Project Management - (NARPM) Training Program

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Network Diagram Draw activities in a logical precedential orderusing Activity in the Box (AIB) format Ask the following three questions relating toeach activity:• Which activity is the predecessor to this activity?• What activity is dependent on this activity?• Which activity can be performed concurrentlyalong with this activity?22 nd Annual NARPM Training Program22 nd Annual NARPM Training Program61
Critical Path The critical path is the longest path in theNetwork diagram. The activities that are on the critical pathhave the least amount of slack Critical path activities have either zero ornegative slack Activities that have positive slack are not onthe critical path Activities with positive slack are called asnon-critical activities22 nd Annual NARPM Training Program22 nd Annual NARPM Training Program62
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Project Management:Principles and T
Page 3 and 4:
Instructor Introductions Rich May S
Page 5 and 6:
General Logistics Questions /discus
Page 7 and 8:
Review of the Day First half of the
Page 9 and 10:
SEMS IntroductionSteve Wyman, OSRTI
Page 11 and 12: SEMS VisionIntegrates three primary
Page 13 and 14: SEMS Component Suite Primavera: Pro
Page 15 and 16: Work Breakdown StructureBackbone of
Page 17 and 18: 22 nd Annual NARPM Training Program
Page 21 and 22: Next Steps for SEMSSEMS is much big
Page 23 and 24: Syed Quadri, PMPRegion 5 RPMMODULE
Page 25 and 26: Typical Problems withSuperfund Proj
Page 27 and 28: More Problems WithSuperfund Project
Page 29 and 30: Five Process GroupsInitiatingClosin
Page 31 and 32: Project Management StepsPlan the Wo
Page 33 and 34: Project Management Planning, execut
Page 35 and 36: Traditional Project ManagementParad
Page 37 and 38: Strategic Project Management Narrow
Page 39 and 40: Communication Management Identify S
Page 41 and 42: Communication Understand personalit
Page 43 and 44: PowerHighStakeholders - Power/Inter
Page 45 and 46: Wrap-Up Building and leading your t
Page 47 and 48: Leading Your Project Team “Who’
Page 49 and 50: Leadership MatrixTeam memberscan fi
Page 51 and 52: The sooner you fall behind the proj
Page 53 and 54: Project Planning: Strategy Unambigu
Page 55 and 56: Process for Developing PM Tools Col
Page 57 and 58: Tool Development (Continued) Make a
Page 59 and 60: Work Breakdown Structure The Heart
Page 61: Lusher Street Site - WBS22 nd Annua
Page 65 and 66: Any Questions?22 nd Annual NARPM Tr
Page 67 and 68: Topics To Be Covered Responsibility
Page 69 and 70: OBSResponsibility Assignment Matrix
Page 71 and 72: Project Risk Management Risk Manage
Page 73 and 74: Risk IdentificationDetermine which
Page 75 and 76: Well 12A Superfund Site RBSWell 12A
Page 77 and 78: Impact543Project Risk ManagementRis
Page 79 and 80: Project Risk ManagementRisk Respons
Page 81 and 82: Earned Value Management Methodology
Page 83 and 84: Performance MeasurementMeasure proj
Page 85 and 86: Planned Value Developed from the ba
Page 87 and 88: Earned Value A snapshot of the work
Page 89 and 90: COST (Dollars)$600KEarned Value$500
Page 91 and 92: COST (Dollars)$600KActual Cost$500K
Page 93 and 94: Schedule Variance (SV) Describes th
Page 95 and 96: Cost Variance (CV) Describes the di
Page 97 and 98: Variance At Completion (VAC) Descri
Page 99 and 100: Lunch Break22 nd Annual 2222NARPM T
Page 101 and 102: Project Management22 nd Annual NARP
Page 103 and 104: Superfund Branch ChiefProject Manag
Page 105 and 106: LexiconPrimavera & CERCLIS Relation
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22 nd Annual NARPM Training Program
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Page 127 and 128:
RPM Financial View with Assignment
Page 129 and 130:
Budget Log to manage funding reques
Page 131 and 132:
Page 133:
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