager or a program manager, you will be concerned with project cost. Below is a list of terms that you would see and use when working with project cost. Choose only one, explain it, and give some examples of how it works.
Planned Value (PV)
Variance At Completion (VAC)
Actual Cost (AC)
Probability (P)
Earned Value (EV)
Impact (I)
Budget at Completion (BAC)
Expected Monetary Value (EMV)
Cost Variance (CV)
Expected Activity Duration (EAD)
Schedule Variance (SV)
Standard Deviation (SD)
Cost Performance Index (CPI)
Late Start, Early Start, Late Finish, Early Finish (LS, ES, LF, EF)
Schedule Performance Index (SPI)
Point of Total Assumption (PTA)
Estimate at Completion (EAC)
To Complete Performance Index [TCPI]
Estimate to Complete (ETC)
To Complete Performance Index [TCPI]
3.) We have a WBS for our project. We now need to create activities, determine resources for these activities, and determine these activities’ durations. We need this and more in order to create a schedule. What methods are found in the PMBOK® Guide to estimate an activity’s duration? What methods are used in your organization? How closely do they align with the PMBOK® Guide? What are some important considerations when creating a schedule?
4.) When speaking of network diagramming, there are many acronyms. These include AON, AOA, CPM, PERT, and PDM. Let’s also include the critical chain method. Pick one of these acronyms or methods and begin a discussion of that technique. Start by defining the method, and then provide an explanation of the method.
