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Initiating Planning Executing Monitoring & Controlling Closing

Project Management Process Groups

Integration

Scope

Time

Cost

Quality

Human Resources

Communications

Risk

Procurement

Stakeholders

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Project

Management

The Planning Process Group

6.1 23 45 6 6.7

Project Time Management

149©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

6 - PROJECT TIME MANAGEMENT

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Rules of performance measurement. Earned value management (EVM) rules or other physical measurement rules of performance measurement are set. For example, the schedule management plan may specify:

○ Rules for establishing percent complete,

○ Control accounts at which management of progress and schedule will be measured,

○ Earned value measurement techniques (e.g., baselines, fixed-formula, percent complete, etc.) to be employed (for more specific information, refer to the Practice Standard for Earned Value Management) [9],

○ Schedule performance measurements such as schedule variance (SV) and schedule performance index (SPI) used to assess the magnitude of variation to the original schedule baseline.

Reporting formats. The formats and frequency for the various schedule reports are defined.

Process descriptions. Descriptions of each of the schedule management processes are documented.

6.2 Define Activities

Define Activities is the process of identifying and documenting the specific actions to be performed to 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 controlling the project work. The inputs, tools and techniques, and outputs of this process are depicted in Figure 6-5. Figure 6-6 depicts the data flow diagram of the process.

Inputs Tools & Techniques Outputs

.1 Schedule management plan.2 Scope baseline.3 Enterprise environmental factors.4 Organizational process assets

.1 Decomposition

.2 Rolling wave planning

.3 Expert judgment

.1 Activity list

.2 Activity attributes

.3 Milestone list

Figure 6-5. Define Activities: Inputs, Tools & Techniques, and Outputs

Licensed To: Maureen MacDonald PMI MemberID: 2720945This copy is a PMI Member benefit, not for distribution, sale, or reproduction.



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6.1 Plan Schedule Management

Plan Schedule Management is the process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project. The inputs, tools and techniques, and outputs of this process are depicted in Figure 6-3. Figure 6-4 depicts the data flow diagram of the process.


.1 Project management plan

.2 Project charter

.3 Enterprise environmental factors.4 Organizational process assets

.1 Expert judgment

.2 Analytical techniques

.3 Meetings

.1 Schedule management plan

Figure 6-3. Plan Schedule Management: Inputs, Tools & Techniques, and Outputs

C g


6.1Plan ScheduleManagement

6.2Define

Activities

6.4Estimate Activity

Resources

6.3SequenceActivities


Durations

6.6DevelopSchedule

O4.2Develop ProjectManagement

Plan

11.2IdentifyRisks

11.4Perform

QuantitativeRisk Analysis

4.1 Develop Project

Charter

Enterprise/Organization

Figure 6-4. Plan Schedule Management Data Flow Diagram


Planning Process Group

Executing Process Group

Initiating Process Group

Closing Process Group

Monitoring & Controlling Process Group

6.1 Plan Schedule Management - the process for planning

6.2 Define Activities - decompose the WBS into activities

6.3 Sequence Activities - predecessors & successors

6.4 Estimate Activity Resources - who is doing the work?

6.5 Estimate Activity Durations - how long will it take?

6.6 Develop Schedule - put the activities into software

6.7 Control Schedule - monitor the project progress

6.3 Sequence Activities

Sequence Activities:Identifying and documenting relationships among the project activities = the order of the completion of the tasks



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6.2.3.2 Activity Attributes

Activities, distinct from milestones, have durations, during which the work of that activity is performed, and may have resources and costs associated with that work. Activity attributes extend the description of the activity by identifying the multiple components associated with each activity. The components for each activity evolve over time. During the initial stages of the project, they include the activity identifier (ID), WBS ID, and activity label or name, and when completed, may include activity codes, activity description, predecessor activities, successor activities, logical relationships, leads and lags (Section 6.3.2.3), resource requirements, imposed dates, constraints, and assumptions. Activity attributes can be used to identify the person responsible for executing the work, geographic area, or place where the work has to be performed, the project calendar the activity is assigned to, and activity type such as level of effort (often abbreviated as LOE), discrete effort, and apportioned effort. Activity attributes are used for schedule development and for selecting, ordering, and sorting the planned schedule activities in various ways within reports. The number of attributes varies by application area.

6.2.3.3 Milestone List

A milestone is a significant point or event in a project. A milestone list is a list identifying all project milestones and indicates whether the milestone is mandatory, such as those required by contract, or optional, such as those based upon historical information. Milestones are similar to regular schedule activities, with the same structure and attributes, but they have zero duration because milestones represent a moment in time.


Sequence Activities is the process of identifying and documenting relationships among the project activities. The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints. The inputs, tools and techniques, and outputs of this process are depicted in Figure 6-7. Figure 6-8 depicts the data flow diagram of the process.


.1 Schedule management plan.2 Activity list.3 Activity attributes.4 Milestone list.5 Project scope statement.6 Enterprise environmental factors.7 Organizational process assets

.1 Precedence diagramming method (PDM).2 Dependency determination.3 Leads and lags

.1 Project schedule network diagrams.2 Project documents updates

Figure 6-7. Sequence Activities: Inputs, Tools & Techniques, and Outputs


What & Why?

Activity List: a list that includes all schedule activities required on the project

- each activity should have a unique title that describes its place in the schedule

Activity Attributes: components for each activity which may include: activity codes, activity description, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints and assumptions.




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Milestone List: a significant point or event in a project. - indicates whether the milestone is mandatory or optional - similar to regular schedule activities, with the same structure and attributes but have zero duration




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Precedence diagramming method (PDM): used for constructing a schedule where activities are represented by nodes and are linked by one or more relationships to show the sequence in which they are performed




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Precedence diagramming method (PDM): includes 4 types of dependencies:

Finish-to-start (FS). A relationship in which a successor activity cannot start until a predecessor activity has finished.

Finish-to-finish (FF). A relationship in which a successor activity cannot finish until a predecessor activity has finished.

Start-to-start (SS). A relationship in which a successor activity cannot start until a predecessor activity has started.

Start-to-finish (SF). A relationship in which a successor activity cannot finish until a predecessor activity has started.




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Activity on Node (AON) : Activities are represented by nodes and arrows show dependencies.



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In PDM, finish-to-start is the most commonly used type of precedence relationship. The start-to-finish relationship is very rarely used but is included to present a complete list of the PDM relationship types.

Activity A Activity B

Activity A Activity A

Activity B Activity B

Activity A Activity B

Finish to Start (FS)

Start to Finish (SF)

Start to Start (SS) Finish to Finish (FF)

Figure 6-9. Precedence Diagramming Method (PDM) Relationship Types

6.3.2.2 Dependency Determination

Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.

Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested. Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.


Dependency Determination: used to identify and create logical relationships between predecessor and successor activities

Mandatory dependencies: are legally or contractually required or inherent in the nature of the work and may be referred to as hard logic or hard dependencies

Discretionary dependencies: an organizational choice based on experience where a specific sequence is desired (preferred logic, preferential logic, or soft logic)




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Dependency Determination: used to identify and create logical relationships between predecessor and successor activities

External dependencies: relationships between project activities and non-project activities which are usually outside the project team’s control

Internal dependencies: relationships between project activities that are generally inside the project team’s control




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(PMBOK® Guide, p. 184)

Lead: the amount of time a successor activity can be advanced relative to a predecessor activity = an early start to a successor (reduces time)

Lag: the amount of time a successor activity is required to be delayed relative to a predecessor activity = a late start to a successor (adds time)

158 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition


Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionary dependencies are 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. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modification or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.

External dependencies. External dependencies involve a relationship between project activities and non-project activities. These dependencies are usually outside the project team’s control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determines which dependencies are external during the process of sequencing the activities.

Internal dependencies. Internal dependencies involve a precedence relationship between project activities and are generally inside the project team’s control. For example, if the team cannot test a machine until they assemble it, this is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities.

6.3.2.3 Leads and Lags

A lead is the amount of time whereby a successor activity can be advanced with respect to a predecessor activity. For example, on a project to construct a new office building, the landscaping could be scheduled to start two weeks prior to the scheduled punch list completion. This would be shown as a finish-to-start with a two-week lead as shown in Figure 6-10. Lead is often represented as a negative value for lag in scheduling software.

CompletePunch List

WriteDraft

LandscapeBuilding Lot

EditDraft

SS – 15 Days (Lag)FS – 2 Weeks (Lead)

Figure 6-10. Examples of Lead and Lag





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Project Schedule Network Diagram. a graphical representation of the dependencies among the project activities

A visual summary of the story of the project

Duration is typically indicated

Exam: know that the diagram shows just the dependencies (logical relationships) of the project




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A B

C D E

Begin H F G End

I J

K L

FF

FS + 15

SS + 10

SS

Figure 6-11. Project Schedule Network Diagram

6.3.3.2 Project Documents Updates

Project documents that may be updated include, but are not limited to:

Activity lists,

Activity attributes,

Milestone list, and

Risk register.

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 to perform each activity. The key benefit of this process is that it identifies the type, quantity, and characteristics of resources required to complete the activity which allows more accurate cost and duration estimates. The inputs, tools and techniques, and outputs of this process are depicted in Figure 6-12. Figure 6-13 depicts the data flow diagram of the process.


Why do it?

- Justify your time estimate

- Visual aid for planning

- Chart progress

- Show interdependencies

- Identify opportunities to compress the schedule

Exam (notes from Rita)- Management plans provide the basis for estimating

- There is a process for creating the most accurate estimate as possible

- Estimating should be based upon a WBS for accuracy

- Time and cost estimates are interrelated, they may impact each other

- Identified risks must be considered when estimating the time & cost of project work

- Estimating should be done by the person doing the work

- Historical information from past projects is key to improving estimates

- Estimate are more accurate if smaller size work components are estimated

- Estimates must be reviewed when they are received to see if they are reasonable and to check for padding and risk

- A project manager should never just accept constraints from management but instead analyze the needs of the project and come up with their own estimates

- Padding is not an acceptable project management practice

- The project manager must meet any agreed upon estimates

- Baselines (schedule, cost & scope) should only be changed by approved project changes

- Changes (scope, cost, quality or resources) should be requested only if they cannot be addressed by using time and cost reserves

Rita©2013, p204










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.1 Decomposition


.3 Expert judgment

.1 Activity list


.3 Milestone list





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.2 Project charter


.1 Expert judgment


.3 Meetings



C g



6.2Define

Activities


Resources



Durations

6.6DevelopSchedule


Plan

11.2IdentifyRisks

11.4Perform


4.1 Develop Project

Charter









6.7 Control Schedule - monitor the project progress153©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition


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Who & what is needed to complete the activity?

The activity list and attributes tell us what needs to be done

The Resource Calendar tells us who is available and for how long (Resources include; people, equipment, supplies and materials) - your job is to match the activities with the resources

Risk Register (11.2): a list of the risks, risk analysis and risk response planning

Activity Cost Estimates (7.2): the projected cost of the schedule activity



6


.1 Schedule management plan.2 Activity list.3 Activity attributes.4 Resource calendars.5 Risk register.6 Activity cost estimates.7 Enterprise environmental factors.8 Organizational process assets

.1 Expert judgment

.2 Alternative analysis

.3 Published estimating data

.4 Bottom-up estimating

.5 Project management software

.1 Activity resource requirements.2 Resource breakdown structure.3 Project documents updates

Figure 6-12. Estimate Activity Resources: Inputs, Tools & Techniques, and Outputs


6.4EstimateActivity

Resources

6.2Define

Activities


6.6DevelopSchedule

6.5 Estimate Activity

Durations

A

A

P

A

ProjectDocuments

RA

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12.2Conduct

Procurements

9.2Acquire

Project Team

11.2IdentifyRisks

7.2Estimate

Costs


12.1Plan

ProcurementManagement

9.1Plan HumanResource

Management

Figure 6-13. Estimate Activity Resources Data Flow Diagram


What & Why?

Alternative analysis: what other ways are there for doing this?

Published estimating data: based on previous experience - eg. The last time we built a roof it took X hours per X sq.ft. (unit cost) - or - A similar project required a team size of x

Bottom-up estimating: how many resources are available? Who is available, what is the optimal solution? Why are you assigning A, B or C onto this project?




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.1 Expert judgment








6.4EstimateActivity

Resources

6.2Define

Activities


6.6DevelopSchedule


Durations

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Procurements

9.2Acquire

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Costs


12.1Plan



Management



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Project management software: “has the capability to help plan, organize, and manage resource pools and develop resource estimates.”




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.1 Expert judgment








6.4EstimateActivity

Resources

6.2Define

Activities


6.6DevelopSchedule


Durations

A

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7.2Estimate

Costs


12.1Plan



Management



10,000ft2-plan24SevenOfficeAceProjectAnyplanApache BloodhoundApolloAsanaAssemblaAtTaskAxosoftBasecampBinfireBontqBrightpodBrightWork

Calligra PlanCeiton workflow systemCeloxisCentral DesktopClarizenClickHomeClinkedClipPodCollabtiveCompuware ChangepointConceptDraw ProjectConcerto ProjectsContactizerCopper ProjectDeltek Open PlanDeltek WelcomHomeDeskAwayDoolphydotProjectDropTaskDynaRoadEasy projectsEclipse PPM softwareeGroupWareEndeavour Software Project ManagementeXo PlatformEylean BoardFastTrack ScheduleFeng Office Community Edition

FinancialForce.comFMYIFogBugzFossil-scmSQLite and CFusionForgeGantticGanttProjectGenius ProjectGoodwerpGroup-OfficeGroupifulGroveSiteHall.comHP Project & Portfolio SoftwareHuddleHyperofficeiManageProjectin-Step BLUEInLooxIntellinoteJIRAJournyxKanban ToolKayako helpdesk softwareLaunchpadLibrePlanLiquidPlannerLisaProjectMacProject

MantisBTMatchWare MindView 5 Business EditionMavenlinkMerlinMicrosoft Dynamics AXMicrosoft Office Project ServerMicrosoft ProjectMicrosoft SharePoint ServerMicrosoft Team Foundation ServerMilestones ProfessionalMindGeniusMyWorkPLANMétierNetPointNetSuiteO3SpacesOdooOmniPlanOnePager ProOnepoint ProjectOpen WorkbenchOpenProjOpenProjectOracle Primavera EPPM (Primavera P6)phpGroupWarePHProjektPivotal TrackerPlanbox

PlandoraPlaniswarePlanner SuitePLANTA ProjectPriority MatrixProject BuilderProject KickStartProject Team BuilderProject-OpenProject.netProjectLibreProjectLinkProjectManager.comProjector PSAProjectplaceProjecturfProjektron BCSProjeQtOrProliancePrologQuickBaseRationalPlanRealisorRedboothRedmineSAP Business ByDesignSeveraSmartsheetSpider ProjectSwiftKanban

TACTICTalygenTargetProcessTaskJugglerTeamcenterTeamDynamixHETeamLabTestTrackTom’s PlannerTracTrackerSuite.NetTraction TeamPageTrelloTwprojectUbideskVPMiweb2projectWorkgroups DaVinciWorkPLAN Enterpriseworkspace.comWrikeZoho Projects

A list of project management software from wikipedia.org

Activity resource requirements: identifies the types and quantities of resources required for each activity in a work package

- e.g. I need 1 systems analyst starting on September 1

Resource breakdown structure: a hierarchical representation of resources by category and type:

- labor (possibly with the skill level required), material, equipment, and supplies




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.1 Expert judgment








6.4EstimateActivity

Resources

6.2Define

Activities


6.6DevelopSchedule


Durations

A

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ProjectDocuments

RA

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12.2Conduct

Procurements

9.2Acquire

Project Team

11.2IdentifyRisks

7.2Estimate

Costs


12.1Plan



Management












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.1 Decomposition


.3 Expert judgment

.1 Activity list


.3 Milestone list





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.2 Project charter


.1 Expert judgment


.3 Meetings



C g



6.2Define

Activities


Resources



Durations

6.6DevelopSchedule


Plan

11.2IdentifyRisks

11.4Perform


4.1 Develop Project

Charter









6.7 Control Schedule - monitor the project progress153©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition


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.1 Expert judgment








6.4EstimateActivity

Resources

6.2Define

Activities


6.6DevelopSchedule


Durations

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Costs


12.1Plan



Management



6.5 Estimate Activity Durations

Estimate Activity Durations: How long & and how much work will the activities take?

This step is done after the resources are assigned because you need to know the competency of the resource.




.1 Schedule management plan .2 Activity list .3 Activity attributes .4 Activity resource requirements .5 Resource calendars .6 Project scope statement .7 Risk register .8 Resource breakdown structure .9 Enterprise environmental factors.10 Organizational process assets

.1 Expert judgment

.2 Analogous estimating

.3 Parametric estimating

.4 Three-point estimating

.5 Group decision-making techniques.6 Reserve analysis

.1 Activity duration estimates.2 Project documents updates

Figure 6-14. Estimate Activity Durations: Inputs, Tools & Techniques, and Outputs


6.5EstimateActivity

Durations


6.2Define

Activities


Resources

6.6DevelopSchedule

A

A

P

A

Activity

ProjectDocuments

O

12.2Conduct

Procurement

9.2Acquire

Project Team

11.2IdentifyRisks

5.3DefineScope


11.2IdentifyRisks

Figure 6-15. Estimate Activity Durations Data Flow Diagram

42367_ManualPMI5_book-R1.indb 166 3/11/13 4:26 PM


What & Why?

Analogous Estimating: using historical data from a similar activity or project

Comparing a new project to a previous one

The better your historical data the more accurate this will be






.1 Expert judgment








6.5EstimateActivity

Durations


6.2Define

Activities


Resources

6.6DevelopSchedule

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Activity

ProjectDocuments

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12.2Conduct

Procurement

9.2Acquire

Project Team

11.2IdentifyRisks

5.3DefineScope


11.2IdentifyRisks




Parametric Estimating: calculating cost or duration based on historical data and project parameters

X hours / square foot

X hours / simple screen in a piece of software

The more detail you can take into account the more accurate the estimate will be






.1 Expert judgment








6.5EstimateActivity

Durations


6.2Define

Activities


Resources

6.6DevelopSchedule

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Procurement

9.2Acquire

Project Team

11.2IdentifyRisks

5.3DefineScope


11.2IdentifyRisks




Three-point Estimating: using 3 guesses to create an estimate

- Most likely duration guess

- Optimistic duration guess (best case)

- Pessimistic duration guess (worst case)

There are then 2 ways to calculate an estimate with this information: Triangular Distribution & Beta Distribution






.1 Expert judgment








6.5EstimateActivity

Durations


6.2Define

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Resources

6.6DevelopSchedule

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11.2IdentifyRisks

5.3DefineScope


11.2IdentifyRisks




Triangular Distribution:

an average tE = (tM + tO + tP) / 3

The guesses:

- Most likely duration guess - (tM)

- Optimistic duration guess (best case) - (tO)

- Pessimistic duration guess (worst case) -(tP)






.1 Expert judgment








6.5EstimateActivity

Durations


6.2Define

Activities


Resources

6.6DevelopSchedule

A

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Activity

ProjectDocuments

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Procurement

9.2Acquire

Project Team

11.2IdentifyRisks

5.3DefineScope


11.2IdentifyRisks




Beta Distribution: a weighted average (based upon the PERT technique) which adds value to the most likely guess: tE = (4tM + tO + tP) / 6The guesses:- Most likely duration guess - (tM)- Optimistic duration guess (best case) - (tO)- Pessimistic duration guess (worst case) -(tP)






.1 Expert judgment








6.5EstimateActivity

Durations


6.2Define

Activities


Resources

6.6DevelopSchedule

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5.3DefineScope


11.2IdentifyRisks




Exam: memorize these formulas and note that they can be used for both time and cost estimates.Standard Deviation: the possible range for the estimate.

Rita©2013, p212


Group decision-making techniques:

Unanimity, majority, plurality or dictatorship

Those doing the work are most likely to know the time requirements






.1 Expert judgment








6.5EstimateActivity

Durations


6.2Define

Activities


Resources

6.6DevelopSchedule

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ProjectDocuments

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Procurement

9.2Acquire

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11.2IdentifyRisks

5.3DefineScope


11.2IdentifyRisks




Reserve Analysis: contingency, time reserves or buffers - What happens if the activity is more difficult then we assumed? - What happens if it snows, there is a strike, ...More discussion of this in the Project Risk Management knowledge area (Section 11)






.1 Expert judgment








6.5EstimateActivity

Durations


6.2Define

Activities


Resources

6.6DevelopSchedule

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ProjectDocuments

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9.2Acquire

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11.2IdentifyRisks

5.3DefineScope


11.2IdentifyRisks




Activity Duration Estimate: the likely number of time periods that are required to complete an activity. Duration estimates do not include lags (late starts)

Activity duration estimates may include an indication of the range of possible results. For example: 2 weeks ± 2 days, which indicates that the activity will take at least eight days and not more than twelve






.1 Expert judgment








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11.2IdentifyRisks

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.1 Decomposition


.3 Expert judgment

.1 Activity list


.3 Milestone list





6


Plan Schedule Management is the process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project. The inputs, tools and techniques, and outputs of this process