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PMP Chap 6 - Project Time management - Part1

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Free Video Training on Youtube - PMBOK6th edition:
1. Integration Management: https://youtu.be/NdzADFfoRxA
2. Scope Management: https://youtu.be/9u6f2NXlGnI
3. Quality Management: https://youtu.be/8zteKSxDyt4
4. Stakeholder management: https://youtu.be/Vhjc6T9R4d8

PMBOK 6th edition slides by process:
https://www.slideshare.net/anandbobade/chap-60-schedule-management-overview
https://www.slideshare.net/anandbobade/chap-61-plan-schedule-management
https://www.slideshare.net/anandbobade/chap-62-define-activity
https://www.slideshare.net/anandbobade/chap-63-sequence-activity
https://www.slideshare.net/anandbobade/chap-64-estimate-activity-duration
https://www.slideshare.net/anandbobade/chap-65-define-schedule
https://www.slideshare.net/anandbobade/chap-66-control-schedule

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PMP Chap 6 - Project Time management - Part1

  1. 1. By: Nemanand Bobade (nmbobade@gmail.com) Chapter 6 : Project Time Management (Part 1) Plan Schedule management Define Activities Sequence Activities Estimate Activity resource Estimate Activity Duration Develop Schedule Control Schedule Planning Monitoring & Controlling Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions
  2. 2. By: Anand Bobade (nmbobade@gmail.com) 6. Project Time Management L : Lesson Introduction Time Management Processes Processes in details: Review of all processes Exam Essentials & Tips Self Assessment Additional Resources P1 P2 P3 P4 P5 P6 P7
  3. 3. By: Anand Bobade (nmbobade@gmail.com) 6. Project Time Management-> Introduction Provide scheduling framework. Develop a schedule. Finalize deliverable delivery dates. Prepare base for budgeting. Control project schedule.
  4. 4. By: Anand Bobade (nmbobade@gmail.com) 6. Project Time Management 6.1 Plan Schedule management: The process of establishing policies, procedures, & documentation for planning, developing, managing, executing, & controlling the project schedule 6.2 Define Activities: The process of identifying and documenting the specific actions to be performed to produce the project deliverables. 6.3 Sequence Activities: The process of identifying and documenting relationships among the project activities.
  5. 5. By: Anand Bobade (nmbobade@gmail.com) 6. Project Time Management 6.4: Estimate Activity resource: Estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity 6:5 Estimate Activity Duration: Estimating the number of work periods needed to complete individual activities with estimated resources 6:6 Develop Schedule: Analysing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model 6.7 Control Schedule: Monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
  6. 6. By: Anand Bobade (nmbobade@gmail.com) 6.1 Plan Schedule management Plan Schedule Management Definition Plan Schedule management : ITTO What is Analytical Techniques? What is inside Schedule Management plan? Data flow diagram Review Guidelines for exam questions Self Assessment 6.1 I T&T O
  7. 7. By: Anand Bobade (nmbobade@gmail.com) Planning Developing Managing Executing Controlling Establishing policies, procedures & documentation for planning, developing, managing, executing & controlling project schedule. Provide guidance & direction on how the project schedule will be managed. Establishing 6.1 Plan Schedule management -> Definition Project Schedule 6.1 I T&T O
  8. 8. By: Anand Bobade (nmbobade@gmail.com) 6.1 Plan Schedule Management Inputs (4) • Project management plan • Project charter • Enterprise environmental factors • Organizational process assets Tools & Techniques (3) • Expert judgment • Analytical Technique • Meetings Outputs (1) • Schedule Management plan 6.1 I T&T O
  9. 9. By: Anand Bobade (nmbobade@gmail.com) 6.1 Plan Schedule Management -> Input PMP Project Charter EEF OPA 6.1 I T&T O
  10. 10. By: Anand Bobade (nmbobade@gmail.com) 6.1 Plan Schedule Management -> Input PMP PMP contains the information about project execution and control. Other Subsidiary plans. Scope baseline – Project scope statement, WBS, WBS dictionary. Other information – scheduling cost, risk & communication related decisions. 6.1 I T&T O
  11. 11. By: Anand Bobade (nmbobade@gmail.com) 6.1 Plan Schedule Management -> Input Project Charter Summary Milestone Schedule. Project approval requirements. 6.1 I T&T O
  12. 12. By: Anand Bobade (nmbobade@gmail.com) 6.1 Plan Schedule Management -> Input -> EEF EEF Organizational culture & structure. Resource availability & skills. Published commercial data - resource productivity. Scheduling tool. Organizational work authorization systems. 6.1 I T&T O
  13. 13. By: Anand Bobade (nmbobade@gmail.com) 6.1 Plan Schedule Management-> Tools & Techniques Expert Judgment Analytical Techniques Meetings 6.1 I T&T O
  14. 14. By: Anand Bobade (nmbobade@gmail.com) 6.1 Plan Schedule Manag.->T&T->Expert Judgment Expert Judgment Can suggest scheduling methods & solutions. Expertise in project execution in the organization (one who already executed project). Historical information. E.g., Technology Lead worked on various software project in the organization. 6.1 I T&T O
  15. 15. By: Anand Bobade (nmbobade@gmail.com) 6.1 Plan Schedule Manag.->T&T->Analytical Techniques Analytical Techniques Choosing option for estimating, optimizing & controlling schedule. Scheduling Methodology Scheduling techniques Resource optimizing techniques Schedule performance review Resource Levelling: balance demand for resources with supply. Resource Smoothing: Adjusts schedule activities. Crashing: Shorten duration by adding resources. Fast tracking: Activities done in sequence are performed in parallel 6.1 I T&T O
  16. 16. By: Anand Bobade (nmbobade@gmail.com) 6.1 Plan Schedule Manag.->T&T->Analytical Techniques Schedule MP - Details the way to fast track or crash the project. Organization Policies & procedure may influence selection of scheduling techniques. Analytical Techniques Rolling wave planning Leads & Lags Alternative Analysis Methods for reviewing schedule performance 6.1 I T&T O
  17. 17. By: Anand Bobade (nmbobade@gmail.com) 6.1 Plan Schedule Manag.->T&T->Meetings Meetings Project team may attend meetings. Project Manager Technical Leads Selected team members Functional Managers Any one with estimation & scheduling related responsibilities should attend meetings. Discuss & agree how Resource optimizing techniques Discuss & agree on Scheduling Methodology, Scheduling techniques 6.1 I T&T O
  18. 18. By: Anand Bobade (nmbobade@gmail.com) 6.1 Plan Schedule Management -> Output->SMP Schedule Management plan 6.1 I T&T O
  19. 19. By: Anand Bobade (nmbobade@gmail.com) 6.1 Plan Schedule Management -> Output Schedule Management plan Establishes criteria & activities for developing, monitoring & controlling project schedule. Project Schedule Model Development & maintenance (Gantt chart). Level of accuracy (High level or detailed) Unit of measure (Hours, days or weeks) Schedule Control thresholds ( E.g., what is acceptable delay ) Rules of Performance measurement. Scheduling/estimating techniques to be used on Project. Process descriptions. Reporting formats (Performance reports, variance reports etc) 6.1 I T&T O
  20. 20. By: Anand Bobade (nmbobade@gmail.com) 6.1 Plan Schedule Management -> Output Schedule Management plan • Predicted vs actuals • Earned value management (EVM) rules. • Physical measurement rules. Rules of performance measurement: • Rules for establishing percentage complete. • Rules for Control accounts. • Earned value measurement techniques (Baselines, fixed- formula, % complete, etc.) Ex: Schedule management plan may specify: 6.1 I T&T O
  21. 21. By: Anand Bobade (nmbobade@gmail.com) 6.1 Plan Schedule Management -> Data Flow Diagram 6.1 I T&T O
  22. 22. By: Anand Bobade (nmbobade@gmail.com) 6.1 Plan Schedule Management -> Review Why schedule Management is important? What is schedule management plan? What are the components of schedule management plan? What is use of analytical technics? 6.1 I T&T O
  23. 23. By: Nemanand Bobade (nmbobade@gmail.com) Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions 6.1 I T&T O
  24. 24. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities Define activity Process definition Define Activity: ITTO What is Decomposition? What is Rolling wave planning? Data flow diagram Review Guidelines for exam questions Self Assessment 6.2 I T&T O
  25. 25. By: Anand Bobade (nmbobade@gmail.com) 6. Project Time Management 6.1 Plan Schedule management: The process of establishing policies, procedures, & documentation for planning, developing, managing, executing, & controlling the project schedule 6.2 Define Activities: The process of identifying and documenting the specific actions to be performed to produce the project deliverables. 6.3 Sequence Activities: The process of identifying and documenting relationships among the project activities.
  26. 26. By: Anand Bobade (nmbobade@gmail.com) 6. Project Time Management 6.4: Estimate Activity resource: Estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity 6:5 Estimate Activity Duration: Estimating the number of work periods needed to complete individual activities with estimated resources 6:6 Develop Schedule: Analysing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model 6.7 Control Schedule: Monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
  27. 27. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities -> Introduction Consider Project to construct 50 KM water Pipeline in difficult terrain. It is huge task & will involve lot of planning & coordination. How do we execute this? Start identifying all activities of each work package in WBS. Also, think about the key milestones. 6.2 I T&T O
  28. 28. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities -> Definition Identifying & Documenting Specific Actions Produce Identifying & documenting specific actions to be performed to produce project deliverables. Break work packages into activities that provide a basis for estimating, scheduling, executing, monitoring & controlling the project work. Project Deliverables 6.2 I T&T O
  29. 29. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities -> ITTO Inputs • Schedule management plan • Scope baseline • Enterprise environmental factors • Organizational process assets Tools & Techniques • Rolling wave planning • Expert judgment Outputs • Activity list • Activity attributes • Milestone list 6.2 I T&T O
  30. 30. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities -> Input Schedule Manag. plan Scope Baseline EEF OPA 6.2 I T&T O
  31. 31. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities -> Input -> SMP Schedule Manag. plan Prescribed level of details necessary to manage the work. Guideline to define activities (e.g., max duration) Organizational Policies & procedure. 6.2 I T&T O
  32. 32. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities -> Input -> Scope Baseline Scope Baseline Project scope statement: • Scope, major deliverables. • Assumptions & constraints. WBS: List of all work packages. This is the key input. Activities under each work package will be identified & listed. WBS dictionary: Detailed deliverable & scheduling information about each WBS. 6.2 I T&T O
  33. 33. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities -> Input->EEF EEF Organizational culture & structure. published Commercial information. Project Management Information System (PMIS) 6.2 I T&T O
  34. 34. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities -> Input-> OPA OPA Lessons learned about activity list. Templates with standard activity list. Activity list from Historical project data. Activity related policies, procedures & guidelines 6.2 I T&T O
  35. 35. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities -> Tools & Techniques Decomposition Rolling Wave planning Expert Judgment 6.2 I T&T O
  36. 36. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities -> Tools & Techniques->Decomposition Decomposition Technique used for dividing & subdividing project scope & deliverables in smaller & more manageable parts. Activities represent efforts needed to complete work package. It define final output as activities rather than deliverables. Oil & Gas Pipeline Project Project Management Project Plan Scope Budget Procurement Metal Equipment Resources Build pipeline Foundation work Equipment erection Pipe joining Sensor installations ------> Activity List Mark the layout Get the Machines Dig the area Level the area Prepare foundation 6.2 I T&T O
  37. 37. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities -> T & T -> Rolling wave planning Rolling Wave planning An iterative planning technique in which: work to be accomplished in near term is planned in details. while work in future is planned at a higher level. Form of Progressive Elaboration Planning packages can be created when detailed information is not available. 6.2 I T&T O CRM Project Initiation Project charter Feasibility Study Business Case Stakeholder List Study Business Requirement Document Reporting Requirements System Requirements Vendor selection Integration Requirements Design & Build System Design High level Design Low level Design System Build Build module1 Build Module2 Build Module3 Integration Build Reports Build Test System Testing Integration Testing User Acceptance Testing Security Testing Performance Testing Operate Training Go-live Handover Training Contract Closure Project closure Work packages can be decomposed further when sufficient information is available.
  38. 38. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities -> T & T -> Rolling wave planning CRM Project Initiation Project charter Feasibility Study Business Case Stakeholder List Study Business Requirement Document Reporting Requirements System Requirements Vendor selection Integration Requirements Design & Build System Design High level Design Low level Design System Build Build module1 Build Module2 Build Module3 Integration Build Reports Build Test System Testing Integration Testing User Acceptance Testing Security Testing Performance Testing Operate Training Go-live Handover Training Contract Closure Project closure Jan Feb March Apr May 6.2 I T&T O
  39. 39. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities->Tools & Techniques->Expert Judgment Expert Judgment Person experienced & skilled in developing detailed • Project scope statement • WBS Who's should define activities: • Person responsible to execute them. 6.2 I T&T O
  40. 40. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities -> Outputs Activity list Activity attributes Milestone list 6.2 I T&T O
  41. 41. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities -> Outputs -> Activity List Activity list A list of activities that will be performed on project. Every work package in the WBS is detailed to create activity list. It is a list with unique id, WBS reference & description of each activity. Complete activity list helps in accurate estimation & project schedule. Activity ID WBS Id Name Description 501 W50 Mark the layout 502 W50 Get the Machines 503 W50 Dig the area 504 W50 Level the area 505 W50 Prepare foundation 6.2 I T&T O
  42. 42. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities -> Outputs ->Activity Attributes Activity attributes When Completed, they may include following attributes: Information available during the initial stages of the project: Activity identifier (ID) WBS ID Activity label or name Activity description Predecessor activities Successor activities Logical relationships Resource requirements Imposed dates Assumptions Person responsible Geographic area or place Provide more information such as predecessors, successors, logical relationships, resource requirements etc for each identified activity. 6.2 I T&T O
  43. 43. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities -> Outputs ->Milestone List Milestone list A milestone is a significant point in the project. Used for setting schedule goals & monitoring progress. May be mandatory (contractual), or just for guidance. Zero duration task with no. resources 6.2 I T&T O
  44. 44. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities -> Data Flow Diagram 6.2 I T&T O
  45. 45. By: Anand Bobade (nmbobade@gmail.com) 6.2 Define Activities -> Review Defining activities by Decomposing work package Scope baseline is the main input What is decomposition? What is rolling wave planning? What is Activity list? What is Activity Attributes? 6.2 I T&T O
  46. 46. By: Nemanand Bobade (nmbobade@gmail.com) Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions 6.2 I T&T O
  47. 47. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities Sequence activity Process definition Sequence Activity: ITTO Why to determine Activity dependencies? What is PDM? What is logical Relationship between activities? Data flow diagram Review Guidelines for exam questions Self Assessment 6.3 I T&T O
  48. 48. By: Anand Bobade (nmbobade@gmail.com) 6. Project Time Management 6.1 Plan Schedule management: The process of establishing policies, procedures, & documentation for planning, developing, managing, executing, & controlling the project schedule 6.2 Define Activities: The process of identifying and documenting the specific actions to be performed to produce the project deliverables. 6.3 Sequence Activities: The process of identifying and documenting relationships among the project activities. 6.3 I T&T O
  49. 49. By: Anand Bobade (nmbobade@gmail.com) 6. Project Time Management 6.4: Estimate Activity resource: Estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity 6:5 Estimate Activity Duration: Estimating the number of work periods needed to complete individual activities with estimated resources 6:6 Develop Schedule: Analysing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model 6.7 Control Schedule: Monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan. 6.3 I T&T O
  50. 50. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities->Introduction Consider same example about constructing pipeline. We will need to sequence activities . How? Identify relationship between activities. Create the logical relationship. Execute them in same order. 6.3 I T&T O
  51. 51. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities->Definition The process of identifying & documenting relationships among project activities. Project Activities Identifying & Documenting Relationship Defines logical sequence of work to obtain greatest efficiency within project constraints. 6.3 I T&T O
  52. 52. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities Inputs • Schedule management plan • Activity list • Activity attributes • Milestone list • Project scope statement • EEF • OPA Tools & Techniques • Precedence diagramming method (PDM) • Dependency determination • Leads and lags Outputs • Project schedule network diagrams • Project documents updates 6.3 I T&T O
  53. 53. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities -> Input Schedule Management plan Activity list Activity Attributes Milestone list Project Scope statement EEF OPA 6.3 I T&T O
  54. 54. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities -> Input Identifies scheduling method & tools to be used for project, which will guide on sequencing activities. All schedule activities required which are to be sequenced. Dependencies & constraints can influence sequencing. Describes necessary sequence of events or defined predecessor & successor activities. It will have schedule date for specific milestone, which may influence the way activities are sequenced. 6.3 I T&T O
  55. 55. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities -> Input Scope statement contains product scope description that may effect activity sequencing. Deliverables, constraints, assumption also may effect sequencing Govt. or Industry standards, PIMS, scheduling tool, Work authorization system Scheduling methodology, activity planning related policies, procedures guidelines. 6.3 I T&T O
  56. 56. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities -> Tools & Techniques Dependency determination Precedence diagramming method (PDM) Leads and lags 6.3 I T&T O
  57. 57. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities->T&T->Dependency Determination Dependency determination Types: Mandatory dependency Discretionary dependency External dependency Internal dependency Determine how one activity is dependent of another 6.3 I T&T O
  58. 58. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities->T&T->Dependency Determination Dependency determination Requirements Documentation Client Approval • Legally or contractually required • Inherent in the nature of work Mandatory dependency (Hard logic) Lay Building Foundation Construct Floor 6.3 I T&T O
  59. 59. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities->T&T->Dependency Determination Dependency determination Develop Module A Develop Module C • There could be more than one way to define the sequence between 2 activities. • Based on best practices. • Defined by project team (Flexible) Discretionary dependency (Preferred or preferential or soft logic) 6.3 I T&T O Develop Module A Develop Module B If above sequence of module development was decided by project team; you can always change it to below sequence, if required.
  60. 60. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities->T&T->Dependency Determination Dependency determination Delivery of Equipment Start work Vendor team on boarding Start work • Relationships between project and non- project activities • Activities are done by external people. • Outside project control. External dependencies 6.3 I T&T O
  61. 61. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities->T&T->Dependency Determination Dependency determination Develop System by coding team Test System by software testing team build house by Contruction team Paint & decorate house by interior design team • Precedency relationship defined between two activities. • Done by internal team member. • Inside project teams control. Internal dependencies 6.3 I T&T O
  62. 62. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities -> Tools & Techniques -> PDM Precedence diagramming method (PDM) Method of constructing a project schedule network diagram, to represent activities & connects them with arrows that show dependencies. Activities are represented by boxes. Arrows shows relationships between activities. 6.3 I T&T O
  63. 63. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities -> Tools & Techniques -> PDM How to develop schedule network diagram. Activity Activity Description Duration (days) Predecessor A Collect Requirement 50 - B System Design 25 A C Build Module 1 40 B D Build Module 2 50 C E Build Module 3 10 B F Build Module 4 15 E G Build Module 5 30 B H System Testing 25 D,F,G 6.3 I T&T O
  64. 64. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities -> Tools & Techniques -> PDM Collect Requirements (A - 50days) Start System Design (B - 20d) Build module 1 (C - 40 day) Build module 2 (D - 50 day) Build module 3 (E - 10 day) Build module 5 (G - 30 day) Testing (H-25 days) Build module 4 (F - 15 day) End Acti vity Activity Description Duratio n (days) Predece ssor A Collect Requirement 50 - B System Design 25 A C Build Module 1 40 B D Build Module 2 50 C E Build Module 3 10 B F Build Module 4 15 E G Build Module 5 30 B H System Testing 25 D,F,G • = A->B->C->D->H = 50+20+40+50+25 = 185Path1 • = A->B->E->F->H = 50+20+10+15+25 = 120Path2 • = A->B->G->H = 50+20+30+25 = 125Path3 6.3 I T&T O
  65. 65. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities -> Tools & Techniques -> PDM Logical Relationships Precedence diagramming method (PDM) • Task B can not start until Task A finishes Finish to start - FS • Task B can not start until Task A starts Start to Start - SS • Task B can finish until Task A finishes Finish to Finish - FF • Task B can not finish until Task A starts Start to Finish - SF 6.3 I T&T O
  66. 66. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities -> Tools & Techniques -> PDM Wash a Car Dry a Car Mix Concrete Prepare Concrete floor • Drying the car can not start until Car is washedFS • Concrete flooring cant not be started until you start mixing concrete SS Precedence diagramming method (PDM) 6.3 I T&T O
  67. 67. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities -> Tools & Techniques -> PDM Match in progress Broadcasting Shift Finish for Guard1 Shift start for Guard2 • Broadcasting of a match cannot finish until the match is finished FF • start of the new shift of the security guard signal the finish shift of the current security guard SF Precedence diagramming method (PDM) 6.3 I T&T O
  68. 68. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities -> T&T -> Leads & Lags Business Requirement (BRS) System Requirement (SRS) Sign Contract Team On- board Lead 1 week Lag 3 week Lead: It is amount of time where successor activity can be advanced w.r.t. predecessor activity. Lag: It is amount of time whereby a successor activity will be delayed w.r.t. a predecessor activity. Leads & lags 6.3 I T&T O Business Requirement (BRS – 4 weeks) System Requirement (SRS – 4 weeks) W1 W2 W3 W4 W5 W6 W7 W8 W1 W2 W3 W4 W5 W6 W7 W8 Sign Contract Team On- board
  69. 69. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities -> T&T -> Leads & Lags Coding (6 week) Peer Review (3 week) FS : Lead – 2 week Coding (6 week) Peer Review (3 week) SS : Lag – 3 week Coding (6 week) Peer Review (3 week) FF : Lag – 3 week Both gives same output in terms of schedule This is more appropriate as Coding finish means coding & Peer review has to finish. Leads & lags Lead is often represented as negative value for Lag in scheduling software 6.3 I T&T O
  70. 70. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities -> Output Project Schedule Network diagram Project Documents update 6.3 I T&T O
  71. 71. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities->Output->Proj. Schedule ND It is a graphical representation of logical relationship between activities. Shows dependencies among schedule activities. Project Schedule Network diagram 6.3 I T&T O
  72. 72. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities->Output->Proj. Schedule ND Schedule Network template: Will be generated once all activities are sequenced & relationship/dependencies are set. Templates can be used from similar projects. Developed by accumulating lessons learned. Used for entire project or portion of a project. Project Schedule Network diagram 6.3 I T&T O
  73. 73. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities -> Output->Project Doc. updates Project Documents update • New activities identified during sequencingActivity lists • New attribute identified • Change in attributes of older activities Activity attributes • Risk identified due to dependenciesRisk register • Any change in scheduling process Schedule management plan 6.3 I T&T O
  74. 74. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities->Output->Data Flow Diagram 6.3 I T&T O
  75. 75. By: Anand Bobade (nmbobade@gmail.com) 6.3 Sequence Activities -> Review Why sequencing is important? Why are different types of activity dependencies? What is PDM? What are different logical Relationship? What is Project schedule network diagram? 6.3 I T&T O
  76. 76. By: Nemanand Bobade (nmbobade@gmail.com) Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions 6.3 I T&T O
  77. 77. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity resource Estimate Activity resource Process definition Estimate Activity resource: ITTO Why is Alternative Analysis? What is Bottom up estimation? What is resource breakdown structure? Data flow diagram Review Guidelines for exam questions Self Assessment 6.4 I T&T O
  78. 78. By: Anand Bobade (nmbobade@gmail.com) 6. Project Time Management 6.1 Plan Schedule management: The process of establishing policies, procedures, & documentation for planning, developing, managing, executing, & controlling the project schedule 6.2 Define Activities: The process of identifying and documenting the specific actions to be performed to produce the project deliverables. 6.3 Sequence Activities: The process of identifying and documenting relationships among the project activities. 6.4 I T&T O
  79. 79. By: Anand Bobade (nmbobade@gmail.com) 6. Project Time Management 6.4: Estimate Activity resource: Estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity 6:5 Estimate Activity Duration: Estimating the number of work periods needed to complete individual activities with estimated resources 6:6 Develop Schedule: Analysing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model 6.7 Control Schedule: Monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan. 6.4 I T&T O
  80. 80. By: Anand Bobade (nmbobade@gmail.com) 6.4: Estimate Activity resource -> Introduction Human resources Material Equipment Supplies 6.4 I T&T O
  81. 81. By: Anand Bobade (nmbobade@gmail.com) Estimating type & quantities of material, human resources, equipment or supplies required to perform each activity. Type & Quantities Material Human resources Equipment Supplies Estimating Project Activities Perform Develop more accurate cost and duration estimates. 6.4: Estimate Activity resource -> Definition 6.4 I T&T O
  82. 82. By: Anand Bobade (nmbobade@gmail.com) 6.4: Estimate Activity resource -> Key Factors Complexity Resource Skills Resource availability History of performing similar task 6.4 I T&T O
  83. 83. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity resources Inputs • Schedule management plan • Activity list • Activity attributes • Resource calendars • Risk register • Activity cost estimates • EEF • OPA Tools & Techniques • Expert judgment • Alternative analysis • Published estimating data • Bottom-up estimating • Project management software Outputs • Activity resource requirements • Resource breakdown structure • Project documents updates 6.4 I T&T O
  84. 84. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity Resources -> Input Schedule Management Plan Activity list Activity Attributes Resource Calendars Risk Register Activity Cost estimates EEF OPA 6.4 I T&T O
  85. 85. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity Resources -> Input->SMP Schedule Management plan It identifies scheduling method & tools to be used for the project, which will guide how to estimate activity resources. Project Schedule Model Development Level of accuracy Unit of measure (Hour, Day etc) Control thresholds 6.4 I T&T O
  86. 86. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity Resources -> Input-> Activity List Activity list A list of all schedule activities to estimate activity resources. Activity ID WBS Id Name Description 501 W50 Compare Furniture brands 502 W50 Find showrooms 503 W50 Get Quotes 504 W50 Compare Quotes 6.4 I T&T O
  87. 87. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity Resources -> Input-> Activity Attributes Activity attributes Activity description Predecessor activities Successor activities Logical relationships Resource requirements Imposed dates Assumptions Person responsible Geographic area or place Provide more information such as predecessors, successors, logical relationships, resource requirements etc for each identified activity. Attributes are updated during schedule creations, when completed they may include following attributes: 6.4 I T&T O
  88. 88. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity Resources -> Input-> Resource Calendar Identifies working days & shifts on which each specific resource is available. Details about when & how long identified project resource will be availableResource Calendars • Resource may be material, human resources, equipment etcRemember: 6.4 I T&T O
  89. 89. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity resources->Input->Risk Register Risk events may impact resource selection and availability. Risks related to activity sequencing, dependencies. It may lead to alternative analysis. Risk Register 6.4 I T&T O
  90. 90. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity resources->Input->Activity Cost Estimates Activity Cost Estimates Provides probable costs required to complete activities / project work. (summary or detail) Resource & cost estimation is cyclic process. Cost constraints may lead to selection of certain type of resources. Estimate Cost (Project Cost Manag.) Estimate Activity resources-Resource type / Quantity; make or buy / Manual or automated can be decided based on cost constraints. 6.4 I T&T O
  91. 91. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity Resources -> Input->OPA OPA Staffing related Policies and procedures. Procurement (rental and purchase) related Policies and procedures. Historical information – types/quantities of resources used for similar work on previous projects. 6.4 I T&T O
  92. 92. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity Resources -> Input->EEF EEF Resource location availability and skills. 6.4 I T&T O
  93. 93. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity resources -> Tools & Techniques Expert Judgement Alternative Analysis Published Estimating data Bottom up estimates Project Management Software 6.4 I T&T O
  94. 94. By: Anand Bobade (nmbobade@gmail.com) Mr. Expert 6.4 Estimate Activity resources -> T&T -> Expert Judgment Expert Judgement Can help in choosing right resource. Identify activity resource requirement. Can perform or contribute in estimating & alternative analysis. Specialized knowledge in resource planning & estimating can provide such expertise. 6.4 I T&T O
  95. 95. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity resources->T&T->Alternative Analysis Any group or person with specialized knowledge in resource planning and estimating can provide such expertise Alternative Analysis Many schedule activities have alternative methods of accomplishment Various levels of resource capability or skills. Different size or type of machines. Different tools (hand versus automated) Make- rent-or-buy decisions regarding the resource. Analyses focus on: 6.4 I T&T O
  96. 96. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity resources->T&T->Alternative Analysis Any group or person with specialized knowledge in resource planning and estimating can provide such expertise 2 Example: Road construction work - Expert helping PM identifying resource requirements through alternative analysis Build Manually • Advantage: Less cost • Disadvantage: More human resources & Slow delivery. Use machines • Advantages: Faster delivery & Less human resources. • Disadvantages: More cost, Resource capabilities, Machines availability etc Alternative Analysis 1 6.4 I T&T O
  97. 97. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity resources->T&T-> Alternative Analysis Alternative Analysis Example: Cost, Quality & Risk • Manual work may cost less as cheap human resources are available but may need more time to complete project. Cost • Machine developed road will give better quality hence maintenance cost will be less. Also, delivery will be faster. Quality: • Machines may not be available. Bringing machines to the location may not be possible. Human resource to operate may not be available. Risk: 6.4 I T&T O
  98. 98. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity resources->T&T->Published est. data Any group or person with specialized knowledge in resource planning and estimating can provide such expertise Rates Unit Cost Labour trade Material Equipm -ent Published Estimating Data Production rates & unit costs of resources, material, and equipment. Data from different countries and geographical locations. 6.4 I T&T O
  99. 99. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity resources->T&T-> Bottom up estimate Bottom up Estimate Estimating resources or cost by aggregating estimates of lower-level components of WBS. Activities are broken into smaller activities which can be estimated. There resource needs are estimated. Resources are assigned to each activity. These estimates are aggregated into a total quantity of resources. 6.4 I T&T O
  100. 100. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity resources->T&T-> PM Software Any group or person with specialized knowledge in resource planning and estimating can provide such expertise Project Management Software Optimizing Resource utilization Resource breakdown structure Resource availability Resource rate Resource calendar Project Management Software has capability to: Plan, organize & manage the resource pools. Develop resource estimates Can automatically resolve scheduling conflicts. Can help perform workload analysis. Can help optimize resource utilization. 6.4 I T&T O
  101. 101. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity resources -> Outputs Activity resource requirements Resource breakdown structure Project Documents update 6.4 I T&T O
  102. 102. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity Res.->Outputs->Activity Resource Req Activity Resource Requirements The types and quantities of resources required for each activity in a work package. Aggregated to determine the estimated resources for each work package and each work period. Resource Type/ Activity Resource Quantity/ Activity Resource for Work Package 6.4 I T&T O Activity ID WBS Id Name Resource Type Quantity 601 W51 Unit Testing Developer 5 602 W51 System Testing Test Analyst 10 603 W51 Performance Testing Sr. Performance Test Analyst 2 604 W51 Security testing Security expert 2
  103. 103. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity resources -> Outputs-> RBS Resource Breakdown Structure Hierarchical representation of resources by category and type. RBS is useful for organizing & reporting project schedule data with resource utilization information. Construction Project Labor Managers Manager1 Manager2 Workers Worker1 Worker2 Worker3 Material Building Office setup Equipment Desktop Laptop Printer Projector Supplies Printer Cartridges Papers Stationary 6.4 I T&T O
  104. 104. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity resources->Outputs->Proj. doc. update Project Documents update • Activities identified during process Activity lists • Attribute for new activities • Change in attributes of older activities Activity attributes • Resource related Risk Risk register • Update Project & recourse calendar Resource Calendars 6.4 I T&T O
  105. 105. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity resources -> Data Flow Diagram 6.4 I T&T O
  106. 106. By: Anand Bobade (nmbobade@gmail.com) 6.4 Estimate Activity resources -> Review Why to estimate activity resources? What is Alternative Analysis? What is published estimation data? What is Bottom up estimation? What is resource breakdown structure? What is PMIS? 6.4 I T&T O
  107. 107. By: Nemanand Bobade (nmbobade@gmail.com) Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions 6.4 I T&T O
  108. 108. By: Anand Bobade (nmbobade@gmail.com) To Learn Project Management Contact Anand Bobade (055 5932004) •nmbobade@gmail.com •https://ae.linkedin.com/in/anandbobade •http://www.slideshare.net/anandbobade •Conduct Online training, Corporate Training, evening & weekend workshops. Free learning resources
  109. 109. By: Anand Bobade (nmbobade@gmail.com) Questions -1 In which of the following project phases is the project schedule developed? A. Conceptual B. Planning C. Implementation D. Design B. Planning - Refer Process and Knowledge area mapping on Page 61, PMBOK 5
  110. 110. By: Anand Bobade (nmbobade@gmail.com) Questions -2 The process of establishing the policies, procedures and documentation for planning, developing, managing, executing and controlling the project schedule is known as A. Plan Schedule Management B. Control Schedule C. Develop Schedule D. Sequence Activities A. Plan Schedule Management See Plan Schedule Management definition on Page 141, PMBOK 5
  111. 111. By: Anand Bobade (nmbobade@gmail.com) Questions -1 When sequencing project activities in the schedule, all the following are true EXCEPT— A. There may be scheduled dates for specific milestones B. Every activity is connected to at least one predecessor and at least one successor C. Lead or lag time may be required D. Necessary sequencing of events may be described by the activity attributes B - Every activity is connected to at least one predecessor and at least one successor The sequence activity process involves identifying and documenting relationships among the project activities. However, the last activity or milestone are not connected to at least one successor. [Planning] PMI®, PMBOK® Guide, 2013, 156
  112. 112. By: Anand Bobade (nmbobade@gmail.com) Questions -2 The risk register may need to be updated as an output of which following process: A. Define activities B. Sequence activities C. Estimate activity resources D. Control schedule B - Sequence activities The risk register may require updates in both the sequence activities and develop schedule processes. In the sequence activity process, the activity lists and activity attributes may need updates as well. [Planning]
  113. 113. By: Anand Bobade (nmbobade@gmail.com) Questions -1 The inputs used in the Define Activities process includes below except A. Scope baseline B. Schedule Management plan C. OPA D. Milestone list D - See Figure 6-1, Page 143, PMBOK 5
  114. 114. By: Anand Bobade (nmbobade@gmail.com) Questions -2 Which of the following is tool & techniques of Define Activities process A. Rolling wave planning B. Analytical tools C. Meeting D. Scheduling techniques A
  115. 115. By: Anand Bobade (nmbobade@gmail.com) Questions -1 You are in the early stages of a project to manufacture disposable medical devices. You need a number of engineers including ones with specialties in mechanical, environmental, and systems engineering. In the early stages of this project, your resource pool includes a large number of both junior and senior engineers in the various specialty areas. However, as the project progresses A. Fewer systems engineers will be needed B. The resource pool can be limited to those people who are knowledgeable about the project C. To complete the project on time, you will continue to require access to a large number of engineers in their specialty areas D. You will only need junior level engineers as the senior level people can be used early in the project to mentor and train them B - The resource pool can be limited to those people who are knowledgeable about the project Resource calendars are an input to the estimate activity resource process and to the estimate activity durations process. They are used to estimate resource use. Early in a project, the resource pool might include people at different levels of expertise in large numbers, but as the project progresses, the resource pool then can be limited to those people who are knowledgeable about the project because of their work on it. [Planning] - PMBOK® Guide, 2013, 163, 167–168
  116. 116. By: Anand Bobade (nmbobade@gmail.com) Questions -2 You are managing a project that will use a virtual team with team members on three different continents. Your company is looking to use the virtual team to provide a lower cost product by using resources in countries that have a favorable exchange rate to that of your country. To assist in this process as you estimate resource requirements, it is helpful to consider A. Bottom-up estimating B. Published estimating data C. Analogous estimating D. Reserve analysis B - Published estimating data In estimating activity resources, published estimating data is a tool and technique that is used as many companies routinely publish updated production rates and unit costs of resources. This includes labor trades, material, and equipment for different countries and geographic locations in these countries. [Planning] - PMBOK® Guide, 2013, 164

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