CAPM Week 2 Chapter 6

1. Time Management
Chapter 6

2. Time Management
Chapter 6
“… includes the processes required to manage the timely completion of the project.”
Process Process Group Key Deliverables
6.1 Plan Schedule Management Planning Schedule Management Plan
6.2 Define Activities Planning Activities List
6.3 Sequence Activities Planning Schedule Network Diagrams
6.4 Estimate Activity Resources Planning Activity Resource Requirements
6.5 Estimate Activity Durations Planning Activity Resource Durations
6.6 Develop Schedule Planning Schedule Baseline
6.7 Control Schedule Monitoring & Controlling Change Requests

3. Time Management
Chapter 6
Plan Schedule Management
Process 1
Key Points
 “The process of policies, procedures & documentation for planning, developing, managing, executing & controlling
the project schedule.. throughout the project.”
 Defines units of measurements: Hrs/Days/Wks and Levels of Accuracy: +/- 10%
 Reporting formats: Status meetings ex. Weekly on Thursdays

4. Time Management
Chapter 6
Define Activities
Process 2
Key Points
 “The process of identifying & documenting the specific actions to be performed to produce the project deliverables.”
 Work packages are broken down (decomposed) into activities at a level small enough to estimate, schedule, execute,
monitor & control
 Rolling Wave Planning: used in large (Progressively Elaborated) projects, plan as you go, as milestones get closer
 Activity List: list of every activity required to complete project
 Activity Attributes: description of every activity with its’ Predecessor, Successor & Constraints

5. Time Management
Chapter 6
Sequence Activities
Process 3
Key Points
 “… is the process of identifying & documenting relationships among project activities.”
 Network diagramming how the logical sequence of activities & milestones will be performed to obtain the greatest
efficiency given all constraints
 Justifies time estimates, shows the workflow & interdependencies, identifies areas to compress schedule

6. Time Management
Chapter 6
Sequence Activities
Process 3 Key Points
 Precedence Diagramming (PDM) / Activity on Node (AON): Must common to show activities & their dependencies
 Types of Dependencies: Mandatory, Discretionary, External & Internal
 Identify: Predecessor & Successor activities, # of paths
 Finish-to-Start (FS): most commonly used relationship / SF dependency is rarely used
 Lead Time: gives the successor activity time to start before the predecessor finishes
 Lag Time: purposefully delays time between predecessor & successor activities

7. Time Management
Chapter 6

8. Time Management
Chapter 6
Estimate Activity Resources
Process 4
Key Points
 “Estimates type & quantities of material, human resources, equipment or supplies required to perform each activity”
 Every activity has to have a resource assigned to it: Person, Equipment, Material
 Bottom-up estimating: estimate each activity, work package, control account rolled into overall project estimate
 Activity resource requirements: details which resources are assigned to each activity
 Closely coordinated with Estimate Costs in Cost Management

9. Time Management
Chapter 6
Estimate Activity Durations
Process 5
Key Points
 “Estimating the # of work periods needed to complete individual activities with estimated resources.”
 Provides the amount of time each activity will take to complete… is a major input to Develop Schedule process
 Resource Calendar: shows the availability, capabilities, skills of HR & quantity & availability of equipment
 Estimating Tools: Analogous (ave. similar projects), Parametric (historical), Three Point

10. Time Management
Chapter 6
Estimate Activity Durations
Process 5
Key Points
 Duration Estimating Tools:
 Analogous: (ave. of past similar projects)
 Three Point: Simple Average (P+O+M)/3 , Weighted Average (P+4M+O)/6
 Group Decision: Most used as involving Team Members gets their Buy-In
 Reserve Analysis:
 Management Reserves – funds set aside for Unknown scheduling risks
 Contingency Reserves – funds set aside for Known project risks

11. Time Management
Chapter 6
Develop Schedule
Process 6
Key Points
 “… activity sequences, durations, resource requirements & schedule constraints are analyzed to generate a schedule
of planned start, finish & milestone dates.”
 Project Schedule is approved, realistic, iterative & serves as the baseline to track progress
 Team members confirm their assigned activities do not conflict with resource calendars or other projects

12. Time Management
Chapter 6
Develop Schedule
Process 6
Key Points
Tools - Critical Path Method:
 Is a string of activities that make up the longest path of durations for the project to be completed
 every single activity on the CP must finish on time for the project to finish on time
 A delay on the CP will delay the entire project
 Float/Slack – amount of time an activity can SLIP before it delays the project – Equals Zero on CP
 Total Float, Free Float, Project Float
 ES & EF – how much freedom PM can move Activity Start Dates wo/ causing problems
 LS & LF – How much “play” PM has in the schedule
 Schedule Compression – when a timeframe is unrealistic, compress the schedule wo/ changing the scope
 Fast Tracking or Crashing
 Resource Optimization – adjusting use of resources: Resource Leveling, Smoothing
 Critical Chain Method – assigning each activity to occur as late as possible

13. Time Management
Chapter 6
Control Schedule
Process 7
Key Points
 “Monitor status of project activities to update progress & manage changes to the schedule baseline.”
 PM stays in Control of the project by continuingly measuring the Schedule against the Plan
 Reviewing Work Performance Data & Schedule Performance
 Change Requests: are submitted to take corrective & preventative actions to minimize risks

14. Time Management
Chapter 6

15. CAPM Exam Prep
Quiz 2
• Review of Scope, Time & Cost Management
• Identify each of the Processes by their Process Group
• Identify the Processes & key ITTOs
• Review 5 Process Groups, 10 Knowledge Areas & 47 Processes