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PMI PMI-SP : PMI Scheduling Professional Exam

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Test Number : PMI-SP
Test Name : PMI Scheduling Professional
Vendor Name : PMI
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PMI-SP test Format | PMI-SP Course Contents | PMI-SP Course Outline | PMI-SP test Syllabus | PMI-SP test Objectives


The Project Management Institute (PMI) offers a professional credential for project schedulers, known as the PMI Scheduling Professional (PMI-SP). PMIs professional credentialing examination development processes stand apart from other project management certification examination development practices. PMI aligns its process with certification industry best practices, such as those found in the Standards for Educational and Psychological Testing.

Although many of the domains, tasks, knowledge, and skills outlined by the PMI-SP Examination Content Outline are also covered by the Practice Standard for Scheduling and PMBOK Guide, there are some that are unique to the PMI-SP Examination Content Outline. Candidates studying for the examination will certainly want to include the current edition of the Practice Standard for Scheduling and PMBOK Guide as two of their references, and would be well advised to read other current titles on project scheduling.

Schedule Strategy 14%
Schedule Planning and Development 31%
Schedule Monitoring and Controlling 35%
Schedule Closeout 6%
Stakeholder Communications Management 14%
Total 100%

Domain 1: Schedule Strategy (14% of examination)

Task 1 Establish project schedule configuration management policies and procedures incorporating best practices, regulations, governing standards and organization policies, and procedures to ensure accessibility, storage, retrieval, maintenance, change control, and baseline schedule control.

Task 2 Develop schedule approach, based on the unique characteristics of the project, including enterprise environmental factors and organizational process assets, in order to define schedule requirements.

Task 3 Establish scheduling policies and procedures regarding methodology, selection of a scheduling tool, scheduling parameters, performance thresholds, activity granularity, presentation format, earned value management (EVM) implementation, analysis techniques, and approval requirements by using resources such as organizational process assets and project documents in order to develop the schedule management plan and standardize operational procedures.

Task 4 Develop the scheduling-related components for project management plans (for example, integration, scope, cost, quality, resources, communication, risk, and procurement management), through review of contract requirements, in order to integrate scheduling activities into the overall project management process.

Task 5 Provide information about project scheduling objectives and goals, the role of the scheduler, and scheduling procedures to project team members to facilitate effective participation in the project.
Knowledge and Skills:
=> Applicable contract requirements, regulations, and governing standards
=> Schedule control processes (for example, baseline control, status update procedure, variance thresholds)
=> Scheduling development concepts (for examples, coding, work breakdown structures, organizational breakdown structure, resource breakdown structures)
=> Project charter

Domain 2: Schedule Planning and Development (31% of examination)

Task 1 Develop the work breakdown structure (WBS), organizational breakdown structure (OBS), control accounts (CA), and work packages through communication with subject matter experts and stakeholders and analysis of the contractual commitments in order to ensure completion of the project scope.

Task 2 Define activities and milestones through communication with subject matter experts, decomposition, and application of scheduling policies and procedures to identify and document the work to be performed.

Task 3 Estimate activity durations, utilizing subject matter experts and scheduling techniques such as three-point estimate, parametric, analogous and/or Program Evaluation and Review Technique (PERT) in order to develop an overall schedule model.

Task 4 Sequence activities, incorporating defined dependencies (internal, external, and cross programs) milestones, and constraints (for example, calendars, geography, contracts), in order to develop a logical, dynamic schedule model.

Task 5 Identify critical and near-critical path(s) using techniques such as Critical Path Method, Critical Chain, Program Evaluation and Review Technique (PERT), and Monte Carlo simulation in order to meet project delivery date requirements.

Task 6 Develop the project resource breakdown structure (RBS), determine resource availability, and assign resources to activities by working with functional managers, project managers, and project team members in order to define the resource constrained schedule.

Task 7 Adjust schedule model based upon resource availability, available budget, and other known constraints in order to calculate the resource constrained schedule.

Task 8 Align schedule with the overall program plan or integrated master plan (IMP), through review of enterprise objectives and contract documentation, in order to ensure accomplishment of overall program objectives.

Task 9 Analyze major milestones against statement of work (SOW), the contract, and/or memorandum of understanding, to assess whether schedule model delivery estimates meet required deadlines.

Task 10 Perform schedule risk analysis using quantitative tools or techniques (for example, what-if scenarios, Monte Carlo simulation) in order to determine if project milestone dates are achievable within acceptable risk tolerances.

Task 11 Obtain a consensus of the project customer, sponsor, project manager, and project team members, in order to establish an approved baseline schedule.

Task 12 Establish the Performance Measurement Baseline (PMB), using organizational processes and standard techniques, in order to enable performance measurement and management.

Knowledge and Skills:
=> Scope statements, including deliverables and deadlines
=> Work breakdown structure (WBS)
=> Organizational breakdown structure (OBS)
=> Resource breakdown structure (RBS)
=> Cost structure as related to schedule development
=> Activity definition
=> Activity execution techniques (duration/time, effort/work)
=> Dependency relationship types (Finish to Start, Start to Finish, Finish to Finish, Start to Start)
=> Leads and lags
=> Prioritization within the schedule model
=> Resource groups
=> Resource calendars
=> Resource allocation techniques
=> Activity Network Diagram (AND)
=> Precedence Diagramming Method (PDM)
=> Capacity requirements/resource requirements
=> Contingency reserve or buffer (funds, budget, or time)
=> Cost and schedule integration
=> Schedule baselining
=> Performance Measurement Baseline (PMB)
=> Inter-project Dependencies
=> Milestone definition
=> Schedule model components
=> Schedule risk-assessment techniques (for example, Monte Carlo simulation, PERT)

Domain 3: Schedule Monitoring and Controlling (35% of examination)

Task 1 Collect activity status at defined intervals from activity owners via reports, meetings, inspections, or other standard procedures in order to update and review the project progress.

Task 2 Collect resource information and updates via reports, timesheets, meetings, inspections, or other standard procedures in order to report on resource utilization and availability.

Task 3 Perform schedule analysis and audit, on in-house and subcontractor schedules, using industry standards, guidelines and best practices in order to identify and report project schedule, status, changes, impacts or issues.

Task 4 Identify alternative project execution options, using tools and techniques such as what-if scenario analyses, in order to optimize the schedule.

Task 5 Incorporate approved risk mitigation activities into the schedule, by utilizing defined change control processes, in order to establish a new performance measurement baseline (PMB).

Task 6 Update the schedule model and document schedule baseline changes, received through formal change-control processes, in order to maintain an accurate schedule and facilitate forensic schedule analysis, if required.

Knowledge and Skills:
=> Progress measurement techniques (for example, percent complete, actual/remaining duration, estimate to complete)
=> Industry standards, guidelines, and best practices with respect to activity status update frequency, format, and content
=> Metrics to monitor, analyze, and control the schedule
=> Cost and schedule reserve analysis
=> Activity prioritization
=> Available data, logical data organization/relationships within data elements
=> Electronic file storage and retrieval standards
=> Resource breakdown structure (RBS)
=> Resource calendars
=> Resource groups
Resource allocation techniques
=> Schedule risk analysis
=> Project schedule change control
=> Reserve analysis
=> Knowledge of ongoing audit analysis
=> Activity Network Diagram (AND)
=> Precedence Diagramming Method (PDM)
=> Schedule risk assessment techniques (for example, Monte Carlo simulation, Program and Evaluation Review Technique [PERT]) Schedule and cost variance management

Domain 4: Schedule Closeout (6% of examination)

Task 1 Obtain final acceptance of the contractual schedule components, by working with sponsor and/or customer, in order to facilitate project closeout.

Task 2 Evaluate final schedule performance against baseline schedule, scheduling approach and the implementation, using standard scheduling tools and techniques, including solicitation of feedback from stakeholders, in order to identify lessons learned and develop best practices.

Task 3 Update the organizational process assets, through documentation of identified lessons learned and best practices, in order to Boost business processes.

Task 4 Distribute final schedule reports, including earned value management (EVM) calculations and variance analysis, to stakeholders in order to facilitate project closeout.

Task 5 Archive schedule files (for example, final schedule model, schedule management plan, periodic status reports, schedule change log), as per defined procedures in order to satisfy contractual requirements and prepare for potential forensic schedule analysis.

Knowledge and Skills:
=> Contractual schedule components
=> Schedule close-out procedures
=> Feedback techniques
=> Schedule review techniques
=> Schedule issue management
=> Transition planning

Domain 5: Stakeholder Communications Management (14% of examination)

Task 1 Develop and foster relationships with project stakeholders, consistent with the communication management plan, in order to enhance support for the project schedule.

Task 2 Generate and maintain visibility of project schedule, by working with the project manager and/or stakeholders, in order to maintain stakeholder support.

Task 3 Provide senior management and other stakeholders with verbal and written schedule status updates and impact on schedule of corrective actions, as defined by the communication management plan, in order to maintain stakeholder awareness.

Task 4 Communicate schedule issues that could impact delivery of project scope or adherence to the schedule management plan, in order to elevate awareness to relevant stakeholders.

Knowledge and Skills:
=> Targeting communications to senior management
=> Methods and techniques used to maintain visibility of project schedule Elements of the communication management plan Oral and written communication tools and techniques
=> Targeting communications to intended audience
=> Presentation tools and techniques
=> Negotiation
=> Facilitation
=> Cultural sensitivity and diversity
=> Conflict resolution
=> Project life cycle
=> Stakeholder-impact analysis
=> Change management/control
=> Scheduling terminology
=> Organizational process assets
=> Project management software
=> Project management information systems
=> Schedule documentation and reporting techniques
=> Scheduling data management procedures (for example, archiving, storage, retrieval)
=> Estimation techniques (for example, analogy based estimation, parametric estimation, historical data, expert estimation)
=> Scheduling methods (for example, critical path method, critical chain, linear, agile)
=> Scheduling techniques (for example, resource leveling, schedule compression, simulation)
=> Earned Value Management (EVM)
=> Gantt Charts
=> Quantitative and qualitative schedule analysis (for example, schedule performance index, baseline execution index, float analysis)
=> Problem-solving tools and techniques
=> Contract schedule requirements



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PMI Questions and Answers

How could the use of Agile project administration recommendations exchange the way they behavior BIAs? | PMI-SP test dumps and Free PDF

details published: Tuesday, 26 may additionally 2020 07:28

whereas there isn't any standard definition for ‘Agile' project administration, it will also be considered as the use of a collection of lightweight processes and techniques so as to tackle advanced challenges. Benedict Gross believes that a few of these ideas may also be transferred to company continuity management; and to the BIA in selected.

A company affect analysis (BIA) is an auxiliary product. There can be restricted price in the evaluation by way of itself, but it’s a vital tool to reply the two questions which, if now not answered correctly, can be very costly: Which tactics and activities are so crucial to the organization that they must be covered with the aid of a business continuity plan (BCP)? And what hidden dependencies may diffuse via actions and elements and make reputedly insignificant issues a precedence for BCPs? The analysis should still also outline some enterprise continuity requirements - issues comparable to timeframes, supplies and those capabilities that are indispensable to continue operations after a disruption.

The question most agencies are unable to answer

via compiling a BIA, enterprise continuity authorities pose questions that most groups are unable to answer. What are the simple activities for the enterprise's success and how are these activities interlinked? regardless of a long time of optimisation courses, lean-administration initiatives and digitalisation ideas, all these efforts have not generated tons transparency during this area. on the identical time, enterprise fashions have become extra fluid and organizations must react via consistently adapting their tactics and constructions in trying to keep up with altering environments and relocating aims.

Contrasting procedures

In apply, they come throughout two distinct procedures and expectations when it comes to performing a BIA after which generating a BCP. They can be contrasted because the deterministic approach and the pragmatic approach.Determinism, formalism and legislation are boundaries in their economic climate - the same as pragmatism, complexity and incompleteness are part of their fact.

within the deterministic approach, it’s feasible to analyse the procedures and resources of a firm with a BIA, then to formulate parameters and requirements for BCPs. This deterministic formula is ordinary amongst average groups that have a static core company, reminiscent of banks or assurance agencies. The deterministic approach is also fostered by the mighty formalism and documentation requirements in regulated markets such because the finance trade. Unsurprising, critique says it would be too bloated, bureaucratic and not flexible sufficient to hold tempo with adjustments in agencies and their tactics.

The pragmatic strategy accepts complexity, volatility and incompleteness as qualities of corporations and the environment that they are working in. The pragmatic world is generally present in younger companies and digital groups, but more and more also in those common enterprises where external regulation is not overly strong, however the needs for legitimate functions or deliveries are high. creation industries and automobile suppliers, as an instance, can fall into this latter class. Such groups opt for having a lean BIA and quick working BCPs, rather than striving for formal and smartly documented completeness. They additionally accept that every one plans and analyses can be under steady building.

There is no need to favour one method or the different. Determinism, formalism and regulation are boundaries in their economy, the same as pragmatism, complexity and incompleteness are part of their fact. business continuity management itself - as a young and speedy constructing self-discipline - will increase and gain from work in different management areas and scientific contributions. The pursuit of non-linearity may be a promising path for building. this text is to help stimulate some ideas in this area.

administration in complexity

think about a BCM venture in a medium to large size enterprise working in a know-how-driven and consumer-centric section, like retail, finance, healthcare, assurance, telecom, manufacturing, or another modern company. The challenge supervisor tries to describe and analyse a finished process model of the firm all the way through a BIA. After this first stage of evaluation, facets and initiatives for every phase of continuity planning are specified by a task plan, consented to through stakeholders, then budgeted and assigned. finally, the undertaking may be executed with the aid of working during the plan until all BCPs are published and wholly understood by all concerned parties. The project efficiently accomplished all sequences. however what are the options that the BIA is old-fashioned even before the ultimate BCP is drafted? The organizational atmosphere is likely to have modified in the venture duration.

business complexity is not an environment by which to employ strategies that depend on a linear and sequential method so, “First make a plan and then keep on with it,” may additionally not be a beneficial proverb. here, the very human needs for closure, for detail and completeness, can often battle with the constantly changing nature of residing and brilliant agencies. This lesson has been discovered by means of many gigantic utility projects that have either run late, over finances or absolutely failed. What has emerged is a distinct method to complete projects. ‘Agile’ has turn into a paradigm to embrace complex construction initiatives in dynamic environments.

The lesson learned from failed projects is agility

The Agile method places working outcomes, satisfied customers and sustained teamwork at its very centre. It’s a contrast to the plan-driven and heavy-loaded assignment management tactics that frequently result in the creation of monsters of bureaucracy during the strategy planning stage, which is then followed with the aid of unwieldy approaches. a combination that eventually paves the style against failed efforts and disappointing outcomes.

while there isn't any common definition for 'Agile' task administration, it’s more like having a collection of lightweight techniques and techniques in order to address advanced challenges. a few of these ideas will also be transferred to business continuity management. listed here are some ideas worth when you consider that:

1.  A minimal workable Product (MVP) is a edition of a product that has a basic set of aspects, just sufficient to provide it to valued clientele in order to learn from their remarks and wishes. For a BIA this might imply aiming for the first prioritised procedure to be recognized and parameterised in its enterprise continuity necessities after which to beginning working on a primary BCP - as a substitute of investing too a whole lot effort in an complex evaluation, while hesitating in developing BCPs before the last evaluation is finished. It likely will never be complete.

2. Incremental design and continuous integration mean producing small however working effects early, then attempting and checking out them in a bigger context to be able to be trained rapidly from remarks and screw ups earlier than, for instance, the next BCP is drafted.

3. Iterative building permits for steady company impact analysing in multiple recurring time intervals. each BCP requires an analytic part and fills the company’s manner map laterally and in depth. at the same time, it generates the implementation and checking out of latest BCP insights and uncovers dependencies with relevance for the BIA.

four. Self-organizing groups are a very good approach to supply responsibility and motivation for these people who be aware of most about the system it is to be analysed. as a substitute of dominating strategies, methods and timings of the BIA, the BCM assignment supervisor may delivery with asking these fundamental inquiries to the experts within the organizational structure below evaluate: ‘What do you suppose are processes and actions that should be protected with the aid of a BCP?’; ‘How would you find any interrelations and dependencies?’. And importantly, once they are able to answer those questions, allow them to enforce their concepts.

5. another key-lesson from Agile initiatives is to question the tasks methodology itself on an everyday basis, anything which may be as common as each two weeks. researching should still now not be confined to incremental consequences, however additionally mirror how the techniques and methods are created.

This choice of five practices can also be considered as an concept for an Agile strategy to BIA and BCP. It isn’t a in a position-made recipe, however a motivation to problem and evolve the strategies employed in business continuity management nowadays. The beginning point is to acknowledge the pluralistic nature of complex companies might not be open to deterministic strategies when describing both their normal and specified functioning. An Agile strategy can permit for complexity in the area and pragmatism within the process of BCM. If the future BIA is Agile, it could well be incomplete via default.

The author

Benedict Gross is a enterprise continuity management knowledgeable with, PwC, enterprise Continuity & Resilience administration. find him on LinkedIn at https://www.linkedin.com/in/benedict-gross/


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