PMP Protein: Critical Path Method – Basics

By Manas Das, PMP

Critical Path Method (CPM) is known as one of the key schedule network analysis techniques in “Develop Schedule” process of Time Management knowledge area, under planning process group. 

This analysis is applied on the schedule network diagram, which is created in “Sequence Activities” process – also in Time Management knowledge area and planning process group.


The simplified diagram with the only the key input and outputs, along with the CPM technique is shown below. 

What is Critical Path?
Let’s see the definition of critical path. 
“Critical path is the shortest possible duration within which the project will be completed or critical path is the longest path in the network.”

Above two lines defining critical path may look contradictory to you, but they are not! It means if the critical path is delayed, then the project’s end date will be pushed. Hence it is the shortest possible duration within which the project will be completed. The other aspect – longest possible path, informs us that if you delay on this path, of course the project duration will be elongated. 

It’s worth to understand that activities on a critical path are critical from schedule point of view only and not from functionality or complexity point of view. Project management practitioners, who are new to this concept, confuse on this. All activities on the critical path are known as critical activities. 

Again, the activities are critical, because if you delay any activity on critical path, the project end date will be pushed further. 

More the number of critical paths, more the risks to the project. Let’s check this scenario. Imagine you have a schedule network diagram with multiple critical paths. As it has many critical paths, you can say that there are multiple ways in which the schedule can be delayed. Hence, more risks. 

Let’s take an example to understand more on it. Below, a simple network diagram is shown with various activities. The duration of the activities is in days, e.g., Activity A is of 5 days duration.

There are 3 different ways to complete the tasks which will take different time to complete as below.
Path -1: Start – A -  B – D – F – End = 16 days
Path-2: Start – A – B – E – F – End = 15 days
Path-3: Start – A – C – E – F - End =11 days

But Critical path is Start – A – B – D – F - End being the longest path which takes 16 days to be completed.

Second Definition of Critical Path 
There is another definition of critical path as well, which you can see while using project-portfolio management tools such as Microsoft Project or Oracle Primavera. It goes as follows. 

“Critical path is the network path in which the total float of activities can be less than or equal to zero.”

Total Float and Free Float
To understand the second definition of critical path, first it requires to understand what total float and free float.

There are two types of floats.

• Total Float (TF): By how much time you can delay the task (or activity) so that it does not delay the project finish date or violate schedule constraint. It can be noted as TF.
• Free Float (FF): By how much time you can delay the task (or activity) so that it does not delay the subsequent task(s) or the successor task(s). It can be noted as FF.

For critical tasks, Total Float can be “0” or can be “Negative”. Critical tasks will have Free Float as “0”. To understand it with an example, you can refer this post:

Primavera P6 - Critical Path is Not Always The Longest Path

Taking one of the figures from the above article, we have two critical paths shown, which are highlighted in read in the graphical side of the Schedule Layout.

 Critical Path 1: Start – Activity A – Activity B = 5 days 
Critical Path 2: Start – Activity E – Activity – Finish = 8 days

As you can see Activity A is not on the longest path (the path is only of 5 days duration), but still it is highlighted as a critical activity. Because this activity has negative total float of value “-1 day”. Of course, the other two activities – Activity E and F are critical activities, because their TF values are zeroes. 

References: 
1. “6.6.2.2: Critical Path Method” from PMBOK Guide 5th Edition.
2. “6.7.2 Critical Path Method (CPM)” from Book - I Want To Be A PMP by Satya Narayan Dash.


Brief Profile: Manas Das, Project Manager Infosys Technologies
Manas Das has 12+ years of work experience and is playing a Project Manager role for retail portfolios in NA geography for Enterprise Application Services.

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PMP Protein: Strategic Planning, Analysis and Alignment

By Manas Das, PMP

What is Strategy?
To be successful, one organization needs to set a clear, sound strategy. Strategy is how one organization chooses to deliver its products or services to meet customers’ needs. It’s the unique way that our organization carries out its purpose and separates itself from the competition.
A good strategy consists of two major elements:

1. The value proposition—what makes our organization’s products or services distinctive so customers want to do business with us instead of our rivals.
2. The value chain—the combination of organizational activities that makes our unique value proposition possible.

Why is Strategy Important?
Excellent execution is not enough to remain successful. Eventually, other organizations will be able to offer customers what we provide—often better or cheaper. Our organization can set itself apart from our competitors by having a sound strategy and skillfully carrying it out. Strategy provides the information that we and managers at all levels need to define our work—and help our organization continue to thrive.

Project Manager’s Role in Strategy Planning
We, as project managers, may play a number of different roles in planning and executing our organization’s strategy.

We may be asked to analyze information that senior managers then use to develop an organization-wide strategy. Units hold tremendous knowledge about an organization and can recommend what it should be doing and where it should be going.

Strategy is usually developed through a strategic planning process which helps to ensure the followings:

• A strategy is sound
• All units are aligned with the strategy
• Strategy implementation is effective

The result of the planning process is a strategic plan.
Strategic plans vary, but they usually segmented across below major contents.

• Direction statement — a summary of the organization’s vision, mission, and values that guide the strategy.
• Strategic objectives — goals and outcomes that represent achievement of a strategic vision. 
• Priority issues — key issues (weaknesses to be addressed or opportunities to be seized) that the organization needs to tackle to be successful.
• Action plans — specific steps the organization needs to take to accomplish its priority items and reach its objectives.

Your organization may use different terms for these elements of a strategic plan. However, most organizations document their strategy and, in broad terms, explain how they plan to achieve it.

Strategic Analysis 
Strategic analysis is the process of conducting research on the business environment within which an organization operates and on the organization itself, in order to formulate strategy to take advantage of the path of least resistance to achieve your goal.

Strategic Analysis involves:

• Understanding what you currently do
• Determining what you want to become 
• Planning how to get there

A typical strategic planning process looks like this. 
Senior managers in an organization generally begin strategic planning by gathering data and researching the world in which the organization operates. They then narrow in on the top three or four priority issues that the organization needs to tackle to be successful in the long term. 

For each priority issue, units and teams create high-level action plans. Senior managers use these action plans to further clarify the organization’s strategic objectives. Senior managers and units go back and forth several times to examine, discuss, and refine the plan. The overall strategy then feeds into planning at different levels in the organization

Below figure depicts the various steps used in strategic analysis and subsequent strategic plan creation.

Figure: Steps in Creating Strategic Plan

1) Analyze external and internal factors
To begin with part of the strategic planning process, it’s important to look at factors that affect organization units. You also include external forces such as technology changes and internal factors such as aging business processes. 
The goal is to identify as many of these factors as possible and assess their potential impact.
By looking at the changing environment in which organizations are operating, we gain a better idea of our strategic options—and the effect those choices may have on our organization.

2) Perform SWOT analyses
Based on our exploration of external and internal factors, we perform a SWOT analysis. In a SWOT analysis, we and our unit identify strengths, weaknesses, opportunities, and threats.
We may be asked to do two SWOT analyses—one focused on the organization and another on units respectively.

• Strengths—capabilities that enable your organization or unit to perform well. Your organization needs to leverage these. 
• Weaknesses—characteristics that prevent your organization or unit from performing well. Your organization needs to address these. 
• Opportunities—trends, forces, events, and ideas that affect your organization or unit. Your organization needs to capitalize on these. 
• Threats—possible events or forces outside of your control. Your organization needs to plan for or decide how to lessen these.

3) Identify priority issues
Based on the results of the SWOT analysis, priority issues can be identified.

Priority issues generally take advantage of a short window of opportunity and have major, long-term financial impact.

For example: 

• After conducting a SWOT analysis for the organization, you and your unit see an opportunity to expand your products into developing countries. You identify a priority issue to enter new markets. 
• After conducting a SWOT analysis for the unit, you learn that your unit has a weakness in developing innovative products or services. You therefore make greater capacity for innovation a unit priority. 

If someone contributing to the organization’s overall strategic planning process, it’s important to present the priority issues to senior managers. The senior management team reviews priority issues submitted by units as well as ones they have generated themselves.

Senior managers typically select three or four key strategic priority issues for the organization to pursue and delegate each priority issue to one or more units or cross-functional teams.

4) Develop high-level action plans
Once units or teams are assigned priority issues (or “strategic initiatives”), they develop high-level action plans to address them. These plans list the objectives, tasks, and requirements needed to address each priority issue. Each priority issue typically generates multiple action plans. 

For example, if customer retention is a priority issue, it may lead to two action plans: one for improving customer service and another for developing a customer loyalty program.

Once the high-level action plans are completed, it’s sent to the senior management team for review and discussion. Post approval the resources and cross functional team carry out the plans which helps aligning corporate strategy with unit or team action.

5) Finalize the strategic plan
The last step in the planning process is to finalize the strategic plan. At this point the draft of overall objectives or summary intended for contributions to the strategy comes out. 

During the planning process, there might be unit-level priority issues been identified and tasks that will move unit toward fulfilling its own mission and vision.

6) Update the strategic plan
Once a strategic plan is in place, senior managers will regularly review, assess, and adjust it.
If external and internal factors remain the same, it will likely need only minor adjustments.
However, if the environment changes dramatically, then the plan will need to be reevaluated and will likely need major modifications.

Strategic Alignment
Strategic Alignment is the process of how to execute our strategic plans so we will stay on the path to success.
Highlighted below are the key steps to get the strategic alignment. 

1) Communicate strategy clearly
To put your organization’s strategy in motion, people need to know where they are going and why—and be motivated to get there. 
Managers play a key role in communicating the strategy and helping people to buy into it.
Leaders communicate the organization’s overall strategic direction to employees.
Managers translate the strategy into the work their units perform.
In communicating the strategy the reasons for it is made clear.
When people understand the benefits of executing the strategy, they are more likely to choose to do so. 

Communication can take many forms, such as: 

• Brochures
• Printed newsletters 
• Emails 
• Slideshows 
• Town Hall
• Focus groups 
• Bulletin boards
• Social media 
• Surveys and polls

2) Encourage participation
When people gets involved in planning how to execute the strategy, motivation increases. Workshops helps people understand their role in making strategy happen.

3) Clarify decision rights
To successfully execute the action plans, people in unit need to make good decisions and implement them quickly and everyone knows which decisions and actions they’re responsible for—and which they’re not.

Once people have a clear idea of what decisions they should and should not be making, they held accountable for their choices. Avoid second-guessing, micromanaging, or looking over their shoulders—these can undermine self-confidence, prolong the decision-making process, and add confusion. Clarifying decision rights also makes tracking individual achievement easier.

Encourage higher-level managers to delegate operational decisions. Doing so, frees them to focus on the strategies needed to fulfill your organization’s mission—and lets the people doing the work decide how it gets done.

4) Make strategy everyone’s job
To help implement the organization’s strategy, people throughout the organization need timely and accurate information. Information needs to move from senior managers down through the ranks, from people in the field up to their managers, and among units.  

To make strategy everyone’s job: 

• Help one’s direct reports understand how their day-to-day choices affect your organization’s bottom line. Schedule brown-bag lunches or other less structured gatherings for people to talk about the strategy with leaders throughout the organization.
• Make sure important information flows quickly from your unit to the leadership team. That way, senior managers can identify new trends, intervene in problems before they spin out of control, and spread best practices throughout the organization.
• Build networks for cross-unit collaboration critical to implementing the new strategy. Regular meetings and progress reports can foster trust among people from different functional areas.

5) Ensure alignment

• Start with the right people - through hiring and training, right skills, attitude, and resources to do their jobs well.
• Ensure that activities align with your strategy. Make certain that all unit actions support the organization’s strategy. 
• Align your organization’s structure. Ensure your unit is optimally organized to achieve your goals.
• Align culture and leadership. Model the behaviors and values you would like your direct reports to adopt.
• Develop incentives. Design a rewards and recognition system that aligns employees’ interests with the success of the strategy.

6) Refine action plans
One may find that his action plans have lost focus or are no longer aligned with the organization’s larger strategy. 

To refine the action plans:

• Accept that changes to your action plans are inevitable.
• Be clear about who has final approval of changes. Establish a checks-and-balances system by ensuring that those who propose changes are not the ones who approve them.
• Ask yourself, “Does this proposed change support our organization’s strategy and priority issues?” If not, consider setting the idea aside and addressing it in the future.
• Clearly define all the ramifications—for both your unit and your organization—of accepting and implementing a change to your action plans. Consider how the change will impact your deadlines, overall costs, and team members’ workloads.
• If a proposed change requires additional funding, people, or time not included in your original action plans, determine where those extra resources will come from. You may be able to redirect existing resources within your group without causing too much disruption to the rest of your plans or you may need to lobby senior management for additional resources.
• Document all accepted changes. These records will prove valuable in the future, when you evaluate completed action plans or create new action plans to advance your organization’s strategy.

References: 

• Harvard Manage Mentor Strategic Thinking 
• The Fall and Rise of Strategic Planning - Harvard Business Review by H Mintzberg

Written by Manas Das: 
Manas Das has 12+ years of work experience and is playing a Project Manager role for retail portfolios for North-American geography for Enterprise Application Services at Infosys Technologies Ltd.

PMP LIVE LESSONS - Guaranteed Pass:

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Book Review - I Want to Be A PMP: Read Through End-To-End, Practice, Revise, Make Your Own Notes and Clear The Exam

By Manas Das, PMP

Why this Book?

• The book is well-paced and has a certain rhythm to each chapter.
• With the skillful thoughts put in by Satya to come up with this book, it’s very much exam oriented and the writing style is very neat and clear with topics very well elaborated for easy understanding.
• I certainly want to buy this book as this will surely help me in my PMP® preparation in more focused and right way.
• One can use this book as a stand-alone preparation book along with PMBOK® guide 5th edition.

Overall Book Review – I Want To Be A PMP

• The introduction chapter provides an overview of the key information for understanding the material covered in subsequent chapters their general order of importance.
• From exam point of view all the yogic tips and tricks that are given in each chapter are extremely important for someone to take a note of it while reading through the chapters and will give some extra insight on what someone need to know about Project Management.
• Many concepts are explained by videos for easy understanding through visualization.
• Also, many references are given to Satya's blog where the topics are well explained in elaborated way with examples which is an added benefit of this book.
• The practice exam at the end of each chapters allows to review the material and test your understanding with respect to actual PMP exam.
• The key abbreviations with respect to PMBOK and PMP are well explained.
• The book also provides an insight to the real-world project management tools like Microsoft Project, Oracle Primavera which will really help in enriching the experience and usage of the tool in practical world of Project Management since these are the tools used in most of the enterprise companies round the world.
• The book has a special attraction for the Formula based questions that appears in the exam and helps as a ready reference.

Review Of Chapters in the Book – I Want to be A PMP

• The Book has multiple chapters (from Chapter 1 to Chapter 17) in order of precedence.
• There are some themes that appear throughout this book and some terms that are repeated in most knowledge areas. E.g. OPA, EEF, Management Plans for each Knowledge Area, PM Plan, Baselines (Scope, Schedule, Cost), Work Performance Data, Work Performance Information and Report, Change Requests etc. These are some of the most important topics to understand which will help to see how each concept relates to overall project management process and someone may frequently see these concepts on the exam. 
• In order to really retain the information learned from this book someone needs to review it couple of times.
• In particular, it’s important to review the PMI-isms in each chapter and the Process chart in Chapter-4, Page -6, 7 (Section 3.4: Interaction among the Processes).
• Having a solid understanding of the project management process and the material presented in this book will not only help someone pass the exam, it will also enable the knowledge to apply in real world projects.  
• To conclude with a one liner 'Please go through the book start to end, prepare your own notes, revisit the book again and again. Practice, practice and clear the exam'.

Welcoming the aspirants to PMP club.

Brief Profile: Manas Das, Project Manager Infosys Technologies
Manas Das has 12+ years of work experience and is playing a Project Manager role for retail portfolios in North-American geography for Enterprise Application Services.

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PMP Protein: How To Prepare And Submit PMP Application

By Manas Das, PMP

What is PMP Certification?
The Project Management Professional (PMP®) is the most important industry-recognized certification for project managers. One can find PMPs leading projects in nearly every country and, unlike other certifications that focus on a particular geography or domain, the PMP credential is truly global.

The reach of this certification can be gauged from the fact that there are over 770,000 certified PMPs worldwide as of April, 2017. The main reference guide, the Project Management Body of Knowledge (PMBOK®) guide, has over 5.5 million copies in circulation.

Figure – PMI Fact File, Source - PMI

Why Take the PMP Exam?
Preparing to take the PMP exam is a journey which can help someone expand himself and his abilities. In preparing for the exam, you have an opportunity to become a better project manager, not just pass the exam. This opportunity to learn is one of the best reasons to get the PMP certification. 

Requirements for PMP Certification
To take the exam, one must meet the requirement outlined by PMI®. The requirements are described in the below table.

Applying to take the Exam

Following are the steps to fill up your application. 

• One must submit an application to PMI to take the exam. 
• Applications may be submitted by mail or online. Suggest to submit online if possible since PMI’s response time is faster for e-submission. In addition, the online application process makes it easier to document the Project Management hours and experience while adhering to the application guidelines. 
• While filling up application form, be careful and sincere in your filing. Pay close attention to what will be considered as project. Many confuse it with operations.
• It is a good practice to check a few sample applications from successful PMPs and then fill up your own application. 
• Before filling up online, take your time to do it locally – may be a spreadsheet, to have your experience notes with respect to the performance domains or the process groups. 
• Once submitted it takes about a week time for the application to be approved. Sometimes, few applications require audit from PMI for more inputs for validating and approving the application. 
• Post approval one will receive a notice authorizing to make an appointment to take the exam. 
• There will be one year time from the date the authorization is received from PMI.

Membership and Exam Fee
PMI Membership Fee – $140 (PMI offers free PMBOK guide to members)
Exam Fee - $405 for PMI members and $555 for non-PMI members

PMP Certification credentials are valid for 3years from the data of passing the exam. One need 60 PDUs (Professional Development Units) to renew the credentials for next 3 years.

1 PDU is equivalent to 1hour time spent towards Project management contribution in form of writing blogs (like this one), attending or conducting training session etc.

What is the PMP Exam Like?
PMP exam includes 200 multiple choice questions with four answer choices per question. Table below breaks out the percentage of scored questions in the exam.

PMI has not published what it considers to be a passing score. But I would suggest that target to score above 80% to successfully get through. The questions are randomly generated from PMI database containing hundreds of questions. The questions may jump from topic to topic. There is no penalty for wrong answers. Hence, it’s advisable to answer all the questions.


Written by Manas Das: 
Manas Das is a Project Manager with Infosys Technologies Ltd, India. He can be contacted at manasdas82@gmail.com. His linkedin profile is at: https://www.linkedin.com/in/manas-das-0670a02b/ 

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• PMP Protein: Earned Value Management – Basics
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• PMP Protein: Earned Value Management – Advanced
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