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- 1. 1 Satyanarayana. G. Manager-SolutionsSatyanarayana. G. Manager-Solutions Project Management Fundamentals Training Program Session 2/4 G. Satyanarayana Envision Enterprise Solutions Mail: satyanarayanag@envistionesl.com Cell: +91 9963744407 Date: 10/07/2015 Time: 16:00 to 18:00
- 2. Project Management Fundamentals Training Program Session 2 Agenda • Plan Scope Management • Collect requirements • Define Scope • Create WBS • Validate Scope • Control Scope • Q & A Project Scope Management • Define Activities • Sequence Activities • Estimate Activity Resources • Estimate Activity Durations • Develop Schedule • Control Schedule • Q & A Project Time Management 2 Satyanarayana. G. Manager-Solutions Exam Project Scope Management Project Time Management *16:00 to 16:45*16:00 to 16:45 *16:46 to 17:30*16:46 to 17:30 *17:31 to 18:00*17:31 to 18:00
- 3. Project Management Fundamentals Training Program Session 2 Agenda • Plan Scope Management • Collect requirements • Define Scope • Create WBS • Validate Scope • Control Scope • Q & A 16:00 to 16:45 3 Satyanarayana. G. Manager-Solutions • Plan Scope Management • Collect requirements • Define Scope • Create WBS • Validate Scope • Control Scope • Q & A Project Scope Management
- 4. Plan Scope Management •Create a plan for scope will be defined, validated and controlled. •Purpose is •to provide broad description to master plan/project to stakeholders • To direct the project core team •Describes the “breadth of project” •The following areas to be covered •Objectives of the project from the perspective of the contractor •Requirements: Both internal and external stakeholders •Deliverables •Milestones •Limits and exclusions : What project does not include Planning process 4 Satyanarayana. G. Manager-Solutions •Create a plan for scope will be defined, validated and controlled. •Purpose is •to provide broad description to master plan/project to stakeholders • To direct the project core team •Describes the “breadth of project” •The following areas to be covered •Objectives of the project from the perspective of the contractor •Requirements: Both internal and external stakeholders •Deliverables •Milestones •Limits and exclusions : What project does not include
- 5. Plan Scope Management PCPC OPAOPAEnterprise Environmental Factors Enterprise Environmental Factors I N P U T S PMPPMP Planning process 5 Satyanarayana. G. Manager-Solutions OUTPUT Tools & Techniques OPAEnterprise Environmental Factors Enterprise Environmental Factors 1. Scope Management Plan 2. Requirement management plan External SME’s Experts Judgments Internal SME’s Facilitation Techniques
- 6. Plan Scope Management 1. Process for preparing • Project scope management • WBS • How WBS will be maintained and approved • How formal acceptance of the completed deliverables will be obtained 2. Requirement management plan • How requirement activities will be planned, tracked and reported • Requirements prioritization process • Traceability structure to reflect which requirement attributes will be captured on the traceability matrix 1. Process for preparing • Project scope management • WBS • How WBS will be maintained and approved • How formal acceptance of the completed deliverables will be obtained 2. Requirement management plan • How requirement activities will be planned, tracked and reported • Requirements prioritization process • Traceability structure to reflect which requirement attributes will be captured on the traceability matrix Planning process 6 Satyanarayana. G. Manager-Solutions 1. Process for preparing • Project scope management • WBS • How WBS will be maintained and approved • How formal acceptance of the completed deliverables will be obtained 2. Requirement management plan • How requirement activities will be planned, tracked and reported • Requirements prioritization process • Traceability structure to reflect which requirement attributes will be captured on the traceability matrix 1. Process for preparing • Project scope management • WBS • How WBS will be maintained and approved • How formal acceptance of the completed deliverables will be obtained 2. Requirement management plan • How requirement activities will be planned, tracked and reported • Requirements prioritization process • Traceability structure to reflect which requirement attributes will be captured on the traceability matrix
- 7. Collect Requirements •The process of determining, documenting and managing stakeholders needs and requirements to meet project objectives •Deriving the final requirements from various sources defined in project charter, SMP and RMP Planning process 7 Satyanarayana. G. Manager-Solutions •The process of determining, documenting and managing stakeholders needs and requirements to meet project objectives •Deriving the final requirements from various sources defined in project charter, SMP and RMP
- 8. PCPC Collect Requirements SMPSMP Stakeholders Register Stakeholders Register Stakeholders management Plan Stakeholders management Plan I N P U T S Planning process Group creativity techniques 1. Brain storming 2. Nominal group techniques 3. The Delphi technique 4. Idea/Mind mapping 5. Affinity diagram Group decision Making techniques 1. Unanimity 2. Majority 3. Plurality 4. Directorship 8 Satyanarayana. G. Manager-Solutions OUTPUT Tools & Techniques Stakeholders Register Stakeholders management Plan Stakeholders management Plan •Requirement Documentation •RTM Questionnaires and surveys Observations Prototypes Benchmarking Context diagrams Document Analysis Interviews Focus groups Workshops Group creativity techniques Group creativity techniques 1. Brain storming 2. Nominal group techniques 3. The Delphi technique 4. Idea/Mind mapping 5. Affinity diagram Group decision Making techniques 1. Unanimity 2. Majority 3. Plurality 4. Directorship
- 9. Collect Requirements •Requirement documentation •Description of project justification •Business and project objectives •Functional requirements •Non functional requirements •Acceptance Criteria •Business Rules •Impact on other organization areas •Support and training requirements •Assumptions and constraints •Requirement traceability Matrix •Define how requirements are linked to •Track through the life cycle •Linking requirements to their origin •Business / Project objectives •Product development •Test strategy and test scenarios •Product design •Product scope and deliverables •Requirement documentation •Description of project justification •Business and project objectives •Functional requirements •Non functional requirements •Acceptance Criteria •Business Rules •Impact on other organization areas •Support and training requirements •Assumptions and constraints •Requirement traceability Matrix •Define how requirements are linked to •Track through the life cycle •Linking requirements to their origin •Business / Project objectives •Product development •Test strategy and test scenarios •Product design •Product scope and deliverables Planning process ID Assoc ID Technical Assumption(s) and/or Customer Need(s) Functional Requirement Status Architectural/Design Document Technical Specification 9 Satyanarayana. G. Manager-Solutions •Requirement documentation •Description of project justification •Business and project objectives •Functional requirements •Non functional requirements •Acceptance Criteria •Business Rules •Impact on other organization areas •Support and training requirements •Assumptions and constraints •Requirement traceability Matrix •Define how requirements are linked to •Track through the life cycle •Linking requirements to their origin •Business / Project objectives •Product development •Test strategy and test scenarios •Product design •Product scope and deliverables •Requirement documentation •Description of project justification •Business and project objectives •Functional requirements •Non functional requirements •Acceptance Criteria •Business Rules •Impact on other organization areas •Support and training requirements •Assumptions and constraints •Requirement traceability Matrix •Define how requirements are linked to •Track through the life cycle •Linking requirements to their origin •Business / Project objectives •Product development •Test strategy and test scenarios •Product design •Product scope and deliverables Technical Specification System Component(s) Software Module(s) Test Case Number Tested In Implemented In Verification AdditionalComments
- 10. Define scope •The process of defining a detailed description of the project and product •Product scope: The features and functions that characterizes a product, service or result •Project scope: The work the need to be accomplished to deliver a product, service or result with the specified features and functions Planning Process 10 Satyanarayana. G. Manager-Solutions •The process of defining a detailed description of the project and product •Product scope: The features and functions that characterizes a product, service or result •Project scope: The work the need to be accomplished to deliver a product, service or result with the specified features and functions
- 11. Requirements Documentation Requirements Documentation Define scope SMPSMP OPAOPA I N P U T S PCPC Monitoring & Control 11 Satyanarayana. G. Manager-Solutions OUTPUT Tools & Techniques OPA •Project scope statement •Project document updates External SME’s Experts Judgments Alternative generation Internal SME’s Product analysis Facilitation workshops(JAD, VOC and QFD) PC
- 12. Define scope •Project scope statement •Product acceptance criteria •Product scope description •Project deliverables •Project exclusions •Project constraints •Project assumptions •Project documents updates •Requirements traceability matrix •Requirements documentation •Stakeholders register •Project scope statement •Product acceptance criteria •Product scope description •Project deliverables •Project exclusions •Project constraints •Project assumptions •Project documents updates •Requirements traceability matrix •Requirements documentation •Stakeholders register Planning Process 12 Satyanarayana. G. Manager-Solutions •Project scope statement •Product acceptance criteria •Product scope description •Project deliverables •Project exclusions •Project constraints •Project assumptions •Project documents updates •Requirements traceability matrix •Requirements documentation •Stakeholders register •Project scope statement •Product acceptance criteria •Product scope description •Project deliverables •Project exclusions •Project constraints •Project assumptions •Project documents updates •Requirements traceability matrix •Requirements documentation •Stakeholders register
- 13. Create WBS •The process of sub dividing the project deliverables •Making project work into smaller, more manageable components •WBS is the final deliverable •WBS will prevent work from slipping through the cracks •WBS is a complete project scope •WBS can be a phase or deliverable •Generally it is phase wise but leads to deliverables •A deliverable oriented grouping of project components that organizes and defines the total scope of the project •The least item is work package/deliverable in WBS •Work outside the WBS is outside the scope of the project •WBS is used to communicate with customer on progress •8/80 rules preferred Planning Process 13 Satyanarayana. G. Manager-Solutions •The process of sub dividing the project deliverables •Making project work into smaller, more manageable components •WBS is the final deliverable •WBS will prevent work from slipping through the cracks •WBS is a complete project scope •WBS can be a phase or deliverable •Generally it is phase wise but leads to deliverables •A deliverable oriented grouping of project components that organizes and defines the total scope of the project •The least item is work package/deliverable in WBS •Work outside the WBS is outside the scope of the project •WBS is used to communicate with customer on progress •8/80 rules preferred
- 14. Requirements documentation Requirements documentation Create WBS SMPSMP OPAOPAEnterprise Environmental Factors Enterprise Environmental Factors I N P U T S Project scope statement Project scope statement Planning Process 14 Satyanarayana. G. Manager-Solutions OUTPUT Tools & Techniques OPAEnterprise Environmental Factors Enterprise Environmental Factors •Scope baseline •Project Document update External SME’s Experts Judgments Decomposition Internal SME’s
- 15. Create WBS •Scope baseline •Components of project management plan •Description of project scope, major deliverables, assumptions and constraints •Deliverable oriented hierarchical decomposing •Control accounts are established for work packages •Code of accounts are assigned to WBS •WBS dictionary is created •Contact information •Acceptance criteria •Quality requirements •Cost estimates •Resource and skills required •Schedule milestones •Description of work •Code of account •Project requirements documentation updates •Scope baseline •Components of project management plan •Description of project scope, major deliverables, assumptions and constraints •Deliverable oriented hierarchical decomposing •Control accounts are established for work packages •Code of accounts are assigned to WBS •WBS dictionary is created •Contact information •Acceptance criteria •Quality requirements •Cost estimates •Resource and skills required •Schedule milestones •Description of work •Code of account •Project requirements documentation updates Planning Process 15 Satyanarayana. G. Manager-Solutions •Scope baseline •Components of project management plan •Description of project scope, major deliverables, assumptions and constraints •Deliverable oriented hierarchical decomposing •Control accounts are established for work packages •Code of accounts are assigned to WBS •WBS dictionary is created •Contact information •Acceptance criteria •Quality requirements •Cost estimates •Resource and skills required •Schedule milestones •Description of work •Code of account •Project requirements documentation updates •Scope baseline •Components of project management plan •Description of project scope, major deliverables, assumptions and constraints •Deliverable oriented hierarchical decomposing •Control accounts are established for work packages •Code of accounts are assigned to WBS •WBS dictionary is created •Contact information •Acceptance criteria •Quality requirements •Cost estimates •Resource and skills required •Schedule milestones •Description of work •Code of account •Project requirements documentation updates
- 16. Validate Scope •The process of formalizing acceptance of the completed deliverables •For internal projects, signoff done by internal sponsor •For external, signoff done by customer •Validate scope is done in all phases of the project •Deliverables that are completed and checked for completeness through control quality process should be sent to validate scope process •Degree of compliance with requirements must be mentioned Monitoring & Control 16 Satyanarayana. G. Manager-Solutions •The process of formalizing acceptance of the completed deliverables •For internal projects, signoff done by internal sponsor •For external, signoff done by customer •Validate scope is done in all phases of the project •Deliverables that are completed and checked for completeness through control quality process should be sent to validate scope process •Degree of compliance with requirements must be mentioned
- 17. RTMRTM Validate Scope PMPPMP Verified Deliverables Verified DeliverablesRequirements documentation Requirements documentation I N P U T S Monitoring & Control Work performance Data Work performance Data Severity of non conformities Degree of compliance 17 Satyanarayana. G. Manager-Solutions OUTPUT Tools & Techniques Verified DeliverablesRequirements documentation •Accepted deliverables •CR’s Group decision making techniques Inspection
- 18. Validate Scope •Accepted deliverables which are meeting the acceptance criteria •Receiving change requests with reason for change •Defects identified •Information about the work progress •Updates in the project status •Updates in the product documentation •Accepted deliverables which are meeting the acceptance criteria •Receiving change requests with reason for change •Defects identified •Information about the work progress •Updates in the project status •Updates in the product documentation Monitoring & Control 18 Satyanarayana. G. Manager-Solutions •Accepted deliverables which are meeting the acceptance criteria •Receiving change requests with reason for change •Defects identified •Information about the work progress •Updates in the project status •Updates in the product documentation •Accepted deliverables which are meeting the acceptance criteria •Receiving change requests with reason for change •Defects identified •Information about the work progress •Updates in the project status •Updates in the product documentation
- 19. Control Scope •The process of monitoring the status of the project and product scope and managing the changes to the scope baseline Monitoring & Control 19 Satyanarayana. G. Manager-Solutions •The process of monitoring the status of the project and product scope and managing the changes to the scope baseline
- 20. RTMRTM Control Scope PMPPMP OPAOPARequirements documentation Requirements documentation I N P U T S Monitoring & Control Work performance Data Work performance Data •Compare scope baseline with actual work •Analyze if any difference •Determine the magnitude and cause of variance •Decide a correction and prevention action 20 Satyanarayana. G. Manager-Solutions OUTPUT Tools & Techniques OPARequirements documentation •Work performance Information •Change requests Variance Analysis Variance Analysis •Compare scope baseline with actual work •Analyze if any difference •Determine the magnitude and cause of variance •Decide a correction and prevention action
- 21. Validate Scope •Work performance information •Planned vs actual technical performance •Scope performance measurements •Change requests •Change to scope baselines •Changes to PMP •Preventive and corrective actions •Defects repair •Scope baseline updates •Cost and schedule baseline update •Project documents updates •OPA updates •Lessons learned from scope control •Corrective and preventive actions •Cause of variance •Work performance information •Planned vs actual technical performance •Scope performance measurements •Change requests •Change to scope baselines •Changes to PMP •Preventive and corrective actions •Defects repair •Scope baseline updates •Cost and schedule baseline update •Project documents updates •OPA updates •Lessons learned from scope control •Corrective and preventive actions •Cause of variance Monitoring & Control 21 Satyanarayana. G. Manager-Solutions •Work performance information •Planned vs actual technical performance •Scope performance measurements •Change requests •Change to scope baselines •Changes to PMP •Preventive and corrective actions •Defects repair •Scope baseline updates •Cost and schedule baseline update •Project documents updates •OPA updates •Lessons learned from scope control •Corrective and preventive actions •Cause of variance •Work performance information •Planned vs actual technical performance •Scope performance measurements •Change requests •Change to scope baselines •Changes to PMP •Preventive and corrective actions •Defects repair •Scope baseline updates •Cost and schedule baseline update •Project documents updates •OPA updates •Lessons learned from scope control •Corrective and preventive actions •Cause of variance
- 22. Scope management 22 Satyanarayana. G. Manager-Solutions
- 23. Project Management Fundamentals Training Program Session 2 Agenda • Define Activities • Sequence Activities • Estimate Activity Resources • Estimate Activity Durations • Develop Schedule • Control Schedule • Q & A 16:46 to 17:30 23 Satyanarayana. G. Manager-Solutions • Define Activities • Sequence Activities • Estimate Activity Resources • Estimate Activity Durations • Develop Schedule • Control Schedule • Q & A Project Time Management
- 24. Plan Schedule Management •The process of establishing the policies, procedures and documentation for planning, developing, managing, executing and controlling the project schedule Planning Process 24 Satyanarayana. G. Manager-Solutions •The process of establishing the policies, procedures and documentation for planning, developing, managing, executing and controlling the project schedule
- 25. Plan Schedule Management PMPPMP OPAOPAEnterprise Environmental Factors Enterprise Environmental Factors I N P U T S PCPC Planning Process •Scheduling methodology •Scheduling tools and techniques(CPM, PERT) •Estimating approach •Formats •PMIS 25 Satyanarayana. G. Manager-Solutions OUTPUT Tools & Techniques OPAEnterprise Environmental Factors Enterprise Environmental Factors •Schedule management plan Experts Judgments Analytical techniques Meetings •Scheduling methodology •Scheduling tools and techniques(CPM, PERT) •Estimating approach •Formats •PMIS
- 26. Plan schedule Management •Process description •Reporting formats •Rules for performance Measurements •Control thresholds •Project schedule Modele maintenance •Organization process links •Unit of measurements •Level of accuracy •Process description •Reporting formats •Rules for performance Measurements •Control thresholds •Project schedule Modele maintenance •Organization process links •Unit of measurements •Level of accuracy Planning Process 26 Satyanarayana. G. Manager-Solutions •Process description •Reporting formats •Rules for performance Measurements •Control thresholds •Project schedule Modele maintenance •Organization process links •Unit of measurements •Level of accuracy •Process description •Reporting formats •Rules for performance Measurements •Control thresholds •Project schedule Modele maintenance •Organization process links •Unit of measurements •Level of accuracy
- 27. Define activities •The process of identifying and documenting the specific actions to be performed to produce the project deliverables •Subdivides work packages into smaller activities •Form of progressive elaboration •Work in near term is planned in detail •Future work is planned at higher level Planning Process 27 Satyanarayana. G. Manager-Solutions •The process of identifying and documenting the specific actions to be performed to produce the project deliverables •Subdivides work packages into smaller activities •Form of progressive elaboration •Work in near term is planned in detail •Future work is planned at higher level
- 28. Define activities SMPSMP OPAOPAEnterprise Environmental Factors Enterprise Environmental Factors I N P U T S Scope baseline Scope baseline Planning Process 28 Satyanarayana. G. Manager-Solutions OUTPUT Tools & Techniques OPAEnterprise Environmental Factors Enterprise Environmental Factors •Activities list Experts JudgmentsDecomposition Rolling wave planning
- 29. Define activities •List of all activities on the project •Activities identifies •Activity Attributes with description of activity •ID,WBSID, Activity name •Description •Predecessors and successor •Relationships, leads and lags •Resource requirements •Constraints dates •Assumptions •Milestone list with point in the life of the project(significant event). It does not have duration •Decision points, signoffs, Go-on go, phase exit •List of all activities on the project •Activities identifies •Activity Attributes with description of activity •ID,WBSID, Activity name •Description •Predecessors and successor •Relationships, leads and lags •Resource requirements •Constraints dates •Assumptions •Milestone list with point in the life of the project(significant event). It does not have duration •Decision points, signoffs, Go-on go, phase exit Planning Process 29 Satyanarayana. G. Manager-Solutions •List of all activities on the project •Activities identifies •Activity Attributes with description of activity •ID,WBSID, Activity name •Description •Predecessors and successor •Relationships, leads and lags •Resource requirements •Constraints dates •Assumptions •Milestone list with point in the life of the project(significant event). It does not have duration •Decision points, signoffs, Go-on go, phase exit •List of all activities on the project •Activities identifies •Activity Attributes with description of activity •ID,WBSID, Activity name •Description •Predecessors and successor •Relationships, leads and lags •Resource requirements •Constraints dates •Assumptions •Milestone list with point in the life of the project(significant event). It does not have duration •Decision points, signoffs, Go-on go, phase exit
- 30. Sequence activities •The process of identifying and documenting relationship among the project activities •Using techniques like PDM/AON for constructing a project schedule network •Precedence Diagramming Method/Activity on Node •Using produced using software's •Used to display activity dependencies(hard logic, outside and discretionary dependencies •PDM’s like FTS, FTF, STS and STF •FTS : Most commonly used method •STF: least commonly used method Planning Process 30 Satyanarayana. G. Manager-Solutions •The process of identifying and documenting relationship among the project activities •Using techniques like PDM/AON for constructing a project schedule network •Precedence Diagramming Method/Activity on Node •Using produced using software's •Used to display activity dependencies(hard logic, outside and discretionary dependencies •PDM’s like FTS, FTF, STS and STF •FTS : Most commonly used method •STF: least commonly used method
- 31. Sequence activities SMPSMP OPAOPAEnterprise Environmental Factors Enterprise Environmental Factors I N P U T S Activity ListActivity List Planning Process Milestone List Milestone List Project scope Statement Project scope Statement Leads: acceleration of successor activity Lag: Delay in successor activity 31 Satyanarayana. G. Manager-Solutions OUTPUT Tools & Techniques OPAEnterprise Environmental Factors Enterprise Environmental Factors •Project scheduling Network Diagrams •Project Documents updates Leads and LagsPDM Dependency Determination Leads: acceleration of successor activity Lag: Delay in successor activity
- 32. Sequence activities •Displays activity dependencies •This is most done through software •Updates activity list •Updates risk register •Updates activity attributes •Displays activity dependencies •This is most done through software •Updates activity list •Updates risk register •Updates activity attributes Planning Process 32 Satyanarayana. G. Manager-Solutions
- 33. Estimate Activity Resources • The process of estimating the type and quantities of materials, human resources, equipments or supplies to perform each activity •Materials / equipments: Make / Buy/rent/lease •Resources : internal/external •Mostly used bottom-up method •Commonly done using software •Estimating activity duration : number of work periods Planning Process 33 Satyanarayana. G. Manager-Solutions • The process of estimating the type and quantities of materials, human resources, equipments or supplies to perform each activity •Materials / equipments: Make / Buy/rent/lease •Resources : internal/external •Mostly used bottom-up method •Commonly done using software •Estimating activity duration : number of work periods
- 34. Estimate Activity Resources SMPSMP OPAOPAEnterprise Environmental Factors Enterprise Environmental Factors I N P U T S Project Scope statement & Activity List Project Scope statement & Activity List Planning Process Activity Resource Requirements Activity Resource Requirements Resource Calendar Resource Calendar 34 Satyanarayana. G. Manager-Solutions OUTPUT Tools & Techniques OPAEnterprise Environmental Factors Enterprise Environmental Factors •Activity resource requirements Bottom-up estimates PMIS Expert Judgment Alternative analysis Published estimated data
- 35. Estimate Activity Resources •Activity Resource Requirements •List of resources required for each activity •Type and quantities required for each activity •Resources are then aggregated to work package levels •Documentation on the resource estimation and utilization •Resource Breakdown Structure •Graphical hierarchy of resource structure •Breakdown by resource category and type •Includes proficiency and grade •Project document updates •Activity Resource Requirements •List of resources required for each activity •Type and quantities required for each activity •Resources are then aggregated to work package levels •Documentation on the resource estimation and utilization •Resource Breakdown Structure •Graphical hierarchy of resource structure •Breakdown by resource category and type •Includes proficiency and grade •Project document updates Planning Process 35 Satyanarayana. G. Manager-Solutions •Activity Resource Requirements •List of resources required for each activity •Type and quantities required for each activity •Resources are then aggregated to work package levels •Documentation on the resource estimation and utilization •Resource Breakdown Structure •Graphical hierarchy of resource structure •Breakdown by resource category and type •Includes proficiency and grade •Project document updates •Activity Resource Requirements •List of resources required for each activity •Type and quantities required for each activity •Resources are then aggregated to work package levels •Documentation on the resource estimation and utilization •Resource Breakdown Structure •Graphical hierarchy of resource structure •Breakdown by resource category and type •Includes proficiency and grade •Project document updates
- 36. Estimate Activity Duration • The process of estimating the number of work periods needed to complete individual activities with estimated resources •Can be calculated based on percentage of estimated duration •Fixed work period •Quantities Analysis Planning Process 36 Satyanarayana. G. Manager-Solutions • The process of estimating the number of work periods needed to complete individual activities with estimated resources •Can be calculated based on percentage of estimated duration •Fixed work period •Quantities Analysis
- 37. Estimate Activity Duration SMPSMP OPAOPAEnterprise Environmental Factors Enterprise Environmental Factors I N P U T S Project Scope statement & Activity List Project Scope statement & Activity List Planning Process Activity Resource Requirements Activity Resource Requirements Resource Calendar Resource Calendar •Based optimistic, Most likely and pessimistic •Activity Expected Duration(P+4M+O)/6 •Activity Standard duration (P-O)/6 •Activity variance (P-O/6)2 Risk Register Risk Register Activity List & Attributes Activity List & Attributes 37 Satyanarayana. G. Manager-Solutions OUTPUT Tools & Techniques OPAEnterprise Environmental Factors Enterprise Environmental Factors •Activity duration estimate Three point Estimate(Program evaluation & Review Technique) Group discussion making technique Reserve Analysis Expert Judgment Analogous estimating Parametric estimating(regression Analysis and learning curve) •Based optimistic, Most likely and pessimistic •Activity Expected Duration(P+4M+O)/6 •Activity Standard duration (P-O)/6 •Activity variance (P-O/6)2
- 38. Estimate Activity Duration •Activity duration estimation •Estimate for each activity •Indicates a range of possible results •Project document updates •Activity attributes •Assumptions made during estimates • Standard deviation tells you how unsure the estimate is •Activity duration estimation •Estimate for each activity •Indicates a range of possible results •Project document updates •Activity attributes •Assumptions made during estimates • Standard deviation tells you how unsure the estimate is Planning Process 38 Satyanarayana. G. Manager-Solutions •Activity duration estimation •Estimate for each activity •Indicates a range of possible results •Project document updates •Activity attributes •Assumptions made during estimates • Standard deviation tells you how unsure the estimate is •Activity duration estimation •Estimate for each activity •Indicates a range of possible results •Project document updates •Activity attributes •Assumptions made during estimates • Standard deviation tells you how unsure the estimate is
- 39. Develop schedule •The process of analyzing sequence, duration, resource requirements and schedule constraints to create the project schedule model •Used constraints like •Start no earlier than •Finish no earlier than •Start no later than •Finish no later than •Must start on •Must finish on •Uses schedule network Analysis •Float of an activity determined Determining the amount of time the activity can be delayed before it delays the critical path Planning Process 39 Satyanarayana. G. Manager-Solutions •The process of analyzing sequence, duration, resource requirements and schedule constraints to create the project schedule model •Used constraints like •Start no earlier than •Finish no earlier than •Start no later than •Finish no later than •Must start on •Must finish on •Uses schedule network Analysis •Float of an activity determined Determining the amount of time the activity can be delayed before it delays the critical path
- 40. Develop schedule SMPSMP OPAOPAEnterprise Environmental Factors Enterprise Environmental Factors I N P U T S Project Scope statement Project Scope statement Planning Process Project schedule network diagram Project schedule network diagram Resource breakdown structure Resource breakdown structure Risk Register Risk Register Activity List & Attributes Activity List & Attributes Project Staff assignments Project Staff assignments 40 Satyanarayana. G. Manager-Solutions OUTPUT Tools & Techniques OPAEnterprise Environmental Factors Enterprise Environmental Factors •Schedule baseline Schedule network diagram Critical patch chain Modeling techniques Schedule compression(fast tracking/crashing) Critical Path method Resource Optimization Leads and lags Scheduling tools
- 41. Develop schedule •Schedule baseline •Baseline can be changed only after the changes are approved •Baseline has start and fish dates •Represents the agreed and approved dates •Project schedule •Critical path •Project schedule network diagrams •Bar charts displaying activities and start and end dates •Schedule data •Supporting documentation •Assumption and constraints •Delivery schedule •Cashflow projection •Resource histograms •Project calendar •PMP updates •Project documents updates •Schedule baseline •Baseline can be changed only after the changes are approved •Baseline has start and fish dates •Represents the agreed and approved dates •Project schedule •Critical path •Project schedule network diagrams •Bar charts displaying activities and start and end dates •Schedule data •Supporting documentation •Assumption and constraints •Delivery schedule •Cashflow projection •Resource histograms •Project calendar •PMP updates •Project documents updates Planning Process 41 Satyanarayana. G. Manager-Solutions •Schedule baseline •Baseline can be changed only after the changes are approved •Baseline has start and fish dates •Represents the agreed and approved dates •Project schedule •Critical path •Project schedule network diagrams •Bar charts displaying activities and start and end dates •Schedule data •Supporting documentation •Assumption and constraints •Delivery schedule •Cashflow projection •Resource histograms •Project calendar •PMP updates •Project documents updates •Schedule baseline •Baseline can be changed only after the changes are approved •Baseline has start and fish dates •Represents the agreed and approved dates •Project schedule •Critical path •Project schedule network diagrams •Bar charts displaying activities and start and end dates •Schedule data •Supporting documentation •Assumption and constraints •Delivery schedule •Cashflow projection •Resource histograms •Project calendar •PMP updates •Project documents updates
- 42. Control schedule •The process of monitoring the status of the project activities to update project progress and manage changes to the schedule baseline to achieve the plan Monitoring & controlling 42 Satyanarayana. G. Manager-Solutions •The process of monitoring the status of the project activities to update project progress and manage changes to the schedule baseline to achieve the plan
- 43. Control schedule Work Performance data Work Performance data OPAOPA I N P U T S Schedule Data Schedule Data Monitoring & controlling Project schedule Project schedule Project calendar Project calendar Performance Review Performance Review 43 Satyanarayana. G. Manager-Solutions OUTPUT Tools & Techniques OPA •Schedule baseline Leads and lags Schedule compression Schedule tools Performance review PMIS Resource Optimization techniques Modeling techniques Project schedule
- 44. Control schedule •Work performance information •SPI •SV •Schedule forecast: estimates and predictions of conditions and events based on the information and knowledge available at the time of forecast •Change requests: Change to schedule baseline and PMP •PMP updates: •Schedule baseline •Schedule management plan •Cost baseline •Project documents updates •OPA updates •Work performance information •SPI •SV •Schedule forecast: estimates and predictions of conditions and events based on the information and knowledge available at the time of forecast •Change requests: Change to schedule baseline and PMP •PMP updates: •Schedule baseline •Schedule management plan •Cost baseline •Project documents updates •OPA updates Monitoring & controlling 44 Satyanarayana. G. Manager-Solutions •Work performance information •SPI •SV •Schedule forecast: estimates and predictions of conditions and events based on the information and knowledge available at the time of forecast •Change requests: Change to schedule baseline and PMP •PMP updates: •Schedule baseline •Schedule management plan •Cost baseline •Project documents updates •OPA updates •Work performance information •SPI •SV •Schedule forecast: estimates and predictions of conditions and events based on the information and knowledge available at the time of forecast •Change requests: Change to schedule baseline and PMP •PMP updates: •Schedule baseline •Schedule management plan •Cost baseline •Project documents updates •OPA updates
- 45. Time Management 45 Satyanarayana. G. Manager-Solutions
- 46. PM Fundamentals Session 2/4 Now Its Exam Time Now Its Exam Time Select The Right Answer On Your Own Select The Right Answer On Your Own Keep Calm And Write Exam Keep Calm And Write Exam 30 Questions 30 Min 17:31 to 18:00 46 Satyanarayana. G. Manager-Solutions Now Its Exam Time Now Its Exam Time All The Best All The Best Select The Right Answer On Your Own Select The Right Answer On Your Own Keep Calm And Write Exam Keep Calm And Write Exam
- 47. PM Fundamentals Session 1/4 47 Satyanarayana. G. Manager-Solutions