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Project Time Management Knowledge Area
 

Project Time Management Knowledge Area

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This presentation covers processes and concepts from Project Time management knowledge area. This is part of the series of presentations based on PMBOK book's coverage, and is helpful in your ...

This presentation covers processes and concepts from Project Time management knowledge area. This is part of the series of presentations based on PMBOK book's coverage, and is helpful in your preparation for PMP or CAPM certification exams. Or you can use this to understand more about project management.
For more detailed study notes visit www.PMExamSmartNotes.com.
Thank you and good luck!

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    Project Time Management Knowledge Area Project Time Management Knowledge Area Presentation Transcript

    • A guide to passing PMP® exam! series.. Project Time Management Knowledge Area Based on the PMBOK® bookBrought to you bywww.PMExamSmartNotes.com For a free eBook on Project Management, and brain-friendly notes for PMP® and CAPM® certification exams visit the blog!
    • Download this poster by clicking here.
    • Define Activities process
    • Define Activities processThis is the process to identify specific tasks tobe done on the project that producedeliverables.These activities are assigned to team membersand tracked to completion.
    • Define Activities process• Inputs – Primarily scope baseline. Scope baseline contains WBS, WBS dictionary and Project scope document. Other inputs are Enterprise Environmental Factors and Organizational process assets.• Tools and Techniques - decomposition, rolling wave planning, templates and expert judgment• Outputs - list of activities and corresponding activity attributes, and list of milestones
    • Sample Activity List
    • Sequence Activities process
    • Sequence Activities processThis is the process to identify how project tasksare related to each other and whatdependencies are involved.
    • Sequence Activities processInputs - Outputs from Define Activities - activitylist, activity attributes, milestone list. Also, projectscope statement and organizational process assetsTools & Techniques - Precedence diagrammingmethod, dependency determination, applyingleads and lags, schedule network templatesOutputs - project schedule networkdiagrams, project document updates
    • Precedence Diagramming Method
    • Types of dependency relationshipsFinish-to-Start (FS)Predecessor activity should finish, for thesuccessor activity to start.An example (house construction) -
    • Types of dependency relationshipsFinish-to-Finish (FF)Predecessor activity should finish, for thesuccessor activity to finish.An example (house construction) -
    • Types of dependency relationshipsStart-to-Start (SS)Predecessor activity should have started, forthe successor activity to start.An example (house construction) -
    • Types of dependency relationshipsStart-to-Finish (SF)Predecessor activity should have started, forthe successor activity to finish.An example (house construction) -
    • Estimate Activity Resources process
    • Estimate Activity Resources processThis process is all about identifying resources(people, servers, equipment, machines..)required for different activities on the project.
    • Estimate Activity Resources processInputs - activity list, activity attributes, resourcecalendars. Also, enterprise environmental factorsand organizational process assets.Tools & Techniques - expert judgment, alternativesanalysis, published estimating data, bottom-upestimating, project management softwareOutputs - activity resource requirements, resourcebreakdown structure, project document updates
    • Estimate Activity Durations process
    • Estimate Activity Durations processThis process is all about identifying how longeach of the activities take, considering theresources allocated in previous process.
    • Estimate Activity Durations processInputs - activity list, activity attributes, activityresource requirements, resource calendars, projectscope statement. Also, enterprise environmentalfactors and organizational process assets.Tools & Techniques - expert judgment, analogousestimating, parametric estimating, three-pointestimates, reserve analysisOutputs - activity duration estimates, projectdocument updates
    • Analogous EstimatingAnalogous estimating is pretty straight forward.You look at similar activities from similar type ofprojects done earlier and base your estimateson this information.This method is most useful when you don’t haveenough information in the current project andyou are doing progressive elaboration (buildingproject in iterative manner).
    • Parametric EstimatingParametric estimating is an estimationtechnique that works for some type of projectswhere estimates are based on certain formula.You put in numbers, or parameters, into aspreadsheet or software and then it uses datafrom other similar past projects (that are alreadyfed into it) to calculate estimates.
    • Three-point EstimatesThree-point estimates is from Project Evaluationand Review Technique (PERT).You calculate best case effort (everything goeswell), worst case effort (nothing goes well), mostlikely effort (realistic) and use this formula – Expected Duration = [Optimistic + (4xMost likely) + Pessimistic ] / 6 Te = [To + 4Tm + Tp]/6
    • Develop Schedule process
    • Develop Schedule process This is where it all comes together!This process uses outputs from previous ProejctTime Management processes to develop theschedule.
    • Develop Schedule processInputs - activity list, activity attributes, project schedulenetwork diagrams, activity resourcerequirements, resource calendars, activity durationestimates, project scope statement. Also, enterpriseenvironmental factors and organizational process assets.Tools & Techniques - schedule network analysis, criticalpath method, critical chain method, resourceleveling, what-if scenario analysis, applying leads andlags, schedule compression, scheduling toolOutputs - project schedule, schedule baseline, scheduledata, project document updates
    • Develop Schedule process – some of tools and techniquesCritical path method – is about identifyinglongest sequence of activities on a projectwhere delay in any of these activities will causeproject to slip.Critical chain method – is about focusing onbuffer of activities to manage schedule ratherthan start and end dates of activities. In projectmanagement terminology ‘resource constrainedcritical path is called critical chain’.
    • Develop Schedule process – some of tools and techniquesResource leveling – is about moving resourcearound from over-allocated or under-allocatedactivities and balancing load, resulting insmoother and quicker progress on schedule.What-if analysis – is about thinking of all thingsthat can go wrong on a project and makingschedule adjustments (or alternate schedules)for any eventuality. Sometimes Monte CarloAnalysis is used for this.
    • Schedule Compression techniquesCrashing – is a way to reduce scheduleduration by assigning more resources for theactivities. This will certainly cost more, andmay not be suitable for all activities.Fast tracking – is about running multipleactivities or phases in parallel, or to someextent of overlap, to reduce overall duration.This approach may lead to rework and increaserisk.
    • Why Schedule Compression isrequired while developing schedule?You will notice that there is no differencebetween developing schedule for the first timeversus updating later. This is becausedeveloping schedule is an iterative process andbefore it can be baselined for the first time, aschedule will undergo several updates. Duringwhich you might be using schedulecompression techniques as well.
    • Control Schedule process
    • Control Schedule processThis process to figure out what to do whenthings go wrong with schedule, and how tobring it back on track. It is also about identifyingthose factors that cause the schedule to changeand influencing them.
    • Control Schedule processInputs – project management plan, projectschedule, work performance information andorganizational process assets.Tools & Techniques – performance reviews, varianceanalysis, project management software, resourceleveling, what-if scenario analysis, adjusting leads andlags, schedule compression, scheduling toolOutputs – work performancemeasurements, organizational process assetsupdates, change requests, project management planupdates, project document updates
    • References• Project Time Management Knowledge Area• Define Activities process• Sequence Activities process• Estimate Activity Resources process• Estimate Activity Durations process• Develop Schedule process• Guide to Calculate Critical path, Float, Early and Late Starts and Finishes• Control Schedule process
    • Thank you! Click here for detailed study notes of Project Time Management knowledge area. For these revision notes and more, visit http://www.PMExamSmartNotes.comPMI is a registered trademark and service mark of the Project Management Institute, Inc.PMP is a registered certification mark of the Project Management Institute, Inc.PMBOK is a registered trademark of the Project Management Institute, Inc.