project management body of knowledge (time)

Project Management Body of Knowledge® Guide (Time)

5th Edition

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All time management begins with PLANNINGTom Greening

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3PMBOK Guide® (Time)Project Time Management is a process to ensure that the project work are completed and

delivered in a timely manner. Schedule management helps in preventing diversion of the project works from the given project timeline.

There are 7 processes under the Project Time Management:

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6.1 Plan Schedule ManagementPlan Schedule Management establishes policies, procedures and documentation for

planning, developing, managing and controlling the project schedule to ensure that the project does not divert from the given project timeline.

PMBOK Guide® (Time)

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Input(1) Project Management Plan

Project Management Plan containing the scope baseline and other information to develop the schedule management plan.

(2) Project CharterDefines the summary milestone schedule and project approval requirements.

(3) Enterprise Environmental Factors (EEF)Factors like organizational culture, resources availability, project management software, published commercial information and organizational work authorization systems could influence the development of the Scope Management Plan.

(4) Organizational Process Assets (OPA)Schedule Management Plan would be influenced by monitoring, reporting and schedule control tools, existing policies, procedures, standards, guidelines and templates.


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Tools and Techniques(1) Expert Judgement

Subject matter experts could provide insights on the environment and information from historical information of similar projects. Expert judgements from application area, knowledge area, industry and discipline are used to developing the schedule management plan.

(2) Analytical TechniquesScheduling methodology, scheduling tools and techniques, estimating approaches, formats and project management software could assist in analyzing the project schedule and risks. Scheduling techniques may include rolling wave planning, leads and lags, alternatives analysis and methods for reviewing schedule performance.

(3) MeetingsProject teams may hold planning meetings to develop the schedule management plan. Usually participants are the project manager, project sponsor, project team members, stakeholders and anyone responsible for the schedule planning or execution.


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Output(1) Schedule Management Plan

A component in the project management plan that establishes the criteria and activities for developing, monitoring and controlling the schedule. The schedule management plan may contain the following:

(a) Project schedule model development(b) Level of accuracy(c) Units of measure(d) Organizational procedure links(e) Project schedule model maintenance(f) Control thresholds(g) Rules of performance measurement(h) Reporting formats(i) Process descriptions


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6.2 Define ActivitiesDefine activities is the process of identifying specific actions to be performed to produce

the project deliverables. Breaking down the work packages into activities is required to estimate, schedule, execute, monitor and control the project work.


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Input(1) Schedule Management Plan

Document on the prescribed level of detail necessary to manage the project work.

(2) Scope BaselineProject Work breakdown structure, deliverables, constraints and assumptions documented in the scope baseline are considered while defining activities.

(3) Enterprise Environmental FactorsDefine Activities process might be influenced by organizational cultures and structures, published commercial information and project management information system.

(4) Organizational Process AssetsLessons learned knowledge base, standardized processes, templates, policies, procedures and guidelines would need to be considered when defining activities.


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Tools and Techniques(1) Decomposition

Technique used to divide and subdivide the project scope and deliverables into smaller manageable parts. Activities represent the effort needed to complete a work package. Each work package in the WBS is decomposed into the activities to produce the project deliverables. Team members involvement in decomposing would have better and more accurate results.

(2) Rolling Wave PlanningAn integrative planning technique in a form of progressive elaboration. Work in the near term is planned in detailed while work in the future is planned at a higher level. Work can exist in various levels of detail depending on the project life cycle. Work packages can be decomposed into activities when the known event is approaching nearer .

(3) Expert JudgementExperts who are experienced and skilled in developing detailed project scope statements, the WBS and project schedules, can provide expertise in defining activities.


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Output(1) Activity List

A comprehensive list that includes all schedule activities required for the project. It also includes the activity identifier and a scope of work description for each activity to ensure that project members understand what work is required to be completed.

(2) Activity AttributesActivities have durations and may have resource and costs associated with the work. Activity attributes extends the description of activity by identifying the components associated with each activity. It can be used to identify the key person responsible for executing the work, schedule development, selecting, ordering and sorting the planned schedule activities.

(3) Milestone ListMilestone is a significant point or event in a project. A milestone list is a list of identified project milestones and indicates whether the milestone is mandatory. Milestones are similar to regular schedule activities in structure and attributes but they do not have duration.


12PMBOK Guide® (Time)6.3 Sequence Activities

Sequence Activities is the process of identifying and documenting relationships among the project activities. It defines the logical sequence of work to obtain the greatest efficiency given all project constraints. Logical relationships should be designed to create a realistic project schedule.

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The schedule management plan identifies the scheduling method and tool to be used for the project which will guide how the activities may be sequenced.

(2) Activity ListContaining all the schedule activities required for the project ready to be sequenced.

(3) Activity AttributesDescription of necessary sequence of events or defined predecessor or successor relationships.

(4) Milestone ListSchedule dates for specific milestones may influence the sequencing activity.


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(5) Project Scope Statement Containing the product scope description and characteristics, project deliverables, constraints and assumptions that might affect activity sequencing.

(6) Enterprise Environmental FactorsSequence Activities process might be influenced by government or industry standards, project management information system (PMIS), scheduling tool and company work authorization systems.

(7) Organizational Process Assets (OPA)The Organizational Process Assets (OPA) that can influence the Sequence Activities process might include project files from the corporate knowledge base used for scheduling methodology, existing activity planning-related policies, procedures, guidelines and templates.


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Tools and Techniques(1) Precedence Diagramming Method

Precedence Diagramming Method (PDM) is a technique used for constructing a schedule model to show the sequence in which the activities are to be performed. Activity-on-node (AON) is one method of representing a precedence diagram.

PDM includes 4 types of logical relationships:(a) Finish-to-start (FS): Successor activity cannot

start until the predecessor activity is finished.(b) Finished-to-finished (FF): Successor activity

cannot finished until the predecessor activityhas finished.

(c) Start-to-start (SS): Successor activity cannot start until the predecessor activity starts.

(d) Start-to-finished (SF): Successor activitycannot finish until the predecessor activitystarts.


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(2) Dependency DeterminationDependencies has four attributes: mandatory, discretionary, internal or external. Two can be applicable at the same time which are mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies or discretionary internal dependencies.

(a) Mandatory dependencies: Those that are required or inherent in the nature of the work. May involve physical limitations and sometimes referred to as hard logic or hard dependencies.Technical dependencies may not be mandatory.

(b) Discretionary dependencies: Sometimes referred as preferred logic, preferential logic or soft logic. Established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired even though there may be other acceptable sequences.

(c) External dependencies: Involves in relationship between project activities and non-project activities, usually outside the project’s control.

(d) Internal dependencies: Involve a precedence relationship between project activities and are generally inside the project’s control.


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(3) Leads and LagsLead is the amount of time whereby a successor activity can start in advanced with respect to a predecessor activity. Lag is the amount of time whereby a successor activity will be delayed with respect to a predecessor activity. Leads and Lags can be represented in project schedule network diagrams. The project management team determines the dependencies that may require a lead or a lag to accurately define the logical relationship.


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Output(1) Project Schedule Network Diagrams

A graphical representation of the logical relationships or dependencies among the project schedule activities. It can be produced either manually or by using project management software. Full project details and activity summary can be included, along with description of the basic approach used to sequence the activities.

(2) Project Documents Updates


19PMBOK Guide® (Time)6.4 Estimate Activity Resources

Estimate Activity Resources is the process of estimating the type and quantities of material, human resources, equipment or supplies required for each project activity. Identifying the key items would allow more accurate cost and duration estimates. This process is closely coordinated with the Estimate Cost process.

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Document that identifies the accuracy level and the units of measure for to estimate resources.

(2) Activity ListList of activities that requires resources to perform.

(3) Activity AttributesActivity attributes provide the primary data input to estimate resources required for each activity in the activity list.

(4) Resource CalendarsCalendar that identifies the working days and shifts on each specific resources to estimate resource utilization. Resource calendars mentions the availability of the project resources during the project duration. Resources experience, skill level and geographical location needs to be considered.


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(5) Risk RegisterRisk events may impact resource selection and availability. Plan Risk Responses process would update the risk register.

(6) Activity Cost EstimatesThe cost of resources may impact the resource selection and allocation.

(7) Enterprise Environmental Factor (EEF)Enterprise Environmental Factors such as resource location, availability and skills could influence when estimating the resource.

(8) Organizational Process Assets (OPA)Estimate Activity Resources would need to consider the policies and procedures of staffing, renting or purchasing of supplies and equipment, and historical information regarding types of resources used on previous projects.


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Expertise and specialized knowledge in resource planning and estimating is required to assess the resource-related inputs to this process.

(2) Alternative AnalysisAccomplishing estimates using many alternative methods such as using various levels of resource capability or skills, different size or types of machines, multiple tools and make-rent-or-buy decisions.

(3) Published Estimating DataData published by several organizations on production rates and unit costs of resources for different countries and geographical locations within countries.


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(4) Bottom-Up EstimatingMethod used to estimating project duration or cost by aggregating the estimates of the lower level components in the Work Breakdown Structure (WBS). The resource needs are estimates and aggregated into a total quantity. If there are dependencies between activities, this pattern of resource usage is documented in the estimated requirements.

(5) Project Management SoftwareA scheduling tool that has the capability to help plan, organize and manage resource pools and develop resource estimates. Resource breakdown structures, availability, rates and calendars can be defined to assist in optimizing resource utilization


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Output(1) Activity Resource Requirements

Types and quantities of resources required for each activity is identified and then aggregated to determine the estimated resources for each work package and work period. The resource requirements documentation for each activity can include the basis of estimate for each resource as well as the assumptions that were made in determining which type of resources are applied, their availability and the quantities used.

(2) Resource Breakdown StructureA hierarchical representation of resources by category and type. Resource types may include skill level, grade level or other information appropriate to the project. Resource Breakdown Structure is useful for organizing and reporting project schedule data with resource utilization information.



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6.5 Estimate Activity Durations Process of estimating the number of work periods needed to complete individual activities with estimated resources. It is a input for the Develop Schedule process by providing the amount of time each activity will take to complete.


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Document that defines the method used and the accuracy level to estimate activity durations.

(2) Activity List List of requirements of the project that will need duration estimates.

(3) Activity AttributesActivity Attributes provide the primary data input for use in estimating durations required for each activity in the activity list.

(4) Activity Resource RequirementsThe estimated Activity Resource Requirements will influence the level of assigned resources and activities duration.


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(5) Resource CalendarsProvides information on the resource availability, type and attributes that would influence the duration of schedule activities.

(6) Project Scope StatementThe assumptions and constraints of the project are considered when estimating the activity duration.

(7) Risk RegisterThe Risk Register provides the list of risks with the results of risk analysis and risk response planning.


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(8) Resource Breakdown StructureIdentified resource category and resource type is provided in a hierarchical structure.

(9) Enterprise Environmental FactorsEstimate Activity Durations process can be influenced by factors such as duration estimating databases or other reference data, productivity metrics, published commercial information and location of team members.

(10)Organizational Process AssetsHistorical duration information, project calendars, scheduling methodology and lessons learned should be taken into consideration when estimating the activity durations.


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Expert judgement with historical information can provide duration estimate information or recommended maximum activity durations from similar projects. Expert judgement can also help to determine whether to combine estimating methods and how to reconcile them.

(2) Analogous EstimatingA technique that utilizes historical data from past projects as basis for estimating the duration of the current project. Analogous Estimating is frequently used when there is limited amount of information on the project. It is less costly and less time consuming but it is less accurate.

(3) Parametric EstimatingEstimation technique which uses statistical relationship between historical data and project parameters to calculate an estimate. Activity durations can be quantitatively determined by multiplying the quantity of work to be performed by labor hours per unit of work. It can produce higher levels of accuracy.


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(4) Three-Point EstimatingIntroduced by the program evaluation and review technique (PERT), this technique uses three estimates to define and approximate range for an activity’s duration. Estimates based on three points with an assumed distribution provide an expected duration and clarify the range of uncertainty around the expected duration.

Most Likely (tM): Estimate on the activity duration based on realistic expectations.Optimistic (tO): Estimate based on best case scenario.Pessimistic (tP): Estimate based on worst case scenario.

There are two commonly used formulas used for estimating activity duration:Triangular Distribution: tE = (tM + tO + tP)

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Beta Distribution: tE = (4tM + tO + tP) 6


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(5) Group Decision-Making TechniquesTechniques useful for engaging team members to improve estimate accuracy and commitment to the emerging estimates. Estimates could be more accurate by obtaining technical information and knowledge from technical groups. It also helps to ensure that the people are more committed in reaching the estimates.

(6) Reserve AnalysisContingency reserves are buffers added into the project schedule to account for schedule uncertainty. They are allocated for identified risks that are accepted and for which contingent or mitigation responses are developed. Contingency reserves are estimated to account for known-unknowns. As more details about the project becomes available, the contingency reserve may be used, reduced or eliminated.

Management reserves are specified amount of the project duration withheld for management control purposes. They are reserved to address the unknown-unknowns which are unforeseen works within the project scope.


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Output(1) Activity Duration Estimates

Activity Duration Estimates are the quantitative assessments of the likely number of time periods that are required to complete an activity. Duration estimates do not include any lags but may include some indication of the range of possible results.



33PMBOK Guide® (Time)6.6 Develop Schedule

Process of analyzing activity sequences, durations, resource requirements and schedule constraints to create the project schedule model. Scheduling tool helps to generate schedule model to determine the planned start and finish dates for project activities and milestones. Schedule development is an iterative process that needs constant reviewing and approving. It is used as a baseline to track progress.

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Document that determines the scheduling methods and tools used to create the schedule.

(2) Activity ListThe Activity list identifies the activities that will be included in the schedule model.

(3) Activity AttributesProvides the details and information used to build the schedule model.

(4) Project Schedule Network DiagramsContaining logical relationships of predecessors and successors for calculating the schedule.

(5) Activity Resource RequirementsIdentified types and quantities of resources required for each activity.


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(6) Resource CalendarsProvides information on the availability of resources during project.

(7) Activity Duration EstimatesEstimates of the work periods that will be required to complete an activity.

(8) Project Scope StatementContaining assumptions and constraints of the project.

(9) Risk RegisterRisk Register provides the details of all identified risks and their characteristics that affect the schedule model.


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(10)Project Staff AssignmentsDocument to specify on which resources are assigned to each activity.

(11)Resource Breakdown StructureProvides the details on resource analysis and organizational report.

(12)Enterprise Environmental FactorsStandards, communication channels and scheduling tool might affect the development of the schedule.

(13)Organizational Process AssetsDevelop Schedule process might be influenced by scheduling methodology and project calendars.


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Tools and Techniques(1) Schedule Network Analysis

Technique to generate project schedule model using critical path method, critical chain method, what-if analysis and resource optimization technique. It calculates the early and late start and finish dates for the uncompleted portion of project activities.

(2) Modeling Techniques(a) What-If Scenario Analysis: Process of evaluating scenarios to predict their positive or

negative effect on project objectives and schedule. Outcome are used to assess the feasibility of the project schedule under adverse conditions, then to prepare

contingency and response plans to overcome or mitigate the impact of unexpected situations.(b) Simulation: Calculation of multiple project durations with different sets of activity assumptions, usually using probability distributions from the three-point estimates.


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(3) Critical Path MethodMethod to estimate the minimum project duration to complete the project and determine the scheduling flexibility amount. The critical path is the sequence of activities that represents the longest path in a project. Total Float is the schedule flexibility measured by the amount of time an activity can be delayed from its early start date without delaying the project finish date.

Forward Pass:Early Finish = Early Start + Duration

Backward Pass:Late Start = Late Finish - Duration

Float = Early Finish - Late Finish


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(4) Critical Chain MethodA schedule method that place buffers on any project schedule path to account for limited resources and project uncertainties. It is developed from the critical path method approach. The resource-constrained critical path is known as the critical chain. Product buffer protects the target finish date from slippage along the critical chain. Feeding buffers are additions placed at each point where the activities are not on the critical chain link.


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(5) Resource Optimization Technique(a) Resource Leveling: Technique used to adjust start and finish dates based on resource constraints due to availability. Resource leveling usually causes the original critical path to increase.(b) Resource Smoothing: Adjustment technique on the activities to ensure that the resource requirements on the project do not exceed predefined resource limits. Project’s critical path is not changed and the completion may not be delayed as it is only delayed within the free and total float.


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(6) Leads and LagsRefinements applied during network analysis to develop a viable schedule. Leads are used to advance a successor activity and lags are used where processes require a set period of time to elapse between the predecessors and successors without work or resource impact.

(7) Schedule CompressionTechnique to shorten the schedule duration without reducing the project scope. This allows to meet schedule constraints, imposed dates or other schedule objectives.(a) Crashing: Technique used to shorten the schedule duration by adding resources. Crashing only works only for activities on the critical path. It does not always produce a viable alternative and may result in increase risk and/or cost.(b) Fast Tracking: Schedule activities performed in parallel which may result in rework and increased risk. Only work if activities can be overlapped to shorten the project duration

(8) Scheduling ToolAutomated tool containing the schedule model. It generates start and finish dates based on the schedule information using schedule network analysis.


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Output(1) Schedule Baseline

Stakeholder-approved version of a schedule model that can only be changed through formal change control procedures. The Schedule Baseline is used as a basis for comparison against the actual results to determine whether variances has occur.

(2) Project ScheduleSchedule presentation of linked activities with planned start and finish dates, durations, milestones and resources. Schedule model can be represented in different forms:(a) Bar Charts: Also known as Gantt Charts, activities are listed on the vertical axis, dates are shown on the horizontal axis and activity durations are displayed as horizontal bars placed according to the start and finish dates.(b) Milestone Charts: Similar to Bar Charts but only identifies the schedule start or completion of major deliverables and key external interfaces.(c) Project Schedule Network Diagrams: Diagram format that shows the relationships between activities without a time scale. It displays the project network logic and critical path schedule activities.


43PMBOK Guide® (Time)

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(3) Schedule DataSchedule data is a the collection of project schedule information for describing and controlling the schedule. The data includes milestones, schedule activities, activity attributes and documentation of all assumptions and constraints. Information could also be resource requirements, alternative schedules and scheduling of contingency reserves.

(4) Project CalendarsA calendar that identifies the working days and shifts of all scheduled activities. It distinguishes the availability of resources to complete activities for a period of time.

(5) Project Management Plan Updates(6) Project Documents Updates


45PMBOK Guide® (Time)6.7 Control Schedule

Process of monitoring the project activity statuses to update the project progress and manage changes to achieve the plan. It provides the means to recognize plan deviation and take corrective or preventive actions to minimize risks.

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Input(1) Project Management Plan

Contains the schedule management plan and schedule baseline. Describes how the schedule will be managed and controlled. Schedule baseline is used as a reference to compare actual results to determine if a corrective or preventive change request is required.

(2) Project ScheduleData date indicator of project schedule activities updates, completed activities and started activities.

(3) Work Performance DataInformation on project progress such as started activities, activity progress and completed activities.


47PMBOK Guide® (Time)(4) Project Calendars

Calculation of the schedule forecast on the project activity work periods.

(5) Schedule DataData to be reviewed and updated in the Control Schedule process.

(6) Organizational Process AssetsExisting schedule control policies, procedures and guidelines, schedule control tools, monitoring and reporting methods influences the Control Schedule process.

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Tools and Techniques(1) Performance Reviews

Measurement, comparison and analysis of schedule performances using techniques as below:(a) Trend Analysis: Graphical analysis of project performance over time to determine whether the project performance is improving or deteriorating. (b) Critical Path Method: Comparing the progress along the critical path to determine schedule status. Can be used to identify schedule risk as variances on the critical path would have a direct impact on the project end date.(c) Critical Chain Method: Comparing the amount of remaining buffer to the amount of buffer needed to help determine schedule status and whether corrective change action is needed.(d) Earned Value Management: Total float, early finish variances, Schedule Variance (SV) and Schedule Performance Index (SPI) are used to measure the schedule performances.

(2) Project Management SoftwareTool to track planned dates versus actual dates, report schedule variances and forecasts effects of changes to the project schedule model.


49PMBOK Guide® (Time)(3) Resource Optimization Technique

Scheduling of activities in consideration of resources availability and project time.

(4) Modeling TechniquesUsed to align the schedule model with the project management plan and approved baseline.

(5) Leads and LagsAdjustments applied during network analysis to realign the delayed project activities.

(6) Schedule CompressionUtilizing fast tracking or crashing schedule to speed up the remaining project work.

(7) Scheduling ToolUsed to perform schedule network analysis to generate an updated project schedule.

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Output(1) Work Performance Information

The calculated SV and SPI time performance indicators for WBS components to be documented and communicated to the stakeholders.

(2) Schedule ForecastsPrediction of conditions and events in the project’s future timeline based on available work performance information.

(3) Change RequestsPreventive actions to eliminate the probability of negative schedule variances.

(4) Project Management Plan Updates(5) Project Documents Updates(6) Organizational Process Assets (OPA) Updates


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52References

01 Project Management Institute (2013), A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) - 5th Edition

project management body of knowledge (time)

Leadership & Management