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Activity Definition and Sequencing

Identifying and ordering project activities for scheduling.

This topic covers techniques for defining project activities, determining dependencies, and sequencing tasks logically. It includes methods for creating network diagrams and understanding relationships like finish-to-start, start-to-start, etc.
5 minutes 5 Questions

Activity Definition involves breaking down project scope into specific, manageable work packages that can be scheduled, monitored, and controlled. It transforms the WBS components into concrete activities that team members will perform. The process includes identifying all required activities, docu…

Concepts covered: Leads and Lags, Templates, Activity List, Estimating Activity Durations, Activity Attributes, Rolling Wave Planning, Schedule Network Diagrams, Critical Path Method (CPM), Schedule Network Templates, Work Breakdown Structure (WBS), Precedence Diagramming Method (PDM), Critical Path Method, Dependency Determination, Milestone List, Decomposition, Schedule Network Diagram

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PMI-SP - Activity Definition and Sequencing Example Questions

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Question 1

When conducting decomposition in an iterative development environment, what is the most effective method for managing work package granularity?

Correct Answer: Create work packages that align with sprint deliverables

In an iterative development environment, the most effective method for managing work package granularity is to create work packages that align with sprint deliverables. This approach is optimal because: - It ensures work packages are sized appropriately for the iterative nature of development - It enables clear tracking of progress within each sprint - It facilitates better resource allocation and estimation - It supports the agile principle of delivering working increments The other options are less effective because: Breaking work into smaller tasks that span multiple sprints creates unnecessary complexity and undermines the sprint-based delivery model. Maintaining work at only high-level milestones reduces visibility into progress and makes it harder to adapt to changes within sprints. Defining work packages by functional departments creates silos and doesn't support the cross-functional nature of agile teams and iterative development. The best practice is to maintain alignment between work packages and sprint cycles, enabling better control, transparency, and adaptation capabilities.

Question 2

In decomposition analysis for project scheduling, which factor most accurately determines the appropriate size of work packages?

Correct Answer: The level of control needed by project stakeholders

The level of control needed by project stakeholders is the most critical factor in determining work package size during decomposition analysis. Key reasons: 1. Work packages need to provide the right granularity for effective monitoring and control 2. Stakeholders must be able to track progress and performance at an appropriate level 3. Too large work packages make it difficult to measure progress accurately 4. Too small work packages create excessive overhead in reporting and management Why other options are not the best choice: - Sequential arrangement and interdependencies influence scheduling but don't determine optimal work package size - Resource allocation is a constraint but doesn't drive the decomposition level needed - Complexity of deliverables affects the work effort but isn't the primary factor in determining how to break down work packages for control purposes The key is finding the right balance that enables proper stakeholder oversight and project control.

Question 3

Which measure most accurately indicates the effectiveness of decomposition in a rolling wave planning approach for project schedules?

Correct Answer: The ability to estimate activities with 90% confidence at the current level of detail

In rolling wave planning, the primary measure of effective decomposition is the ability to estimate activities with high confidence (90%) at the current level of detail. This is crucial because: Rolling wave planning is progressive elaboration where near-term work is planned in detail while future work remains at a higher level. The 90% confidence threshold indicates: - Sufficient detail exists to make reliable estimates - The work packages are appropriately sized - The level of decomposition is practical and useful Why other options are inadequate: Distribution of work packages across phases isn't a measure of effectiveness - it's just a characteristic of the planning approach. Alignment with organizational assets, while important, doesn't indicate if the current decomposition level is appropriate for estimation purposes. Meeting predefined parameters focuses on outcomes rather than the ability to plan effectively at the current decomposition level.

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