PMP-CAPM Project time managment - PMBOK5th Edition Video Training Tutorials 85 Videos duration up to 70 hours visit at www.projectsavvy.net
Upcoming SlideShare
Loading in...5
×
 

PMP-CAPM Project time managment - PMBOK5th Edition Video Training Tutorials 85 Videos duration up to 70 hours visit at www.projectsavvy.net

on

  • 804 views

pmp,capm certification,pmp certification, online pmp training, pmp certification training,pmp exam, pmp exam prep, pmp boot camp,capm certification training, pmp certification online,pmp exam ...

pmp,capm certification,pmp certification, online pmp training, pmp certification training,pmp exam, pmp exam prep, pmp boot camp,capm certification training, pmp certification online,pmp exam questions, pmp salary, pmp online training, what is pmp, pmp certification cost, pmp study guide, project management institute, pmi pmp certification, project management certification, project management training Online, project management certificate, project manager certification, pmi certification, project management classes, sample pmp questions, online project management courses, what is capm certification, capm certification courses, pmp exam dates, project management professional, certified project manager, how to get pmp certification, pmp certification books, online project management certification, project management degree, pmi, what is pmp certification, microsoft project, pmp or capm certification, itil certification, project management, pmbok, certified associate in project management, pmbok guide, pmp worldwide, pmp flash cards, pmo, project manager, pmp study materials, project planning, agile project management, what is project management, pmp training videos, pmbok 5th edition, pmp exam preparation, what is pmp certification, pmi pmp training pmbok video, pmp 5th edition training videos, pmp training pmbok, PMBOK 5th edition.

Statistics

Views

Total Views
804
Views on SlideShare
804
Embed Views
0

Actions

Likes
0
Downloads
89
Comments
0

0 Embeds 0

No embeds

Accessibility

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    PMP-CAPM Project time managment - PMBOK5th Edition Video Training Tutorials 85 Videos duration up to 70 hours visit at www.projectsavvy.net PMP-CAPM Project time managment - PMBOK5th Edition Video Training Tutorials 85 Videos duration up to 70 hours visit at www.projectsavvy.net Presentation Transcript

    • Project Time Management Based on PMBOK 5th Edition PROJECTSAvvy Inc, USA Website: www.projectsavvy.net , Email: sales@projectsavvy.net
    • Agenda  6.1 Plan Schedule Management  6.2 Define Activities  6.3 Sequence Activities  6.4 Estimate Activity Resources  6.5 Estimate Activity Durations  6.6 Develop Schedule  6.7 Control Schedule 2
    • 3
    • Project Time Management  Includes the processes required to accomplish timely completion of the project; involved 7 processes used to in developing time schedule  The schedule can have any format. 4
    • 6.1 Plan Schedule Management  Establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.  The key benefit is to provide guidance and direction on how the project schedule will be managed. 5
    • 6
    • Plan Schedule Management: Inputs 1. Project Management Plan  Scope baselines  Other Information 2. Project Charter 3. Enterprise Environmental Factors 4. Organization Process Assets 7
    • Plan Schedule Management: T & T 1. Expert Judgment 2. Analytical Techniques 3. Meetings 8
    • Plan Schedule Management: Output 1. Schedule Management Plan, includes but not limited to:  Project Schedule Model Development  Level of accuracy  Rules of Performance Management  Reporting Formats  Process Description 9
    • 6.2 Define Activities  Identify the specific actions to be performed to produce the project deliverables  Activities provide a basis for estimating, scheduling, executing and monitoring and controlling the project work. 10
    • Define Activities Data Flow 11
    • Define Activities: Inputs 1. Schedule Management Plan 2. Scope baselines 3. Enterprise Environmental Factors 4. Organizational Process Assets 12
    • Define Activities: T & T 1. Decomposition 2. Rolling Wave Planning 3. Expert Judgment 13
    • Define Activities: Outputs 1. Activity List: A list of all the activities that will be performed on the project and a description of each activity 2. Activity Attributes 3. Milestone List: A milestone is a significant point or event in project. 14
    • 6.3 Sequence Activities  The process of identifying and documenting relationships among the project activities.  Lead/Lag time between activities should be considered to support a realistic schedule.  Can be performed by a software or manually. 15
    • 16
    • Sequence Activities: Inputs 1. Schedule Management Plan 2. Activity List 3. Activity Attributes 4. Milestone List 5. Project Scope Statement 6. Enterprise Environmental Factors 7. Organizational Process Assets 17
    • Sequence Activities: T & T 1. Precedence Diagramming The most common method of arranging the project activities visually. Activities are put in boxes, called nodes, and connected with arrows (Activity on Node). 18
    • 19
    • Sequence Activities: T & T 2. Dependency Determination • Mandatory Dependency • Discretionary dependency: preferred logic, preferential logic, or soft logic. • External dependencies 20
    • Sequence Activities: T & T 3. Applying Leads an Lags 21
    • Sequence Activities: Outputs 1. Project Schedule Network Diagrams 2. Project Document Updates 22
    • Exercise Activity Predecessor A - B A C B, F D C E - F E G F 23
    • 6.4 Estimate Activity Resources  Estimate the type and quantities of material, human resources, equipment, or supplied required to perform each activity. 24
    • 25
    • Estimate Activity Resources: Inputs 1. Schedule Management Plan 2. Activity List 3. Activity Attributes 4. Resource Calendars 5. Risk Register 6. Activity Cost Estimates 7. Enterprise Environmental Factors 8. Organizational Process Assets 26
    • Estimate Activity Resources: T & T 1. Expert Judgment 2. Alternatives Analysis 3. Published Estimating Data 4. Bottom-up Estimation 5. Project Management Software 27
    • Estimate Activity Resources: Outputs 1. Activity Resource Requirements 2. Resource Breakdown Structure 3. Project Document Updates 28
    • Quiz “Determining the physical resources, quantities of each and when they would be used” is called A. Resources Selection. B. Resource leveling. C. Resource Breakdown Structure (RBS). D. Estimate Activity Resources. 29
    • 6.4 Estimate Activity Duration The process of approximating the number of work periods needed to complete individual activities with estimated resources. 30
    • 31
    • Estimate Activity Duration: Inputs (1) 1. Schedule Management Plan 2. Activity List. 3. Activity Attributes 4. Activity Resource Requirements 5. Resource Calendar 32
    • Estimate Activity Duration: Inputs (2) 6. Scope Statement 7. Risk Register 8. Resource Breakdown Structure 9. Enterprise Environmental Factors 10.Organization Process Assets 33
    • Estimate Activity Duration: T & T (1) 1. Expert Judgment 2. Analogous Estimating (Top-down) - Use actual values of a similar project 3. Parametric Estimating 4. Group Decision making techniques 5. Reserve Analysis 34
    • Estimate Activity Duration: T & T (2) 6. Three-point Estimate 35
    • Program Evaluation & Review Technique (PERT) Uses a weighted average duration estimate to calculate activity durations. 36
    • Gantt Chart Bar charts are relatively easy to read, and are frequently used in management presentations. 37
    • 38
    • Estimate Activity Duration: Outputs 1. Activity Duration Estimates: Quantitative estimates of the likely duration of each activity as well as the range of possible results ( 10 ± 2 day ) 2. Project Document Updates 39
    • Quiz The optimistic estimate is 1, the pessimistic estimate is 9 & the most likely estimate is 8. What is the PERT estimate? A. 9 B. 7 C. 8 D. 6 40
    • 6.6 Develop Schedule  The process of analyzing activity sequence, durations, resource requirements, & schedule constraints to create a project schedule.  Developing an acceptable schedule is often an iterative process. 41
    • 42
    • Develop Schedule: Inputs (1) 1. Schedule Management Plan 2. Activity List 3. Activity Attributes 4. Project Schedule Network Diagrams 5. Activity Resource Requirements 6. Resource Calendars 7. Activity Duration Estimates 43
    • Develop Schedule: Inputs (2) 8. Project Scope Statement 9. Risk Register 10.Project Staff Assignment 11.Resource Breakdown Structure 12.Enterprise Environmental Factors 13.Organizational Process Assets 44
    • Develop Schedule: T & T 1. Schedule Network Analysis 2. Critical Path Method 3. Critical Chain Method 4. Resource Optimization Techniques A. Resource Leveling B. Resource Smoothing 45
    • Develop Schedule: T & T 5. Modeling Techniques • What-if scenario analysis • Simulation 6. Leads and Lags 7. Schedule Compression • Crashing • Fast tracking 8. Scheduling Tools 46
    • Critical Path The longest duration path through a network diagram which represents the shortest time to complete the project H:2 E:2 A:2 End Start D:2 B:3 C:4 47
    • Critical Chain 48
    • Resource Leveling & Smoothing 49
    • Duration Compression Duration compression is a special case of mathematical analysis to shorten the project schedule without changing the project scope  Crashing : cost & schedule tradeoffs are analyzed 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. Fast tracking often results in rework and usually increases risk. 50
    • Develop Schedule: Outputs 1. Schedule Baseline 2. Project Schedule • Milestone Charts • Bar Charts • Schedule Network Diagrams 3. 4. 5. 6. Schedule Data Project Calendar Project Management Plan Updates Project Document Updates 51
    • Float • Total float (Slack): the amount of time an activity can be delayed without delaying the project end date or/and intermediary milestone. • Free Float (Slack): the amount of time an activity can be delayed without delaying the start of its successor. • Project Float: the amount of time a project can be delayed without delaying the externally imposed project completion date. 52
    • Quiz Which of the following is the BEST project management tool to use to determine the longest time the project will take? A. WBS B. Network Diagram C. Bar chart D. Project Charter 53
    • Quiz Which of the following is correct? A. A schedule can have several critical paths B. There must be only one critical path C. The network diagram will change every time the end date changes D. A project can never have negative float 54
    • 6.6 Control Schedule  The process of monitoring the status of the project to update project progress and manage changes to schedule baseline.  Concerned with:  Determine current status  Influence the factors that cause changes  Manage actual changes as they occur 55
    • Control Schedule: Inputs 1. Project Management Plan 2. Project Schedule 3. Work Performance Data 4. Project Calendars 5. Schedule Data 6. Organizational Process Assets 56
    • Control Schedule: T & T (1) 1. Performance Reviews  Trend Analysis  Critical Path Method  Critical Chain Method  Earned Value Management 2. Project Management Software 57
    • Control Schedule: T & T (2) 3. Resource Optimization Techniques 4. Modeling Techniques 5. Leads and Lags 6. Schedule compression 7. Scheduling Tool 58
    • Control Schedule: Outputs 1. 2. 3. 4. Work Performance Information Schedule Forecasts Change Requests Project Management Plan Update 1. Schedule baseline 2. Schedule Management Plan 3. Cost baseline 5. Project Document Updates 6. Organizational Process Assets Updates 59
    • Quiz All of the following relate to controlling the schedule EXCEPT: A. Value analysis. B. Crashing. C. Float. D. Mandatory dependencies 60
    • 61