pmp exam preparation workshop - store & retrieve data …prep+handouts/... · plan schedule...
TRANSCRIPT
1
Chapter 6Project Time Management
Chapter 6Project Time Management
PMP Exam PreparationWorkshopPMP Exam PreparationWorkshop
Copyright © 2015 PMI SOC
2Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
By the end of this session you will understand:
How Time Management processes relate to the five process groups
Project time management… Inputs Tools & Techniques Outputs
Learn which references are applicable
Objectives
3Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Content
Introduction
Plan Schedule Management
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
4Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Introduction to Project Time Management
The processes required to ensure timely completion of the
project
On some projects, especially of smaller scope, will have all
processes tightly linked so that all are viewed as single process
and can be performed by a person over a relatively short period
of time
Majority of effort in this KA will occur in Control Schedule
Process – to ensure completion of project work in a timely
manner
5Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Introduction
Project Time Management Knowledge area overview of processes, inputs, tools & Techniques, and outputs
PMBOK Ref # Fig 6-1
6Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
PMBOK Ref # Fig 6-2
Introduction
Scheduling Overview
7Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
PMBOK Ref # Fig 6-3
• Process of establishing the policies, procedures and documentation for planning, developing, executing and controlling the project schedule.
• Provides guidance and direction on how the project schedule will be managed.
6.1 Plan Schedule Management
Plan Schedule Management: Inputs, Tools & Techniques, and Outputs
8Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.1 Plan Schedule Management
PMBOK Ref # Fig 6-4
Plan Schedule Management Data Flow Diagram
9Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.1 Plan Schedule Management - Inputs
Project Management Plan: Scope baseline and other information e.g. costs, risks, communications decisions
Project Charter: Summary milestone schedule and project approval requirements
Enterprise Environmental Factors: Organizational culture, Resource availability, PM software, Published commercial data, Organizational work authorization
Organizational Process Assets: Historical information, Schedule control tools, Change control procedures, Risk control procedures
PMBOK Ref # 6.1.2.2
10Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.1 Plan Schedule Management - Tools & Techniques
Expert Judgment
Guided by historical information, provides valuable insight about the environment and information from prior similar projects
Based on expertise in an application area
Analytical Techniques
Strategic options to estimate and schedule the project such as: Scheduling methodology, scheduling tools and techniques, estimating approaches, formats, project management software.
The schedule management plan may include ways to fast track or crash the project
Meetings
Project teams may hold meetings to develop the schedule management plan. Participants include: PM, sponsors, selected team members, stakeholders and anyone responsible for schedule planning or executing
PMBOK Ref # 6.1.2.2
11Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.1 Plan Schedule Management - Outputs
Schedule Management Plan
Can establish the following:• Project Schedule model development• Level of accuracy• Units of measure• Organizational procedures links• Project Schedule model maintenance• Control Thresholds: variance thresholds for monitoring performance• Rules of performance measurement: % complete, control accounts, Earned
Value Measurement techniques, Schedule Variance/Schedule Performance Index
• Reporting formats• Process descriptions
PMBOK Ref # 6.1.3.1
12Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.2 Define Activities
• Identifies the specific schedule activities that need to be performed to produce the project deliverables
• Activities are smaller components decomposed from project work packages
• Identifies and documents the work that is planned to be performed
• Defines and plans the schedule activities to meet project objectives
PMBOK Ref # Fig 6.5
Define Activities: Inputs, Tools & Techniques, and Outputs
13Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
PMBOK Ref # Fig 6.6
6.2 Define Activities
Define Activities data flow diagram
14Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.2 Define Activities - Inputs
Schedule Management Plan
Scope Baseline
Enterprise Environmental Factors
Organizational Process Assets
PMBOK Ref # 6.2.2.2
15Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.2 Define Activities - Tools & Techniques
Decomposition
Technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts.
Each work package within the WBS is decomposed into the activities required to produce the work package deliverables which can lead to more accurate results.
PMBOK Ref # 6.2.2.2
16Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.2 Define Activities - Tools & Techniques
Rolling Wave Planning An evolutionary method of planning
WBS reflects the project scope more accurately as time progresses
Rolling wave planning is a form of progressive elaboration
Work for next reporting period is planned in current reporting period
Planning and execution happen concurrently
Far future work is planned at a high level
Scheduled activities can exist at various levels of detail
Expert Judgment
Project team members or other experts can provide expertise in defining activities.
PMBOK Ref # 6.2.2.2
17Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.2 Define Activities - Outputs
Activity List
• A comprehensive list of all schedule activities that are planned to be performed on the project, • Includes:
– the activity identifier– the activity description– a scope of work description for each activity
• Excludes:– any activities that are not part of the scope
• Has sufficient detail to ensure project team members understand what work is required
• Used in the schedule model
• The schedule activities are unique components of the schedule
PMBOK Ref # 6.2.3.1
18Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.2 Define Activities - Outputs
Activity Attributes
• Activity attributes extend the description of the activities• Identify the multiple components associated with each schedule activity• Include
– the activity identifier– WBS ID– activity name– activity codes– activity description– predecessor activities– successor activities– logical relationships– leads and lags– resource requirements– imposed dates– Constraints– assumptions
PMBOK Ref # 6.2.3.2
19Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.2 Define Activities - Outputs
Activity Attributes (Cont’d)
• May also include– person responsible for execution– geographic area or work location– level of effort– discrete effort– apportioned effort
• Used for:– project schedule development– for selecting, ordering and sorting the planned schedule
activities• Used in the schedule model• Number of attributes varies by application area
PMBOK Ref # 6.2.3.2
20Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.2 Define Activities - Outputs
Milestone List
Lists all significant points or events in the project
the completion of a major deliverable
schedule milestones have zero duration
Indicates whether the milestone is:
mandatory (required by contract) or
optional (based upon project requirements or historical information)
PMBOK Ref # 6.2.3.3
21Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
• Identifies and documents the logical relationships among project activities
• Activities will be sequenced with logical relationships • Each activity and milestone (except first and last) connected to:
- predecessors - successors
PMBOK Ref # Fig 6-7
6.3 Sequence Activities
Define Activities: Inputs, Tools & Techniques, and Outputs
22Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
PMBOK Ref # Fig 6-8
6.3 Sequence Activities
Sequence activities data flow diagram
23Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.3 Sequence Activities - Inputs
Schedule Management Plan
Activity List
Activity Attributes
Milestone List
Project Scope Statement
Enterprise Environmental Factors
Organizational Process Assets
PMBOK Ref # 6.3.2.1
24Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.3 Sequence Activities - Tools & Techniques
Precedence Diagramming Method (PDM)
A method of constructing a project schedule network diagram
Uses boxes or rectangles (nodes) to represent activities
Activities are connected by arrows that represent dependencies
Also called activity-on-node (AON)
Is the method used by most project management software packages
PMBOK Ref # 6.3.2.1
25Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.3 Sequence Activities - Tools & Techniques
PMBOK Ref # 6.3.2.1
There are four types of dependencies or precedence relationships: Finish-to-Start Finish-to-Finish Start-to-Start Start-to-Finish
In PDM, finish-to-start is the most commonly used type of precedence relationship.
Start-to-Finish relationships are rarely used
26Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.3 Sequence Activities - Tools & Techniques
Finish-to-Start
The initiation of the successor activity depends upon the completion of the
predecessor activity
Finish-to-Finish
The completion of the successor activity depends upon the completion of the
predecessor activity
Start-to-Start
The initiation of the successor activity depends upon the initiation of the
predecessor activity
Start-to-Finish
The completion of the successor activity depends upon the initiation of the
predecessor activity
PMBOK Ref # 6.3.2.1
27Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.3 Sequence Activities - Tools & Techniques
Dependency Determination
● Three types of dependencies are used to define the sequence among the activities.
• Mandatory
• Discretionary
• External
• Internal
● Mandatory dependencies
• Contractually required or are inherent in the nature of the work
• Often involve physical limitations
• Determined by the project team
• Identified when sequencing activities
• Referred to as “hard logic”
PMBOK Ref # 6.3.2.1
28Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.3 Sequence Activities - Tools & Techniques
Dependency Determination – Cont’d
Discretionary dependencies
Determined by the project team
Identified when sequencing activities
Should be fully documented
Can create arbitrary total float values
Can limit later schedule options
Also known as “soft logic” or “preferred logic”
PMBOK Ref # 6.3.2.1
29Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.3 Sequence Activities - Tools & Techniques
Dependency Determination – Cont’d
External and Internal Dependencies
Determined by the project team
Identified when sequencing activities
External: Involve a relationship between project activities and non-project
activities
testing schedule activity in a software project depends on delivery of
hardware from an external source
government environmental hearings held before construction site
preparation
Internal: Involve a precedence relationship between project activities and are
generally inside project team’s control
PMBOK Ref # 6.3.2.1
30Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.3 Sequence Activities - Tools & Techniques
Applying Leads & Lags
A lead allows an acceleration of the successor activity
For example, activity B can start 2 weeks before activity A finishes
Finish-to-Start with 2 week lead
A lag directs a delay in the successor activity
For example, activity B can start 3 weeks after activity A starts
Start-to-Start with 3 week lag
PMBOK Ref # 6.3.2.1
31Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.3 Sequence Activities - Outputs
Project Network Diagrams
● Project Schedule Network Diagrams
Are schematic displays of the project’s schedule activities
Diagrams include:
logical relationships among activities
full project details or
one or more summary activities
A summary narrative accompanies the diagram
Describes the basic approach used to sequence the activities
Unusual sequences within the network are fully described within the narrative
● Project Documents Updates
PMBOK Ref # 6.3.2.1
32Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.4 Estimate Activity Resources
Process for:
● Estimating type and quantities of each resource needed, e.g. people, equipment, material, supplies
● Determining availability of resources● Closely coordinated with cost estimating processes● Allows more accurate cost and duration estimates
PMBOK Ref # Fig 6-12
Estimate Activity Resources: Inputs, Tools & Techniques, and Outputs
33Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.4 Estimate Activity Resources
PMBOK Ref # Fig 6-13
Estimate Activity Resources data flow diagram
34Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
PMBOK Ref # 6.3.2.1
This process is closely coordinated with the Estimate Costs process:
●A construction project team will need to be familiar with local building codes. If the local labour pool lacks experience with unusual or specialized construction techniques, the additional cost for a consultant may be the most effective way to secure knowledge of the local building codes.
●An automotive design team will need to be familiar with the latest in automated assembly techniques. The required knowledge might be obtained by hiring a consultant, etc.
6.4 Estimate Activity Resources
35Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.4 Estimate Activity Resources - Inputs
PMBOK Ref # 6.4.1.4
Schedule Management Plan
Activity List
Activity Attributes
Risk Register
Activity Cost Estimates
Enterprise Environmental Factors
Organizational Process Assets
36Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.4 Estimate Activity Resources - Inputs
PMBOK Ref # 6.4.1.4
Resource Calendars
● Specify resource timing (when) and availability (how long)
calendar of working and non-working days
identifies when each resource is active or idle
● Need to consider:
resource experience and skill
geographic location of resources
dates resources are available
37Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.4 Estimate Activity Resources – Tools & Techniques
PMBOK Ref # 6.4.1.4
Expert Judgment
Expert Judgment is often required to assess the resource-related inputs to this
process. Any group or person with specialized knowledge in resource planning and
estimating can provide such expertise.
Alternatives Analysis
Evaluate trade-offs amongst various alternatives for resources:
Resource capability or skills, e.g. 2 junior programmers vs. one senior
programmer to do the same work
Size or type of machines
Hand vs. automated tools
Make or buy decisions for a resource
38Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.4 Estimate Activity Resources – Tools & Techniques
PMBOK Ref # 6.4.1.4
Published Estimating Data
Published data on prices and durations that can assist with estimating.
Includes:
Production rates
Unit costs of resources
Labor rates
Equipment costs
Take into account geographic location
39Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.4 Estimate Activity Resources – Tools & Techniques
PMBOK Ref # 6.4.1.4
Bottom-Up Estimating
● Use when resources cannot be estimated at a higher level
decompose activities in more detail
estimate resource needs
aggregate into total quantity
● Document any dependencies that affect application and use of
resources
Project Management Software
● Helps plan, organize resource pools and estimates, Primavera,
Microsoft Project
40Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.4 Estimate Activity Resources - Outputs
PMBOK Ref # 6.4.1.4
Activity Resource Requirements
Identifies types and quantities of resources required
identified by activity
aggregated for each work package
Documentation includes:
basis of estimates
assumptions for type, availability and quantities of resources
41Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.4 Estimate Activity Resources - Outputs
PMBOK Ref # 6.4.1.4
Resource Breakdown Structure A hierarchical structure of the identified resources by:
category labor material equipment supplies
type skill level grade level
Project Documents Updates
42Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.5 Estimate Activity Durations
PMBOK Ref # Fig 6.-14
Estimate Activity Durations: Inputs, Tools & Techniques, and Outputs
43Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.5 Estimate Activity Durations
PMBOK Ref # Fig 6.-15
Estimate Activity Durations data flow diagram
44Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.5 Estimate Activity Durations
This process estimates number of work periods to complete each
activity based on, and includes:
estimated activity scope of work
estimated resources (type and quantity)
estimated duration for each activity
use of resource calendars
Duration estimates can be assumed to be progressively more accurate and
of better quality.
PMBOK Ref # 6.5
45Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.5 Estimate Activity Durations - Inputs
Schedule Management Plan
Activity List
Activity Attributes
Resource Calendars
Project Scope Statement
Risk Register
Resource Breakdown Structure
Enterprise Environmental Factors
Organizational Process Assets
PMBOK Ref # 6.5.2.2
46Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.5 Estimate Activity Durations - Inputs
Activity Resource Requirements
Duration will be affected by:
Availability of resources
Nature of resources
skill level of resource (person)
applied production capability of machinery
PMBOK Ref # 6.5.2.2
47Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.5 Estimate Activity Durations – Tools & Techniques
PMBOK Ref # 6.5.2.3
Expert Judgment
Guided by historical information, can provide duration estimate information
or recommended maximum activity durations from prior similar projects.
Expert judgment can also be used to determine whether to combine
methods of estimating and how to reconcile differences between them.
48Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.5 Estimate Activity Durations – Tools & Techniques
PMBOK Ref # 6.5.2.3
Analogous Estimating
Uses actual durations of a previously completed, similar schedule
activities
Draws an analogy between one project and another
Used when limited information available
Generally cheaper, faster but less accurate than other approaches
49Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.5 Estimate Activity Durations – Tools & Techniques
PMBOK Ref # 6.5.2.4
Parametric Estimating
Uses a statistical relationship between historical data and other
variables
For durations, estimates are:
quantity of work to be performed * productivity rate (labor hours per
unit of work)
Variables can be
Lines of code (s/w application)
Square footage (construction project)
50Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.5 Estimate Activity Durations – Tools & Techniques
PMBOK Ref # 6.5.2.5
Three Point Estimating
Improves duration accuracy by considering: estimation uncertainty Risk
Activity duration estimate can be a weighted average of: most likely duration (tm) optimistic duration (to) pessimistic duration (tp)
Expected activity duration (tE): tE = ( to + tm + tp ) / 3 Triangular Distribution tE = ( to + 4 * tm + tp ) / 6 Beta Distribution
“traditional PERT technique”
51Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.5 Estimate Activity Durations – Tools & Techniques
PMBOK Ref # 6.5.2.6
Reserve Analysis
Analysis of the amount of time to be held in reserve because of risk time reserves (contingency reserves, buffers) added for schedule
uncertainty can be
a percentage of estimate a fixed number of days developed by quantitative risk analysis
Group Decision-Making Techniques
52Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.5 Estimate Activity Durations - Outputs
PMBOK Ref # 6.5.3.1
Activity Duration Estimates
Quantitative assessment of work periods required to complete activity excludes lags may include range
2 weeks +/- 2 days or 15% probability of exceeding 2 weeks
Project Documents Updates
53Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule
PMBOK Ref # Fig 6.16
Develop Schedule: Inputs, Tools & Techniques, and Outputs
54Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule
PMBOK Ref # Fig 6.17
Develop Schedule data flow diagram
55Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule
PMBOK Ref # 6.6
Determines planned start and finish dates for schedule activities
Schedule forms a baseline against which progress can be
tracked
Schedule development is iterative
continues throughout the project
plans change
risk events occur or disappear
56Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule - Inputs
PMBOK Ref # 6.6.2.1
Schedule Management Plan
Activity List
Activity Attributes
Project Schedule Network Diagrams
Activity Resource Requirements
Resource Calendars
Activity Duration Estimates
Project Scope Statement
Risk Register
Project Staff Assignments
Resource Breakdown Structure
Enterprise Environmental Factors
Organizational Process Assets
57Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule – Tools & Techniques
PMBOK Ref # 6.6.2.1
Schedule Network Analysis
● A technique that generates the project schedule
● Employs a schedule model and analytical techniques such as CPM,
Critical Chain, What-if analysis, and Resource Optimization techniques
● Calculates early and late start and finish dates
58Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule – Tools & Techniques
PMBOK Ref # 6.6.2.2
Critical Path Method
Calculates a single, deterministic start and finish date for each activity
Resource limitations ignored
Based on specified, sequential network logic and a single duration
estimate
Focused on calculating float
Determines which activities have the least scheduling flexibility
59Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule – Tools & Techniques
Critical Path Method – Cont’d
PMBOK Ref # 6.6.2.2
60Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule – Tools & Techniques
Critical Path Method – Cont’d
PMBOK Ref # 6.6.2.2
61Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule – Tools & Techniques
Critical Path Method – Cont’d
PMBOK Ref # 6.6.2.2
62Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule – Tools & Techniques
Critical Path Method – Step by Step Example
A (10) B (15) C (10)
D (5)
0 10 10 25 25 35
10 15
ES EF
2520
LFLS
Forward Pass
Backward Pass
3525100 2510
PMBOK Ref # 6.6.2.2
63Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule – Tools & Techniques
PMBOK Ref # 6.6.2.2
Critical Path Method - Float
A mathematical calculation
Float = Late Finish - Early Finish
Float = Late Start - Early Start
Float > 0: time is available
Float = 0: situation is critical
Float < 0: time is behind
Can change as the project progresses and changes are made to the project
plan
Also called slack or path float
64Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule – Tools & Techniques
PMBOK Ref # 6.6.2.2
Critical Path Method - Float
Free Float the amount of time an activity can be delayed without
delaying the Early Start of any immediately following activities
addresses the amount of pressure that one activity puts on the next
Total Float the amount of time an activity may be delayed from its Early
Start without delaying the project finish date
65Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule – Tools & Techniques
PMBOK Ref # 6.6.2.2
Critical Path Method – The Critical Path
is the series of activities which determines the earliest
completion of the project
will generally change from time to time as activities are
completed ahead or behind schedule
can be determined for a milestone or sub-project
usually defined as those activities with zero total float
66Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule – Tools & Techniques
PMBOK Ref # 6.6.2.3
Critical Chain Method
Scheduling method to account for limited resources
resource constrained critical path known as critical chain Manages schedule uncertainty by:
adding duration buffers scheduling activities to their latest possible planned start and finish dates
67Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule – Tools & Techniques
PMBOK Ref # 6.6.2.4
Resource Optimization Techniques
Resource Leveling● A schedule network technique applied after critical path analysis● Scheduling decisions are driven by resource management
concerns limited availability (time) limited quantity over-allocation
● Resource leveling often results in an extended schedule critical path will often change
Resource smoothing
● Adjust the activities of a schedule model such that the requirements for
resources do not exceed limits.
68Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule – Tools & Techniques
PMBOK Ref # 6.6.2.5
Modeling Techniques
What-if Scenario Analysis
Analyzing “what if” situations: e.g., What-if a major component delivery is delayed analyses of effects on schedule if certain situations happen assesses feasibility of the project schedule under adverse conditions assists in preparing contingency and response plans
SimulationUsing probability analysis to determine project outcome. Most common is
Monte Carlo Analysis
Leads & Lags
69Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule – Tools & Techniques
PMBOK Ref # 6.6.2.7
Schedule Compression
Two techniques shorten a schedule without changing the scope
Crashing:● Obtaining the greatest amount of compression for the least incremental
cost● Uses additional resources to shorten duration
● Often results in higher project costs and may increase risk● Does not always provide a workable alternative
Fast Tracking:● Involves doing activities in parallel that would normally be done in
sequence● e.g. beginning to code software before completing all of the design
● may result in re-work and increase in project risk
70Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule – Tools & Techniques
PMBOK Ref # 6.6.2.8
Scheduling Tool
Automated tool to generate start and finish dates from:
activities
network diagrams
resources
activity durations
71Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule - Outputs
PMBOK Ref # 6.6.3
Schedule and Baseline Schedule
A list of all activities with at least their start and finish dates assigned
Some graphical formats:
milestone charts
bar charts
project schedule network diagrams
Baseline
A specific version of the planned schedule
Accepted and approved by management
Used as a basis for tracking project progress
72Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule –Outputs
PMBOK Ref # Fig 6-21
Project Schedule
Bar chartsMilestone chartsProject Schedule network diagrams
73Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule - Outputs
Network Diagram
PMBOK Ref # 6.6.3
74Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.6 Develop Schedule - Outputs
PMBOK Ref # 6.6.3
Schedule Data
Data and information from the project schedule, includes: schedule milestones schedule activities activity attributes constraints and assumptions
Resource histogram Alternative schedules Schedule contingency reserves
Project Calendars
75Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.7 Control Schedule
PMBOK Ref # Fig 6-22
Control Schedule: Inputs, Tools & Techniques, Outputs
76Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.7 Control Schedule
PMBOK Ref # Fig 6-23
Control Schedule data flow diagram
77Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.7 Control Schedule
PMBOK Ref # 6.7
Means to recognize deviation from the plan and take corrective and preventive actions and minimize the risk
Control Schedule is concerned with: Determining current status of the schedule Influencing the factors which create schedule changes Determining that the schedule has changed Managing the actual changes as they occur
Control Schedule is a component of the Perform Integrated Change Control process
78Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.7 Control Schedule - Inputs
PMBOK Ref # 6.7
Project Management Plan
Contains: schedule management plan
establishes how the project schedule will be managed and controlled
schedule baseline used to compare with actual results to determine if change
is necessary
Project Schedule
Refers to most recent version with notations to indicate updates, completed activities, and started activities as of the indicated data date
79Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.7 Control Schedule - Inputs
Work Performance Data
Information on project progress:
which activities have started
which activities have finished
activity progress
Project Calendars
A Schedule model may require more than one project calendar to all the different
work periods for some activities to calculate the schedule forecasts.
Schedule Data
Organizational Process Assets
PMBOK Ref # 6.7
80Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.7 Control Schedule – Tools & Techniques
Performance Review
Measure, compare and analyze schedule performance:
actual start and finish dates
percent complete
remaining duration for work in progress
schedule variance (SV)
schedule performance index (SPI)
Schedule Compression
Used to find ways to bring project activities that are behind into alignment with the
plan by fast tracking or crashing schedule for the remaining work
PMBOK Ref # 6.7
81Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.7 Control Schedule – Tools & Techniques
PMBOK Ref # 6.7
Performance Review
Trend Analysis Critical Path method Critical Chain Method Earned Value Management Project Management Software Resource Optimization Techniques Modeling Techniques Leads & Lags Scheduling Tool
82Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.7 Control Schedule - Outputs
Work Performance InformationCalculate Schedule Variance (SV) and Schedule Performance Index (SPI) values for WBS components
Schedule forecastEstimates of conditions and events in the project’s future based on information and knowledge available at the time of forecast
Project Management Plan UpdatesUpdates to plan may include: schedule baseline
change requests related to scope, resources, activity durations schedule management plan cost baseline
changes caused by schedule compression
PMBOK Ref # 6.7
83Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
6.7 Control Schedule - Outputs
Change RequestsAffects schedule baseline, scope baseline and other components of project management plan
Project Document UpdatesUpdates may include:
schedule data New project schedule network diagrams may be developed to display
updates project schedule
To reflect schedule changes risk register
changes caused by schedule compression
Organizational Process Assets Updates
PMBOK Ref # 6.7
84Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Project Time Management
PMP Exam PreparationSample Test Questions
Copyright © 2013 PMI SOC
85Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #1
The following processes are included in the Project Time
Management knowledge area:
A.Define Activities, Sequence Activities, Estimate Activity Durations, Execute
Schedule
B.Define Activities, Sequence Activities, Develop Schedule, Estimate Activity
Resources
C.Sequence Activities, Execute Schedule and Control Schedule
D.Define Activities, Work Breakdown Structure, Estimate Activity Durations
86Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #2
Project Time Management includes processes in which process
groups?
A.Initiating, Planning and Executing
B.Planning and Executing
C.Planning and Implementing
D.Planning and Monitoring & Controlling
87Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #3
Project Time Management generally involves estimating and
planning in units of:
A.Work Packages
B.Schedule Activities
C.Deliverables
D.Tasks
88Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #4
A Milestone is:
A. A major deliverable
B. A project phase
C. A high level WBS item
D. A significant point in the project
89Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #5
Which of the following statements is false regarding the Critical Path
Method (CPM)?
A.The Critical Path consists of activities with zero float.
B.CPM is a Schedule Network Analysis technique
C.CPM is a schedule compression technique
D.CPM calculates early start and finish dates, and late start and finish dates
90Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #6
Dependency Determination is a Tool & Technique of which process:
A. Define Activities
B. Execute Schedule
C. Develop Schedule
D. Sequence Activities
91Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #7
Which of the following is not an Activity Attribute?
A. Risk
B. Predecessor activities
C. Duration
D. Activity Description
92Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #8
Which of the following is not a Tool & Technique of Sequence
Activities?
A.Critical Path Method
B.Applying Leads and Lags
C.Precedence Diagramming Method
D.Schedule Network Templates
93Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #9
What is the float for activity Y?
Activity Dependency DurationV - 10W V 7X W 5Y V 9Z X, Y 8
------------------------------------------------
A. 1B. 2C. 3D. 4
94Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #10
The "fast-tracking" method of schedule compression involves:
A. The use of industrial engineering techniques to improve productivity, thereby
finishing the project earlier than originally planned
B. Doing activities in parallel that would normally be done in sequence
C. Using more resources than planned to complete the project earlier
D. Calculating the percentage of potential schedule overrun, and reducing each
activity's duration by that percentage in order to enable the project to
complete on schedule
95Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #11
Control Schedule is concerned with all of the following, except:
A. Influencing the factors that create schedule changes
B. Determining that the project schedule has changed
C. Determining planned start and finish dates
D. Managing changes as they occur
96Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #12
The type of dependency whereby the initiation of the successor
activity depends on the initiation of the predecessor activity, is
called:
A.Finish-to-Start
B.Finish-to-Finish
C.Start-to-Start
D.Start-to-Finish
97Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #13
Inputs to Estimate Activity Resources include all of the following,
EXCEPT:
A.Activity Attributes
B.Activity Duration Estimates
C.Resource Calendars
D.Organizational Process Assets
98Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #14
An example of an application of a lag, is:
A. An activity that is 5 days behind schedule
B. An activity that takes more resources than planned, to meet the due date
C. An activity that cannot begin until 10 days after a predecessor completes
D. An activity that can start 5 days before a predecessor activity completes
99Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #15
The Resources that need to be estimated for activities include all of
the following, EXCEPT:
A.Human resources
B.Work Packages
C.Machinery
D.Parts and Supplies
100Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #16
The schedule should be “re-baselined” when:
A. A sequence of activities has taken longer than originally planned
B. The scope has been increased by the client, with an associated approval of
the increase
C. The productivity within a certain discipline has been higher than originally
planned
D. A high-duration activity has been accomplished “out of sequence”
101Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #17
The key inputs into Define Activities are:
A. WBS, project schedule and network diagram
B. Project schedule, scope statement and activity lists
C. Project network diagram, constraints and durations
D. Schedule Management Plan, Enterprise environmental factors, scope
baseline and organizational process assets
102Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #18
The best way to decrease the total project duration for the least cost
is called:
A.Schedule compression
B.Crashing
C.PDM forward and backward pass to determine the critical path.
D.Fast Tracking
103Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #19
Three-point estimates is a tool & technique of which process?
A. Milestone Development
B. Estimate Activity Resources
C. Estimate Activity Durations
D. Sequence Activities
104Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Question #20
Time Management Planning processes use inputs from all of the
following processes, EXCEPT:
A.Plan Risk Responses
B.Acquire Project Team
C.Create WBS
D.Conduct Procurements
105Copyright © 2015 PMI SOCCopyright © 2015 PMI SOC
Project Time Management
PMP Exam PreparationEnd of session
Copyright © 2015 PMI SOC