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Master schedule planning, critical path, float, and control in predictive projects.
Watch PMP Exam Prep video series: https://www.youtube.com/playlist?list=PLaZjaTadwi1sDBAXtUd6JI5_FUsIJjpAT
How do predictive projects ensure on-time delivery through structured scheduling and baseline control? In this video, we’ll explore Waterfall Project Schedule Management, covering how project managers plan, sequence, estimate, and control activities to meet deadlines and manage dependencies effectively.
This is the fourth video in our 15-part Waterfall Review & Question series. You’ll learn about Critical Path Method (CPM), float calculation, resource optimization, and schedule compression techniques such as fast tracking and crashing. Then, you’ll test your knowledge with 10 scenario-based practice questions (Questions 31–40) and detailed explanations.
✅ You’ll learn how to:
• Define and sequence project activities using the Precedence Diagramming Method (PDM)
• Estimate durations with techniques like bottom-up, analogous, and three-point estimating
• Identify and analyze the critical path and calculate total and free float
• Apply schedule compression and resource optimization effectively
• Control schedule variance and manage baseline performance through earned value analysis
By practicing these questions, you’ll gain confidence in building and controlling predictive project schedules — essential knowledge for PMP® exam success and real-world delivery.
Chapters:
0:00 Project Schedule Management Overview
3:25 Question 31
5:28 Question 32
Show More Show Less View Video Transcript
0:00
The topic we'll cover is schedule
0:02
management. The processes that ensure
0:04
the project is completed on time by
0:07
planning, sequencing, and controlling
0:09
all project activities. In waterfall
0:12
projects, the schedule is planned in
0:14
detail upfront and then tracked closely
0:16
against a schedule baseline. This means
0:18
you'll need to know the tools and
0:20
techniques for building a realistic and
0:22
reliable schedule. Schedule management
0:24
begins with plan schedule management
0:26
where the project manager defines the
0:27
tools, formats, and accuracy levels that
0:30
will be used to create and control the
0:32
schedule. Next, you define activities by
0:36
breaking down each work package from the
0:38
work breakdown structure or WBS into
0:42
individual tasks that can be scheduled
0:44
and measured. These activities are then
0:46
sequenced to show logical relationships.
0:50
On the exam, you should be comfortable
0:51
with the precedence diagramming method
0:54
or PDM and the four dependency types.
0:57
Finish to start, start to start, finish
1:00
to finish, and start to finish. The
1:02
finish to start relationship is the most
1:05
common. Once activities are sequenced,
1:08
you move on to estimating durations.
1:10
Unlike agile, which uses relative
1:13
estimation, predictive projects rely on
1:16
tools such as bottom-up estimating,
1:18
analogous estimating, parametric
1:20
estimating, and threepoint estimating,
1:23
also known as per to predict task
1:25
duration. With dependencies and
1:28
durations in place, you develop the
1:30
schedule using tools like the critical
1:32
path method, often shortened to CPM.
1:34
This requires a forward pass and a
1:36
backward pass to determine early and
1:39
late dates. Identify the critical path
1:41
and calculate float. The critical path
1:43
is the longest path through the project
1:45
and activities on this path have zero
1:47
float which means any delay directly
1:49
impacts the project's finish date. You
1:51
should also understand the difference
1:53
between total float which is the amount
1:55
of time an activity can be delayed
1:57
without delaying the project completion
1:59
date and free float which is the amount
2:01
of time an activity can be delayed
2:03
without delaying the start of its
2:05
successor. Additional techniques include
2:08
schedule network analysis, resource
2:10
leveling which resolves overallocation
2:12
but may extend the schedule and resource
2:15
smoothing which optimizes resources
2:17
without changing the critical path.
2:19
During execution, you control the
2:21
schedule by comparing actual progress
2:24
against the baseline using methods such
2:26
as variance analysis and earned value
2:29
management. Forecasts of finish dates
2:31
and corrective actions are made when
2:33
deviations occur and change requests may
2:36
be submitted when needed. Finally, know
2:39
the two main schedule compression
2:41
techniques. Fasttracking performs
2:43
activities in parallel that were
2:45
originally planned to be sequential.
2:47
Crashing adds resources to activities on
2:50
the critical path to complete them more
2:52
quickly, usually at a higher cost. Both
2:55
methods shorten the schedule but
2:57
increase project risk.
2:59
So in predictive projects, schedule
3:01
management is about detailed upfront
3:04
planning, critical path analysis, and
3:06
strict control against the baseline. Now
3:09
we'll move into 10 practice questions
3:11
that test your knowledge of activity
3:13
sequencing, estimation techniques,
3:15
critical path, float, schedule
3:17
compression, and how predictive projects
3:19
ensure on-time delivery. Let's jump into
3:23
the first question in this topic.
3:25
Question 31. A project manager is
3:28
leading a predictive initiative to
3:29
upgrade the nationwide power grid.
3:32
During the planning phase, the team
3:33
begins outlining activity durations, but
3:35
team members are applying different
3:37
estimation techniques and documenting
3:39
timelines inconsistently. The sponsor
3:41
expresses concern about conflicting
3:43
expectations.
3:45
What should the project manager have
3:47
done earlier to avoid this situation? A
3:50
finalized schedule baseline and issued
3:52
it for stakeholder approval. B. Defined
3:56
standard estimating methods and formats
3:58
in the schedule management plan. C.
4:01
Adopt the organization's most commonly
4:03
used estimation tool. D. Facilitated a
4:06
planning workshop to align estimates
4:08
across department. You can pause the
4:11
video here if you need more time to work
4:13
on the question. The correct answer is
4:15
B. This question tests your
4:18
understanding of the plan schedule
4:20
management process in predictive
4:21
environments. This early planning step
4:24
is essential for establishing
4:26
consistency in how schedule data is
4:28
created, estimated, and maintained
4:30
across the team. Choice B is the best
4:32
option because the schedule management
4:34
plan is where the PM defines the
4:36
estimation techniques, units of measure
4:38
and formatting conventions that will
4:40
guide the team's work. Without this
4:42
inconsistent data and misaligned
4:44
expectations are likely to arise,
4:47
exactly what's happening in this
4:48
scenario. Choice A is incorrect.
4:51
Finalizing the schedule baseline comes
4:53
much later in the process after
4:55
activities are defined, sequenced, and
4:57
estimated. Choice C is incorrect.
5:00
Adopting a commonly used tool doesn't
5:02
ensure consistency unless guidance and
5:05
standards are also defined. That's what
5:07
the schedule management plan is for.
5:10
Choice D is incorrect. A planning
5:12
workshop might align people temporarily,
5:14
but without a formal plan,
5:15
inconsistencies will likely return.
5:18
Well, let's move on to the next
5:20
question. If you're ready. Question 32.
5:23
In a predictive project to build a
5:25
multiacampus hospital IT network, the
5:28
team has completed the work breakdown
5:29
structure. A junior scheduler begins
5:31
assigning durations to work packages,
5:33
assuming they represent activities. What
5:36
should the project manager clarify? A.
5:38
Work packages represent deliverables and
5:41
must be decomposed into scheduled
5:43
activities. B. Work packages already
5:46
reflect task and can be used directly in
5:48
the project schedule. C. Durations are
5:51
assigned only during the develop
5:52
schedule process, not before. D.
5:56
Activities are created during execution
5:58
as work is performed and clarified.
6:01
You can pause the video here if you need
6:03
more time to work on the question. The
6:06
correct answer is A. This question tests
6:09
your understanding of the define
6:10
activities process. In predictive
6:13
scheduling, creating the WBS defines
6:16
what will be delivered, but it doesn't
6:18
yet define how or when the work will
6:21
occur. That's where activity definition
6:23
comes in. Choice A is the best option
6:26
because work packages are deliverable
6:28
focused. To build a schedule, the team
6:30
must further decompose them into
6:32
activities which are the units of work
6:34
that can be sequenced, estimated, and
6:36
tracked. Choice B is incorrect. Using
6:40
work packages directly in the schedule
6:42
skips a crucial step. They are too high
6:44
level to be used for scheduling. Choice
6:47
C is incorrect. Duration estimation
6:49
occurs after activities are defined. But
6:52
activity definition comes before
6:54
schedule development not after it.
6:57
Choice D is incorrect. Activities are
7:00
not created during execution in
7:01
predictive projects. They are defined
7:03
during planning as part of structured
7:05
scope and schedule development. Let's
7:07
move on to the next question. If you're
7:09
ready. Question 33. While sequencing
7:12
activities for a predictive
7:14
pharmaceutical compliance project, the
7:16
project manager links the submit
7:19
regulatory documents activity with a
7:21
starttoart dependency to conduct final
7:24
system testing. The compliance lead
7:28
raises concerns about this sequencing.
7:31
How should the project manager respond?
7:33
A. Revise the dependency to finish to
7:36
start to ensure documentation is
7:38
submitted before testing begins. B.
7:41
Proceed with the start to start link as
7:44
long as both activities begin in the
7:46
same reporting period. C. Add lead time
7:49
to accelerate the second activity and
7:52
improve delivery efficiency. D. Remove
7:55
the dependency altogether to give each
7:57
team more scheduling flexibility. You
7:59
can pause the video here if you need
8:01
more time to work on the question. The
8:04
correct answer is A. This question tests
8:07
your understanding of activity
8:08
sequencing and dependency logic,
8:10
particularly within the precedence
8:12
diagramming method used in predictive
8:14
schedules. Establishing correct
8:16
relationships is critical to maintaining
8:18
schedule integrity and regulatory
8:21
compliance. Choice A is the best option
8:24
because in compliance sensitive
8:26
projects, certain activities must finish
8:28
before others begin. Submitting
8:30
regulatory documents is a prerequisite.
8:33
Testing should only begin once
8:34
documentation is complete. A finish to
8:37
start dependency correctly enforces that
8:40
sequence. Choice B is incorrect.
8:42
Starting both activities at the same
8:44
time may violate compliance requirements
8:47
and risks rework if documentation isn't
8:49
finalized.
8:51
Choice C is incorrect. Lead time only
8:53
accelerates an already flawed
8:55
dependency. It doesn't correct the
8:57
logical relationship. Choice D is
9:00
incorrect. Removing the dependency may
9:02
create risk by allowing work to proceed
9:05
without regulatory submission. Let's
9:07
move on to the next question if you're
9:09
ready. Question 34. A predictive
9:12
construction project is in the early
9:14
planning phase to build several regional
9:16
train stations. The architectural
9:18
concept and major deliverables are
9:20
defined, but detailed engineering
9:22
drawings and resource plans are still
9:24
being developed. The sponsor requests a
9:27
reliable cost and duration estimate
9:29
within a week to secure funding
9:30
approval. Historical data exists from a
9:33
recently completed project of similar
9:35
scale but with different terrain and
9:38
materials. What should the project
9:40
manager do to produce the estimate? A.
9:43
Conduct a Monte Carlo simulation to
9:45
analyze potential schedule and cost
9:47
ranges before committing to a baseline.
9:49
B. Apply parametric estimation,
9:52
multiplying productivity rates by the
9:54
number of construction units to
9:55
calculate precise durations. C. Combine
9:59
bottomup estimation with contingency
10:01
reserves to ensure estimate accuracy
10:03
despite incomplete design data. D. Use
10:07
analogous estimation referencing the
10:10
prior project and adjusting for scope
10:12
differences and terrain complexity. You
10:15
can pause the video here if you need
10:17
more time to work on the question. The
10:19
correct answer is D. This question tests
10:22
your understanding of how the choice of
10:24
estimation technique depends on the
10:26
project phase, data availability, and
10:28
required accuracy. Choice D is the best
10:31
option because analogous estimation is
10:34
appropriate early in planning when
10:36
detailed data is limited. It relies on
10:39
results from a similar previous project
10:41
to produce a quick high-level estimate,
10:44
perfect for initial funding discussions.
10:47
Choice A is incorrect. Monte Carlo
10:49
simulation is a quantitative risk
10:51
analysis tool that requires detailed
10:53
inputs and is not suited for preliminary
10:55
estimating. Choice B is incorrect.
10:58
Parametric estimation demands reliable
11:01
standardized metrics such as labor hours
11:04
per cubic yard which are unavailable at
11:06
this early stage. Choice C is incorrect.
11:10
Bottom-up estimation cannot be performed
11:12
without a complete work breakdown
11:14
structure and activity level detail.
11:16
Let's move on to the next question if
11:18
you're ready. Question 35. In a
11:21
predictive project to deploy a national
11:23
rail signaling system, the project
11:26
manager identifies two near critical
11:28
paths during schedule development. One
11:31
path has zero float. The second has one
11:34
day of float. The team considers
11:36
delaying an activity on the near
11:38
critical path to reallocate a
11:40
specialized resource to the critical
11:42
path. What should the project manager
11:45
consider before approving this decision?
11:48
A. The delay may convert the near
11:50
critical path into a second critical
11:52
path increasing project risk. B. Minor
11:55
float on non-critical paths is a buffer
11:57
and should be reallocated as needed. C.
12:01
Schedule compression techniques should
12:03
be applied to both paths to maintain
12:05
float. D. Near critical paths are not
12:08
relevant unless the project is already
12:10
behind schedule. You can pause the video
12:12
here if you need more time to work on
12:14
the question. The correct answer is A.
12:17
This question tests your deeper
12:19
understanding of the critical path
12:21
method and how changes during schedule
12:23
development can impact project risk. It
12:26
also assesses your ability to recognize
12:28
the sensitivity of near critical paths.
12:30
Paths with very little float that could
12:32
become critical with minor changes.
12:35
Choice A is the best option because
12:37
delaying an activity on the near
12:39
critical path could reduce its float to
12:41
zero. This would result in multiple
12:43
critical paths raising the risk that
12:45
even a minor delay could affect the
12:47
overall project duration. Choice B is
12:50
incorrect. Float is not a resource to
12:52
reallocate casually. It's a measure of
12:54
schedule flexibility and must be
12:56
protected to absorb uncertainty. Choice
12:59
C is incorrect. Applying compression
13:02
techniques like crashing or fasttracking
13:05
before assessing impact could introduce
13:07
unnecessary risk and cost. Choice D is
13:11
incorrect. Near critical paths are
13:13
always relevant. They are a sign of
13:15
schedule sensitivity and must be
13:17
monitored throughout planning and
13:19
execution. Let's move on to the next
13:21
question if you're ready. Question 36.
13:25
During schedule analysis for a
13:27
predictive transportation infrastructure
13:29
project, the project manager notices
13:31
that one activity has 4 days of total
13:33
float but 0 days of free float. The
13:37
engineering lead asks if this means the
13:39
activity is on the critical path. How
13:42
should the project manager respond? A.
13:44
No, because only activities with zero
13:47
total float are considered critical. B.
13:50
Yes, because zero free float means it
13:52
cannot be delayed without affecting any
13:54
successor. C. Yes, because both total
13:58
and free float must be zero to define
14:00
the critical path. D. No, because total
14:03
float is more relevant to external
14:05
dependencies than internal sequencing.
14:07
You can pause the video here if you need
14:09
more time to work on the question. The
14:11
correct answer is A. This question tests
14:14
your understanding of the differences
14:16
between total float and free float, a
14:18
key concept in schedule analysis. Total
14:21
float refers to how long an activity can
14:23
be delayed without delaying the overall
14:25
project, while free float refers to how
14:27
long it can be delayed without impacting
14:29
the immediate successor. Choice A is the
14:32
best option because critical path is
14:34
defined by zero total float, not free
14:37
float. Even if free float is zero as
14:40
long as total float exists, the activity
14:43
is not on the critical path. Choice B is
14:45
incorrect. Zero free float means the
14:48
activity affects its next task but not
14:50
necessarily the project end date. That's
14:52
why it's not a critical path indicator.
14:55
Choice C is incorrect. Both values don't
14:58
have to be zero. The defining
14:59
characteristic of the critical path is
15:01
zero total float regardless of free
15:03
float. Choice D is incorrect. Total
15:06
float applies broadly across the
15:08
schedule, not just to external
15:09
dependencies. It reflects how much
15:11
flexibility exists before impacting the
15:14
entire project. Let's move on to the
15:16
next question if you're ready. Question
15:19
37. During execution of a predictive
15:22
project to expand a regional airport,
15:24
the project manager reviews the latest
15:26
schedule performance data and finds that
15:28
two work packages are behind schedule.
15:30
The earned value metrics confirm SPI
15:33
less than one, but the delay has not yet
15:36
affected the critical path. The team
15:38
urges the PM to crash both activities.
15:41
What should the project manager do
15:43
first? A. Approve crashing both
15:46
activities to recover schedule
15:48
performance proactively. B. Consult with
15:51
functional managers and stakeholders to
15:53
explore resource reallocation options.
15:56
C. Analyze the forecasted impact to
15:59
determine if corrective action is
16:01
necessary. D. Update the schedule to
16:04
reflect actual progress before
16:06
initiating any corrective actions. You
16:08
can pause the video here if you need
16:10
more time to work on the question. The
16:12
correct answer is C. This question tests
16:15
your understanding of schedule control
16:17
and how to respond appropriately to
16:19
performance data in a predictive
16:21
project. It emphasizes the importance of
16:23
using analysis to drive decision-making
16:26
rather than reacting impulsively to SPI
16:28
indicators. Choice C is the best option
16:32
because a project manager should always
16:34
analyze the forecasted impact before
16:36
taking corrective action. Just because
16:38
two work packages are behind does not
16:41
mean they require immediate
16:42
intervention, especially if the critical
16:45
path is unaffected. Choice A is
16:48
incorrect. Crashing is a schedule
16:50
compression technique that should only
16:51
be applied when necessary. Doing so
16:53
prematurely may introduce unnecessary
16:56
cost and risk. Choice B is incorrect.
16:59
While collaboration with functional
17:00
managers is good practice, resource
17:02
reallocation should only occur after
17:04
analysis confirms it's needed. Choice D
17:07
is incorrect. Updating the schedule with
17:10
actuals is important, but doing so
17:12
without understanding the downstream
17:14
impact doesn't address whether
17:16
corrective actions are even required.
17:19
Let's move on to the next question if
17:21
you're ready. Question 38. A predictive
17:25
construction project is behind schedule
17:27
due to unexpected permitting delays. To
17:30
meet the contractual milestone, the
17:31
sponsor asks the project manager to
17:33
shorten the remaining schedule. After
17:35
analysis, the PM determines that some
17:37
activities on the critical path can
17:39
overlap but were originally scheduled
17:41
sequentially due to quality risks. What
17:45
is the most appropriate next step? A.
17:48
Crash the schedule by assigning overtime
17:50
to all remaining activities. B. Apply
17:53
fast tracking to overlap critical
17:56
activities while managing the associated
17:58
risks. C. Rebaseline the schedule to
18:01
reflect the new timeline requested by
18:04
the sponsor. D resequence non-critical
18:07
activities to create flexibility in the
18:09
overall schedule. You can pause the
18:11
video here if you need more time to work
18:13
on the question. The correct answer is
18:16
B. This question tests your
18:18
understanding of schedule compression
18:19
techniques, particularly when and how to
18:22
apply fasttracking in a predictive
18:24
project, even when quality concerns
18:26
exist. The goal is to shorten the
18:28
schedule without compromising the
18:30
project baselines unnecessarily. Choice
18:32
B is the best option because
18:34
fasttracking overlaps activities that
18:37
were originally done in sequence,
18:39
helping reduce the project duration
18:41
since the project manager has already
18:43
analyzed which activities can be safely
18:46
overlapped. This is a justifiable next
18:48
step with risk management in mind.
18:51
Choice A is incorrect. Crashing involves
18:53
adding resources or paying for overtime,
18:56
which increases cost and may not address
18:58
the specific cause of the delay, in this
19:01
case, permitting. It's also less
19:03
effective if activities can't be
19:04
performed in parallel. Choice C is
19:07
incorrect. Rebaselining should only be
19:09
done after all options to bring the
19:11
project back on track have been
19:13
exhausted. It's not a first step. Choice
19:16
D is incorrect. Resequencing
19:18
non-critical activities won't help if
19:20
the delay is on the critical path which
19:23
determines the project finish date.
19:25
Let's move on to the next question if
19:27
you're ready. Question 39. A predictive
19:30
software infrastructure project is
19:32
experiencing resource overallocation
19:34
across several non-critical activities.
19:37
The project manager wants to optimize
19:39
resource usage while maintaining the
19:41
original schedule and critical path.
19:43
Which is the most appropriate technique
19:46
to use? A. Apply resource leveling to
19:49
redistribute work based on resource
19:52
availability. B. Compress the schedule
19:54
using fasttracking to free up team
19:56
capacity. C. Adjust resource assignments
20:00
on lower priority activities to reduce
20:02
peaks in demand. D. Reassign critical
20:06
path activities to non-critical
20:08
resources to reduce bottlenecks. You can
20:10
pause the video here if you need more
20:12
time to work on the question. The
20:14
correct answer is C. This question tests
20:17
your understanding of two important
20:19
resource optimization techniques in
20:21
predictive project management. Resource
20:23
leveling and resource smoothing and when
20:26
each should be used. It also examines
20:28
how these techniques interact with the
20:30
critical path and schedule baseline.
20:33
Choice C is the best option because it
20:35
reflects resource smoothing which
20:37
reduces overallocation by adjusting work
20:39
on activities with available
20:41
flexibility. This approach allows the
20:43
project manager to ease resource peaks
20:45
without disrupting the planned
20:47
sequencing of work. Choice A is
20:49
incorrect. Resource leveling may delay
20:52
activities and can impact the critical
20:54
path because it changes activity timing
20:56
based on resource limits, not schedule
20:59
constraints. Choice B is incorrect.
21:02
Fasttracking shortens the schedule, not
21:04
smooths resource usage. It's a
21:06
compression technique, not a resource
21:08
optimization method. Choice D is
21:10
incorrect. Reassigning critical path
21:13
work can create new risks or violate
21:15
skill constraints. It's not a standard
21:17
or reliable technique for resolving
21:19
overallocation.
21:20
Let's move on to the final question in
21:22
this topic. If you're ready, question
21:24
40. During execution of a predictive
21:27
manufacturing project, multiple work
21:29
streams are progressing in parallel and
21:31
the project manager notices
21:33
discrepancies between actual and planned
21:36
task completion. To address these
21:38
issues, the PM wants to coordinate with
21:40
the team by tracking progress, reviewing
21:42
durations, and visualizing dependencies
21:45
across tasks. Which of the following
21:47
tools would be most effective in this
21:49
situation? A. Milestone chart showing
21:52
highle deadlines for major deliverables.
21:56
B. Gant chart displaying task durations,
21:59
dependencies, and progress bars. C.
22:02
Approved schedule baseline used during
22:04
stakeholder reporting.
22:06
D. Schedule network diagram visualizing
22:09
logical relationships between
22:11
activities. You can pause the video here
22:13
if you need more time to work on the
22:15
question. The correct answer is B. This
22:18
question tests your understanding of
22:20
schedule management tools in predictive
22:22
projects, especially how to select the
22:25
right tool for progress tracking,
22:27
coordination, and recovery planning.
22:29
Choice B is the best option because a
22:31
Gant chart combines multiple layers of
22:34
data, task durations, dependencies,
22:37
sequencing, and progress updates. It's
22:39
intuitive, teamfriendly, and ideal for
22:42
tracking and coordinating work across
22:44
parallel work streams. Choice A is
22:47
incorrect. A milestone chart is useful
22:49
for summarizing major delivery dates,
22:52
but it lacks the detail needed for
22:54
day-to-day progress tracking or
22:56
coordination. Choice C is incorrect. The
23:00
schedule baseline is essential for
23:02
comparing current progress against the
23:04
original plan, but it is a static
23:06
reference, not an active coordination
23:09
tool. Choice D is incorrect. While
23:11
network diagrams show dependencies, they
23:14
are harder to interpret for tracking
23:16
progress and don't include durations or
23:18
progress bars. Congratulations on
23:21
completing schedule management and
23:23
waterfall. You're now 40 questions into
23:25
your PMP exam journey and making
23:28
incredible progress. Let's keep building
23:30
that momentum and move into the next
23:32
topic when you're ready.