project management ctc-itc 310 spring 2018 howard … · lesson goals understand the ... also...

ProjectManagementCTC-ITC310Spring2018

HowardRosenthal

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Notice�  Thiscourseisbasedonandincludesmaterialfromthetext:

AUser’sManualTothePMBOKGuideAuthors:CynthiaStackpoleSnyderPublisher:WileyISBN:978-1-118-43107-8,Copyright2013

�  ItalsoutilizesgeneralinformationandfiguresfromthePMBOK:AGuidetotheProjectManagementBodyofKnowledge(PMBOK5THEdition)Publisher:ProjectManagementInstituteISBN:978-1-935589-67-9,Copyright2013andAGuidetotheProjectManagementBodyofKnowledge(PMBOK6THEdition)Publisher:ProjectManagementInstituteISBN:978-1-628251-84-5,Copyright2017

�  Thearticle:Howtomanagetherisksyoudidn'tknowyouweretaking,Hilson,David,PaperpresentedatPMI®GlobalCongress2014—NorthAmerica�  Thecoursealsoincludesandinterspersessomematerials,mostoften

diagrams,providedbyMr.Wysocki’sPowerPointslides,atthewebsite:www.wiley.com/go/epm7eAndthebookEffectiveProjectManagement-Traditional,Agile,Extreme7THEditionAuthors:RobertK.WysockiPublisher:WileyISBN:978-1-118-72916-8,Copyright2014

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LessonGoals

� UnderstandthestepsinvolvedinbuildingascheduleandcreatingnewinformationfortheWBSandWBSDictionary

�  Learnhowtodefineactivitiesforaworkpackage�  Learnhowtosequenceactivities

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ProjectManagementProcessGroupsandKnowledgeAreas

4PMBOKGuideV6Table1-1

ProjectScheduleManagementOverview

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PMBOKGuideV6Figure6-1

SchedulingOverview

6PMBOKGuideV6Figure6-2

144 ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

6 - PROJECT TIME MANAGEMENT

Examples of Project Schedule Presentations

Network Diagram

Bar ChartActivity List

ProjectSchedule

ScheduleModel

ProjectInformation

SchedulingMethod

SchedulingTool

Output

Generates

Project Specific Data(e.g., WBS, activities,resources, durations,

dependencies, constraints,calendars, milestones

lags, etc.)

For example,CPM

Figure 6-2. Scheduling Overview

Licensed To: Howard Rosenthal PMI MemberID: 2552551This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

KeyOutputsofScheduleManagementProcessesProcess KeyOutputs

DefineActivities ActivityList

SequenceActivities ProjectScheduleNetworkDiagrams

EstimateActivityResources ActivityresourcerequirementsResourcebreakdownstructure

EstimateActivityDurations Activitydurationestimates

DevelopSchedule ProjectscheduleProjectbaseline

ControlSchedule WorkperformancemeasuresChangerequested

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•  ScheduleManagementfocusesonhowandwhentheworkistobeaccomplished•  Itisdifferentfromscopingwhichfocusedonwhatwastobeaccomplished

DefineActivities

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DefineActivities6.2DefineActivities� Theprocessofidentifyinganddocumentingthespecificactionstobeperformedtoproducetheprojectdeliverables�  Thistellsusthatactivitiesareactionorverboriented.Remember,whenweweredevelopingthescope,wewerelookingatdeliverables(nouns)intheworkbreakdownstructure(WBS)

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Inputs,ToolsandOutputsForDefineActivities

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•  TheScheduleManagementPlantellsushowtoplantheschedule•  Itcontainsinformationonthelevelofdetailthatshouldbecarriedon

theschedule•  Ittellsusthetoolstouseandthestandardstofollow•  Itmayincludeconstraintsontheschedule•  Itmayalsodeterminehowrollingwaveplanningwillbeutilized

•  Howfarinadvanceareyourequiredtobuildthemoredetailedschedule

•  Thiswillimpactthedegreeofdetailthatfutureworkisdecomposedto.Forexample,theschedule

•  TheScopeBaselineincludes:•  ProjectScopeStatement(mayalsohaveprojectconstraints)•  TheWBS•  TheWBSDictionary

FlowDiagramForDefineActivities


ToolsandTechniquesForDefineActivities(1)�  Decomposition

�  Decompositionisatechniqueusedfordividingandsubdividingtheprojectscopeandprojectdeliverablesintosmaller,moremanageableparts

�  EachworkpackagewithintheWBSisdecomposedintotheactivitiesrequiredtoproducetheworkpackagedeliverables.Involvingteammembersinthedecompositioncanleadtobetterandmoreaccurateresults.

�  Activitiesrepresenttheeffortneededtocompleteaworkpackage.

�  ThisisthesametechniqueasusedtodefinetheWBS,howevertheDefineActivitiesprocessdefinesthefinaloutputsasactivitiesratherthandeliverables

�  Theactivitylist,WBS,andWBSdictionarycanbedevelopedeithersequentiallyorconcurrently,withtheWBSandWBSdictionaryasthebasisfordevelopmentofthefinalactivitylist.

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ToolsandTechniquesForDefineActivities(2)�  RollingWavePlanning

�  Rollingwaveplanningisaniterativeplanningtechniqueinwhichtheworktobeaccomplishedintheneartermisplannedindetail,whiletheworkinthefutureisplannedatahigherlevel.

�  Itisaformofprogressiveelaboration.�  Workcanexistatvariouslevelsofdetaildependingonwhereitisinthe

projectlifecycle.�  Duringearlystrategicplanning,wheninformationislessdefined,work

packagesmaybedecomposedtotheknownlevelofdetail.�  Asmoreisknownabouttheupcomingeventsinthenearterm,workpackagescanbe

decomposedintoactivities�  TheScheduleManagementPlandefineshowfarinadvanceyoumustplanout

detailedactivities�  Rollingwaveplanningisspecificallyappliedasatechniquebecauseonlarge

projectsitisimpossibletoidentifyalltheactivitiesneededseveralyearsinthefuture.�  Thisisanexampleofhowplanninggoesonthroughouttheproject,notjustatthe

beginning.�  ExpertJudgment

�  Projectteammembersorotherexperts,whoareexperiencedandskilledindevelopingdetailedprojectscopestatements,theWBS,andprojectschedules,canprovideexpertiseindefiningactivities.

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WhatIsAnActivityList(1)� Theactivitylistisacomprehensivelistthatincludesallscheduleactivitiesrequiredontheproject�  Theactivitylistalsoincludestheactivityidentifierandascopeofworkdescriptionforeachactivityinsufficientdetailtoensurethatprojectteammembersunderstandwhatworkisrequiredtobecompleted

�  Eachactivityshouldhaveauniquetitlethatdescribesitsplaceintheschedule,evenifthatactivitytitleisdisplayedoutsidethecontextoftheprojectschedule

� Astheteamdefinestheactivitiestheyoftenidentifynewrequirements,risks,costs,andotherinformationthatrequiresprojectmanagementplanupdates.

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WhatIsAnActivityList(2)� Attributesofeachindividualactivityinclude:

�  Activityidentifierorcode�  Activityname�  Activitydescription�  Predecessorandsuccessoractivities�  Logicalrelationships�  Leadsandlags�  Imposeddates�  Constraints�  Assumptions�  Requiredresourcesandskilllevels�  Geographyorlocationofperformance�  Typeofeffort

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SampleActivityListForWBSElements

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ConfigureNewHardware

JoinDomain BurnInHardware InstallSecuritySoftware

ValidateConfiguration

PurchaseSecureWebCertificate

LoadandConfigure

OperatingSystem

The Work Package

The Activities

SampleActivityListForWBSElements

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AnActivityListTemplate

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ACTIVITY ATTRIBUTES TEMPLATE

Activity attributes are details of project activities which are used to help project planning andscheduling. These details are necessary because they allow the project team not only to understandthe work requirements associated with each project activity, but also to consider how activities mayimpact one another and affect the overall project. Activity attributes may be captured and loggedeither manually via a standard form or template or they may be entered into project and schedulingsoftware.

Some of the details included in the activity attributes are: activity ID, name, and description; WBSID; predecessor and successor activities and relationships; resource and logistical requirements;constraints; assumptions; location of activity work to be performed; and who is responsible forperforming the work. It is also important to note that the information contained in the activityattributes must be consistent with the activity list.

Activity Attributes

Project: Date:

Activity ID: This informationcomes from the project activitylist.

Activity: This is the name ofthe activity from the projectactivity list.

WBS No: This identifies wherethis activity can be found in theWBS.

Activity Description: This information includes a detailed description of the work to be performedfor this activity and should be consistent with what is provided in the project activity list.

Activity Responsibility: Thissection lists who is responsiblefor executing the workassociated with this activity.

Resources and Skill Sets Required: This section describes theresources needed to perform the work. For human resources thissection should included necessary skill sets and skill levelsrequired to complete the work.

Activity Predecessors: Thissection lists other activitieswhich must occur before thisactivity.

Predecessor Scheduling: Thisdescribes if the predecessor hasa start-start, start-finish or othertype of scheduling relationship.

Predecessor Dependency: Thissection describes anydependencies on predecessoractivities like lead times, lagtimes or other requirements.

Activity Successors: Thissection lists other activitieswhich must occur after thisactivity.

Successor Scheduling: Thisdescribes if the successor has astart-start, start-finish or othertype of scheduling relationship.

Successor Dependency: Thissection describes anydependencies on successoractivities such as lead times, lagtimes or other requirements.

Type of Effort: This section describes if the work for this activity is a level of effort, fixed effort,fixed duration, apportioned effort or other type of work.

Location of Activity: This section describes where the work for this activity will be performed.

Activity Assumptions: This section lists all assumptions associated with this activity. Theseshould also be included in the project's assumption log.

Activity Constraints: This section describes activity constraints such as firm milestone dates,resource constraints or any other identified constraints which may impact this activity.

Example with Sample Data:

Activity Attributes

Project: DataNet Software Installation Date: 03/01/20xx

Activity ID: 0031 Activity: Install DataNetSoftware on Human ResourcesComputers

WBS No: 3.1.1

Activity Description: This activity requires the installation of DataNet software on 8 workstationsbelonging to the Human Resources Department.

Activity Responsibility: JohnBrown will be responsible forperforming the work for thisactivity.

Resources and Skill Sets Required: This activity requires basiccomputer network skills and access to designated workstations.No additional skill sets or resources are required.

Activity Predecessors: Beforethis activity can begininstallation of DataNet softwareon the Operations Groupworkstations must becompleted.

Predecessor Scheduling: Thisactivity must start once thepredecessor is complete:Finish-Start Relationship.

Predecessor Dependency:There is no lead or lag timerequirement with thepredecessor activity.

Activity Successors:Installation of DataNet onExecutive Managementworkstations will beginimmediately upon completionof this activity.

Successor Scheduling: Oncethis activity is complete theinstallation on ExecutiveManagement workstations willbegin: Finish-Start relationship.

Successor Dependency: Thereis no lead or lag time betweenthis activity and its successor.

Gantt Chart Template

WhatIsMilestone�  Amilestoneisasignificantpointoreventinaproject,program,orportfolio.

�  Amilestonelistidentifiesallthekeymilestonesintheproject.Itcaninclude:�  Thestartandendofeachlife-cyclephase�  Thecompletionofkeydeliverables�  Passingcertainbenchmarksortests�  Obtainingasignoff.

�  Insomecasesmilestonesarerequired,eithercontractuallyorbyregulations.�  Somecustomersrequireasignoffforeachmajordeliverables

�  Achievingthatsignoffisakeymilestone�  Otherexamplescouldinclude:

�  Gettinganoccupancypermitforaconstructionproject�  Completionoftherequirementsdefinitionphase�  Completingakeytest

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SequenceActivities

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SequenceActivities6.3SequenceActivities� Theprocessofidentifyinganddocumentingrelationshipsamongtheprojectactivities

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Inputs,ToolsandOutputsForSequenceActivities

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FlowDiagramForSequenceActivities


ToolsandTechniquesForSequenceActivities–PrecedenceDiagrammingMethod(1)� PrecedenceDiagrammingMethod

�  Theprecedencediagrammingmethod(PDM)isatechniqueusedforconstructingaschedulemodelinwhichactivitiesarerepresentedbynodesandaregraphicallylinkedbyoneormorelogicalrelationshipstoshowthesequenceinwhichtheactivitiesaretobeperformed

�  Activity-on-node(AON)isonemethodofrepresentingaprecedencediagramandisthemethodusedbymostprojectmanagementsoftwarepackages.

� Twobasicdefinitionsregardingprecedence�  Apredecessoractivityisanactivitythatlogicallycomesbeforeadependentactivityinaschedule

�  Asuccessoractivityisadependentactivitythatlogicallycomesafteranotheractivityinaschedule

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ToolsandTechniquesForSequenceActivities–PrecedenceDiagrammingMethod(2)�  PDMincludesfourtypesofdependenciesorlogicalrelationshipsasdefinedbelow:�  Finish-to-start(FS)isalogicalrelationshipinwhichasuccessor

activitycannotstartuntilapredecessoractivityhasfinished.�  Example:Theawardsceremony(successor)cannotstartuntiltherace

(predecessor)hasfinished.�  Finish-to-finish(FF)isalogicalrelationshipinwhichasuccessor

activitycannotfinishuntilapredecessoractivityhasfinished.�  Example:Writingadocument(predecessor)isrequiredtofinishbefore

editingthedocument(successor)canfinish.�  Start-to-start(SS)isalogicalrelationshipinwhichasuccessor

activitycannotstartuntilapredecessoractivityhasstarted.�  Example:Levelconcrete(successor)cannotbeginuntilpourfoundation

(predecessor)begins.�  Start-to-finish(SF)isalogicalrelationshipinwhichasuccessor

activitycannotfinishuntilapredecessoractivityhasstarted.�  Example:Thefirstsecurityguardshift(successor)cannotfinishuntil

thesecondsecurityguardshift(predecessor)starts.25

ToolsandTechniquesForSequenceActivities–PrecedenceDiagrammingMethod(3)


157©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition


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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.

t� 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.


ToolsandTechniquesForSequenceActivities–DependencyDetermination(1)� Dependenciesmaybecharacterizedbythefollowingattributes:mandatoryordiscretionary,internalorexternal

� Dependencyhasfourattributes,buttwocanbeapplicableatthesametimeinfollowingways:� Mandatoryexternaldependencies� Mandatoryinternaldependencies� Discretionaryexternaldependencies� Discretionaryinternaldependencies.

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ToolsandTechniquesForSequenceActivities–DependencyDetermination(2)� MandatoryDependencies

�  Mandatorydependenciesarethosethatarelegallyorcontractuallyrequiredorinherentinthenatureofthework

�  Mandatorydependenciesarealsosometimesreferredtoashardlogicorharddependencies.

�  Technicaldependenciesmaynotbemandatory�  Theprojectteamdetermineswhichdependenciesaremandatory

duringtheprocessofsequencingtheactivities�  Mandatorydependenciesshouldnotbeconfusedwithassigningscheduleconstraintsintheschedulingtool.

�  Examplesofmandatorydependencies�  Theyofteninvolvephysicallimitations,suchasonaconstructionproject,whereitisimpossibletoerectthesuperstructureuntilafterthefoundationhasbeenbuilt

�  Anelectronicsproject,whereaprototypehastobebuiltbeforeitcanbetested

�  Youcan’teditcontentuntilithasbeenwritten28

ToolsandTechniquesForSequenceActivities–DependencyDetermination(3)�  DiscretionaryDependencies

�  Discretionarydependenciesareestablishedbasedonknowledgeofbestpracticeswithinaparticularapplicationareaorsomeunusualaspectoftheprojectwhereaspecificsequenceisdesired,eventhoughtheremaybeotheracceptablesequences.

�  Discretionarydependenciesshouldbefullydocumentedsincetheycancreatearbitrarytotalfloatvaluesandcanlimitlaterschedulingoptions�  Freefloatistheamountoftimethatascheduleactivitycanbedelayedwithout

delayingtheearlystartdateofanysuccessororviolatingascheduleconstraint�  Totalfloatistheamountoftimethatascheduleactivitycanbedelayedor

extendedfromitsearlystartdatewithoutdelayingtheprojectfinishdateorviolatingascheduleconstraint.

�  Whenfasttrackingtechniquesareemployed,thesediscretionarydependenciesshouldbereviewedandconsideredformodificationorremoval–inotherwordsseeifmorethingscanbedoneinparallel

�  Theprojectteamdetermineswhichdependenciesarediscretionaryduringtheprocessofsequencingtheactivities.

�  Discretionarydependenciesaresometimesreferredtoaspreferredlogic,preferentiallogic,orsoftlogic.

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ToolsandTechniquesForSequenceActivities–DependencyDetermination(4)�  Externaldependencies

�  Externaldependenciesinvolvearelationshipbetweenprojectactivitiesandnon-projectactivities

�  Thesedependenciesareusuallyoutsidetheprojectteam’scontrol.

�  Theprojectmanagementteamdetermineswhichdependenciesareexternalduringtheprocessofsequencingtheactivities

�  Examplesofexternaldependencies�  Thetestingactivityinasoftwareprojectmaybedependentonthedeliveryofhardwarefromanexternalsource

�  Governmentalenvironmentalhearingsmayneedtobeheldbeforesitepreparationcanbeginonaconstructionproject.

�  Youneedanoccupancypermitbeforeyoumoveintorequiredspace,butuntilthatpermitissignedoff,youmaynotmoveintoanewspace

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ToolsandTechniquesForSequenceActivities–DependencyDetermination(5)�  Internaldependencies

�  Internaldependenciesinvolveaprecedencerelationshipbetweenprojectactivitiesandaregenerallyinsidetheprojectteam’scontrol

�  Theprojectmanagementteamdetermineswhichdependenciesareinternalduringtheprocessofsequencingtheactivities.

�  Examplesofinternaldependencies�  Iftheteamcannottestamachineuntiltheyassembleit,thisisaninternalmandatorydependency

�  Ifanotherprojectteamisscheduledtouseapieceofequipmentyouruseoftheequipmentisdependentontheotherteamcompletingtheirwork

�  Resourceconstraintscreateinternaldependencies.Forexample,ifAnnaisworkingontwoactivitiesatonceandshecancompleteeitheronefirst,itisdiscretionaryastowhichactivityisthepredecessorandwhichisthesuccessor

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ToolsandTechniquesForSequenceActivities–LeadsandLags(1)� Aleadistheamountoftimewherebyasuccessoractivitycanbeadvanced(startearly)withrespecttocompletionofapredecessoractivity�  Aleadallowsyoutogetaheadstartonapredecessoractivity

�  Ifasubsequentactivityrequiressomepreparationitmaybestartedbeforeaprioractivitycompletes

�  Forinstance,youmaybeabletostartaqualityreviewwhilesomeofthesoftwareisstillbeingcompleted

�  Inanotherexample,onaprojecttoconstructanewofficebuilding,thelandscapingcouldbescheduledtostarttwoweekspriortothescheduledcompletion.�  Thiswouldbeshownasafinish-to-startwithatwo-weekleadasshowninPMBoKFigure6-10

�  Leadisoftenrepresentedasanegativevalue32

ToolsandTechniquesForSequenceActivities–LeadsandLags(1)�  Alagistheamountoftimewherebyasuccessoractivitywillbedelayedinstartingrelativetoapredecessoractivity�  Inafinish-t0-startrelationshipthisgenerallymeansthatyouhavetowaitafterthepredecessoractivityendsbeforestartingthesuccessoractivity�  Forexample,theremaybealagoftwodaysaftertarringaroad

beforeyoucanbeginpavingit�  Inastart-to-startrelationshipwithlagyoumustwaitacertainamountoftimebeforestartingthesecondactivity�  Forexample,atechnicalwritingteammaybegineditingthedraftof

alargedocument15daysaftertheybeginwritingit.�  Thiscanbeshownasastart-to-startrelationshipwitha15-daylag

asshowninPMBoKFigure6-10�  LagcanalsoberepresentedinprojectschedulenetworkdiagramsasshowninFigure6-11intherelationshipbetweenactivitiesHandI,asindicatedbythenomenclatureSS+10(start-to-startplus10dayslag)eventhoughoffsetisnotshownrelativetoatimescale

�  Lagisrepresentedwithapositivevalue33

ToolsandTechniquesForSequenceActivities–LeadsandLags(2)



s� 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.

s� 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.

t� 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



SS + 10 Days (Lag) SS -2 Weeks (Lead)

SequencingOutput–TheProjectScheduleNetworkDiagram(1)�  Aprojectschedulenetworkdiagramisagraphicalrepresentationofthelogicalrelationships,alsoreferredtoasdependencies,amongtheprojectscheduleactivities�  EachrelationshipiscreatedusingoneofthefourPrecedenceDiagrammingMethods,combinedwithanyleadsorlags

�  Aprojectschedulenetworkdiagramisproducedmanuallyorbyusingprojectmanagementsoftware

�  Itcanincludefullprojectdetails,orhaveoneormoresummaryactivities

�  Asummarynarrativecanaccompanythediagramanddescribethebasicapproachusedtosequencetheactivities�  Anyunusualactivitysequenceswithinthenetwork(leadsandlags)

shouldbefullydescribedwithinthenarrative.

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SequencingActivitiesOutput–TheProjectScheduleNetworkDiagram(2)

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Snyder, Cynthia Stackpole. A User's Manual to the PMBOK Guide (2). Somerset, US: John Wiley & Sons, Incorporated, 2013. ProQuest ebrary. Web. 13 February 2017.Copyright © 2013. John Wiley & Sons, Incorporated. All rights reserved.



Source:Snyder,Cynthia,AprojectManager’sBookofForms,JohnWileyandSons,2013

SequencingOutput–TheProjectScheduleNetworkDiagram(3)

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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:

s� Activity lists,

s� Activity attributes,

s� Milestone list, and

s� 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.
