smsvn pmp training_slides_chapter_6
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SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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PROJECT TIME MANAGEMENT Is the process required to manage timely
completion of the project There are 7 processes
Plan Schedule Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule
SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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6.1 PLAN SCHEDULE MANAGEMENT Is the process of establishing the policies, procedures,
and documentation for planning, developing, managing, executing and controlling the project schedule.
Provides guidance, direction on how the project schedule will be managed throughout the project.
Inputs Tool&Techniques Outputs
.Project management plan
.Project charter
.EEF
.OPA
.Expert Judment
.Analytical techniques
.Meetings
.Schedule management plan
SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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6.2 DEFINE ACTIVITIES Is the process of identifying the specific actions to be
performed 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 control the project work.
Inputs Tool&Techniques Outputs
.Schedule management plan.Scope baseline.EEF.OPA
.Decomposition
.Rolling wave planning
.Expert judment
.Activity list
.Activity attributes
.Milestone list
SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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6.3 SEQUENCE ACTIVITIES Is the process of identifying and documenting
relationship among the project activities. The key benefit of this process is that it defines the
logical sequence of work to obtain the greatest effeciency given all project constraints.
Inputs Tool&Techniques Outputs
. Schedule management plan.Activity list.Activity attributes.Milestone list.Project scope statement.EEF.OPA
.Precedence diagramming method (PDM).Dependency determination.Leads and lags
.Project schedule network diagram.Project document updates
SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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PRECEDENCE DIAGRAMMING METHOD (PDM) Precedence Diagramming Method (PDM) or
Activity-on-Node (AON) Method used in Critical Path Methodology(CPM) No dummy activities Logical relationship:
Finish-to-Start (FS) Finish-to-Finish (FF) Start-to-Start (SS) Start-to-Finish (SF)
SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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DEPENDENCY DETERMINATIONTo define sequence among activity, these type of
dependency are used: Mandatory (hard logic)
Inherent in the nature of work being done or required by the contract
E.g. You must design before you can develop Discretionary (preferred, preferential, or soft logic)
Define base on knowledge of best practices Can be changed if needed Important when how to shorten or re-sequence the project
External Based on the need of the party outside the project
SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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LEAD AND LAGS Leads and Lags are used to support realistic and
achievable project schedule. Each activity is connected at least to one predecessor
and one successor except the start and the end.
Leads: May be added to start an activity before the predecessor
activity is complete. can be used only on finish-to-start activity relationships.
Lags: is a delay in the successor activity can be found on all activity relationship types.
A B C
predecessor Successor
SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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PROJECT SCHEDULE NETWORK DIAGRAM
SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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6.4 ESTIMATE ACTIVITY RESOURCES Is the process of estimating the type and quantities of
material, people, equipment or supplies required to perform each activity.
Inputs Tool&Techniques Outputs
. Schedule management plan.Activity list.Activity attributes.Resource calendars.Risk register.Activity cost estimates.EEF.OPA
.Expert Judment
.Alternative analysis
.Published estimating data
.Bottom up estimating
.Project management software
.Activity resources requirements.Resource breakdown structure.Project document updates
SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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6.5 ESTIMATE ACTIVITY DURATIONS Is the process of estimating the number of work periods to complete individual
activities with estimated resources. The key benefit is providing the amount of time each activity will take to
complete.Inputs Tool&Techniques Outputs
. Schedule management plan.Activity list.Activity attributes.Activity resources requirements.Resource calendars.Project scope statement.Risk register.Resource breakdown structure.EEF.OPA
.Expert Judment
.Analogous estimating
.Parametric estimating
.Three-point estimating
.Group decision-making techniques.Reserve analysis
.Activity duration estimates
.Project document updates
SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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ESTIMATE ACTIVITY DURATIONS (TOOLS & TECHNIQUES)
Analogous Estimating (Top down): estimates using historical data from a similar activity or project less costly, less time -> less accurate
Parametric Estimating: estimates using a statistical relationship between historical data and
other variables -> higher accuracy 3-points Estimating:
Also called Program Evaluation and Review technique (PERT) Use for time and cost estimation Expected calculated from Most-likely, Optimistic, Pessimistic Expected = (P + 4M + O)/6 Standard Deviation = (P - O)/6
Group decision-making techniques: brainstorming… Reserve analysis (buffer): includes contingency reserves
SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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6.6 DEVELOP SCHEDULEIs the process of analyzing activity sequences, durations, resource requirements, and schedule
contraints to create a project schedule model.Inputs Tool&Techniques Outputs
.Schedule management plan.Activity list.Activity attributes.Project schedule network diagram.Activity resources requirements.Resource calendars.Activity duration estimates.Project scope statement.Risk register.Project staff assignments.Resource breakdown structure.EEF.OPA
.Schedule network analysis
.Critical path method
.Critical chain method
.Resource optimization techniques.Modeling techniques.Leads and lags.Schedule compression.Scheduling tool
.Schedule baseline
.Project schedule
.Schedule data
.Project calendars
.Project management plan updates.Project document updates
SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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CRITICAL PATH METHOD Critical Path is the longest duration path Identify the shortest time needed to complete a project There can be more than one critical path Near-critical path is the path that has close in duration to
critical path Float (Slack)
Total float: the amount of time an activity can be delayed without delaying the project end date or intermediary milestone.
Free float: the amount of time an activity can be delayed without delaying the early start date of its successor(s).
Project float: the amount of time an activity can be delayed without delaying the externally imposed project completion date required by customer/management.
SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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CRITICAL PATH METHOD (CON’T)
What is the critical path?Start -> B -> D -> G -> J -> End
Activity Precedence Duration
A 2
B 3
C A 1
D B 4
E B 2
F C 1
G D,F 5
H E 2
I H 2
J G,I 0
SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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CRITICAL CHAIN METHOD Is a schedule method that allows the project
team to place buffers on any project schedule path
Type of buffers Project buffer Feeding buffer Resource buffer
SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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RESOURCE OPTIMIZATION TECHNIQUES Resource leveling
Resource smoothing: adjusts the activities so they do not exceed predefined resource limits
SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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SCHEDULE COMPRESSION Fast Tracking
Re-scheduling various activities within the project to be worked on simultaneously instead of step by step.
-> increase risk and communication. May need a rework.
Crashing Adding more resources, overtime, paying extra to more
quickly delivery Crash the tasks that cost the least first, focusing on minimizing
project cost. -> Always results in increased cost.
SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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DEVELOP SCHEDULE’S OUTPUT Schedule Baseline: approved version of schedule Project schedule
Presented as Summary form Detailed form
Format: Network diagram Milestone chart Bar chart (Gantt chart)
Schedule data Includes at least:
Schedule milestone Schedule activities Activity attributes Assumptions & Constraints
Additional information can be added, such as Resource histograms Cash-flow projections Order & delivery schedules Alternative schedules
Project Calendars
SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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6.7 CONTROL SCHEDULE Is the process of monitoring the status of project activities to update project
progress and manage changes to the schedule baseline to achieve the plan. The key benefit is providing the means to recognize deviation from plan and
take corrective and preventive actions, minimize risks.
Inputs Tool&Techniques Outputs
.Schedule management plan.Project schedule.Work performance data.Project calendars.Schedule data .OPA
.Performance reviews
.Project management software.Resource optimization techniques.Modeling techniques.Leads and lags.Schedule compression.Scheduling tool
.Work performance information.Schedule forcast.Change Requests.Project management plan updates.Project document updates.OPA updates
SMSVN – PMP Training Course 2013 – Chapter 6 Prepared by Nam Trung - 16/07/2013
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REVIEW Project time management? 7 processes of time management?
Plan Schedule Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule
Precedence Diagramming Method? Dependency Determination? Lead and Lags? Analogous Estimating? Parametric Estimating? 3-points Estimating? Critical path? Critical chain? Fast Tracking? Crashing? Output of Develop Schedule process?