Pmp Chapter 6 2004

2/12/2006

PMP Preparation Training Your key in Successful Project Management Akram Al-Najjar, PMP Planning & Cost Control Manager

Time Management Processes Chapter 6

Time Management

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 2

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

AGENDA Time Management Processes What is Time Management? How does the PMBOK® Guide describe Time Management? Discussion

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 3

Planning & Cost Control Manager [email protected] +20105394312

Time Management Processes required to accomplish timely completion of the project Activity Definition Activity Sequencing Activity Resource Estimating Activity Duration Estimating Schedule Development Schedule Control Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 4

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Key Elements Of Time Management n

Estimating

n

Network Analysis Techniques

n

There will be questions from both of these topics on the exam!

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 5

Planning & Cost Control Manager [email protected] +20105394312

Estimating n

n

Time management involves a bottoms-up approach. Estimate the duration of each activity and combine that with the network diagram to build up the schedule to determine overall project duration. Top-Down estimating is not a recommended PMI method for establishing overall project duration. Noted/qualified exception: When there is a limited amount of detailed information about the project. Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 6

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Estimating Activity Duration Estimating n

n

Expert judgment guided by historical information used whenever possible Anything less is inherently uncertain and risky

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 7

Planning & Cost Control Manager [email protected] +20105394312

Estimating Quantitatively Based Durations Example (Pipeline Construction) 200 m of pipe can be welded per day 30000 m of pipe are required 30000 m / 200 m per day = 150 days

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 8

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Estimating Quantitatively Based Durations Example (IT Y2K Planning) 1 program debugged and unit tested per week 20 programs to be corrected 20 programs / 1 program per week = 20 weeks Akram Al-Najjar, PMP. Slide 9

Source: pmbok guide 2004

Planning & Cost Control Manager [email protected] +20105394312

Estimating PERT Duration Calculation Higher

Probability Of Occurrence

Most Likely (Used in original CPM Calculations)

(

PERT Weighted Average = Optimistic + 4 X Most Likely + Pessimistic 6 Beta Distribution

Optimistic

Lower Shorter

Pessimistic

Possible Durations

Longer Akram Al-Najjar, PMP.

Source: pmbok guide 2004

Slide 10

Planning & Cost Control Manager [email protected] +20105394312

)

2/12/2006

Calculation of PERT PROBABILITIES n

TIME ESTIMATE

Te= a + 4b + c 6 n

a = OPTIMISTIC

n

b= MOST LIKEY

n

c = PESSIMISTIC

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 11

Planning & Cost Control Manager [email protected] +20105394312

Calculation of PERT PROBABILITIES continue n

TIME VARIANCE

s =c–a 6 § §

V = s2

a = OPTIMISTIC c = PESSIMISTIC

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 12

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Normal Distribution

Statistically measures variability - commonly used in quality control -1σ

+1 σ

-2 σ -3σ

+2σ +3σ

T e, Project Duration

68.26% 95.46% 99.73% LCL

UCL

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 13

Planning & Cost Control Manager [email protected] +20105394312

Network Diagram Analysis Critical Path Method n

Critical Path

n

Early/Late Start and Finish

n

Float

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 14

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Network Diagram Analysis 2 Days

12 Days

5 Days

A

B

C Finish

Start 6 Days

3 Days

7 Days

D

E

F

There are many ways to do this. This is just one approach. Find one you like and learn it. Slide 15

Source: pmbok guide 2004

Akram Al-Najjar, PMP. Planning & Cost Control Manager [email protected] +20105394312

Network Diagram Analysis The Forward Pass … Early Start Box 0 0

Early Finish Box

2 Days 2 A

0

Early Start Date = Early Start Box + 1 Day

6 Days

Start 0

6 D

Early Finish Date = Early Finish Box Akram Al-Najjar, PMP.

Source: pmbok guide 2004

Slide 16

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Critical Path Method The Forward Pass … Early Start = Highest of predecessor’s Early Finish Times 2 Days 0 2 A 0

12 Days 2 14 B

5 Days 14 19 C 19

0 Start

6 Days 0 6 D

7 Days 6 13 E

19

Finish

3 Days 13 16 F

Akram Al-Najjar, PMP. Planning & Cost Control Manager [email protected] +20105394312

Slide 17

Source: pmbok guide 2004

Critical Path Method The Backward Pass … 5 Days 14 Late Start Date = Late Start Box + 1 Day

19 C

19 19

14

13

Finish 19

3 Days Late Finish Date = Late Finish Box

19 19

16 F

Late Start Box

16

19

Late Finish Box Akram Al-Najjar, PMP.

Source: pmbok guide 2004

Slide 18

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Critical Path Method The Backward Pass … Lowest of successor’s Late Finish = Late Start Times 12 Days 2 Days 5 Days 2 14 14 19 0 2 B A C 2 14 0 2 14 19 0 0 Start 6 Days 7 Days 3 Days 0 0 13 16 0 6 6 13 D E F 3 9 9 16 16 19

19 19 Finish 19 19

Akram Al-Najjar, PMP. Slide 19

Source: pmbok guide 2004

Planning & Cost Control Manager [email protected] +20105394312

Critical Path Method FLOAT The amount of time a task can be delayed without delaying the end date of the project. The difference between either the Late and Early Start or the Late and Early Finish.

0

0 Start 0 0 Float = (0)

2 Days 0 2 A 0 2 (0) 6 Days 0 6 D 3 9 (3) Source: pmbok guide 2004

12 Days 2 14 B 2 14 (0) 7 Days 6 13 E 9 16 (3)

5 Days 14 19 C 14 19 19 19 (0) Finish 19 19 3 Days (0) 13 16 F 16 19 Akram Al-Najjar, PMP. & Cost Control Manager (3)Planning [email protected] Slide 20

+20105394312

2/12/2006

Critical Path Method Critical Path = The longest path through the network = The path through the network with all tasks at 0 Float = Start-A-B-C-Finish 12 Days 2 Days 5 Days 2 14 14 19 0 2 B A C 2 14 0 2 14 19 19 19 0 0 (0) (0) (0) Finish Start 19 19 6 Days 7 Days 3 Days 0 0 (0) 0 6 6 13 13 16 Float = (0) D E F 3 9 9 16 16 19 Akram Al-Najjar, PMP. (3) (3) (3) Planning & Cost Control Manager [email protected] Slide 21

Source: pmbok guide 2004

+20105394312

PERT Calculations -1σ

+1 σ

-2 σ -3σ

+2σ +3σ

Te, Project Duration

50%

84.13% 97.73%

99.86%

Project Start Date

• Normal Distribution: Ø 50% chance - using expected time durations ( Te, ) Ø 84%Source: chance - (Te , ) + 1 σ , etcSlide pmbok guide 2004

Akram Al-Najjar, PMP.

22

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

PERT Example Expected Project Duration: 12.33 days B

A

Standard Deviation of Critical Path: .8988 VARIANCE =0.67x0.67+0.5x0.5+0.33x0.33=0.8078

Task D Time, Days PERT standard Activity OptimisticMost Likely Pessimistic Expected deviation C

A

2

4

6

4

.67

B

2

3

5

3.33

.5

C

4

7

10

7

1

D

4

5

6

Source: pmbok guide 2004

5Akram Al-Najjar,.33 PMP. Slide 23

Planning & Cost Control Manager [email protected] +20105394312

PMBOK® Chapter 6 There are 5 major Processes: 1.

Activity Definition

2.

Activity Sequencing

3.

Activity Resource Estimating

4.

Activity Duration Estimating

5.

Schedule Development

6.

Schedule Control Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 24

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Time Management Planning 6.1 Activity Definition

6.2 Activity Sequencing

Controlling

6.3 Resource Estimating 6.5 Schedule Development

6.5 Schedule Control

6.4 Activity Duration Estimating

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 25

Planning & Cost Control Manager [email protected] +20105394312

Slide 26

Planning & Cost Control Manager [email protected] +20105394312

Akram Al-Najjar, PMP. Source: pmbok guide 2004

2/12/2006

Activity Definition

n

Identifying the specific schedule activities that need to be performed to produce the various project deliverables.

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Planning & Cost Control Manager [email protected] +20105394312

Slide 27

Activity Definition Tools & Techniques • • • • •

Decomposition Templates Rolling Wave Planning Expert Judgment Planning Component

Inputs • Enterprise Environmental Factors • Organizational Process Assets • Project Scope Statement • WBS • WBS Dictionary • Project Management Plan Source: pmbok guide 2004

Outputs • • • •

Activity list Activity Attributes Milestone List Requested Changes Akram Al-Najjar, PMP.

Slide 28

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Activity Definition Inputs n

Enterprise Environmental Factors

:

(Section 4.1.1.3) that can be considered include availability of project management information systems and scheduling software tools. n

Organizational process assets (Section 4.1.1.4) contain the

existing formal and informal activity planning- related policies, procedures, and guidelines that are considered in developing the activity defini tions. The lessons -learned knowledge n

Project Scope Statement : The project deliverables, constraints, and assumptions documented in the project scope statement (Secti on 5.2.3.1) are considered explicitly during activity definition.

n

WBS (Section 5.3.3.2)

n

WBS Dictionary (Section 5.3.3.3)

n

Project Management Plan : contains the schedule management plan

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 29

Planning & Cost Control Manager [email protected] +20105394312

Activity Definition Tools & Techniques n

Decomposition –

n

Template –

n

Rolling Wave Planning : is progressive detailing of the

Subdividing project work packages into smaller, more manageable components An activity list from a previous project or an activity list for a WBS element from the current project project plan indicating that planning is an iterative and ongoing process.

n n

Expert Judgment Planning Component Control Account. (specific components at selected levels) Planning Package. (a WBS component below the control account, but above the work package.)

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 30

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Activity Definition Outputs –

n

Activity list

n

Activity Attributes– include the activity identifier, activity

A list of all the activities that will be performed on the project and a description of each

codes, activity description, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, assumptions, person responsible and geographic area

Milestone List : identifies all milestones and indicates whether the milestone is mandatory (required by the contract) or optional (based upon project requirements or historical information). n

Requested Changes : that can affect the project scope statement and WBS.

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 31

Planning & Cost Control Manager [email protected] +20105394312

Activity Sequencing

n

Identifying and documenting dependencies among schedule activities.

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 32

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Activity Sequencing Tools & Techniques • Precedence diagramming method (PDM) • Arrow diagramming method (ADM) • Schedule network templates • Dependency determination • Applying leads and lags

Inputs

Outputs

• • • • •

• Project Schedule network diagram • Activity list (updates) • Activity Attributes (updates) • Requested Change Akram Al-Najjar, PMP.

Project Scope Statement Activity list Activity Attributes Milestone List Approved Requested Changes Source: pmbok guide 2004

Slide 33

Planning & Cost Control Manager [email protected] +20105394312

Inputs n

Activity list (6.1.3.1)

n

Activity Attributes (6.1.3.2)

n

Milestone List (6.1.3.3)

n

Approved Requested Changes (4.4.1.4)

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 34

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Tools & Techniques n

Precedence diagramming method (PDM) n

Nodes represent activities and arrows show dependencies A

B E

Start

C

Finish

D Akram Al-Najjar, PMP.

Source: pmbok guide 2004

Planning & Cost Control Manager [email protected] +20105394312

Slide 35

Activity Sequencing Process Finish-to-Start – Activity A must finish before Activity B can start , the initiation of the work of the successor depends upon the completion of the work of the predecessor.

A

B

Start-to-Start – Activity A must start before Activity B can start , the initiation of the work of the successor depends upon the initiation of the work of the predecessor.

A

B Akram Al-Najjar, PMP.

Source: pmbok guide 2004

Slide 36

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Activity Sequencing Process Finish-to-Finish – Activity A must finish before Activity B can finish , the completion of the work of the successor depends upon the completion of the work of the predecessor.

B

A

Start-to-Finish – Activity A must start before Activity B can finish , the completion of the successor is dependent upon the initiation of the predecessor.

A

B Akram Al-Najjar, PMP. Planning & Cost Control Manager [email protected] +20105394312

Slide 37

Source: pmbok guide 2004

Tools and Techniques n

(cont.)

Arrow diagramming method (ADM) – Uses arrows to represent activities and connecting nodes to show dependencies Start

A B C D

E Finish

n

ADM uses finish-to-start dependencies only and uses dummy activities to show logical relationships Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 38

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Tools & Techniques (cont.) n

n

n

Schedule Network templates – Can include an entire project or just a portion of it (i.e., subnets and fragnets) Dependency determination : -Mandatory dependencies (Hard logic) – Determined by the qualities of work to be done -Discretionary dependencies (Soft logic) Defined by the project management team -External dependencies – Relationships between project activities and non-project activities Applying Leads and Lags Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 39

Planning & Cost Control Manager [email protected] +20105394312

Outputs n

n

Project Schedule network diagram – Schematic display of project’s activities and dependencies Activity list updates – Dividing or redefining activities so that the relationships are correctly diagrammed

n

Activity Attributes (Updates)

n

Requested Changes Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 40

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Activity Resource Estimating

n

Estimating the type and quantities of resources (persons, equipment, or materiel) required to perform each schedule activity.

Akram Al-Najjar, PMP. Slide 41

Source: pmbok guide 2004

Planning & Cost Control Manager [email protected] +20105394312

Activity Resource Estimating Tools & Techniques • • • • •

Expert judgment Alternatives Analysis Published Estimating Data Project Management Software Bottom-up Estimating

Inputs • Enterprise Environmental Factors • Organizational Process Assets • Activity List • Activity Attributes • Resource Availability • Project Management Plan Source: pmbok guide 2004

Outputs • • • • •

Resource requirements Activity Attributes (Updates) Resource Breakdown Structure Resource Calendar (Updates) Requested Changes Akram Al-Najjar, PMP. Slide 42

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Inputs n

Enterprise Environmental Factors: The

n

Organizational Process Assets : provide the

n

Activity List

n

Activity Attributes

n

Resource Availability

n

Project Management Plan

Activity Resource Estimating process uses the infrastructure resource availability information included in enterprise environmental factors (Section4.1.1.3). policies of the performing organization regarding staffing and the rental or purchase

Source: pmbok guide 2004

Slide 43

Akram Al-Najjar, PMP. Planning & Cost Control Manager [email protected] +20105394312

Tools & Techniques n

Expert judgment – Expertise, provided by any

n

Alternatives Analysis (make-or-buy decisions

group or individual, used to assess the inputs to this process n Other units within organization n Consultants n Professional and technical associations n Industry groups regarding the resource )

n n n

Published Estimating Data Project Management software Bottom-up Estimating Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 44

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Outputs n

Resource requirements – Description of the types (e.g., skill levels) and numbers of resources required by each element of the WBS

n

Activity Attributes (Updates)

n

Resource Breakdown Structure :(RBS) is a

n

Resource Calendar (Updates)

n

Requested Changes

hierarchical structure of the identified resources by resource category and resource type.

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 45

Planning & Cost Control Manager [email protected] +20105394312

Activity Duration Estimating n

The process of estimating schedule activity durations uses information on schedule activity scope of work, required resource types, estimated resource quantities, and resource calendars with resource availabilities.

• Elapsed time (Delay) – Work periods between the finish of one activity and the start of another activity

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 46

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Activity Duration Estimating Tools & Techniques • • • • •

Inputs

• Enterprise Environmental Factors • Organizational Process Assets • Project Scope Statement • Activity list • Activity Attributes • Activity Resource requirements • Resource Calendar • Project Management Plan Risk Register Activity Cost Estimates. Source: pmbok guide 2004

Expert judgment Analogous estimating Parametric estimating Three-Point Estimates Reserve Analysis

Outputs • Activity duration estimates • Activity Attributes (Updates)

Akram Al-Najjar, PMP. Slide 47

Planning & Cost Control Manager [email protected] +20105394312

Inputs n

n

n

n n n

Enterprise Environmental Factors: One or more of the

organizations involved in the project may maintain duration estimating databases and other historical reference data. Organizational Process Assets: Historical information (Section 4.1.1.4) on the likely durations of many categories of activities is often available. Project Scope Statement : The constraints and assumptions from the project scope statement (Section 5.2.3.1) are considered when estimating the schedule activity durations. Activity List Activity Attributes Resource requirements – The estimated activity resource requirements (Section 6.3.3.1) will have an effect on the duration of the schedule activity.

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 48

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Inputs

( Cont.)

n

Resource Calendar

n

Project Management Plan Risk Register: The risk register has information on

identified project risks that the project team considers when producing estimates of activity durations and adjusting those durations for risks.

Activity Cost Estimates: provide estimated resource

quantities for each schedule activity in the project activity list.

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 49

Planning & Cost Control Manager [email protected] +20105394312

Tools & Techniques n n

n

n n

Expert judgment – guided by historical information Analogous estimates (Top-down estimating) –

Uses duration of a previous, similar activity as the basis for the of estimate of a future activity Parametric Estimating: Estimating the basis for activity durations can be quantitatively determined by multiplying the quantity of work to be performed by the productivity rate. Three-Point Estimates: Most likely, Optimistic, and Pessimistic. Reserve Analysis: An additional time frame, called time reserve, contingency, or buffer, that can be added to the activity duration or elsewhere in the schedule as recognition of schedule risk

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 50

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Outputs n

n

Activity Duration estimates – Quantitative assessments of the likely number of work periods required to complete an activity Activity Attributes (Updates) : The activity attributes (Section 6.1.3.2) are updated to include the durations for each schedule activity, the assumptions made in developing the activity duration estimates, and any contingency reserves. Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 51

Planning & Cost Control Manager [email protected] +20105394312

Schedule Development Determining the start and finish dates of project activities

If start and finish dates are not realistic, the project is unlikely to be finished on schedule

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 52

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Schedule Development Tools & Techniques

Inputs • • • • • • • • •

Organizational Process Assets Project Scope Statement Activity List Activity Attributes Project Schedule Network Diagrams Activity Resource Requirements Resource Calendars Activity Duration Estimates Project Management Plan Risk Register.

• • • • • • • • • •

Schedule Network Analysis Critical Path Method Schedule Compression What-If Scenario Analysis Resource Leveling Critical Chain Method Project Management Software Applying Calendars Adjusting Leads and Lags Schedule Model

Outputs • • • • • • • •

Project schedule Schedule Model Data Schedule Baseline Resource-requirement updates Activity Attributes (Updates) Project Calendar (Updates) Requested Changes Project Management Plan (Updates) Akram Al-Najjar, PMP.

Source: pmbok guide 2004

Slide 53

Planning & Cost Control Manager [email protected] +20105394312

Inputs n

n n n n n n n n

Organizational Process Assets: such as a project calendar (a calendar of working days or shifts that establishes dates on which schedule activities are worked, and nonworking days on which schedule activities are idle). Project Scope Statement: (Section 5.2.3.1) contains assumptions and constraints Activity List Activity Attributes Project Schedule Network Diagrams Activity Resource Requirements Resource Calendars Activity Duration Estimates Project Management Plan: Risk Register. Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 54

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Tools & Techniques n

Schedule Network Analysis It employs a schedule model and various analytical techniques, such as critical path method, critical chain method, what-if analysis, and resource leveling to calculate the early and late start and finish dates,

n

Critical Path Method

n

Schedule Compression : n

n

Crashing – Analyzing cost and schedule tradeoffs to determine how to obtain the greatest amount of compression for the least incremental cost Fast tracking – Doing activities in parallel that would normally be done in sequence Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 55

Planning & Cost Control Manager [email protected] +20105394312

Tools & Techniques n

What-if analysis : such as delaying a major component

n

Resource-leveling (Resource-based method) – Changing

delivery, extending specific engineering durations, or introducing external factors, such as a strike or a change in the permitting process. the schedule to accommodate resources

Critical Chain Method: The critical chain method adds

duration buffers that are non-work schedule activities to maintain focus on the planned activity durations. Once the buffer schedule activities are determined, the planned activities are scheduled to their latest possible planned start and finish dates. Consequently, In lieu of managing the total float of network paths, the critical chain method focuses on managing the buffer activity durations and the resources applied to planned schedule activities. Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 56

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Tools & Techniques (con.)

– Used to assist schedule development and to display schedule-development outputs

n

PM Software

n

Applying Calendars: Project calendars (Section 4.1.1.4) and resource calendars (Section 6.3.3.4) identify periods when work is allowed.

n

Adjusting Leads and Lags: Since the improper use of

leads or lags can distort the project schedule, the leads or lags are adjusted during schedule network analysis to develop a viable project schedule. n

Schedule Model : Schedule data and information are compiled into the schedule model for the project. The schedule model tool and the supporting schedule model data are used in conjunction with manual methods or project management software to perform schedule network analysis to generate the project schedule. Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 57

Planning & Cost Control Manager [email protected] +20105394312

Outputs n

n n n n n n n

Project schedule : includes at least a planned start date and planned finish date for each schedule activity. Project schedule network diagrams. Bar charts. Milestone charts. Schedule Model Data Schedule Baseline : baseline is a specific version of the project schedule developed Resource Requirements (Updates) Activity Attributes (Updates) Project Calendar (Updates) Requested Changes Project Management Plan (Updates) Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 58

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Network Calculation Start Date 6/1 6/6 6/10

B 6/1 6/5

5

6/11 6/15

A

5

6/1 6/5 0

5 6/6 6/15

C

6/16 6/25

6/26 6/30

D

E

10

6/16 6/25 0

5

6/26 6/30 0

Finish Date 6/30

10

6/6 6/15 0 Calculations Forward Pass – Determine early start and early finish dates Backward Pass – Determine late start and late finish dates and float Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 59

Planning & Cost Control Manager [email protected] +20105394312

Basic Terminology n

n

Total float (Slack) – Amount of time an activity can be delayed and the project finish date not be effected Free Float – Amount of time an activity can be delayed and the early start of the follow-on activity not be effected

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 60

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Gantt Charts n

n

Bar chart – Displays activity start and end dates, as well as expected durations Milestone chart – Displays scheduled start or completion of major deliverables

Akram Al-Najjar, PMP. Planning & Cost Control Manager [email protected] +20105394312

Slide 61

Source: pmbok guide 2004

Typical Gantt Chart Activity

Task A Task B Task C Task D June

July

Aug

Sep

Time Source: pmbok guide 2004

Oct

Nov Akram Al-Najjar, PMP.

Slide 62

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Typical Milestone Chart

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 63

Planning & Cost Control Manager [email protected] +20105394312

Schedule Control Schedule control is concerned with: n Determining the current status of the project schedule n Influencing the factors that create schedule changes n Determining that the project schedule has changed n Managing the actual changes as they occur. Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 64

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Schedule Control Tools & Techniques • • • • • •

Progress Reporting Schedule Change Control System Performance Measurement Project Management Software Variance Analysis Schedule Comparison Bar Charts

Outputs Inputs • • • •

Schedule Management Plan Schedule Baseline Performance Reports Approved Change Requests

Source: pmbok guide 2004

• • • • • • • •

Schedule Model Data (Updates) Schedule Baseline (Updates) Performance Measurements Recommended Corrective Actions Organizational Process Assets (Updates) Activity List (Updates) Activity Attributes (Updates) Project Management (Updates Akram Plan Al-Najjar, PMP. ) Slide 65

Planning & Cost Control Manager [email protected] +20105394312

Inputs n n n n

Schedule Management Plan : (Section 4.3) Schedule Baseline: (Section 6.5.3.1) Performance Reports: (Section 10.3.3.1) Approved Change Requests : (Section 4.4.1.4)

Akram Al-Najjar, PMP. Source: pmbok guide 2004

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Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Tools & Techniques n

n

n

n n

includes information such as actual start and finish dates, and the remaining durations for unfinished schedule activities. Progress Reporting:

Schedule Change Control System: includes the paperwork, tracking systems, and approval levels necessary for authorizing changes. Performance Measurement: Performance measurement techniques produce the Schedule Variance (SV) (Section 7.3.2.2) and Schedule Performance Index (SPI) (Section 7.3.2.2) Variance Analysis: Comparing target schedule dates with the actual/forecast start and finish dates Schedule Comparison Bar Charts Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 67

Planning & Cost Control Manager [email protected] +20105394312

Outputs n

Schedule Model Data (Updates)

n

Schedule Baseline (Updates)

n

Performance Measurements

n

Requested Changes

n

Recommended Corrective Actions

n

Organizational Process Assets (Updates)

n

Activity List (Updates)

n

Activity Attributes (Updates)

n

Project Management Plan (Updates)

Akram Al-Najjar, PMP. Source: pmbok guide 2004

Slide 68

Planning & Cost Control Manager [email protected] +20105394312

2/12/2006

Short Break n

Any questions?

Akram Al-Najjar, PMP. Source: pmbok guide 2004

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Planning & Cost Control Manager [email protected] +20105394312