PowerPoint Presentation

WelcomePankaj Garg. PMP, CSM11Course ObjectivesThe class willPrepare you to take the PMP ExamCover most of the required Classroom training hours

The class will not Make you an expert on Project Management Make you an expert Project Manager Serve as your only reference for the exam22Now that we are through with the logistics, lets find out why you are here.

Read slide

Final comments This session is designed to give you a feel for how the PMBOK is laid out, what the terminology is on the test, and some mapping to the real world.

I would also add that even though many of you are CAT employees you come from different backgrounds, and it is impossible for me or anyone to directly relate this to your job. Ill give you that assignment, take what you learn here tonight and map it back to your job.Tonights TopicProject Time Management Reference MaterialChapter 6PMBOK 5th Edition Chapter 6PMP Exam Prep 8th Edition33Is project time management

This is the first chapter in my studying where I started to get it. This one is really easy to map to your job and to your life.A couple of the references are Scope BaselineThe approved project scope statement and its associated WBS and WBS dictionary form the scope baseline.Performance in meeting project scope goals is based on the scope baseline.

4 WBS in Chart and Tabular Form

The WBS is deliverable oriented. This does not mean that only customer deliverable are included in the WBS, all deliverables are included.There is no fixed format , WBS created by two different people in the same team would be different.

WBS is foundation of the project. This means almost everything that occurs in the planning process after the creation of the WBS is directly related to WBS.5Work PackagesA work package is a task at the lowest level of the WBS.It represents the level of work that the project manager monitors and controls.You can think of work packages in terms of accountability and reporting.If a project has a relatively short time frame and requires weekly progress reports, a work package might represent work completed in one week or less.If a project has a very long time frame and requires quarterly progress reports, a work package might represent work completed in one month or more.A work package might also be the procurement of a specific product or products, such as an item purchased from an outside source.

This is level where project manager can realistically estimate. And this is the level at which project manager would monitor and control.6Time Management DefinitionTime Management includes the processes required to accomplish timely completion of the project. The Project Time Management process includes the followingDefine ActivitiesSequence ActivitiesEstimate Activity ResourcesEstimate Activity DurationDevelop ScheduleControl Schedule 77Table 3-1. Project Management Process Groups and Knowledge Area Mapping

8General Information Mostly Used in the Planning EffortThe main documents produced are an activity list and attributes, a milestone list, a network diagram, the activity resource requirements, the activity duration estimates, and a project scheduleDont Think About Software

99Some general information about the Time Management chapter

Most of the processes occur in the planning effort.Schedule Management Plan although listed in other chapters, the schedule management plan is part of the scheduling and planning processThe schedule management plan provides: - Schedule Baseline for measuring against during the controlling phase Performance measures How Schedule variances will be managed ID of schedule change control procedures.Rita says it is the 2nd hardest knowledge area of the test.In todays environment a lot of this is automated by software; but PMBOK wants you to be the software.When you are studying make sure you know how to diagram, the philosophy behind diagramming, and how to read the diagrams.Schedule Management PlanSchedule Management Baseline to measure againstIdentification of performance measureDecide how schedule variance will be managed.Identification of schedule change control procedures.

1010Activity DefinitionEnsure that project team members have a complete understanding of all the work they must do as part of the project scope so that they can start scheduling the work..InputsTools and TechOutputsEnterprise Environmental FactorsScope BaselineOrganizational process assetsDecompositionTemplatesRolling Wave PlanningExpert Judgment

Activity ListActivity AttributesMilestone List

1111GoalTake the Work Packages Developed in the WBS and Break Them Down Further (Decompose) in Order to Reach the Activity Level.Activity: A Level Small Enough to Estimate, Schedule, Monitor, and Manage.Get the Activities Ready to be Sequenced. 1212If the real world, some project managers skip activity definition because They may already have our WBS broken down to the activity .They may find it too hard to create network diagrams at this level.Activity Def Summary and TipsDont take Activity Definition LightlyRemember the Main Outputs: Activity List, Activity Attributes, Milestone List, and Requested ChangesRolling wave planning.Remember that Activity Definition Comes After the WBS is Developed1313Read info on slides

For PMI use the idea of Top down planning WBS comes first. You can do bottom up planning where you develop the activities and then develop a WBS, but for the exam use the Top down planning.

Rolling Wave Planning:- you may initially find it better to not plan at the lowest level in advance until the work has begun and it is more clean to plan the the lower levels. But that should not become excuse to not plan at the lower levels.

Summarize Acti. Def. Any questions about Activity Def?Activity Sequencing1414On to Act. Seq.Activity Sequencing DefinitionIdentifying and Documenting dependencies among schedule activities.InputsTools and TechOutputsProject Scope StatementActivity ListActivity AttributesMilestone ListOrganizational Process AssetsPrecedence Diagramming Method (PDM)Dependency DeterminationSchedule Network TemplatesApplying Leads and LagsProject Schedule Network DiagramsProject document updates1515GoalTake the Activities and Sequence them into How the Work will be PerformedDevelop a Network Diagram which Shows Just Dependencies

1616Activity Sequencing Keys to Activity SequencingWhat is the SequenceIdentify all DependenciesSequencing can be Performed with SoftwareFor the Test Forget About Software

1717Some key things to remember about Act. SeqKey to activity sequencing is finding out the dependencies.Types of Dependencies Mandatory Dependencies (Hard Logic)Inherent in the Nature of the Work being DoneDiscretionary Dependency (Preferred or Soft Logic)Based on Experience, Desire, or PreferencesExternal DependencyBased on the Needs and Desires of Parties Outside of the Project

1818Network Diagrams Network Diagrams in the Pure Form Show Just DependenciesSometimes Referred to as Network Logic DiagramsShows how Tasks will Flow from the Start to the End of a Project

1919How to Construct Network Diagrams In the activity-on-arrow (AOA) approach, or the arrow diagramming method (ADM), activities are represented by arrows and connected at points called nodes to illustrate the sequence of activities; only show finish-to-start dependencies (most common type of dependency).Activity on Node(AON) or The precedence diagramming method (PDM) is a network diagramming technique in which boxes represent activities. These are more widely used as they can show all dependency types.2020Activity on Node Precedence Diagramming MethodBoxes Represent Tasks and Arrows Show DependenciesTask C Cant Start Before Task B and D FinishDummies Not Allowed21Task AStartTask DTask BTask CTask ETask FEnd21Types of Relationships in PDM

AP: Finish to Start: Successor cant start unless the Activity (Predecessor) has finished. The current wording suggests (although slightly) that the activity finish date is somehow constrained to finish before the successor can start. It seems to say that the successor is the driver. Start to Start should read: Successor can not start unless Predecessor has started. Isolated, they will be scheduled to start at the same time.Finish to Finish: technically, looking at dates, they will be scheduled to finish at the same time, from a tools perspective, the successor can finish no earlier than the finish of the predecessor.Start to Finish: this is the backward scheduling condition: the successor is the task that occurs earlier in time than the predecessor. It can be worded as the finish date of the successor is determined (and driven back) by the start of the predecessor Here, predecessor and successor refer to driving tasks, not to sequencing in time.

22Activity Sequencing Key Terms Milestones Significant Events in a Project ScheduleLeads Start an Activity Before the Predecessor Activity is Completed (code before design complete)Lag Inserted Waiting Time Between Activities (waiting for paint to dry)Requested Changes Network Diagrams Sometimes Expose Requested ChangesGraphical Evaluation and Review Technique (GERT) A Network Diagram Drawing Method that Allows Loops (Design and Test)2323Some Key Terms to understand related to activity sequencing.

Additional Milestones can be imposed by the project manager to to help control the projects.Estimate Activity Resources2424Activity Resource Estimation DefinitionGOAL: Estimating the type and quantities of resource required to perform each schedule activityInputsTools and TechOutputsEnterprise Environmental FactorsOrganizational Process AssetsActivity ListActivity AttributesResource CalendarsExpert JudgmentAlternatives AnalysisPublished Estimating DataProject Management SoftwareBottom-Up EstimatingActivity Resource RequirementsResource Breakdown Structure (RBS)Project document updates2525Activity Resource Estimating Resources Can be People, Equipment, Materials, Resources must be Planned and Coordinated to Avoid Resources from being Assigned other WorkConsider Developing a Resource Breakdown Structure (RBS) Hierarchical Structure of the Identified Resources by Resource CategoryCrashing and Fast-Tracking which we will Cover Later

2626Estimate Activity Durations2727Activity Duration Estimation DefinitionEstimating the number of work periods that will be needed to complete individual schedule activitiesInputsTools and TechOutputsEnterprise Environmental FactorsOrganizational Process AssetsProject Scope StatementActivity ListActivity AttributesActivity resource requirementsResource Calendars

Expert JudgmentAnalogous EstimatingParametric EstimatingThree-Point EstimatingReserve AnalysisActivity Duration EstimatesProject document updates2828GoalOnce the type and quantity of resources needs are determined, the amount of work effort to complete the schedule activity needs to be estimated. 2929Activity Duration Estimating One-Time EstimateAnalogous EstimateParametric EstimationRegression EstimationLearning CurveHeuristicsThree-Point EstimatesReserve Analysis

30Always Have the People Doing the Work Provide the Estimates.

30One time estimating One estimate per activity is received based on expert opinion and historical data.Analogous estimating form of expert judgement; PMI focuses on this estimating being being the overall estimate for the project given to the Manager from sponsorship.Parametric Estimating is used if you do not have detailed information on which to base time estimates. Uses a mathematical model to calculate projected times for an activity based on historical records from previous projects and other information. Two types Regression Analysis and Learning Curve. - Regression Analysis diagram tracks two variables to see if they are related and creates a mathematical formula to use in future parametric estimating.Learning Curve The 100th room painted will take less time than the first room because of improved efficiency. Heuristics Rule of thumb. 80/20 rule meaning that 80 percent of quality problems are caused by 20 percent of potential sources of problems. Three point estimates O, P, M you can then use formulas to figure out the average.Activity Duration Guidelines Evaluate One Activity at a TimeAssume Normal Level of Labor and EquipmentAssume Normal Work WeekDisregard Contract Completion Date on First Cut

3131Develop Schedule3232Schedule DevelopmentAnalyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule.InputsTools and TechOutputsOrganizational process assetsProject scope statementActivity listActivity attributesProject Schedule Network DiagramsActivity Resources RequirementsResource CalendarsActivity Duration EstimatesEnterprise Environmental FactorsSchedule Network AnalysisCritical Path MethodSchedule CompressionWhat if scenario analysisResource LevelingCritical Chain MethodAdjusting leads and lagsScheduling ToolProject ScheduleSchedule BaselineSchedule DataProject document updates3333GoalProject schedule development is an iterative process that determines planned start and finish dates for project activities. 3434What do you need to develop a Schedule An Understanding of the Work Required on the Project (Project Scope Statement)Defined Activities (WBS, WBS Dictionary, and Activity ListThe Order of How the Work will be done (Sequence Activities)An Estimate of the Resources Needed (Estimate Activity Resources)An Estimate of the Duration of Each Activity (Estimate Activity Duration)

3535Other important facts Things to RememberWork with Stakeholders PrioritiesLook for Alternative ways to Complete the WorkLook for Impacts on Other ProjectsMeet with Managers to Negotiate ResourcesGive the Team a Chance to Approve the Final ScheduleCompress the Schedule (Crashing and Fast Tracking)3636Schedule Network Analysis PERTCritical Path MethodSchedule CompressionWhat-If Scenario AnalysisResource Leveling3737PERT Memorize the Formulas

FormulaStandard DeviationVariance(P+4M+O) 6 (P-O) 6 P-O 638238Critical Path Method (CPM)Determines the Longest Path in the Network DiagramDetermines the Earliest and Latest an activity can start and the Latest it can be CompletedMethod Requires an Understanding of Critical Path, Near Critical Path, Float or Slack3939Critical PathHelps Prove how Long the Project will TakeHelps the Project Manager Determine where Best to Focus their Project Management EffortsHelps Determine if an Issue Needs Immediate AttentionProvides a Vehicle to Compress the Schedule During Project Planning and Whenever there are ChangesProvides a Vehicle to Determine which Activities Have Float and can Therefore be Delayed without Delaying the Project4040Near Critical PathThe Path Close in Duration to the Critical PathSomething that Shortens the Critical Path could Lengthen the Near Critical Path and actually change the Near Critical Path to the Critical PathManage to both the Critical Path and the Near Critical Path to Ensure the Project isnt Delayed

4141Float or SlackMust be Able to Calculate it ManuallyTotal Float Amount of Time an Activity can be Delayed without Delaying the ProjectFree Float Amount of Time an Activity can be Delayed Without Delaying the Early Start Date of a SuccessorProject Float Amount of Time a Project can be Delayed without Delaying the Externally Imposed Deadline Committed to by the Project Sponsor

4242Float is an assetExtremely Useful Allows you to Focus your Management on the ProjectHelps Team Members Juggle Multiple Projects and Priorities

4343Using CPMYou Must Determine the Earliest and Latest an Activity can Start and the Latest Each Activity can be FinishedRemember the Formula for Float or Slack:LS ESLF EFEarly Figures Found by Calculating from the Beginning to End Forward PassLate Figures Found by Calculating from the End to the Beginning - Backward Pass

4444Drawing a Network using CPMDraw the Node and Insert Boxes in Each Corner as Shown Below:45DurationFloatESEFLSLF45Forward PassFirst Node in a Network Diagram has an Early start of 0 Work through the Network Diagram and the Critical Path from Start Until End

4646More on Critical PathThere Can be More than One Critical PathMultiple Critical Paths Increase RiskCritical Path can ChangeShould have Zero Float

4747Schedule CompressionDone during planning or Integrated Change ControlIs Desired Completion Date Attainable?Helps Define Impacts to Time, Cost, Scope, and RiskCompress the Schedule without Changing ScopeTechniquesFast TrackingCrashing

4848Fast TrackingDoing Critical Path Activities in ParallelResults in ReworkIncreases RiskIncreased Communication

4949CrashingAdd Resources to Tasks on the Critical PathCosts MoreAdds AmbiguityWill Need to Train New Resources

5050Other Scheduling ToolsWhat-If Scenario What if Things ChangeMonte Carlo Analysis Computer Simulates the Outcome of a Project using Pessimistic, Optimistic, and Most LikelyResource Leveling Used to Produce a Resource Limited ScheduleCritical Chain Method Both Activity and Resource Dependencies5151Reporting ScheduleMilestone Charts Show Major Events and are Used for Management ReviewProject Schedule Shows the Activities and Sequence (Microsoft Project or Primavera Schedule)Gantt Charts Progress Reporting and Control

5252Control Schedule5353Schedule ControlControlling changes to the project schedule.InputsTools and TechOutputsProject Management PlanProject ScheduleWork performance informationOrganizational Process Assets

Performance ReviewsVariance AnalysisProject management softwareResource LevelingWhat-if scenario analysisAdjusting leads and lagsSchedule compressionScheduling toolWork Performance measurementsOrganizational process assetsChange requestsProject management Plan UpdatesProject document updates

5454What is Schedule ControlMeasures how the project is doingImplement Corrective and Preventive ActionMake sure the baseline is met or if a need to re-baseline existsVariances analyzed and reported5555Progress ReportingHow Much Work has Been DonePercent Complete50/50 Rule20/80 Rule0/100 Rule5656Time Management Final ThoughtsQuestions Will Focus on the FollowingPERTNetwork DiagrammingCPMReportingInteractions with other processes5757