PMBOK 5th Edition - Chapter 6 PROJECT TIME MANAGEMENT Summary

PMP – PMBOK 5TH EDITION

COMPLETE TUTORIAL SERIES

CHAPTER 6

THIRD KNOWLEDGE AREA:

PROJECT TIME MANAGEMENT

6CONTRO

LSCHEDU

LE

1PLAN

SCHEDULEMGMT

2DEFINE

ACTIVITIES

3SEQUENCEACTIVITIES

4ESTIMATEACTIVITY

RESOURCES

5ESTIMATEACTIVITY

DURATIONS

CHAPTER 6 – PROJECT TIME MANAGEMENTPROJECT TIME MANAGEMENT INCLUDES THE PROCESSES TO MANAGE THE TIMELY COMPLETION OF THE PROJECT, THEY ARE CONSIST OF:

1. PLAN SCHEDULE MANAGEMENT:

2. DEFINE ACTIVITIES

3. SEQUENCE ACTIVITIES

4. ESTIMATE ACTIVITIES RESOURCES

5. ESTIMATE ACTIVITY DURATIONS

6. DEVELOP SCHEDULE

MNEMONIC: FOR THE FIRST 6: PLANT DE SEED – THESE ARE ALL PART OF PLANNING PROCESS GROUP

7. CONTROL SCHEDULE

THIS IS THE ONLY ONE THAT IS PART OF THE MONITORING & CONTROLLING GROUP

CHAPTER 6 – PROJECT TIME MANAGEMENT - OVERVIEWDISTINGUISHING THE PROJECT SCHEDULE PRESENTATION (SCHEDULE) FROM THE SCHEDULE DATA & CALCULATION THAT PRODUCE THE PROJECT SCHEDULE

• ON SMALLER PROJECTS, DEFINING ACTIVITIES, SEQUENCING ACTIVITIES, ESTIMATING ACTIVITIES RESOURCES, ESTIMATING ACTIVITY DURATIONS, AND DEVELOPING THE SCHEDULE ARE LINKED SO TIGHTLY THAT THEY ARE VIEWED AS A SINGLE PROCESS THAT IS PERFORMED BY A SINGE PERSON OVER A SHORT PERIOD OF TIME THEY ARE NONETHELESS, DISTINCT PROCESSES.

(PLANNING PROCESS GROUP)1. PLAN SCHEDULE MANAGEMENT

INPUTS TOOLS & TECHNIQUES

OUTPUTS

Plan Schedule Management: Inputs, Tools & Techniques, & Outputs

1. Project Management Plan

2. Project Charter3. Enterprise

Environmental Factors (EEFs)

4. Organizational Process Assets (OPAs)

1. Expert Judgment2. Analytical Techniques3. Meeting

1. Schedule Management Plan

• Plan Schedule Management is the process of establishing the policies, procedures, and documentations for planning, developing, managing, executing & controlling project schedule.

• It’s key benefit is it provides guidance & directions on how the project schedule will be managed throughout the project

OUTPUT

3PROJECT

MANAGEMENT

PLAN

2ORGANIZATION

ALPROCESSASSETS

(OPA)

TOOLS & TECHNIQU

ES

1. PLAN SCHEDULE MANAGEMENT

SCHEDULEMANAGEMENT

PLAN

1ENTERPRISEENVIRONME

NTFACTORS

(EEF)

4PROJECTCHARTER

OUTPUT

1. EXPERT JUDGMENT2. ANALYTICAL TECHNIQUES3. MEETINGS

Scope Baseline

Other Information1. Org. Culture & Structure

2. Resource Availability & Skills

3. Scheduling Software4. Commercially Available

Info5. Org. Work Authorization

Systems

• Monitoring & Reporting Tools• Historical Information• Schedule Control Tools

• Existing Formal/Informal Schedule Control Related to

Policies, Procedures• Templates

• Project Closure Guidelines• Change Control Procedures• Risk Control Procedures SV = Schedule Variance

SPI = Schedule Performance Index

• Use scheduling methodology & tool to develop the project schedule modelPROJECT SCHEDULE MODEL DEVELOPMENT

• Use the acceptable range in determining realistic activity duration estimates & may include contingenciesLEVEL OF ACCURACY

• Time Measures such as Staff Hours, Days or Weeks; Quantity Measures like Meters, Liters or Cubic YardsUNITS OF MEASURE

• The WBS provides the framework for the schedule management plan for consistent schedule estimate & result

ORGANIZATIONAL PROCEDURES LINKS

• Update & record progress of the project in the schedule model during executionPROJECT SCHEDULE MODEL MAINTENANCE

• Variance threshold for monitoring performance to agreed upon percentage of deviationsCONTROL THRESHOLD

• Earned Value Management (EVM) rules, Rules to establish % complete, use of Control Account, Use SV & SPI

RULES OF PERFORMANCE MEASUREMENT

• Define the format & frequency for the various schedule reportsREPORTING FORMAT

• Document description of each of the schedule management processes PROCESS DESCRIPTIONS

OUTPUT: SCHEDULE MANAGEMENT PLAN

(PLANNING PROCESS GROUP)2. DEFINE ACTIVITIES


OUTPUTS

Define Activities Inputs, Tools & Techniques, & Outputs


2. Scope Baseline3. Enterprise



1. Decomposition2. Rolling Wave Planning3. Expert Judgment

1. Activity List2. Activity Attributes3. Milestone List

• Define Activities is the process of identifying & documenting specific actions to be performed to produce the project deliverables.

• It’s key benefit is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring & controlling the project work.

OUTPUT

3SCHEDULE

MANAGEMENT

PLAN

2ORGANIZATION

ALPROCESSASSETS

(OPA)

TOOLS & TECHNIQU

ES

2. DEFINE ACTIVITIES

ACTIVITYATTRIBUTES


NTFACTORS

(EEF)

4SCOPE

BASELINE

OUTPUT

1. DECOMPOSITION2. ROLLING WAVE PLANNING3. EXPERT JUDGMENT

1. Org. Culture & Structure2. Project Management

Information System (PMIS)3. Commercially Available

Info

• Lessons Learned• Standardized Process

• Templates for Standard Activity List

• Existing Formal/Informal Schedule Control Related to

Policies, Procedures & Guidelines

MILESTONELIST

ACTIVITYLIST

TOOLS & TECHNIQUES1. DECOMPOSITION

A TECHNIQUE USE FOR DIVIDING & SUBDIVIDING PROJECT SCOPE & DELIVERABLES INTO SMALLER MORE MANAGEABLE PARTS.ACTIVITIES REPRESENTS THE EFFORT NEEDED TO COMPLETE A WORK PACKAGE.ACTIVITIES PROCESS DEFINES THE FINAL OUTPUT AS ACTIVITIES INSTEAD OF DELIVERABLESEACH WORK PACKAGE IN WBS IS DECOMPOSED INTO THE ACTIVITIES REQUIRED TO PRODUCE THE WORK PACKAGE DELIVERABLE

2. ROLLING WAVE PLANNINGAN ITERATIVE PLANNING TECHNIQUE WHERE NEAR TERM WORK IS PLANNED IN DETAIL WHILE THE WORK IN THE FUTURE IS PLANNED AT HIGH LEVEL.IT’S A FORM OF PROGRESSIVE ELABORATION WHEREBY WORK CAN EXIST AT VARIOUS LEVELS OF DETAILS DEPENDING ON WHERE IT IS IN THE PROJECT LIFE CYCLE

3. EXPERT JUDGMENTPROJECT TEAM MEMBERS OF OTHER EXPERTS WHO ARE EXPERIENCED & SKILLED IN DEVELOPING DETAILED PROJECT SCOPE STATEMENTS, WBS, AND PROJECT SCHEDULES CAN PROVIDE THE JUDGMENT

• COMPREHENSIVE LIST THAT INCLUDES ALL SCHEDULE ACTIVITIES REQUIRED. • IT ALSO INCLUDES THE ACTIVITY IDENTIFIER & SCOPE OF WORK DESCRIPTION

FOR EACH ACTIVITY IN SUFFICIENT DETAIL• EACH ACTIVITY SHOULD HAVE UNIQUE TITLE THAT DESCRIBES ITS PLACE IN

THE SCHEDULE EVEN IF IT’S DISPLAYED OUTSIDE THE CONTEXT OF PROJECT SCHEDULE

ACTIVITY LIST

• ACTIVITY IS PERFORMED & MAY HAVE RESOURCES AND COST ASSOCIATED WITH THE WORK

• ACTIVITIES ATTRIBUTES EXTEND THE ACTIVITY BY IDENTIFYING THE MULTIPLE COMPONENTS ASSOCIATED WITH EACH ACTIVITY – THEY INCLUDE ACTIVITY IDENTFIER (ID), WBS ID & ACTIVITY LABEL AND NAME. WHEN COMPLETED MAY INCLUDE ACTIVITY CODES, DESCRIPTION, PREDECESSOR/SUCCESSOR ACTIVITIES, LOGICAL RELATIONSHIP, DATE & CONSTRAINTS

• USED FOR SCHEDULE DEVELOPMENT & SORTING PLANNED SCHEDULE ACTIVITIES IN REPORTS

ACTIVITYATTRIBUTES

• A MILESTONE IS A SIGNIFICANT POINT OR EVENT IN A PROJECT• IT IDENTIFIES ALL PROJECT MILESTONES & INDICATES IF THE MILESTONE IS

MANDATORY (REQUIRED BY CONTRACT), OR OPTIONAL (BASED UPON HISTORICAL INFORMATION)

• IT IS SIMILAR TO REGULAR SCHEDULE ACTIVITIES (SAMA STRUCTURE & ATTRIBUTES) BUT HAVE ZERO DURATION BECAUSE IT REPRESENT A MOMENT IN TIME.

MILESTONELIST

OUTPUT: 2. DEFINE ACTIVITIES

(PLANNING PROCESS GROUP)3. SEQUENCE ACTIVITIES


OUTPUTS

Sequence Activities Inputs, Tools & Techniques, & Outputs


2. Activity List3. Activity Attributes4. Milestone List5. Project Scope

Statement6. Enterprise



1. Precedence Diagramming Method (PDM)

2. Dependency Determination

3. Leads & Lags

1. Activity List2. Activity Attributes

• Sequence Activities is the process of identifying & documenting relationship among the project activities.

• It’s key benefit is it defines the logical sequence of work to obtain the greatest efficiency given all project constraints

OUTPUT

TOOLS & TECHNIQU

ES

3. SEQUENCE ACTIVITIES

PROJECTDOCUMENTS

UPDATES

4MILESTON

ELIST

OUTPUT

1. PRECEDENCE DIAGRAMMING METHOD (PDM)

2. DEPENDENCY DETERMINATION

3. LEADS & LAGS

1. Government or Industry Standards

2. Project Management Information System (PMIS)

3. Scheduling Tool; and4. Company Work Authorization

Systems

Any process that can influence the Sequence Activities Process such as

Project Files from Corporate Knowledge Base used for

scheduling methodology; existing formal / informal activity planning

related policies, procedures & guidelines and template that can be

used to expedite project activities. PROJECT SCHEDULENETWORK DIAGRAMS

2ACTIVITY

LIST3

ACTIVITYATTRIBUT

ES

1SCHEDULE

MANAGEMENT

PLAN


NTFACTORS

(EEF)7

ORGANIZATIONAL

PROCESSASSETS

(OPA)

5PROJECTSCOPE

STATEMENT

TOOLS & TECHNIQUES (1)1. PRECEDENCE DIAGRAMMING METHOD (PDM)

A TECHNIQUE USED FOR CONSTRUCTING A SCHEDULE MODEL WHERE ACTIVITIES ARE REPRESENTED BY NODES & GRAPHICALLY LINKED BY ONE OR MORE LOGICAL RELATIOSHIP TO SHOW THE SEQUENCE.ACTIVITY ON NODE (AON) IS ONE METHOD OF REPRESENTING A PRECEDENCE DIAGRAMTHERE ARE FOUR TYPES OF DEPENDENCIES OR LOGICAL RELATIONSHIP:• FINISH TO START (FS) – SUCCESSOR ACTIVITY CANNOT START UNTIL PREDECESSOR ACTIVITY HAS

FINISHED. I.E. AWARD CEREMONY (SUCCESSOR) CANNOT START UNTIL THE RACE (PREDECESSOR) HAS FINISHED

• FINISH TO FINISH (FF) – WRITING A DOCUMENT (PREDECESSOR) MUST FINISH BEFORE EDITING (SUCCESSOR) CAN

• START TO START (SS) – LEVEL CONCRETE (SUCCESSOR) CANNOT BEGIN UNTIL POUR FOUNDATION BEGINS

• START TO FINISH (SF) – SHIFT B WORKER (SUCCESSOR) CANNOT START UNTIL SHIFT A WORKER (PREDECESSOR) FINISH

IN PDM FINISH TO START IS THE MOST COMMONLY USED TYPE PRECEDENCE RELATIONSHIP. START TO FINISH RELATIONSHIP IS VERY RARELY USED!

TOOLS & TECHNIQUES (2)2. DEPENDENCY DETERMINATION

DEPENDENCY HAS FOUR ATTRIBUTES, BUT TWO CAN BE APPLICABLE AT THE SAME TIME: MANDATORY EXTERNAL DEPENDENCIES, MANDATORY INTERNAL DEPENDENCIES, DISCRETIONARY EXTERNAL DEPENDENCIES, DISCRETIONARY INTERNAL DEPENDENCIES. • MANDATORY DEPENDENCIES – LEGALLY/CONTRACTUALLY REQUIRED OR INHERENT IN THE NATURE OF WORK

I.E. CANNOT TEST THE PRODUCT UNTIL PROTOTYPE IS AVAILABLE

• DISCRETIONARY DEPENDENCIES – A.K.A PREFERRED LOGIC OR SOFT LOGIC BASED ON ESTABLISHED BEST PRACTICESMUST BE FULLY DOCUMENTED BECAUSE IT CAN CREATE ARBITRARY TOTAL FLOAT VALUES & LIMIT LATER SCHEDULING

• EXTERNAL DEPENDENCIES – RELATIONSHIP BETWEEN PROJECT ACTIVITIES & NON PROJECT ACTIVITIES – OUTSIDE OF PM’S CONTROL

• INTERNAL DEPENDENCIES – PRECEDENCE RELATIONSHIP BETWEEN PROJECT ACTIVITIES WITHIN CONTROL OF THE PM

3. LEADS & LAGSLEAD IS THE AMOUNT OF TIME WHEREBY A SUCCESSOR ACTIVITY CAN BE ADVANCED WITH RESPECT TO A PREDECESSOR ACTIVITY (LANDSCAPING CAN START BEFORE ROOF IS DONE)LAG IS WHEN A SUCCESSOR ACTIVITY WILL BE DELAYED WITH RESPECT TO A PREDECESSOR ACTIVITY (START TO START – TECHNICAL WRITING TEAM MAY BEGIN EDITING THE DRAFT TO A LARGE DOCUMENT 15 DAYS AFTER THEY BEGIN WRITING IT.)

• A PROJECT SCHEDULE NETWORK DIAGRAM IS A GRAPHICAL RESPRESENTATION OF THE LOGICAL RELATIONSHIPS (DEPENDENCIES) AMONG PROJECT SCHEDULE ACTIVITIES

• IT CAN MANUALLY PRODUCED OR USING PROJECT MANAGEMENT SOFTWARE.• IT CAN INCLUDE FULL PROJECT DETAIL O RHAVE ONE OR MORE SUMMARY

ACTIVITIES• A SUMMARY NARRATIVE CAN ACCOMPANY THE DIAGRAM & DESCRIBE THE

BASIC APPROACH USED TO SEQUENCE THE ACTIVITIES• ANY UNUSUAL ACTIVITY SEQUENCES WITHIN THE NETWORK MUST BE FULLY

DESCRIBED WITHIN THE NARRATIVE

PROJECT SCHEDULENETWORK DIAGRAMS

• ACTIVITY LIST• ACTIVITY ATTRIBUTES• MILESTONE LIST; AND• RISK REGISTER

PROJECTDOCUMENTS

UPDATES

OUTPUT: 3. SEQUENCE ACTIVITIES

(PLANNING PROCESS GROUP)4. ESTIMATE ACTIVITY RESOURCES


OUTPUTS

Estimate Activity Resources Inputs, Tools & Techniques, & Outputs


2. Activity List3. Activity Attributes4. Resource Calendars5. Risk Register6. Activity Cost Estimate7. Enterprise



1. Expert Judgment2. Alternative Analysis3. Published Estimating

Data4. Bottom-Up Estimating5. Project Management

Software

1. Activity Resource Requirements

2. Resource Breakdown Structure

3. Project Documents Updates

• Estimate Activity Resources is the process of estimating the type & quantities of material, human resources, equipment, or supplies needed to perform each activity.

• It’s key benefit is it identifies the type, quantity, and characteristics of resources required to complete the activity which allows more accurate cost & duration estimates.

OUTPUT

TOOLS & TECHNIQU

ES

4. ESTIMATE ACTIVITY RESOURCES

4RESOURC

ECALENDA

RS

OUTPUT

1. EXPERT JUDGMENT2. ALTERNATIVE ANALYSIS3. PUBLISHED ESTIMATING

DATA4. BOTTOM-UP ESTIMATING5. PROJECT MGMT SOFTWARE

A calendar that identifies the working days & shifts on which specific resource is available.

The info is crucial to estimating resource utilization.

They specify when & how long a resource will be available for the

project

Any process that can influence the Estimate Activities Resources such

as :• Policies & procedures regarding

staffing• Policies & procedures relating to

rental & purchase of supplies & equipment, and

• Historical info regarding types of resources used for similar

projects

2ACTIVITY

LIST

3ACTIVITYATTRIBUT

ES


NTFACTORS

(EEF)

8ORGANIZATION

ALPROCESSASSETS

(OPA)

5RISK

REGISTER

6ACTIVITY

COSTESTIMATE

S

RESOURCEBREAKDOWNSTRUCTURE

PROJECTDOCUMENTS

UPDATES

ACTIVITYRESOURCE

REQUIREMENTS

1SCHEDULE

MANAGEMENT

PLAN

TOOLS & TECHNIQUES – ESTIMATE ACTIVITY RESOURCES

1. EXPERT JUDGMENT

2. ALTERNATIVE ANALYSIS

3. PUBLISHED ESTIMATING DATAMANY ORGANIZATIONS ROUTINE PUBLISH UPDATED PRODUCTION RATES & UNIT COST OF RESOURCES FOR AN EXTENSIVE ARRAYS OF LABOR TRADES, MATERIAL & EQUIPMENT FOR DIFFERENT COUNTRY OR REGIONS

4. BOTTOM-UP ESTIMATINGA METHOD OF ESTIMATING DURATION OR COST BY AGGREGATING THE ESTIMATE OF THE LOWER-LEVEL COMPONENTS OF THE WBS. WHEN AN ACTIVITY CANNOT BE ESTIMATED WITH CONFIDENCE, THE WORK WITHIN THE ACTIVITY IS DECOMPOSED INTO MORE DETAIL.ACTIVITIES MAY OR MAY NOT HAVE DEPENDENCIES BETWEEN THEM. IF THERE ARE DEPENDENCIES, THIS PATTERN OF RESOURCE USAGE IS REFLECTED & DOCUMENTED IN THE ESTIMATED REQUIREMENT OF THE ACTIVITY.

5. PROJECT MANAGEMENT SOFTWARE

• IDENTIFY THE TYPES & QUANTITIES OF RESOURCES REQUIRED FOR EACH ACTIVITY IN A WORK PACKAGE AND EACH WORK PERIOD

• THESE REQUIREMENT CAN THEN BE AGGREGRATED TO DETERMINE THE ESTIMATED RESOURCES FOR EACH WORK PACKAGE & PERIOD.

• THE RESOURCE REQUIREMENTS DOCUMENTATION FOR EACH ACTIVITY CAN INCLUDE THE BASIS OF ESTIMATE FOR EACH RESOURCE AS WELL AS ASSUMPTIONS OF THE AVAILABILITY & QUANTITIES

ACTIVITYRESOURCE

REQUIREMENTS

• A HIERARCHICAL REPRESENTION OF RESOURCES BY CATEGORY & TYPE, SUCH AS:LABOR, MATERIAL, EQUIPMENT & SUPPLIES.

• RESOURCE TYPE MAY INCLUDE THE SKILL LEVEL, GRADE LEVEL, OR OTHER INFO APPROPRIATE TO THE PROJECT.

• USEFUL FOR ORGANIZING & REPORTING PROJECT SCHEDULE DATA WITH RESOURCE UTILIZATION INFORMATION

RESOURCEBREAKDOWNSTRUCTURE

• ACTIVITY LIST• ACTIVITY ATTRIBUTES• RESOURCE CALENDARS

PROJECTDOCUMEN

TSUPDATES

OUTPUT: 4. ESTIMATE ACTIVITY RESOURCES

(PLANNING PROCESS GROUP)5. ESTIMATE ACTIVITY DURATION


OUTPUTS

Estimate Activity Duration Inputs, Tools & Techniques, & Outputs


2. Activity List3. Activity Attributes4. Activity Resource

Requirement5. Resource Calendars6. Project Scope Statement7. Risk Register8. Resource Breakdown

Structure9. Enterprise



1. Expert Judgment2. Analogous Estimating3. Parametric Estimating4. Three-point

Estimating5. Group Decision

Making Techniques6. Reserve Analysis

1. Activity Duration Estimate

2. Project Documents Updates

• Estimate Activity Duration is the process of estimating the number of work periods needed to complete individual activities with estimated resources

• It’s key benefit is it provides the amount of time each activity will take to complete (which is a major input into the Develop Schedule process.

6PROJECTSCOPE

STATEMENT

OUTPUT

TOOLS & TECHNIQU

ES

5. ESTIMATE ACTIVITY DURATION

5RESOURC

ECALENDA

RS

OUTPUT

1. EXPERT JUDGMENT2. ANALOGOUS ESTIMATING3. PARAMETRIC ESTIMATING4. THREE-POINT ESTIMATING5. GROUP DECISION MAKING

TECHNIQUES6. RESERVE ANALYSIS

Assumptions:• Existing Conditions

• Availability of Information; and

• Length of reporting periodsConstraints:

• Available skilled resources• Contract terms &

requirements

• Historical duration information• Project Calendars

• Scheduling Methodology, and• Lessons learned

2ACTIVITY

LIST

3ACTIVITYATTRIBUT

ES


NTFACTORS

(EEF)

10ORGANIZATION

ALPROCESSASSETS

(OPA)

7RISK

REGISTER

PROJECTDOCUMENTS

UPDATES

ACTIVITYDURATIONESTIMATES

1SCHEDULE

MANAGEMENT

PLAN

8RESOURCEBREAKDWNSTRUCTURE

4ACTIVITYRESOURC

ERQRMENT

S

TOOLS & TECHNIQUES – ESTIMATE ACTIVITY DURATIONS

1. EXPERT JUDGMENT

2. ANALOGOUS ESTIMATINGA TECHNIQUE FOR ESTIMATING THE DURATION OF COST USING HISTORICAL DATA FROM A SIMILAR ACTIVITY/PROJECT. IT USES PARAMETER FROM PREVIOUS SIMILAR PROJECT SUCH AS DURATION, BUDGET, SIZE, WEIGHT, & COMPLEXITY.IT IS A GROSS VALUE ESTIMATING APPROACH (SOMETIMES ADJUSTED FOR KNOWN DIFFERENCES IN COMPLEXITY), IT IS FREQUENTLY USED TO ESTIMATING PROJECT DURATION WHERE THERE IS A LIMITED DETAILED INFO ON THE PROJECT.IT IS GENERALLY COST LESS & LESS TIME CONSUMING BUT ALSO LESS ACCURATE

3. PARAMETRIC ESTIMATINGAN ALGORITHM IS USED TO CALCULATE COST OR DURATION BASED ON HISTORICAL DATA & PROJECT PARAMETERS.IT USES STATISTICAL RELATIONSHIP BETWEEN HISTORICAL DATA & OTHER VARIABLES.

ACTIVITY DURATION CAN BE QUANTITATIVELY DETERMINED BY MULTIPLYING THE QUANTITY OF WORK TO BE PERFORMED BY LABOR HOURS PER UNIT OF WORK.

IT HAS HIGHER LEVEL OF ACCURACY DEPENDING ON THE SOPHISTICATION & UNDERLYING DATA BUILT INTO THE MODEL.IT CAN BE APPLIED TO A TOTAL PROJECT OR TO A SEGMENT IN CONJUNCTION WITH OTHER ESTIMATING METHOD

TOOLS & TECHNIQUES – ESTIMATE ACTIVITY DURATIONS

3. THREE-POINT ESTIMATINGTHE ACCURACY OF SINGLE POINT ACTIVITY DURATION ESTIMATE CAN BE IMPROVED BY CONSIDERING UNCERTAINTY & RISK. THIS CONCEPT ORIGINATES FROM PROGRAM EVALUATION & REVIEW TECHNIQUE (PERT).

• MOST LIKELY(TM) – MOST REALISTIC GIVEN THE DURATION, AVAILABILITY OF RESOURCES, DEPENDENCIES & INTERRUPTIONS

• OPTIMISTIC (TO) – BASED ON BEST CASE SCENARIO

• PESSIMISTIC (TP) – BASED ON WORST CASE SCENARIO

• TRIANGULAR DISTRIBUTION FORMULA: TE = (TO + TM + TP) /3

• BETA DISTRIBUTION FORMULA: TE = (TO + 4TM + TP) /6

4. GROUP DECISION MAKING TECHNIQUES

5. RESERVE ANALYSISDURATION ESTIMATES MAY INCLUDE CONTINGENCY RESERVES CALLED TIME RESERVES OF BUFFERS. THEY ARE THE ESTIMATED DURATION WITHIN SCHEDULE BASELINE THAT ARE ALLOCATED FOR THE IDENTIFIED RISKS THAT ARE ACCEPTED.CONTINGENCY RESERVES ARE ASSOCIATED WITH “KNOWN-UNKNOWNS” WHICH MAY BE ESTIMATED TO ACCOUNT FOR THIS UNKNOWN AMOUNT OF REWORK. IT MAY BE A PERCENTAGE OF THE ESTIMATED ACTIVITY DURATION OR FIXED & MAY BE DEVELOPED USING MONTE-CARLO SIMULATION QUANTITATIVE ANALYSIS

• QUANTITATIVE ASSESTMENTS OF THE LIKELY NUMBER OF TIME PERIODS THAT ARE REQUIRED TO COMPLETE AN ACTIVITY.IT DOESN’T INCLUDE ANY LAGS.

• MAY INCLUDE SOME INDICATION OF THE RANGE OF POSSIBLE RESULT SUCH AS:

2 WEEKS +/- 2 DAYS = WILL TAKE AT LEAST 8 WORK DAYS & NO MORE THAN 12; AND15% PROBABILITY OF EXCEEDING THREE WEEKS, WHICH INDICATES A HIGH PROBABILITY - 85% - THAT THE ACTIVITY WILL TAKE THREE WEEKS OR LESS

ACTIVITYDURATIONESTIMATES

• ACTIVITY ATTRIBUTES• ASSUMPTIONS MADE IN DEVELOPING THE ACTIVITY DURATION ESTIMATE SUCH

AS SKILL LEVELS & AVAILABILITY, AS WELL AS A BASIS OF ESTIMATES FOR DURATIONS

PROJECTDOCUMENTS

UPDATES

OUTPUT: 5. ESTIMATE ACTIVITY DURATION

(PLANNING PROCESS GROUP)6. DEVELOP SCHEDULE


OUTPUTS

Estimate Activity Duration Inputs, Tools & Techniques, & Outputs


2. Activity List3. Activity Attributes4. Project Schedule Ntwk

Diagram5. Activity Resource

Requirement6. Resource Calendars7. Activity Duration

Estimates8. Project Scope Statement9. Risk Register10. Project Staff Assignments11. Resource Breakdown

Structure12. Enterprise Environmental

Factors (EEFs)13. Organizational Process

Assets (OPAs)

1. Schedule Ntwk Analysis

2. Critical Path Method3. Critical Chain Method4. Resource

Optimization Techniques

5. Modeling Techniques6. Leads & Lags7. Schedule

Compression8. Scheduling Tool

1. Schedule Baseline2. Project Schedule3. Schedule Data4. Project Calendars5. Project Mgmt Plan

Updates6. Project Documents

Updates

• Develop Schedule is the process of analyzing activity sequences, durations, resource requirements & schedule constraints to create the project schedule model.

• It’s key benefit is that by entering schedule activities durations, resource availabilities, and logical relationship into scheduling tool, it generates a schedule model date of completions.

7ACTIVITY

DURATIONESTIMATE

8PROJECTSCOPE

STATEMENT

OUTPUT

TOOLS & TECHNIQU

ES

6. DEVELOP SCHEDULE

6RESOURC

ECALENDA

RS

OUTPUT

1. SCHEDULE NETWORK ANALYSIS2. CRITICAL PATH METHOD

3. CRITICAL CHAIN METHOD4. RESOURCE OPTIMIZATION

TECHNIQUE5. MODELING TECHNIQUE

6. LEADS & LAGS7. SCHEDULE COMPRESSION

8. SCHEDULING TOOL

2ACTIVITY

LIST

3ACTIVITYATTRIBUT

ES9

RISKREGISTER

PROJECTCALENDAR

SCHEDULEDATA

11RESOURCEBREAKDWNSTRUCTURE

5ACTIVITYRESOURC

ERQRMENT

S


NTFACTORS

(EEF)

13ORGANIZATION

ALPROCESSASSETS

(OPA)

1SCHEDULE

MANAGEMENT

PLAN

13ORGANIZATION

ALPROCESSASSETS

(OPA)

4PROJECT

SCHEDULENETWORKDIAGRAM

10PROJECT

STAFFASSIGNMEN

T

PROJECTSCHEDULE

SCHEDULEBASELINE

PROJECTMGMT PLAN

UPDATES

PROJECTDOCUMENTS

UPDATES

6. DEVELOP SCHEDULEDEVELOPING AN ACCEPTABLE PROJECT SCHEDULE IS AN ITERATIVE PROCESS THAT REQUIRES REVIEW & REVISION OD DURATION ESTIMATE TO CREATE THE PROJECT SCHEDULE MODEL TO ESTABLISH AN APPROVED SCHEDULE THAT SERVES AS A BASELINE TO TRACK THE PROGRESS.

ONCE THE ACTIVITY START & FINISH DATE HAVE BEEN DETERMINED, IT’S COMMON TO ASSIGN PROJECT STAFFS TO THE ACTIVITIES & CONFIRM NO CONFLICT WITH THE RESOURCE CALENDARS.

TOOLS & TECHNIQUES – DEVELOP SCHEDULE

1. SCHEDULE NETWORK ANALYSISA TECHNIQUE THAT EMPLOYES VARIOUS ANALYTICAL TECHNIQUES SUCH AS CRITICAL PATH METHOD, CRITICAL CHAIN METHOD, WHAT IF ANALYSIS & RESOURCE OPTIMIZATION TECHNIQUES TO GENERATES THE PROJECT SCHEDULE

2. CRITICAL PATH METHOD (CPM)• A METHOD TO ESTIMATE THE MINIMUM PROJECT DURATION & DETERMINE SCHEDULING FLEXIBILITY ON THE LOGICAL

NETWORK PATHS WITHIN THE SCHEDULE MODEL.

• IT CALCULATES EARLY START, EARLY FINISH, LATE START, & LATE FINISH DATES FOR ALL ACTIVITIES WITH NO REGARDS TO RESOURCE LIMITATIONS BY PERFORMING A FORWARD & BACKWARD PASS ANALYSIS.

• A CRITICAL PATH IS THE SEQUENCE ACTIVITIES THAT REPRESENTS THE LONGEST PATH THROUGH A PROJECT, WHICH DETERMINES THE SHORTEST POSSIBLE PROJECT DURATION.

• THE RESULTING EARLY & LATE START & FINISH DATES ARE NOT NECESSARILY THE PROJECT SCHEDULE, RATHER THEY INDICATE THE PERIODS WITHIN WHICH THE ACTIVITY COULD BE EXECUTED.

• IT IS USED TO CALCULATETHE AMOUNT OF SCHEDULING FLEXIBILITY ON THE LOGICAL NETWORK PATHS WITHIN THE SCHEDULE MODELTOTAL FLOAT IS THE AMOUNT OF TIME AN ACTIVITY CAN SLIP BEFORE IT STARTS TO CAUSE DELAY TO THE PROJECT .

• ANY ACTIVITY OF A CRITICAL PATH IS CALLED CRITICAL PATH ACTIVITY.

• CRITICAL PATH MAY HAVE POSITIVE, ZERO OR NEGATIVE TOTAL FLOAT DEPENDING ON CONSTRAINTS APPLIED


3. CRITICAL CHAIN METHOD (CCM)• IS A SCHEDULE METHOD THAT ALLOWS FOR BUFFERS ON ANY PROJECT SCHEDULE PATH TO ACCOUNT FOR LIMITED

RESOURCE & PROJECT UNCERTAINTIES.

• IT’S DEVELOPED FROM CPM WITH ADDITION OF THE EFFECT OF RESOURCE ALLOCATION, RESOURCE OPTIMIZATION, RESOURCE LEVELING & ACTIVITY DURATION UNCERTAINTY BY INTRODUCING THE CONCEPT OF BUFFERS & BUFFER MANAGEMENT.

• THE RESOURCE CONSTRAINED CIRITICAL PATH METHOD IS THE CRITICAL CHAIN METHOD

4. RESOURCE OPTIMIZATION TECHNIQUE• RESOURCE LEVELING: A TECHNIQUE IN WHICH START & FINISH DATES ARE ADJUSTED BASED ON RESOURCE CONSTRAINTS

WITH THE GOAL OF BALANCING DEMAND FOR RESOURCE WITH THE AVAILABLE SUPPLY. IT IS USED WHEN SHARED RESOURCES ARE ONLY AVAILABLE AT CERTAIN TIMES AND LIMITED

• RESOURCE SMOOTHING: A TECHNIQUE THAT ADJUST THE ACTIVITIES AS LONG AS THEY DON’T EXCEED CERTAIN PREDEFINED LIMIT. ACTIVITIES MAY ONLY BE DELAYED WITHIN THEIR FREE & TOTAL FLOAT THIS THIS TECHNIQUE DOESN’T OPTIMIZE ALL RESOURCES.

5. MODELING TECHNIQUE• WHAT IF SCENARIO ANALYSIS: WHAT IF THE SITUATION REPRESENTED BY SCENARIO “X” HAPPENS?

THE OUTCOME CAN BE USED TO ASSES THE FEASIBILITY OF THE PROJECT & PREPARING CONTINGENCY & RESPONSE PLAN

• SIMULATION: CALCULATING MULTIPLE PROJECTS DURATIONS WITH DIFFERENT SETS OF ACTIVITY ASSUMPTIONS FROM THREE-POINT ESTIMATING.

THE MOST COMMON MODELING TECHNIQUE IS MONTE CARLO ANALYSIS


6. LEADS & LAGS

7. SCHEDULE COMPRESSIONIS A TECHNIQUE USED TO SHORTEN THE SCHEDULE DURATION WITHOUT REDUCING THE PROJECT SCOPE IN ORDER TO MEET SCHEDULE CONSTRAINTS. THEY ARE:• CRASHING: USED TO SHORTEN THE SCHEDULE DURATION FOR THE LEAST INCREMENTAL COST BY ADDING RESOURCES

BY APPROVING OVERTIME, EXPEDITED SHIPPING OR BRINGING IN ADDITIONAL RESOURCES.CRASHING WORKS ONLY ON THE CRITICAL PATH WHERE ADDITIONAL RESOURCES WILL SHORTEN ACTIVITY DURATION.IT MAY NOT BE ALWAYS VIABLE BECAUSE IT INCREASES RISKS & COSTS.

• FAST TRACKING: A SCHEDULE COMPRESSION TECHNIQUE IN WHICH ACTIVITIES OR PHASES NORMALLY DONE IS SEQUENCE ARE PERFORMED IN PARALLEL FOR AT LEAST A PORTION OF THEIR DURATION.FAST TRACKING MAY RESULT ON REWORK & INCREASED RISK & ONLY WORK ON ACTIVITIES THAT CAN BE OVERLAPPEDFOR EXAMPLE: CONSTRUCTION OF FOUNDATION BEFORE COMPLETION OF ARCHITECTURAL DRAWING

8. SCHEDULING TOOL• AUTOMATED SCHEDULING TOOL CONTAIN THE SCHEDULE MODEL & EXPEDITE THE SCHEDULE BY GENERATING START &

FINISH DATES BASED ON THE INPUTS OF ACTIVITIES, NETWORK DIAGRAMS, RESOURCES & ACTIVITIES DURATIONS USING SCHEDULE NETWORK ANALYSIS.THIS CAN BE DONE MANUALLY OR USING A PROJECT MANAGEMENT SOFTWARE

1. SCHEDULE BASELINEAN APPROVED VERSION OF A SCHEDULE MODEL THAT CAN ONLY BE CHANGED VIA FORMAL CHANGE CONTROL PROCEDURES

2. PROJECT SCHEDULEOFTEN PRESENTED GRAPHICALLY SUCH AS:

• BAR CHARTS: A.K.A. GANTT CHART WHERE ACTIVITIES ON VERTICAL & DATES ARE ON HORIZONTAL AXIS FROM START TO FINISHHAMMOCK ACTIVITY = BROADER & MORE COMPREHENSIVE SUMMARY ACTIVITY

• MILESTONE CHARTS: SIMILAR TO BAR CHART BUT ONLY IDENTIFY START OR COMPLETION (NO ACTIVITY)

• PROJECT SCHEDULE NETWORK DIAGRAMS: A.K.A. PURE LOGIC DIAGRAM WHERE ACTIVITY ON NODE DIAGRAM FORMAT SHOWING ACTIVITIES & RELATIONSHIP WITHOUT A TIME SCALE

3. SCHEDULE DATAA COLLECTION OF INFO FOR DESCRIBING & CONTROLLING THE SCHEDULE THAT INCLUDES SCHEDULE MILESTONE, ACTIVITIES, ATTRIBUTES & DOCUMENTATION OF ALL IDENTIFIED ASSUMPTIONS & CONSTRAINTS

4. PROJECT CALENDARS

5. PROJECT MANAGEMENT PLAN UPDATES

6. PROJECT DOCUMENTS UPDATES

PROJECTCALENDARS

SCHEDULEDATA

PROJECTSCHEDULE

SCHEDULEBASELINE

PROJECTMGMT PLAN

UPDATES

PROJECTDOCUMENTS

UPDATES

(MONITORING & CONTROLLING PROCESS GROUP)

7. CONTROL SCHEDULE


OUTPUTS

Control Schedule Inputs, Tools & Techniques, & Outputs


2. Project Schedule3. Work Performance

Data4. Project Calendars5. Schedule Data6. Organizational

Process Assets (OPAs)

1. Performance Reviews2. Project Mgmt

Software3. Resource

Optimization Techniques

4. Modeling Techniques5. Leads & Lags6. Schedule

Compression7. Scheduling Tool

1. Work Performance Info

2. Schedule Forecast3. Change Requests4. Project Management

Plan Updates5. Project Documents

Updates6. OPAs Updates

• Control Schedule is the process of monitoring the status of project activities to update project progress & manage changes to the schedule baseline to achieve the plan.

• It’s key benefit is it provides the means to recognize deviation from the plan and take corrective actions & thus minimize risk.

OUTPUT

1PROJECT

MANAGEMENT

PLAN

6ORGANIZATION

ALPROCESSASSETS

(OPA)

TOOLS & TECHNIQU

ES

7. CONTROL SCHEDULE

5SCHEDUL

EDATA

2PROJECTSCHEDUL

E

OUTPUT

1. PERFORMANCE REVIEWS2. PROJECT MANAGEMENT SOFTWARE

3. RESOURCE OPTIMIZATION TECHNIQUES

4. MODELING TECHNIQUES5. LEADS & LAGS

6. SCHEDULE COMPRESSION7. SCHEDULING TOOL

3WORK

PERFORMANCEDATA

4PROJECT

CALENDARS

PROJECT MGMTPLAN

UPDATES

CHANGE REQUESTS

SCHEDULE FORECASTS

WORK PERFORMANC

E INFORMATION

OPAsUPDATES

PROJECTDOCUMENTS

UPDATES

• Existing formal & informal schedule control related

policies• Schedule Control Tools• Monitoring & Reporting

methods to use

CONTROL SCHEDULEUPDATING THE SCHEDULE MODEL REQUIRES KNOWING THE ACTUAL PERFORMANCE DATA.

ANY CHANGE TO SCHEDULE BASELINE MUST GO THROUGH PERFORM INTEGRATED CHANGE CONTROL PROCESS.

CONTROL SCHEDULE IS CONCERNED WITH:• DETERMINING THE CURRENT STATUS OF PROJECT SCHEDULE

• INFLUENCING THAT FACTORS THAT CREATE SCHEDULE CHANGE

• DETERMINING IF THE PROJECT SCHEDULE HAS CHANGED

• MANAGING THE ACTUAL CHANGES AS THEY OCCUR.

IF AGILE APPROACH IS UTILIZED, CONTROL SCHEDULE IS CONCERNED WITH:• DETERMINING THE CURRENT STATUS OF THE PROJECT SCHEDULE BY COMPARING THE TOTAL AMOUNT OF WORK DELIVERED &

ACCEPTED AGAINTS THE ESTIMATES OF WORK COMPLETED FOR THE ELAPSED TIME CYCLE

• CONDUCTING RESTOSPECTIVE REVIEWS (SCHEDULE REVIEWS TO RECORD LESSONS LEARNED) FOR CORRECTING PROCESSES & IMPROVING

• REPRIORITIZING THE REMAINING WORK PLAN (BACKLOG)

• DETERMINING THE RATE AT WHICH THE DELIVERABLES ARE PRODUCED, VALIDATED & ACCEPTED (VELOCITY) IN GIVEN TIME FOR ITERATION (AGREED WORK CYCLE DURATION, TYPCIALLY TWO WEEKS OR ONE MONTH)

• DETERMINING THAT THE PROJECT SCHEDULE HAS CHANGED, AND

• MANAGING THE ACTUAL CHANGES AS THEY OCCUR.

TOOLS & TECHNIQUES – CONTROL SCHEDULE

1. PERFORMANCE REVIEWS

• TREND ANALYSIS – EXAMINES PROJECT PERFORMANCE OVER TIME TO DETERMINE WHETHER PERFORMANCE IS

IMPROVING OR DETERIORATING

• CRITICAL PATH METHOD

• CRITICAL CHAIN METHOD

• EARNED VALUE MANAGEMENT – SCHEDULE VARIANCE (SV) & SCHEDULE PERFORMANCE INDEX (SPI) ARE

USED TO ASSES THE MAGNITUDE OF VARIANCE TO THE ORIGINAL SCHEDULE BASELINE. TOTAL FLOATS AND EARLY FINISH ARE ESSENTIAL TO THIS

2. PROJECT MANAGEMENT SOFTWARE

3. RESOURCE OPTIMIZATION TECHNIQUES

4. MODELING TECHNIQUES

5. LEADS & LAGS

6. SCHEDULE COMPRESSION

7. SCHEDULING TOOL

1. WORK PERFORMANCE INFORMATION

2. SCHEDULE FORECAST: ESTIMATE OR PREDICTIONS OF CONDITIONS & EVENTS IN THE PROJECT’S

FUTURE BASED ON INFORMATION & KNOWLEDGE AVAILABLE. UPDATED & REISSUED BASED ON WORK PERFORMANCE INFO.

3. CHANGE REQUESTS

4. PROJECT MANAGEMENT PLAN UPDATES• SCHEDULE BASELINE; SCHEDULE MANAGEMENT PLAN; AND COST BASELINE

5. PROJECT DOCUMENTS UPDATES• SCHEDULE DATA

• PROJECT SCHEDULE

• RISK REGISTER

6. ORGANIZATION PROCESS ASSETS (OPA) UPDATES• CAUSES OF VARIANCES; CORRECTIVE ACTIONS CHOSEN & ITS REASONS; AND OTHER TYPES OF LESSONS LEARNED FROM

SCHEDULE CONTROL

PROJECT MGMTPLAN

UPDATES

CHANGE REQUESTS

SCHEDULE FORECASTS

WORK PERFORMANC

E INFORMATION

OPAsUPDATES

PROJECTDOCUMENTS

UPDATES

END OF SECOND KNOWLEDGE AREA:

PROJECT SCOPE MANAGEMENT

Business

PMBOK 5th Edition - Chapter 6 PROJECT TIME MANAGEMENT Summary