Most updated Project Time Management Process

Project Management Body of Knowledge (PMBOK® Guide Training Slides) Program Chapter 6 : Project Management Body of Knowledge (PMBOK® Guide Training Slides) Program Chapter 6 International Information Technology and Applications 2470 Windy Hill Road Suite 322A Marietta, Georgia 30067 Tel: 404-207-3981, 770-618-3027, fax 404-348-4514 www.iitainc.com, info@iitainc.com

Project Time Management Process Group : Project Time Management Process Group Define Activities: Identifies the specific actions to be performed to produce the deliverables. 2. Sequence Activities: Identifying and documenting the relationships among project activities. 3. Estimate Activity Resources: Estimating the type and quantities of resources required 4. Estimate Activity Duration: Approximating the number of work periods needed to complete each activity 5. Develop Schedule: Analyzing activity sequences, duration, resources’ requirements and the schedule constraints to create a project schedule 6. Control Schedule: Monitoring status, update progress and manage changes to the schedule baseline

Project Time Management Process Group : Project Time Management Process Group Define Activities Inputs 1.Scope Baseline 2.EEF 3.OPA Tools & Techniques 1.Decomposition 2.Rolling Wave Planning 3.Templates 4.Expert Judgment Outputs 1.Activity List 2.Activity Attributes 3.Milestone Sequence Activities Input Activity list Activity Attributes Milestones Project Scope Statement OPA Tools & Techniques Precedence Programming meth Dependency Determination Applying Leads/Lags Schedule Network Templates Outputs Project Schedule Network Project Doc Updates Estimate Activity Resources Inputs 1.Activity list 2.Activity Attributes 3.Resource Calendar 4.EEF 5.OPA Tools & Techniques 1.Expert Judgment 2.Alternative analysis 3.Published Estimating Data 4.Bottom-up Estimatin 5.Project Management Software Outputs 1.Activity Resource Requirements 2.Resource Breakdown Structure 3. Project Doc updates Estimate Activity Duration Inputs 1.Activity list 2.Activity Attributes 3.Activity resource requirements 4.Resource Calendar 5.Project Scope Statement 6.EEF 7.OPA Tools & Techniques 1.Expert Judgment 2.Analogous Estimate 3.Parametric Estimate 4.Three-point Estimate 5.Reserve analysis Outputs 1.Activity duration Estimate 2.Project Doc updates Develop Schedule Inputs 1.Activity list 2.Activity Attributes 3. Project Schedule Network diagram 4.Activity Resource Requirements 5.Resource calendar 6.Activity Duration Estimate 7.Project Scope Statement 8.EEF 9.OPA Tools & Techniques 1.Schedule Network Analysis 2.Critical path Method 3.Critical chain Method 4.Resource Leveling 5What-if scenario Analy. 6.Applying Leads & Lags 7.Schedule compression 8.Scheduling tool Outputs 1.Project Schedule 2.Schedule baseline 3.Schedule data 4.Project Doc update Control Schedule Inputs Project Management Plan Project Schedule Work Performance Information OPA Tools & Techniques Performance reviews Variance analysis Project Management Software Resource Leveling What-if Scenario Analysis Adjusting Leads & Lags Schedule compression Scheduling tool Outputs Work Performance Measurement OPAs Change requests Project Management Plan Updates Project Doc updates Project Time Management

Schematic diagram of Time Management : Schematic diagram of Time Management Time Management Sequence Activities Estimate Activity Resources Estimate Activity duration Develop Schedule Control Schedule Define Activities

Define Activities : Define Activities Inputs Scope baseline EEF OPAs Tools & Techniques Decomposition –Project -work packages –Activities Rolling wave Planning decomposing work packages – Milestones – Activities (with time) Templates from previous projects Expert Judgment e.g. Using consultants Outputs Activity lists Activity Attributes Milestones list

Sequence Activities : Sequence Activities Inputs Activity lists Activity attributes Milestone list Project Scope Statement OPAs Tools & Techniques Precedence Diagramming Method (PDM) Finish –to-Start (FS) – Initiation of Successor depends on finishing predecessor Finish-to-finish (FF) – Completion of the Successor depends on completion of predecessor Start-to-Start (SS) – Initiation of the successor depends on the initiation of the predecessor Start-to-finish (SF) – Completion of the successor depends on the initiation of the predecessor Dependency Determination Mandatory Dependency – Foundation before building called Hard logic Discretionary Dependency –Based on best practices called Preferred logic, preferential logic or Soft logic External dependencies – Eg Govt. inspection or license or approval before construction Applying Leads and Lags – E.g. Starting earlier eg Landscaping before construction Finish-to-Start, Lags – delay in successor activity e.g. delay editing after the document has been written Schedule Network Template Using Standardized schedule network diagram templates Outputs Project Schedule Network Diagram Project Document updates Activity list Activity attributes Risk register

Estimate Resource Activities : Estimate Resource Activities Inputs Activity List Activity Attributes Resource Calendars EEF OPAs Tools & Techniques Expert Judgment Alternative analysis e.g. Make or Buy Decision Published Estimating Data Bottom-Up Estimating - base on decomposition Project Management Software Output Activity resource requirement Resource Breakdown Structure – Labor, materials, equipment, supplies Project document updates Activity list Activity Attributes Resource calendar

Estimate Activity Durations : Estimate Activity Durations Input Activity List Activity Attributes Activity Resource Requirements Resource Calendar Project Scope ( Assumptions and Constraints) EEF OPAs Tools & Techniques Analogous Estimating - using data from similar projects Parametric Estimating – using statistical relationship with historic data (per unit or hour) Three point Estimate (Optimistic, Most Likely, Pessimistic) – (O+4M+P)/6 Reserve Analysis – contingency reserve Outputs Activity Duration Estimates e.g. 2wks +-2days Project Document update Activity attributes Assumptions made

Develop Schedule (Input) : Develop Schedule (Input) Inputs Activity List Activity Attributes Project Schedule Network Diagrams Activity Resource Requirements Resource Calendar Activity Duration Estimate Project Scope Statement EEFs – using Scheduling tools OPAs – Scheduling methodology, Project Calendar

Develop Schedule (Tools & Technique) : Develop Schedule (Tools & Technique) Schedule Network Analysis – Generates project Schedule Critical Path Method – calculates ES, EF, LS, LF dates without regards to any resource limitation Activities on the Critical path have zero floats Activities on critical paths are called critical path activities ES of following activity-ES of previous activity – duration or LF of following activity-LS of previous activity -duration= Total Float Free float – amount of time an activity can be delayed without delaying the early start of the immediate successor activity in the network Critical Chain - modifies project schedule accounting for limited resources resulting in altered critical path Critical chain adds buffers, buffers placed at the end of a critical chain is called project buffer – protects against completion slippage Feeding buffers are placed at point that a chain of dependent tasks not on the critical chain feeds into the critical chain Resource Leveling – To keep resources usage at constant level between two or more activities What-if Scenario Analysis e.g. Monte Carlo analysis Applying Leads & Lags Schedule Compression Crashing- Bringing additional resources to expedite activities on the critical path Fast tracking – phases or activities on critical path normally performed in sequence are performed in parallel, often results in rework and with an increased risk 8. Scheduling tool – automated scheduling tools expedite the Scheduling processes

Develop Schedule - Outputs : Develop Schedule - Outputs Project Schedule called Master Schedule or Milestone Schedule, presented using the following formats Milestone charts- Identifies schedule start or completion of major deliverables Bar Chart-representing activity start and end dates as well as the durations, Hammock activities shows relationships Project Schedule network diagrams – showing project network logic and critical path schedule activities. Schedule baseline – must be approved with baseline start and baseline finished dates 3. Schedule data – supplies Resource requirements by time period in Histogram format Alternative Schedule showing best case, worst case with/without resource leveling, with/without imposed dates Scheduling of contingency reserves Project Document updates Activity resource requirements Activity attributes Calendar Risk Register

Control Schedule (Inputs , Tools & Techniques) : Control Schedule (Inputs , Tools & Techniques) Inputs Project Management Plans containing: Schedule management plan and Schedule baseline. Schedule baseline is used to compare with actual result to determine if corrective or preventive action is required Project Schedule – most recent version with notations and updates Work Performance Information – which activity has started, or finished OPAs – Schedule control tools Tools & Techniques Performance Reviews – Compares and analysis SV, SPI, comparing amount of buffer remaining to those needed Variance Analysis – Using SV and SPI to assess magnitude of variation Project Management Software Resource leveling What-if Scenario Adjusting Lead and Lag Schedule Compression Scheduling Tool

Control Schedule (Outputs) : Control Schedule (Outputs) Work Performance Measurements – calculated SV and SPI values for WBS components – work packages and control accounts are documented and communicated to stakeholders OPAs Updates Causes of variances, corrective action taken Change request- reviewed and processed thru integrated change control process Project Management Plan Updates Schedule baseline Schedule Management plan Cost baseline Project Document update Schedule Data – Modified or new schedule network diagram to accommodate approved change request Project schedule – updated project Schedule

Calculations – Example : Calculations – Example Table Predecessor Start - A(4) Start B(7) A C(2) A, D D(3) Start E(5) D Finish C, B, E Formulae Forward Pass EF = ES + Duration – 1 Backward Pass LS = LF – Duration +1 Duration is: EF – ES + 1 or LF – LS + 1 Float for an activity is: LS – ES or LF – EF Float for a segment is: ES of following activity – ES of previous activity – Duration or LS of following activity – LS of previous activity - duration

Network Diagram (forward Pass EF = ES + Duration -1, Backward pass LS= LF-Duration +1), Duration = EF-ES+1 or LF-LS + 1 : Network Diagram (forward Pass EF = ES + Duration -1, Backward pass LS= LF-Duration +1), Duration = EF-ES+1 or LF-LS + 1 Start B7 C2 D3 E5 Finish A4 ES LS EF LF ES LS EF LF ES EF LF LS ES EF LF LS ES EF LS LF +1 +1 +1 -1 -1 -1 1 4 5 11 5 6 1 3 4 8 11 11 11 5 4 1 10 7 6 4 Float =LF-EF =3 Float = LS-ES=3 Float LS-ES=5 Free Float for an activity = ES of following activity – ES of previous activity – duration of the present activity e.g. Float for activity A = 5 – 1 – 4 = 0 Total Float for an activity= LS-ES & TF TF TF TF +1 -1 TF

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