pmp: module 3 - time
TRANSCRIPT
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Project Management Process Table 5 Process Groups
Initiation, Planning, Executing, Monitoring & Controlling, and Closing
10 Knowledge Areas Integration, Scope, Time, Cost, Quality, Human
Resources, Communication, Risk, Procurement, and Stakeholder.
47 Total Processes Processes are categorized by Process Group and
Knowledge Area.
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Project Management Process Table
Initiation
Planning
Executing
Monitoring & Controlling
Closing
Integration 1 1 1 2 1
Scope 4 2
Time 6 1
Cost 3 1
Quality 1 1 1
Human Resources
1 3 1
Communications
1 1
Risk 5 1
Procurement 1 1 1 1
Stakeholder 1 1 1 1
4
Time ManagementInitiation Planning Executing Monitoring
& Controlling
Closing
Plan Schedule Management
Control Schedule
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
5
Time ManagementPlan Schedule Management Process
All knowledge areas consist of a plan on how that knowledge area is to be developed.
This process creates the Schedule Management Plan.
Key inputs to this process are the Project Management Plan, Project Charter, Enterprise Environmental Factors, and Organizational Process Assets. Same inputs as in the Scope Management Plan.
A Project Manager will use Expert Judgment, Analytical Techniques, and Meetings to develop the Schedule Management Plan.
Planning – Plan Schedule Management
6
Time ManagementSchedule Management Plan
Establishes policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. Provides guidance and direction on how the project
schedule will be managed throughout the project.
Planning – Plan Schedule Management
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Planning – Plan Schedule Management
Time Management
Project Management Plan
Project Charter
Organizational Process Assets
Schedule Management Plan
Expert Judgment
Meetings
Inputs Outputs
Tools
Plan Scope Management
ProcessEnterprise Environmental Factors
Analytical Techniques
8
Time ManagementInitiation Planning Executing Monitoring
& Controlling
Closing
Plan Schedule Management
Control Schedule
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
9
Time ManagementDefine Activities Process
Focus on the activities that are required to create the deliverables for the project.
This process creates the Milestone List and the Activity List.
Key inputs to this process are the Schedule Management Plan, Scope Baseline, Enterprise Environmental Factors, and Organizational Process Assets.
A Project Manager will use Decomposition, Expert Judgment, and Rolling Wave Planning to develop the Milestone List and Activity List.
Planning – Define Activities
10
Time ManagementActivity List
Describes what needs to be done in the project. Activities are commonly referred to as tasks. Activities should be broken down to durations
between 4 and 80 hours.
Planning – Define Activities
11
Time ManagementMilestone List
States the milestones of the project. Milestones are reference points of the project. Milestones are entered as 0 hours.
Planning – Define Activities
12
Planning – Define Activities
Time Management
Schedule Management Plan
Scope Baseline
Organizational Process Assets
Activity List
Milestone List
Expert Judgment
Decomposition
Inputs Outputs
Tools
Define Activities Process
Enterprise Environmental Factors
Rolling Wave
13
Time ManagementInitiation Planning Executing Monitoring
& Controlling
Closing
Plan Schedule Management
Control Schedule
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
14
Time ManagementSequence Activities Process
Focus on placing the activities in order. This process creates the Project Schedule Network
Diagrams. Key inputs to this process are the Schedule
Management Plan, Activity List, Milestone List, Activity Attributes, Enterprise Environmental Factors, and Organizational Process Assets.
A Project Manager will use Precedence Diagramming Method, Dependency Determination, and Leads and Lags to develop the Project Schedule Network Diagrams.
Planning – Sequence Activities
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Planning – Define Activities
Time Management
Schedule Management Plan
Activity List
Organizational Process Assets
Project Schedule Network Diagrams
Precedence Diagramming Method
Dependency Determination
Inputs Outputs
Tools
Define Activities Process
Enterprise Environmental Factors
Leads and Lags
Milestone List
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Time ManagementPrecedence Diagramming Method
Planning – Sequence Activities
A
FC
E
D
B
G4
1
2
1
4
1
2
Design Dog House
Purchase Material
Dig Foundation
Pour Concrete
Build Dog House
Install Fencing
Train Dog
17
Time ManagementDependencies
When sequencing, dependencies will determine the order of activities. Mandatory Discretionary Internal External
Planning – Sequence Activities
18
Time ManagementPredecessors:
Predecessors are used to help with sequencing activities. Determines when the following activity will occur. Finish to Start Finish to Finish Start to Start Start to Finish
Planning – Sequence Activities
19
Time ManagementPredecessors
Planning – Sequence Activities
A
B
4
1
Design Dog House
Purchase Material
Start
Start Finish
Finish
20
Time ManagementPredecessor:Finish to Start
Planning – Sequence Activities
A
B
4
1
Design Dog House
Purchase Material
Start
Start Finish
Finish
21
Time ManagementPredecessor:Finish to Finish
Planning – Sequence Activities
A
B
4
1
Design Dog House
Purchase Material
Start
Start Finish
Finish
22
Time ManagementPredecessor:Start to Start
Planning – Sequence Activities
A
B
4
1
Design Dog House
Purchase Material
Start
Start Finish
Finish
23
Time ManagementPredecessor:Start to Finish
Planning – Sequence Activities
A
B
4
1
Design Dog House
Purchase Material
Start
Start Finish
Finish
24
Time Management
Planning – Sequence Activities
Leads and Lags: Leads can start before an activity is complete.
Lags require a delay before an activity can start.
A
B
4
1
Mon Tue Wed Thu Fri Sat
A A A A
B
Mon Tue Wed Thu Fri Sat
A A A A
B
A
B
1
4
25
Time ManagementInitiation Planning Executing Monitoring
& Controlling
Closing
Plan Schedule Management
Control Schedule
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
26
Time ManagementSequence Activities Process
Focus on resources for the project. Material Personnel Equipment
This process creates the Activity Resources Requirements and the Resource Breakdown Structure.
Key inputs to this process are the Schedule Management Plan, Activity List, Resource Calendars, Risk Register, Activity Cost Estimates, Activity Attributes, Enterprise Environmental Factors, and Organizational Process Assets.
A Project Manager will use Expert Judgment, Alternative Analysis, Published Estimating Data, Bottom-Up estimating, and Project Management Software to develop the Activity Resource Requirements and Resource Breakdown Structure.
Planning – Estimating Activity Resources
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Time ManagementResource Breakdown Structure
A display that is a breakdown by resource type across an organization.
1Project Resources
1.1People
1.1.1Project
Managers
1.1.2Engineer
s
1.1.3Systems Analyst
1.1.3.1Audio Visual
1.1.3.2Radio
1.1.3.3IT
1.1.4Producti
on
1,2Material
1.3Equipment
Planning – Estimating Activity Resources
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Time ManagementActivity Resource Requirements
Identifies the resources required for the project based on the activities.
Resources include; Personnel Equipment Infrastructure
Planning – Estimating Activity Resources
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Time Management
Schedule Management Plan
Activity List
Organizational Process Assets
Activity Resource Requirements
Resource Breakdown Structure
Expert Judgment
Alternative Analysis
Inputs Outputs
Tools
Estimate Activity
Resources
Enterprise Environmental Factors Published Estimating Data
Planning – Estimating Activity Resources
Resource Calendars
Risk Register
Activity Cost Estimates
Activity Attributes
Bottom-Up Estimating
Project Management Software
30
Time ManagementEstimating Methods
Analogous (Top-down) Bottom-up Parametric Computerized (Monte Carlo) PERT
Planning – Estimating Activity Resources
31
Time ManagementEstimating Methods
Analogous Usually an estimate based on something similar. Also known as Top-Down Advantages
Can be created quickly Disadvantages
Lacks details
Planning – Estimating Activity Resources
32
Time ManagementEstimating Methods
Bottom Up Created from activities. Advantages
A lot of detail and accuracy Disadvantages
Very time consuming Team can pad time (Parkinson’s Law)
Parkinson’s Law – Work expands to consume the time schedule for it’s completion.
Planning – Estimating Activity Resources
33
Time ManagementEstimating Methods
Parametric Based on an existing parameter. Can use Industry Standards Advantages
Can be done both quickly and accurate
Planning – Estimating Activity Resources
34
Time ManagementEstimating Methods
Computerized (Monte Carlo) Computerized tool that simulates project outcomes.
Can results in Time, Cost, or number of resources needed. Also known as Top-Down Advantages
Very accurate Disadvantages
Very time consuming to setup
Planning – Estimating Activity Resources
35
Time ManagementEstimating Methods
Program Evaluation Review Technique (PERT) Uses pessimistic, optimistic, and most likely estimates
(O + P + (4 * M))6
Planning – Estimating Activity Resources
36
Time ManagementInitiation Planning Executing Monitoring
& Controlling
Closing
Plan Schedule Management
Control Schedule
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
37
Time ManagementEstimate Activities Durations Process
Focus on estimating the hours for each activity then summing them for a high level estimate.
This process creates the Activity Duration Estimates. Key inputs to this process are the Schedule Management
Plan, Activity List, Activity Resource Requirements, Resource Calendars, Risk Register, Resource Breakdown Structure, Project Scope Statement, Activity Attributes, Enterprise Environmental Factors, and Organizational Process Assets.
A Project Manager will use Expert Judgment, Analogous Estimating, Parametric Estimating, Three-Point Estimating, Group Decision Making Techniques, and Reserve Analysis to develop the Activity Duration Estimates.
Planning – Estimating Activity Durations
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Time ManagementActivity Duration Estimates
Identifies the duration of the activities with plus and minus ranges.
Activity “A” – 4 days +/- 2 days. Range is 2 to 6 days.
Planning – Estimating Activity Durations
A4
Design Dog House
39
Time Management
Schedule Management Plan
Activity List
Organizational Process Assets
Activity Duration Estimate
Expert Judgment
Alternative Analysis
Inputs Outputs
Tools
Estimate Activity Duration
Enterprise Environmental Factors
Published Estimating Data
Planning – Estimating Activity Durations
Resource Calendars
Risk Register
Project Scope Statement
Activity Attributes
Bottom-Up Estimating
Project Management Software
Activity Resource Requirements
40
Time ManagementInitiation Planning Executing Monitoring
& Controlling
Closing
Plan Schedule Management
Control Schedule
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
41
Time ManagementDevelop Schedule
This process reviews the resource needs, sequence activities, and estimating activity durations to develop the schedule. This process brings together the activity list, the work breakdown structure, the start and finish dates, and sequence activities.
This process creates the Schedule baseline, Project Schedule, and Project Calendars.
Key inputs to this process are the Schedule Management Plan, Activity List, Network Diagrams, Activity Resource Requirements, Resource Calendars, Risk Register, Resource Breakdown Structure, Project Scope Statement, Activity Attributes, Project Staff Assignments, Enterprise Environmental Factors, and Organizational Process Assets.
A Project Manager will use Schedule Network Analysis, Critical Path Method, Critical Chain Method, Resource Optimization Techniques, Modeling Techniques, Leads and Lags, Schedule Compression, and Scheduling Tool.
Planning – Develop Schedule
42
Time ManagementSchedule Baseline
The planned timeline for the project execution. Baseline dates
Planning – Develop Schedule
43
Time ManagementProject Schedule
Integrated lists the activities, start and finish dates, resources, and sequencing.
Format can include; Milestone charts Bar charts Project Schedule Network Diagrams
Planning – Develop Schedule
44
Time ManagementProject Calendars
Shows scheduled resource usage and availability.
Planning – Develop Schedule
45
Time ManagementCalculating the Critical Path
A
FC
E
D
B
G4
1
2
1
4
1
2
Design Dog House
Purchase Material
Dig Foundation
Pour Concrete
Build Dog House
Install Fencing
Train Dog
1
Start on Day 1
Forward Pass
Planning – Develop Schedule
46
Time ManagementCalculating the Critical Path
A
FC
E
D
B
G4
1
2
1
4
1
2
Design Dog House
Purchase Material
Dig Foundation
Pour Concrete
Build Dog House
Install Fencing
Train Dog
1
Forward Pass
4
1+4-1
5
5
+1
+1
Planning – Develop Schedule
47
Time ManagementCalculating the Critical Path
A
FC
E
D
B
G4
1
2
1
4
1
2
Design Dog House
Purchase Material
Dig Foundation
Pour Concrete
Build Dog House
Install Fencing
Train Dog
1
Forward Pass
4
5
5
5
6
5+1-1
5+2-1
+1
+1
7
Go with the High Number
Planning – Develop Schedule
48
Time ManagementCalculating the Critical Path
Planning – Sequence Activities
A
FC
E
D
B
G4
1
2
1
4
1
2
Design Dog House
Purchase Material
Dig Foundation
Pour Concrete
Build Dog House
Install Fencing
Train Dog
1
Forward Pass
4
5
5
5
6
7 7
8
8 8
11
7+1-1
8+4-1
8+1-1
12+2-112 13
49
Time ManagementCalculating the Critical Path
A
FC
E
D
B
G4
1
2
1
4
1
2
Design Dog House
Purchase Material
Dig Foundation
Pour Concrete
Build Dog House
Install Fencing
Train Dog
1
Forward Pass
4
5
5
5
6
7 7
8
8 8
11
7+1-1
8+4-1
8+1-1
12+2-112 13
Planning – Develop Schedule
50
Time ManagementCalculating the Critical Path
A
FC
E
D
B
G4
1
2
1
4
1
2
Design Dog House
Purchase Material
Dig Foundation
Pour Concrete
Build Dog House
Install Fencing
Train Dog
1
Backward Pass
4
5
5
5
6
7 7
8
8 8
11
12 13
1312
-1
-1
11
11
Planning – Develop Schedule
51
Time ManagementCalculating the Critical Path
A
FC
E
D
B
G4
1
2
1
4
1
2
Design Dog House
Purchase Material
Dig Foundation
Pour Concrete
Build Dog House
Install Fencing
Train Dog
1
Backward Pass
4
5
5
5
6
7 7
8
8 8
11
12 13
1312
-1
-1
11
11
11
8
7 7
6
65
6
41
Lower Number wins!
Lower Number wins!
4-4+1
6-2+1
7-1+1
11-1+1
11-4+16-1+1
Planning – Develop Schedule
52
Time ManagementCalculating the Critical Path
A
FC
E
D
B
G4
1
2
1
4
1
2
Design Dog House
Purchase Material
Dig Foundation
Pour Concrete
Build Dog House
Install Fencing
Train Dog
1
Calculating Slack
4
5
5
5
6
7 7
8
8 8
11
12 13
1312
11
11
11
8
7 7
6
65
6
41
6-5=1
11-8=3
Planning – Develop Schedule
53
Time ManagementCalculating the Critical Path
Planning – Develop Schedule
A
FC
E
D
B
G4
1
2
1
4
1
2
Design Dog House
Purchase Material
Dig Foundation
Pour Concrete
Build Dog House
Install Fencing
Train Dog
1
Critical Path
4
5
5
5
6
7 7
8
8 8
11
12 13
1312
11
11
11
8
7 7
6
65
6
41
54
Time ManagementInitiation Planning Executing Monitoring
& Controlling
Closing
Plan Schedule Management
Control Schedule
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
55
Time ManagementControl Schedule
This process is for the control and management of changes to the schedule.
This process creates Work Performance Information, Schedule Forecasts, and Change Requests.
Key inputs to this process are the Project Management Plan, Project Schedule, Work Performance Data, Project Calendars, schedule Data, and Organizational Process Assets.
A Project Manager will use Performance Reviews, Project Management Software, Resource Optimization Techniques, Modeling Techniques, Leads and Lags, Schedule Compression, and Scheduling Tools to perform this process.
Monitoring & Controlling – Control Schedule
56
Time ManagementWork Performance Information
Information that helps to determine current schedule metrics compared to planned schedule metrics.
This is the information that helps with determining Earned Value
Monitoring & Controlling – Control Schedule
57
Time ManagementSchedule Forecast
Anticipated situations and incidents that will likely occur in the future based off of current information.
Monitoring & Controlling – Control Schedule