smsvn pmp training_slides_chapter_6

SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013

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PROJECT TIME MANAGEMENT Is the process required to manage timely

completion of the project There are 7 processes

Plan Schedule Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule


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6.1 PLAN SCHEDULE MANAGEMENT Is the process of establishing the policies, procedures,

and documentation for planning, developing, managing, executing and controlling the project schedule.

Provides guidance, direction on how the project schedule will be managed throughout the project.

Inputs Tool&Techniques Outputs

.Project management plan

.Project charter

.EEF

.OPA

.Expert Judment

.Analytical techniques

.Meetings

.Schedule management plan


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6.2 DEFINE ACTIVITIES Is the process of identifying the specific actions to be

performed produce the project deliverables. The key benefit of this process is to break down work

packages into activities that provide a basis for estimating, scheduling, executing, monitoring and control the project work.


.Schedule management plan.Scope baseline.EEF.OPA

.Decomposition

.Rolling wave planning

.Expert judment

.Activity list

.Activity attributes

.Milestone list


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6.3 SEQUENCE ACTIVITIES Is the process of identifying and documenting

relationship among the project activities. The key benefit of this process is that it defines the

logical sequence of work to obtain the greatest effeciency given all project constraints.


. Schedule management plan.Activity list.Activity attributes.Milestone list.Project scope statement.EEF.OPA

.Precedence diagramming method (PDM).Dependency determination.Leads and lags

.Project schedule network diagram.Project document updates


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PRECEDENCE DIAGRAMMING METHOD (PDM) Precedence Diagramming Method (PDM) or

Activity-on-Node (AON) Method used in Critical Path Methodology(CPM) No dummy activities Logical relationship:

Finish-to-Start (FS) Finish-to-Finish (FF) Start-to-Start (SS) Start-to-Finish (SF)


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DEPENDENCY DETERMINATIONTo define sequence among activity, these type of

dependency are used: Mandatory (hard logic)

Inherent in the nature of work being done or required by the contract

E.g. You must design before you can develop Discretionary (preferred, preferential, or soft logic)

Define base on knowledge of best practices Can be changed if needed Important when how to shorten or re-sequence the project

External Based on the need of the party outside the project


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LEAD AND LAGS Leads and Lags are used to support realistic and

achievable project schedule. Each activity is connected at least to one predecessor

and one successor except the start and the end.

Leads: May be added to start an activity before the predecessor

activity is complete. can be used only on finish-to-start activity relationships.

Lags: is a delay in the successor activity can be found on all activity relationship types.

A B C

predecessor Successor


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PROJECT SCHEDULE NETWORK DIAGRAM


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6.4 ESTIMATE ACTIVITY RESOURCES Is the process of estimating the type and quantities of

material, people, equipment or supplies required to perform each activity.


. Schedule management plan.Activity list.Activity attributes.Resource calendars.Risk register.Activity cost estimates.EEF.OPA

.Expert Judment

.Alternative analysis

.Published estimating data

.Bottom up estimating

.Project management software

.Activity resources requirements.Resource breakdown structure.Project document updates


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6.5 ESTIMATE ACTIVITY DURATIONS Is the process of estimating the number of work periods to complete individual

activities with estimated resources. The key benefit is providing the amount of time each activity will take to

complete.Inputs Tool&Techniques Outputs

. Schedule management plan.Activity list.Activity attributes.Activity resources requirements.Resource calendars.Project scope statement.Risk register.Resource breakdown structure.EEF.OPA

.Expert Judment

.Analogous estimating

.Parametric estimating

.Three-point estimating

.Group decision-making techniques.Reserve analysis

.Activity duration estimates

.Project document updates


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ESTIMATE ACTIVITY DURATIONS (TOOLS & TECHNIQUES)

Analogous Estimating (Top down): estimates using historical data from a similar activity or project less costly, less time -> less accurate

Parametric Estimating: estimates using a statistical relationship between historical data and

other variables -> higher accuracy 3-points Estimating:

Also called Program Evaluation and Review technique (PERT) Use for time and cost estimation Expected calculated from Most-likely, Optimistic, Pessimistic Expected = (P + 4M + O)/6 Standard Deviation = (P - O)/6

Group decision-making techniques: brainstorming… Reserve analysis (buffer): includes contingency reserves


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6.6 DEVELOP SCHEDULEIs the process of analyzing activity sequences, durations, resource requirements, and schedule

contraints to create a project schedule model.Inputs Tool&Techniques Outputs

.Schedule management plan.Activity list.Activity attributes.Project schedule network diagram.Activity resources requirements.Resource calendars.Activity duration estimates.Project scope statement.Risk register.Project staff assignments.Resource breakdown structure.EEF.OPA

.Schedule network analysis

.Critical path method

.Critical chain method

.Resource optimization techniques.Modeling techniques.Leads and lags.Schedule compression.Scheduling tool

.Schedule baseline

.Project schedule

.Schedule data

.Project calendars

.Project management plan updates.Project document updates


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CRITICAL PATH METHOD Critical Path is the longest duration path Identify the shortest time needed to complete a project There can be more than one critical path Near-critical path is the path that has close in duration to

critical path Float (Slack)

Total float: the amount of time an activity can be delayed without delaying the project end date or intermediary milestone.

Free float: the amount of time an activity can be delayed without delaying the early start date of its successor(s).

Project float: the amount of time an activity can be delayed without delaying the externally imposed project completion date required by customer/management.


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CRITICAL PATH METHOD (CON’T)

What is the critical path?Start -> B -> D -> G -> J -> End

Activity Precedence Duration

A 2

B 3

C A 1

D B 4

E B 2

F C 1

G D,F 5

H E 2

I H 2

J G,I 0


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CRITICAL CHAIN METHOD Is a schedule method that allows the project

team to place buffers on any project schedule path

Type of buffers Project buffer Feeding buffer Resource buffer


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RESOURCE OPTIMIZATION TECHNIQUES Resource leveling

Resource smoothing: adjusts the activities so they do not exceed predefined resource limits


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SCHEDULE COMPRESSION Fast Tracking

Re-scheduling various activities within the project to be worked on simultaneously instead of step by step.

-> increase risk and communication. May need a rework.

Crashing Adding more resources, overtime, paying extra to more

quickly delivery Crash the tasks that cost the least first, focusing on minimizing

project cost. -> Always results in increased cost.


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DEVELOP SCHEDULE’S OUTPUT Schedule Baseline: approved version of schedule Project schedule

Presented as Summary form Detailed form

Format: Network diagram Milestone chart Bar chart (Gantt chart)

Schedule data Includes at least:

Schedule milestone Schedule activities Activity attributes Assumptions & Constraints

Additional information can be added, such as Resource histograms Cash-flow projections Order & delivery schedules Alternative schedules

Project Calendars


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6.7 CONTROL SCHEDULE Is the process of monitoring the status of project activities to update project

progress and manage changes to the schedule baseline to achieve the plan. The key benefit is providing the means to recognize deviation from plan and

take corrective and preventive actions, minimize risks.


.Schedule management plan.Project schedule.Work performance data.Project calendars.Schedule data .OPA

.Performance reviews

.Project management software.Resource optimization techniques.Modeling techniques.Leads and lags.Schedule compression.Scheduling tool

.Work performance information.Schedule forcast.Change Requests.Project management plan updates.Project document updates.OPA updates


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REVIEW Project time management? 7 processes of time management?

Plan Schedule Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule

Precedence Diagramming Method? Dependency Determination? Lead and Lags? Analogous Estimating? Parametric Estimating? 3-points Estimating? Critical path? Critical chain? Fast Tracking? Crashing? Output of Develop Schedule process?

smsvn pmp training_slides_chapter_6

Business

activity list

activity attributes

predecessor activity

successor activity

project activities

activity relationships

project work

project management plan