Project Management
This domain tests the mechanics of scope, schedule, and cost control on facility projects: moves, fit-outs, equipment replacement, and capital works.
Baseline first
A charter states objective, sponsor, scope boundary, success criteria, and constraints. The WBS decomposes deliverables, not activities. The schedule network yields the critical path, defined as the longest duration path through the network, which carries zero float. Float = late start minus early start. Every scope change passes through written change control with cost and schedule impact stated; undocumented change is the classic cause of overrun.
Worked example
Two parallel paths run from start to finish. Path 1 totals 18 days; Path 2 totals 15 days. Path 1 is critical; Path 2 has 3 days of float. A supplier slip of 5 days on Path 2 consumes the 3 days of float and pushes that path to 20 days, at which point the critical path moves and the completion date moves with it. The reasoning to show: float is consumed before the end date moves, so a slip only becomes visible late unless the path is monitored.
Risk and closeout
A risk register scores probability × impact, names an owner, and defines a trigger. Closeout covers punch list, commissioning, as-builts, O&M manuals, training, warranty handover, financial close, and lessons learned. Commissioning is a quality process that verifies systems perform as designed; it is not a milestone to be compressed.
Traps
- Confusing the critical path with the most valuable or most visible path.
- Reporting progress as percent of budget spent, which hides scope completion.
- Treating a slip as free because total float existed somewhere else.
- Skipping commissioning to hit a handover date.