Sequence Activities is the process of identifying and documenting the logical relationships between project activities. This helps define the most efficient sequence of work given project constraints. Key tools used include precedence diagramming to visually map dependencies between activities using logical relationships like finish-to-start. The output is a project schedule network diagram that graphically shows the sequence of activities.
The Develop Schedule process involves analyzing activity sequences, durations, resources, and constraints to create a project schedule model. Key steps include identifying milestones, sequencing activities, estimating durations, and resolving conflicts. Tools like critical path method, resource optimization, and data analysis help generate the schedule. The output is a schedule baseline approved by stakeholders, which is later used to measure project performance.
The document provides an overview of the Primavera Project Management module. It describes Primavera as comprehensive, multi-project planning software that enables organizations to store and manage projects in a central location with features like work breakdown structures, scheduling, and resource leveling. It then discusses why Primavera is required for project management, the types of products offered, and techniques used for project scheduling in Primavera like CPM and PERT.
The document discusses project scheduling techniques. It describes the key elements of project scheduling including Gantt charts, PERT, and CPM. These techniques are used to plan project activities, allocate resources, track progress, and identify critical paths. The document also provides examples of network diagrams and guidelines for constructing them. Project scheduling helps project managers communicate work requirements and ensure projects are completed on time and within budget.
This is the part of the presentation done by a PMP Workgroup which includes the project managers from NashTech, Trobz and Besco to study the Project Management and get the PMP certification. This part describes the process of Sequencing Activities in the Project Schedule Management knowledge area.
The Estimate Activity Resources process involves estimating the types and quantities of resources needed to complete project activities. Inputs include the project management plan, project documents, enterprise environmental factors, and organizational process assets. Tools and techniques used include expert judgment, bottom-up estimating, analogous estimating, parametric estimating, data analysis, project management information systems, and meetings. Outputs include resource requirements, basis of estimates, a resource breakdown structure, and updates to project documents.
Construction planning - Construction Technology and Project Managementsrinivas2036
The document discusses construction project planning. It defines planning as developing a method or scheme in advance. Construction planning involves optimally utilizing resources like people, equipment, materials and money. Key activities in construction planning include defining the scope of work, identifying involved activities, establishing project duration, defining resource control procedures, and updating plans. Different types of project plans may focus on schedule, cost, quality or safety. Techniques used in planning include work breakdown structure, precedence, network logic and critical path method.
The document discusses the Define Activities process from the Project Schedule Management knowledge area. It defines activities as identifying and documenting specific actions needed to produce project deliverables. Activities are broken down through decomposition and documented in an activity list along with attributes. Rolling wave planning is used to define near term activities in detail and future activities at a higher level. The outputs are an activity list, activity attributes, milestone list, change requests and potential updates to the project management plan.
The Develop Schedule process involves analyzing activity sequences, durations, resources, and constraints to create a project schedule model. Key steps include identifying milestones, sequencing activities, estimating durations, and resolving conflicts. Tools like critical path method, resource optimization, and data analysis help generate the schedule. The output is a schedule baseline approved by stakeholders, which is later used to measure project performance.
The document provides an overview of the Primavera Project Management module. It describes Primavera as comprehensive, multi-project planning software that enables organizations to store and manage projects in a central location with features like work breakdown structures, scheduling, and resource leveling. It then discusses why Primavera is required for project management, the types of products offered, and techniques used for project scheduling in Primavera like CPM and PERT.
The document discusses project scheduling techniques. It describes the key elements of project scheduling including Gantt charts, PERT, and CPM. These techniques are used to plan project activities, allocate resources, track progress, and identify critical paths. The document also provides examples of network diagrams and guidelines for constructing them. Project scheduling helps project managers communicate work requirements and ensure projects are completed on time and within budget.
This is the part of the presentation done by a PMP Workgroup which includes the project managers from NashTech, Trobz and Besco to study the Project Management and get the PMP certification. This part describes the process of Sequencing Activities in the Project Schedule Management knowledge area.
The Estimate Activity Resources process involves estimating the types and quantities of resources needed to complete project activities. Inputs include the project management plan, project documents, enterprise environmental factors, and organizational process assets. Tools and techniques used include expert judgment, bottom-up estimating, analogous estimating, parametric estimating, data analysis, project management information systems, and meetings. Outputs include resource requirements, basis of estimates, a resource breakdown structure, and updates to project documents.
Construction planning - Construction Technology and Project Managementsrinivas2036
The document discusses construction project planning. It defines planning as developing a method or scheme in advance. Construction planning involves optimally utilizing resources like people, equipment, materials and money. Key activities in construction planning include defining the scope of work, identifying involved activities, establishing project duration, defining resource control procedures, and updating plans. Different types of project plans may focus on schedule, cost, quality or safety. Techniques used in planning include work breakdown structure, precedence, network logic and critical path method.
The document discusses the Define Activities process from the Project Schedule Management knowledge area. It defines activities as identifying and documenting specific actions needed to produce project deliverables. Activities are broken down through decomposition and documented in an activity list along with attributes. Rolling wave planning is used to define near term activities in detail and future activities at a higher level. The outputs are an activity list, activity attributes, milestone list, change requests and potential updates to the project management plan.
This document discusses project time management and related topics including:
- The PMI approach to time management including work breakdown structure (WBS), activity definition, estimation, scheduling, and schedule control.
- Methods of estimation such as purpose of estimation, factors influencing estimates, problems with estimation, and importance of accurate estimates.
- Scheduling techniques including critical path method (CPM), resource histograms, resource leveling, and program evaluation and review technique (PERT).
- The use of software for planning, scheduling, and project control.
03 Construction Project Planning and Schedulingakashpadole
The presentation has prepared as per the syllabus of Mumbai University.
Go through the presentation, if you like it then share it with your friends and classmates.
Thank you :)
The document discusses the process of closing a project or project phase. It involves two main procedures: closing procurements and administrative closure. Closing procurements involves verifying work was acceptable and finalizing contracts and records. Administrative closure includes closing each project phase, collecting results and lessons learned, and obtaining formal customer acceptance. Project closure documentation includes details of administrative closure, product verification, contract termination if needed, payments, acceptance documents, project files, and historical information.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
Earned value analysis is a technique that compares planned, earned, and actual values to analyze project performance. It uses planned value (budget), earned value (work completed), and actual costs to calculate variances and performance indexes. Variances and indexes indicate whether a project is on budget and on schedule. Earned value analysis allows project managers to forecast final costs and duration based on current performance.
The document provides an introduction to Primavera, a project planning and scheduling software. It defines key concepts such as activities, relationships, floats, critical paths, and resources. It also describes the basic terminology used in Primavera including activity types, calendars, constraints, cost tracking, and work breakdown structures. The document aims to familiarize users with the basic features and terminology of Primavera to help plan, schedule and monitor projects.
This document provides an overview of the topics covered in the Course 102 training materials for Primavera P6. The topics include an introduction to Primavera and P6, the project management life cycle, navigating and customizing layouts in P6, creating and managing projects, scheduling activities and resources, and reporting and controlling projects. The document outlines the objectives and content covered in each lesson.
The document discusses various aspects of construction project management. It covers topics like defining a project and project management, the roles and responsibilities of a project manager, the need for project management, and the project management triangle involving time, cost, and scope constraints. It also describes key phases of project management like planning, execution, control, and closure. Important tools for planning and scheduling projects are discussed, including bar charts, critical path method (CPM), and program evaluation and review technique (PERT).
The document discusses the project closure process, which includes formal closure of the work, handing over final project results and verification. It describes the inputs, methods and outputs of closure such as collecting documentation, analyzing success and failures, gathering lessons learned, finishing contracts, and creating a document of formal closure. The closure process also involves administrative and archiving tasks like closing accounts, defining the reason for closure, and storing project documentation.
This document discusses planning and scheduling a residential construction project using Primavera software. The main goals of the project are to study the basics of Primavera, select a residential building plan, estimate quantities, schedule activities, create a work breakdown structure, budget the project, and generate reports. Primavera is a project management tool that uses critical path methodology to calculate activity durations and floats. It has Gantt chart views to display the project schedule. The document defines key terms like project, activity, resource, and time and cost parameters that can be measured using planning software. It also describes the project life cycle and monitoring process to ensure the project stays on schedule and budget.
The document discusses project management and outlines key aspects of planning and executing projects. It defines project management as planning, scheduling, directing and controlling resources to complete goals and objectives. It describes characteristics of projects, the project management lifecycle consisting of 5 phases, and lists essential qualities of a project manager including leadership, communication skills, and time management. It also provides details on various project planning activities such as defining goals, deliverables, schedules, supporting plans like human resources and risk management.
This document discusses project scope management based on the PMBOK 6th Edition. It begins with an overview of scope management processes including plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope. It then provides more details on various inputs, tools and techniques, and outputs for the plan scope management and collect requirements processes. The document also discusses the differences between product scope and project scope, as well as considerations for scope management in agile projects.
This document discusses project management. It defines a project as a collection of linked activities with a clear start and end point aimed at achieving specific organizational goals. Project management is described as a dynamic process that utilizes resources in a controlled manner to achieve clearly defined objectives within constraints. The key aspects of project management are planning, organizing, controlling, and measuring to determine if goals were met efficiently and productively. Project management is important as it helps map out work plans, think systematically, and ensure tasks are completed on time and within budget.
Training Slides of PROJECT MANAGEMENT OFFICE (PMO) SETTING UP AND MANAGEMENT, discussing the importance of Project Management.
Some Key-Points:
- The Project Management Context
- Project Life Cycle
- Work Breakdown Structure
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
The document provides an overview of key components for an effective project charter, including objectives, scope, deliverables, timelines, budgets, resources, risks, and measures of success. An effective charter clearly defines the project goals, how it fits strategically, what work will be done, when it will be completed, who will work on it, potential challenges, and how success will be determined. The charter establishes a shared understanding and provides essential information to ensure project alignment, buy-in, and successful delivery.
The document discusses key concepts in project management. It defines important terms like PMP, PDU, PMBOK, WBS, scope creep, gold plating, Gantt chart, communication methods, quality tools, procurement documents, and risk management. It provides descriptions of project management process groups, knowledge areas, documents, scheduling techniques like PERT, and concepts like the communication model and SWOT analysis.
This document discusses project time management processes including defining activities, sequencing activities, estimating activity resources and durations, and developing the project schedule. Key points covered include identifying specific actions needed to complete project deliverables, determining logical relationships between activities, estimating resources like people, equipment and supplies required for each activity, and approximating the time needed to complete individual activities. Tools like precedence diagramming, expert judgement, and project management software are used to help with these time management tasks.
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
This document discusses project time management and related topics including:
- The PMI approach to time management including work breakdown structure (WBS), activity definition, estimation, scheduling, and schedule control.
- Methods of estimation such as purpose of estimation, factors influencing estimates, problems with estimation, and importance of accurate estimates.
- Scheduling techniques including critical path method (CPM), resource histograms, resource leveling, and program evaluation and review technique (PERT).
- The use of software for planning, scheduling, and project control.
03 Construction Project Planning and Schedulingakashpadole
The presentation has prepared as per the syllabus of Mumbai University.
Go through the presentation, if you like it then share it with your friends and classmates.
Thank you :)
The document discusses the process of closing a project or project phase. It involves two main procedures: closing procurements and administrative closure. Closing procurements involves verifying work was acceptable and finalizing contracts and records. Administrative closure includes closing each project phase, collecting results and lessons learned, and obtaining formal customer acceptance. Project closure documentation includes details of administrative closure, product verification, contract termination if needed, payments, acceptance documents, project files, and historical information.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
Earned value analysis is a technique that compares planned, earned, and actual values to analyze project performance. It uses planned value (budget), earned value (work completed), and actual costs to calculate variances and performance indexes. Variances and indexes indicate whether a project is on budget and on schedule. Earned value analysis allows project managers to forecast final costs and duration based on current performance.
The document provides an introduction to Primavera, a project planning and scheduling software. It defines key concepts such as activities, relationships, floats, critical paths, and resources. It also describes the basic terminology used in Primavera including activity types, calendars, constraints, cost tracking, and work breakdown structures. The document aims to familiarize users with the basic features and terminology of Primavera to help plan, schedule and monitor projects.
This document provides an overview of the topics covered in the Course 102 training materials for Primavera P6. The topics include an introduction to Primavera and P6, the project management life cycle, navigating and customizing layouts in P6, creating and managing projects, scheduling activities and resources, and reporting and controlling projects. The document outlines the objectives and content covered in each lesson.
The document discusses various aspects of construction project management. It covers topics like defining a project and project management, the roles and responsibilities of a project manager, the need for project management, and the project management triangle involving time, cost, and scope constraints. It also describes key phases of project management like planning, execution, control, and closure. Important tools for planning and scheduling projects are discussed, including bar charts, critical path method (CPM), and program evaluation and review technique (PERT).
The document discusses the project closure process, which includes formal closure of the work, handing over final project results and verification. It describes the inputs, methods and outputs of closure such as collecting documentation, analyzing success and failures, gathering lessons learned, finishing contracts, and creating a document of formal closure. The closure process also involves administrative and archiving tasks like closing accounts, defining the reason for closure, and storing project documentation.
This document discusses planning and scheduling a residential construction project using Primavera software. The main goals of the project are to study the basics of Primavera, select a residential building plan, estimate quantities, schedule activities, create a work breakdown structure, budget the project, and generate reports. Primavera is a project management tool that uses critical path methodology to calculate activity durations and floats. It has Gantt chart views to display the project schedule. The document defines key terms like project, activity, resource, and time and cost parameters that can be measured using planning software. It also describes the project life cycle and monitoring process to ensure the project stays on schedule and budget.
The document discusses project management and outlines key aspects of planning and executing projects. It defines project management as planning, scheduling, directing and controlling resources to complete goals and objectives. It describes characteristics of projects, the project management lifecycle consisting of 5 phases, and lists essential qualities of a project manager including leadership, communication skills, and time management. It also provides details on various project planning activities such as defining goals, deliverables, schedules, supporting plans like human resources and risk management.
This document discusses project scope management based on the PMBOK 6th Edition. It begins with an overview of scope management processes including plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope. It then provides more details on various inputs, tools and techniques, and outputs for the plan scope management and collect requirements processes. The document also discusses the differences between product scope and project scope, as well as considerations for scope management in agile projects.
This document discusses project management. It defines a project as a collection of linked activities with a clear start and end point aimed at achieving specific organizational goals. Project management is described as a dynamic process that utilizes resources in a controlled manner to achieve clearly defined objectives within constraints. The key aspects of project management are planning, organizing, controlling, and measuring to determine if goals were met efficiently and productively. Project management is important as it helps map out work plans, think systematically, and ensure tasks are completed on time and within budget.
Training Slides of PROJECT MANAGEMENT OFFICE (PMO) SETTING UP AND MANAGEMENT, discussing the importance of Project Management.
Some Key-Points:
- The Project Management Context
- Project Life Cycle
- Work Breakdown Structure
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
The document provides an overview of key components for an effective project charter, including objectives, scope, deliverables, timelines, budgets, resources, risks, and measures of success. An effective charter clearly defines the project goals, how it fits strategically, what work will be done, when it will be completed, who will work on it, potential challenges, and how success will be determined. The charter establishes a shared understanding and provides essential information to ensure project alignment, buy-in, and successful delivery.
The document discusses key concepts in project management. It defines important terms like PMP, PDU, PMBOK, WBS, scope creep, gold plating, Gantt chart, communication methods, quality tools, procurement documents, and risk management. It provides descriptions of project management process groups, knowledge areas, documents, scheduling techniques like PERT, and concepts like the communication model and SWOT analysis.
This document discusses project time management processes including defining activities, sequencing activities, estimating activity resources and durations, and developing the project schedule. Key points covered include identifying specific actions needed to complete project deliverables, determining logical relationships between activities, estimating resources like people, equipment and supplies required for each activity, and approximating the time needed to complete individual activities. Tools like precedence diagramming, expert judgement, and project management software are used to help with these time management tasks.
The concepts and processes on how to perform project schedule management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan schedule management, define activities, sequence activities, estimate activity duration, develop schedule, and control schedule.
Determine Budget is the process of aggregating estimated costs from work packages and activities to establish an authorized cost baseline for the project. It uses inputs like the cost management plan, cost estimates, and risk register to perform cost aggregation and establish the cost baseline and project funding requirements outputs through techniques like expert judgement, data analysis, and historical reviews. The process coincides with PMBOK 7.3 Determine Budget knowledge area.
Control Resources is the process of monitoring resource expenditures, identifying resource shortages or surpluses, and ensuring resources are used and released as planned. It uses data analysis, problem solving, and interpersonal skills to analyze resource utilization and make adjustments. The key outputs are updates to the work performance reports, project management plan, and project documents like the issue log.
Project Time Management involves planning and controlling efforts to complete the project on schedule. Key aspects include identifying the critical path, calculating float, using techniques like critical chain method and resource leveling, developing the schedule through network analysis, and monitoring & controlling the schedule. The project manager develops the schedule by analyzing activity sequences, durations, dependencies and resources to calculate start/finish dates and the critical path, then controls the schedule by reviewing performance and adjusting as needed.
This document discusses project management techniques for managing the triple constraints of scope, time, and cost on projects. It defines key terms for scope, time, and cost management and describes tools and techniques for planning, controlling, and completing each area successfully. These include work breakdown structures, Gantt charts, estimating techniques like analogous and parametric estimating, variance analysis, and change control systems. The goal is to incorporate these techniques to deliver projects on budget, on schedule, and according to defined objectives and requirements.
The document discusses project schedule management. It outlines the key knowledge areas, process groups, and processes involved in project schedule management based on the Project Management Body of Knowledge (PMBOK). Specifically, it describes the six processes for schedule management: (1) plan schedule management, (2) define activities, (3) sequence activities, (4) estimate activity durations, (5) develop schedule, and (6) control schedule. For each process, it provides the inputs, tools and techniques, and outputs as defined in PMBOK.
This document discusses project time management and summarizes key processes from the Project Management Body of Knowledge (PMBOK). It covers planning schedule management, defining activities, and sequencing activities. The planning process establishes policies and procedures for developing, managing, executing and controlling the project schedule. Defining activities involves identifying and documenting specific actions needed to produce deliverables, breaking work down into smaller activities.
The Acquire Resources process involves obtaining the team members, facilities, equipment, materials, supplies and other resources needed to complete project work. Key inputs include the project management plan, project documents, enterprise environmental factors and organizational process assets. Tools and techniques used include decision making, negotiation, pre-assignment and virtual teams. Outputs include physical and team resource assignments, resource calendars, change requests and updates to the project management plan and documents.
This document discusses the key processes involved in project schedule management. It describes the seven processes as follows: 1) Plan Schedule Management which establishes policies and documentation for managing the project schedule. 2) Define Activities which identifies specific work to produce deliverables. 3) Sequence Activities which determines the logical order of work. 4) Estimate Activity Resources which estimates resource needs. 5) Estimate Activity Durations which estimates activity timelines. 6) Develop Schedule which analyzes activity details to create a schedule model. 7) Control Schedule which monitors schedule status and manages changes. For each process, it outlines important inputs, tools, and outputs involved in effective schedule management.
This document discusses the six key processes involved in project time management: define activities, sequence activities, estimate activity resources, estimate activity duration, develop schedule, and control schedule. For each process, it identifies the typical inputs, tools and techniques, and outputs. The main goal of project time management is to ensure timely completion of the project through planning, monitoring, and controlling the schedule.
The document provides information on key concepts and processes for project schedule management according to the PMBOK Guide. It discusses defining activities, sequencing activities, estimating durations, and developing the project schedule. It outlines various inputs, tools/techniques, and outputs for each process. Trends in scheduling mentioned include iterative scheduling with a backlog and on-demand scheduling. Considerations for agile environments include short planning cycles, rapid feedback, prioritizing backlogs, and welcoming change.
The document discusses project scheduling and time management. It covers topics like work breakdown structure (WBS), critical path method (CPM), resource histograms, resource leveling, program evaluation and review technique (PERT), and using project management software. The objectives of project scheduling are outlined as finishing on time, within budget, continuous workflow, minimized rework, increased status visibility, optimized resource use, and defined responsibilities. Techniques discussed include bar charts, network analysis methods like CPM and PERT, and project management software applications.
The document discusses project schedule management. It describes the key processes involved which include planning, defining activities, sequencing activities, estimating durations, and developing the schedule. Specific techniques are outlined for each process such as precedence diagramming, critical path method, resource leveling. The outputs of defining activities and sequencing activities are also summarized such as the activity list, milestone list, and schedule network diagrams.
The document discusses project time management and sequencing activities. It defines sequencing activities as identifying and documenting relationships among project activities to determine the logical sequence of work. The key inputs are the activity list, attributes, and milestone list. Techniques include precedence diagramming and determining dependencies. The main outputs are project schedule network diagrams that visually depict the logical relationships between activities using techniques like finish-to-start, start-to-start, and leads/lags.
Estimate Costs is the process of developing an approximation of the cost of resources needed to complete project work. It involves considering inputs like the project management plan, project documents, and enterprise environmental factors. Tools like expert judgment, analogous estimating, parametric estimating, and three-point estimating are used. The outputs are cost estimates, basis of estimates, and potential updates to project documents like the assumption log, lessons learned register, and risk register.
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
The document discusses project time management and the processes involved. It describes 7 processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. For each process, it provides the key inputs, tools and techniques, and outputs. The develop schedule process in particular takes the activity list, attributes, durations, resources, and relationships to generate a project schedule model and baseline using techniques like critical path method.
An effective communications management plan is developed early to recognize stakeholders' diverse information needs. The plan considers methods for storing, retrieving, and disposing of project information. Regular reviews ensure the plan remains applicable. Key outputs include the communications management plan, updates to the project management plan such as the stakeholder engagement plan, and updates to documents like the project schedule and stakeholder register.
Manage Team is the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. It involves skills like communication, conflict management, negotiation, and leadership. The key inputs are the project management plan, project documents like issues logs and lessons learned, work performance reports, and team performance assessments. Tools include conflict management techniques, decision making, influencing skills, and project management software. The main outputs are change requests, updates to the project management plan and documents, and updates to enterprise environmental factors.
This document discusses different types of contracts used in project management. It describes contracts as legal agreements between two or more parties. There are two main types of contracts: fixed-price contracts, used when requirements are well-defined, and cost-reimbursable contracts, best used when the scope is expected to change. Specific contract types are defined, including firm fixed price (FFP), fixed price incentive fee (FPIF), cost plus fixed fee (CPFF), and time and material (T&M) contracts.
This document describes the Conduct Procurements process, which coincides with PMBOK 12.2. The key inputs, tools/techniques, and outputs of the process are outlined. The process involves obtaining seller responses, selecting a seller, and awarding a contract. Expert judgement, data analysis, and negotiation are tools that can be used. The main output is selecting qualified sellers and establishing legal agreements/contracts.
Control Procurements is the process of managing procurement relationships and monitoring contract performance to ensure requirements are met. It involves reviewing agreements and documentation, analyzing work performance data, and addressing any issues through inspection, audits, and change requests. The goal is to close out contracts after requirements have been fulfilled based on the terms of the agreement. Updates from this process include updated procurement documentation, project management plans, and organizational process assets.
The document discusses Plan Scope Management, which coincides with PMBOK Knowledge Area 5.1. It involves creating a scope management plan to define, validate, and control the project and product scope. The key benefit is providing guidance on how scope will be managed. Inputs include the project charter, project management plan, enterprise environmental factors and organizational process assets. Tools include expert judgment, data analysis and meetings. The main outputs are the scope management plan and requirements management plan.
This document discusses the process of managing project knowledge according to the Project Management Body of Knowledge (PMBOK). It involves leveraging existing organizational knowledge and creating new knowledge to help achieve project objectives and contribute to organizational learning. Key inputs include the project management plan, project documents like a lessons learned register, and organizational process assets. Tools and techniques used include expert judgment, knowledge management, information management, and interpersonal skills. The main outputs are updates to the lessons learned register, project management plan, and organizational process assets.
Project Cost Forecasting Techniques with EAC, ETC, VAC, TCPIDavidMcLachlan1
Cost forecasting techniques are used to estimate the total expected cost of a project based on its current performance and remaining work. This includes estimating the expected total cost (EAC), remaining cost to complete the project (ETC), difference from planned budget (VAC), and level of efficiency needed (TCPI) based on formulas that factor in actual costs, budget, work completed, and current performance trends. An example is provided where a $10,000 project is 30% complete with $5,000 spent so far, and the EAC, ETC, VAC and TCPI are calculated using the relevant formulas.
Scenario - Project Management Processes | 2 of 2DavidMcLachlan1
The document outlines the key project management processes involved in planning and executing a project to move 200 employees to a new building. These include planning resource management, procurement, stakeholder engagement, communication, and risk management. The project manager then facilitates acquiring resources, managing risks, and engaging stakeholders. Upon completion, representatives validate the new space and systems before full deployment, with iterative improvements.
Scenario - Project Management Processes | 1 of 2DavidMcLachlan1
This document outlines the key processes involved in Project Management Process One. It begins by describing how a project charter and project management plan would be developed for a hypothetical project to move 200 employees to a new building. It then walks through how the scope, schedule, cost, and quality plans would be created by gathering requirements, defining deliverables, creating a work breakdown structure, estimating activities and costs, and developing a quality management plan. The document concludes by noting these initial plans will be used to monitor and control the project as it progresses.
Scenario - The Project Management EnvironmentDavidMcLachlan1
The document discusses a project management scenario where the project manager is tasked with moving 200 employees to a new building including setting up computers, phone systems, and meeting rooms. It describes understanding the organizational environment including existing processes, stakeholders, and systems. The project manager determines they will need knowledge of both project management and the functional area. They choose a waterfall approach given the stable requirements and set budget.
Agile Scenarios - Delivering an Agile EnvironmentDavidMcLachlan1
The consultant works with company leaders to implement Agile practices starting with one team. They identify 10 practices to implement, with Kanban selected first. A burndown chart and Kanban board are created and used to track progress. After two weeks, the first practice of Kanban is completed. More teams then adopt the approach over iterations and with a Scrum of Scrums process to coordinate progress across teams. After 10 iterations, most teams have implemented the targeted Agile practices.
The document describes an example scenario of a project team using agile practices to develop a new website with a shopping cart for a client. It outlines the key agile practices used: assembling a cross-functional team, working in short iterations to develop features, prioritizing a backlog of user stories, daily stand-ups to track progress, demonstrating work at the end of each iteration, and reflecting on lessons learned to improve. The team uses these practices to iteratively develop and deliver the website's sales page and shopping cart features to the client.
Rolling wave planning is an iterative planning technique where work that will occur sooner is planned in more detail, while future work is planned at a higher level. It involves decomposing work packages into more detailed activities as more information becomes known about upcoming near-term events. Rolling wave planning uses techniques like decomposition and iterative scheduling with a backlog and allows for progressive elaboration of work packages, planning packages, and releases whether using agile or waterfall approaches.
This document summarizes several agile and lean frameworks including Scrum, XP, Kanban, Behavior Driven Development, Agile Unified Process, Dynamic Systems Delivery Method, Crystal, Scrum of Scrums, Large Scale Scrum, Scaled Agile Framework, Enterprise Scrum, and Disciplined Agile. It provides brief descriptions of the core methods, principles, and techniques of each framework.
This document discusses several agile and lean frameworks including Scrum, Kanban, eXtreme Programming (XP), Feature Driven Development (FDD), and others. It provides overviews of each framework, describing their core practices, events, artifacts, principles, and how they relate to agile development.
The document discusses team chartering and measurement in agile environments. It states that in agile projects, teams initiate with a team charter that defines the project vision, stakeholders, definition of done, and working agreements. It also notes that agile favors measuring work completed through iterations using methods like burnup/burndown charts and estimating effort in story points. When adopting agile practices, the document recommends evolving the organization incrementally by treating changes as experiments and tracking progress using kanban boards.
The core Agile practices described in the document include whole team approach, early and frequent feedback, daily stand-ups, retrospectives, release and iteration planning, collaborative user story creation, demonstrations/reviews, and continuous integration. Some key benefits are enhancing communication, leveraging various skill sets, making quality everyone's responsibility, avoiding requirements misunderstandings, and promoting consistent project momentum.
3.0 The Agile Manifesto and Clarifying principlesDavidMcLachlan1
The Agile Manifesto outlines four values of agile development: individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan. It also describes twelve clarifying principles of agile development including delivering working software frequently, having business and developers work closely together daily, and valuing face-to-face conversation.
2.0 The Differences Between Agile and Waterfall, Incremental, Iterative and H...DavidMcLachlan1
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2. Sequence Activities
Coincides with PMBOK 6.3
Process Group and Knowledge Area Mapping
Knowledge Areas Initiating Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group
4. Project Integration
Management
4.1 Develop Project Charter
4.2 Develop Project Management
Plan
4.3 Direct and Manage Project Work
4.4 Manage Project Knowledge
4.5 Monitor and Control Project Work
4.6 Perform Integrated Change Control
4.7 Close Project or Phase
5. Project Scope
Management
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
6. Project Schedule
Management
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
6.6 Control Schedule
7. Project Cost Management
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
8. Project Quality
Management
8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
9. Project Resource
Management
9.1 Plan Resource Management
9.2 Estimate Activity Resources
9.3 Acquire Resources
9.4 Develop Team
9.5 Manage Team
9.6 Control Resources
10. Project Communications
Management
10.1 Plan Communications
Management
10.2 Manage Communications 10.3 Monitor Communications
11. Project Risk
Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk
Analysis
11.5 Plan Risk Responses
11.6 Implement Risk Responses 11.7 Monitor Risks
12. Project Procurement
Management
12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
13. Project Stakeholder
Management
13.1 Identify Stakeholders 13.2 Plan Stakeholder Engagement
13.3 Manage Stakeholder
Engagement
13.4 Monitor Stakeholder Engagement
3. What is it?
Sequence Activities is the process of identifying and documenting
relationships among the project activities.
Why do we do it?
The key benefit of this process is that it defines the logical sequence of
work to obtain the greatest efficiency given all project constraints.
Sequence Activities
Coincides with PMBOK 6.3
4. Overview
• Every activity except the first and last should be connected to at least
one predecessor and at least one successor activity with an appropriate
logical relationship.
• Logical relationships should be designed to create a realistic project
schedule.
• It may be necessary to use lead or lag time between activities to support
a realistic and achievable project schedule.
• The Sequence Activities process concentrates on converting the project
activities from a list to a diagram to act as a first step to publish the
schedule baseline.
Sequence Activities
Coincides with PMBOK 6.3
5. Sequence Activities
Coincides with PMBOK 6.3
Inputs Tools & Techniques Outputs
1. Project management plan
• Schedule management plan
• Scope baseline
2. Project Documents
• Activity attributes
• Activity list
• Assumption Log
• Milestone List
3. Enterprise environmental
factors
4. Organizational process assets
1. Precedence diagramming
method
2. Dependency determination
and integration
3. Leads and lags
4. Project management
information system
1. Project schedule network
diagrams
2. Project documents updates
• Activity attributes
• Activity list
• Assumption Log
• Milestone List
Inputs, Tools & Techniques and Outputs
6. Sequence Activities
Coincides with PMBOK 6.3
6.3 Sequence
Activities
Project
Management
Plan
Enterprise/Orga
nization
• Project schedule
network diagrams
• Scope management plan
• Scope Baseline
• Enterprise environmental factors
• Organizational process assets
Project Documents
• Activity list
• Activity attributes
• Milestone list
• Assumption Log
Project Documents
• Activity list
• Activity attributes
• Milestone list
• Assumption Log
7. Sequence Activities - Inputs
Coincides with PMBOK 6.3
Project Management Plan
Project management plan components include:
• Schedule management plan
• Scope baseline
8. Sequence Activities - Inputs
Coincides with PMBOK 6.3
Project Documents
Project documents plan components include:
• Activity list
• Activity attributes
• Milestone list
• Assumption Log
9. Enterprise Environmental Factors
The enterprise environmental factors that can influence the
Sequence Activities process include:
• Government or industry standards
• Project management information system (PMIS)
• Scheduling tools
• Organization work authorization systems
Sequence Activities - Inputs
Coincides with PMBOK 6.3
10. Organisational Process Assets
The organizational process assets that can influence the Sequence Activities
process include:
• Portfolio and program plans and project dependencies and relationships
• Existing formal and informal activity planning-related policies, procedures,
and guidelines
• Templates that can be used to expedite the preparation of networks for
project activities.
• Lessons learned repository containing historical information that can help
optimize the sequencing process.
Sequence Activities - Inputs
Coincides with PMBOK 6.3
11. Sequence Activities – Tools & Techniques
Coincides with PMBOK 6.3
Precedence Diagramming Method
The precedence diagramming method (PDM) is a technique used for
constructing a schedule model in which activities are represented by nodes
and are graphically linked by one or more logical relationships to show the
sequence in which the activities are to be performed.
PDM includes four types of dependencies or logical relationships:
• Finish-to-start (FS)
• Finish-to-finish (FF)
• Start-to-start(SS)
• Start-to-finish(SF)
13. Sequence Activities – Tools & Techniques
Coincides with PMBOK 6.3
Dependency Determination and Integration
Dependencies may be characterized by the following attributes:
• Mandatory dependency
• Discretionary dependency
• Internal dependency
• External dependency
Dependency has four attributes, but two can be applicable at the same time in the
following ways: mandatory external dependencies, mandatory internal
dependencies, discretionary external dependencies, or discretionary internal
dependencies.
14. Sequence Activities – Tools & Techniques
Coincides with PMBOK 6.3
Leads and Lags
A lead is the amount of time a successor activity can be advanced with respect to a
predecessor activity.
A lag is the amount of time a successor activity will be delayed with respect to a
predecessor activity.
15. Sequence Activities – Tools & Techniques
Coincides with PMBOK 6.3
Project Management Information System
Project management information systems includes scheduling software
that has the capability to help plan, organize, and adjust the sequence
of the activities; insert the logical relationships, lead and lag values; and
differentiate the different types of dependencies.
16. A project schedule network diagram is a graphical representation of the
logical relationships, also referred to as dependencies, among the project
schedule activities.
Sequence Activities – Outputs
Coincides with PMBOK 6.3
Project Schedule Network Diagram
18. Sequence Activities – Outputs
Coincides with PMBOK 6.3
Project Document Updates
Project documents update component includes:
• Activity list
• Activity attributes
• Milestone list
• Assumption Log
Editor's Notes
This process is performed throughout the project.
Schedule management plan: The schedule management plan defines the method used and the level of accuracy along with other criteria required to sequence activities.
Scope baseline: The project WBS, deliverables, constraints, and assumptions documented in the scope baseline are considered explicitly while sequencing activities.
Activity attributes: Activity attributes may describe a necessary sequence of events or defined predecessor or successor relationships, as well as defined lead and lag and logical relationships between the activities.
Activity list: The activity list contains all schedule activities required on the project that are to be sequenced. Dependencies and other constraints for these activities can influence the sequencing of the activities.
Assumption log: Assumptions and constraints recorded in the assumption log may influence the way activities are sequenced, the relationship between activities, and the need for leads and lags, and may give rise to individual project risks that may impact the project schedule.
Milestone list: The milestone list may have scheduled dates for specific milestones, which may influence the way activities are sequenced.
Finish-to-start (FS). A logical relationship in which a successor activity cannot start until a predecessor activity has finished. For example, installing the operating system on a PC (successor) cannot start until the PC hardware is assembled (predecessor).
Finish-to-finish (FF). A logical relationship in which a successor activity cannot finish until a predecessor activity has finished. For example, writing a document (predecessor) is required to finish before editing the document (successor) can finish.
Start-to-start (SS). A logical relationship in which a successor activity cannot start until a predecessor activity has started. For example, level concrete (successor) cannot begin until pour foundation (predecessor) begins.
Start-to-finish (SF). A logical relationship in which a successor activity cannot finish until a predecessor activity has started. For example, a new accounts payable system (successor) has to start before the old accounts payable system can be shut down (predecessor).
In PDM, FS is the most commonly used type of precedence relationship.
The SF relationship is very rarely used, but is included to present a complete list of the PDM relationship types.
Two activities can have two logical relationships at the same time (for example, SS and FF).
Multiple relationships between the same activities are not recommended, so a decision has to be made to select the relationship with the highest impact.
Closed loops are also not recommended in logical relationships.
Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work.
Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences.
External dependencies. External dependencies involve a relationship between project activities and non project activities. These dependencies are usually outside of the project team’s control.
Internal dependencies. Internal dependencies involve a precedence relationship between project activities and are generally inside the project team’s control.
Lead and lag example, on a project to construct a new office building, the landscaping could be scheduled to start 2 weeks prior to the scheduled punch list completion.
This would be shown as a finish-to-start with a 2-week lead as shown in Figure Example.
Lead is often represented as a negative value for lag in scheduling software.
A project schedule network diagram is produced manually or by using project management software.
It can include full project details, or have one or more summary activities.
Activities that have multiple predecessor activities indicate a path convergence.
Activities that have multiple successor activities indicate a path divergence. Activities with divergence and convergence are at greater risk as they are affected by multiple activities or can affect multiple activities.
A,B,C… are activities
Activities as shown in network diagram have dependencies
Lag can also be represented in project schedule network diagrams as shown in Figure 6-11 in the relationship between activities H and I (as indicated by the nomenclature SS+10 (start-to-start plus 10 days lag) even though the offset is not shown relative to a timescale).
F to G has lead (Finish-to-Start 15 days)
Activity I is called a path convergence, as it has more than one predecessor
Activity K is called a path divergence, as it has more than one successor.
Activity attributes - Activity attributes may describe a necessary sequence of events or defined predecessor or successor relationships, as well as defined lead and lag and logical relationships between the activities.
Activity list - The activity list may be impacted by the change in relationships among the project activities during the sequencing activities.
Assumption log -. Assumptions and constraints recorded in the assumption log may need to be updated based on the sequencing, relationship determination, and leads and lags, and may give rise to individual project risks that may impact the project schedule.
Milestone list - The scheduled dates for specific milestones may be impacted by changes in relationships among the project activities during the sequencing activities.