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	<title>PMServicesNW &#187; Schedule</title>
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	<description>Free project management information and downloads</description>
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		<title>Schedule Dependencies</title>
		<link>http://www.pmservicesnw.com/2011/03/schedule-dependencies/</link>
		<comments>http://www.pmservicesnw.com/2011/03/schedule-dependencies/#comments</comments>
		<pubDate>Wed, 30 Mar 2011 02:55:03 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Schedule]]></category>
		<category><![CDATA[FF]]></category>
		<category><![CDATA[Finish Finish]]></category>
		<category><![CDATA[Finish Start]]></category>
		<category><![CDATA[FS]]></category>
		<category><![CDATA[schedule dependencies]]></category>
		<category><![CDATA[SF]]></category>
		<category><![CDATA[SS]]></category>
		<category><![CDATA[Start Finish]]></category>
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		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2789</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP Here is a short review of scheduling dependencies. FS &#8211; Finish to Start (most common) A FS B The first task (A) finishes before the second task (B) can start The &#8216;from&#8217; activity must finish before the &#8216;to&#8217; activity can start Sweep floor FS Mop floor FF &#8211; Finish to Finish A FF B The first task (A) must finish before the second tasks (B) can finish The &#8216;from&#8217; activity must finish before the &#8216;to&#8217; activity can finish Insert letter into envelop FF Seal envelop SS &#8211; Start to Start A SS B The second task (B) cannot start until the first task (A) starts The &#8216;from&#8217; activity must start before the &#8216;to&#8217; activity can start The project is funded SS Begin project planning SF &#8211; Start to Finish A SF B The second task (B) cannot finish before the first task (A) has started Once the first task (A) has started the second task (B) is allowed to finish The &#8216;from&#8217; activity must start before the &#8216;to&#8217; activity can finish The first shift worker (B) cannot go home until the second shift worker (A) arrives   About the Author: Ray Myers, Jr. is a [...]]]></description>
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		<title>What Does It Cost to Crash Your Project?</title>
		<link>http://www.pmservicesnw.com/2011/02/what-does-it-cost-to-crash-your-project/</link>
		<comments>http://www.pmservicesnw.com/2011/02/what-does-it-cost-to-crash-your-project/#comments</comments>
		<pubDate>Sun, 20 Feb 2011 05:36:44 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Cost]]></category>
		<category><![CDATA[Schedule]]></category>
		<category><![CDATA[Cost to Crash Project]]></category>
		<category><![CDATA[crashing cost]]></category>
		<category><![CDATA[project crashing]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2768</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP Project managers are under constant pressure to reduce the scheduled time to complete their projects.  It is called crashing the project when you add resources to shorten the project schedule.  Crashing usually requires the expenditure of additional resources which adds cost to the project. Here is how you calculate the cost of crashing your project. Click Image to Enlarge.      About the Author: Ray Myers, Jr. is a PMP certified project manager with over 20 years’ experience planning and managing technology projects.  Contact Ray at www.pmservicesnw.com  Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<title>Schedule Compression</title>
		<link>http://www.pmservicesnw.com/2011/02/schedule-compression/</link>
		<comments>http://www.pmservicesnw.com/2011/02/schedule-compression/#comments</comments>
		<pubDate>Fri, 11 Feb 2011 06:13:36 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Schedule]]></category>
		<category><![CDATA[crashing schedule]]></category>
		<category><![CDATA[fast tracking schedule]]></category>
		<category><![CDATA[schedule compression]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2750</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP Sooner or later, you’ll be asked to deliver your project earlier than planned.  Or, maybe you’ll have to make up time after a major snow storm prevented work for a week.  Either way, you need options to compress the schedule. Schedule compression is the term used to reduce the project schedule without changing the scope of the project.  There are two popular techniques to compress a project schedule. Crashing This technique only works when additional resources will reduce the duration of an activity May introduce additional risk or cost, or both risk and cost to the project Requires some analysis to determine how to balance the reduced schedule and increased labor costs Fast Tracking Serial project activities are rescheduled to be worked concurrently Only works when project activities overlap May result in increased costs due to rework   About the Author: Ray Myers, Jr. is a PMP certified project manager with over 20 years’ experience planning and managing technology projects.  Contact Ray at www.pmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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		<title>Critical Path Calculations</title>
		<link>http://www.pmservicesnw.com/2010/12/critical-path-calculations/</link>
		<comments>http://www.pmservicesnw.com/2010/12/critical-path-calculations/#comments</comments>
		<pubDate>Thu, 30 Dec 2010 05:50:03 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Schedule]]></category>
		<category><![CDATA[compute slack]]></category>
		<category><![CDATA[critical path analysis]]></category>
		<category><![CDATA[critical path calculations]]></category>
		<category><![CDATA[early finish]]></category>
		<category><![CDATA[early start]]></category>
		<category><![CDATA[late finish]]></category>
		<category><![CDATA[late start]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=2301</guid>
		<description><![CDATA[By Ray Myers, Jr., PMP Here is some basic Critical Path information and the relevant formulas every project manager should know. Critical Path Set of activities which must be finished on time to avoid delaying completion of the entire project Sometimes defined as the longest path through the network There may be 2 or more paths with the same length Activities on critical path need close management attention Critical Path Analysis Early Start (ES) Earliest date an activity can be started Early Finish (EF) Earliest date an activity can be finished Late Start (LS) Latest date an activity can be started without delaying project completion Late Finish (LF) Latest date an activity can be finished without delaying project completion Compute ES and EF Early Start and Early Finish Begin at starting event(s) and work forward For Starting Activities ES = 0 For All Other Activities ES = Maximum EF of all immediate predecessors EF = ES + Activity time Compute LS and LF Late Start and Late Finish Begin at ending event and work backward  LF = Maximum EF for last activity  For all other activities LF = minimum LS for all immediate successors LS = LF &#8211; Activity time [...]]]></description>
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		<title>Three Point Estimates</title>
		<link>http://www.pmservicesnw.com/2010/09/three-point-estimates/</link>
		<comments>http://www.pmservicesnw.com/2010/09/three-point-estimates/#comments</comments>
		<pubDate>Thu, 02 Sep 2010 22:52:19 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Cost]]></category>
		<category><![CDATA[Planning]]></category>
		<category><![CDATA[Schedule]]></category>
		<category><![CDATA[3 point estimate]]></category>
		<category><![CDATA[pert formula]]></category>

		<guid isPermaLink="false">http://www.pmservicesnw.com/?p=565</guid>
		<description><![CDATA[By: Ray Myers, Jr., PMP The accuracy of an estimate can be improved by considering uncertainty and risk.  PERT uses 3 estimates to define a range for an activity’s cost.  This formula can be used for cost estimating and for scheduling. Most Likely – based on a realistic assessment Optimistic – estimated cost based on the best case scenario Pessimistic – estimated cost based on the worst case scenario The PERT estimate, also called the 3 Point Estimate, is determined using the following formula:   About the Author: Ray Myers, Jr. is a PMP certified project manager with over 2o years experience planning and managing technology projects.   Contact Ray at wwwpmservicesnw.com Article source: www.pmservicesnw.com &#169;2012 PMServicesNW. All Rights Reserved..]]></description>
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