PM Assignment # 2
Question # 01
Refer to the lecture “Project Schedule Management”, we have certain tools or techniques for the
estimation of activity durations. Discuss three-point estimate, expert judgement, parametric estimation
and analogous estimation techniques.
Tools and Techniques
The following table summarizes the most common estimation techniques that are also
introduced in the PMBOK.
Follow the links in the ‘references’ row of the table to read more about the respective
method (incl. examples). You can also use our Project management Calculator to calculate
final duration estimates.
Overview of Estimation Methods
Input
Data
Method
Expert
Judgement
Analogous
Estimating
Parametric
Estimating
Bottom-up
Estimating
Three-Point
Estimating
Expertise and
experience of
the experts
Historic or
market data:
Values of
previous
similar
projects
Historic or
market data:
Parameters
and values of
similar
projects
Scope of
work,
activities
Estimation
techniques
Estimation of
durations at a
granular level
(e.g. activities
or below) and
aggregate
them to
higher levels
Three-point
duration
estimates
consist of
optimistic,
pessimistic and
most likely
estimates. They
can be
converted into
final estimates
with a triangular
or PERT/Beta
distribution
Experts
estimate the
time it takes to
complete the
work in scope,
either as a topdown or a
bottom-up
estimate
Adoption and
adjustment of
historical
duration
observations
for similar
types of
activities (topdown)
Using the
historical
durations per
parameter unit
to determine
the expected
duration of
future
activities
Output
Type
Several
Duration
estimates for
an activity
Duration
estimates for
an activity
Duration
estimates for
an activity
Final duration
estimates for
activities*,
standard
deviations of
estimates
Question # 02
Find out ES, EF, LS, LF, duration, float and critical path of the following project plan. You can refer to the
video tutorial we shared in the last class.
Question # 03
Cause and effect diagrams are also called fishbone and Ishikawa diagrams. They are used to figure out
what caused a defect. You list all of the categories of the defects that you have identified and then write
the possible causes of the defect you are analyzing from each category. Fishbone diagrams help you see
all of the possible causes in one place so you can think of how you might prevent the defect in the future.
You are required to draw a fishbone diagram by referring the above-mentioned sample diagram for the
causes of low productivity which effects on sales of your product.
The root causes might be related to Policies, Training, Environment and Well-being of your employees.
For each of the mentioned causes, the management brainstorm the following.
Rules and regulations
Equipment and materials
Stress
technical skills
motivation and morale
compliance
inclusion and belonging
low pay scale
social and emotional skills
Arrange these sub root causes under relevant root cause.