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Part of Cybrary's PMP certification course, these slides describe the 3rd of 10 Knowledge Areas discussed in the video series. If you're interested, please watch the videos and download the rest of the slides from out site - Cybrary.IT
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The document discusses exam preparation for the Planning Process Group. It provides an overview of the planning processes, including defining the planning processes and knowledge areas. It then discusses several of the key planning processes in more detail, including their inputs, tools and techniques, and outputs. This includes collecting requirements, defining the project scope, and creating the work breakdown structure. The document is intended to help students understand the planning processes and prepare for the related questions on the PMP exam.
This document discusses key concepts for project time management including defining and sequencing activities, estimating activity durations and resources, developing project schedules using techniques like critical path method (CPM) and Gantt charts, and controlling schedules. It defines important terms like activities, milestones, dependencies, network diagrams, critical path, float, crashing and fast tracking.
Part of Cybrary's PMP certification course, these slides describe the 4th of 10 Knowledge Areas discussed in the video series. If you're interested, please watch the videos and download the rest of the slides from out site - Cybrary.IT
Cybrary's goal is to provide knowledge for FREE! We believe IT and Cyber Security training should be free, for everyone, forever. Join us in demanding liberation, and help us in forcing change. #hacktheindustry
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The document discusses project time management. It covers the importance of project schedules, noting that delivering projects on time is a major challenge and time overruns are common. It then discusses the processes involved in project time management, including activity definition, sequencing, resource and duration estimating, schedule development, and schedule control. Key techniques covered include precedence diagramming, Gantt charts, critical path method, calculating float, techniques for shortening schedules like crashing and fast tracking, and critical chain scheduling. The importance of updating the critical path and controlling changes to the project schedule are also emphasized.
Project time management involves defining activities, sequencing them, estimating durations and resources, developing a schedule, and controlling the schedule. It is important for completing projects on time as time has the least flexibility. Key techniques include creating network diagrams, Gantt charts, crashing and fast tracking activities, using buffers, and PERT analysis to estimate activity durations under uncertainty. Effective leadership and communication are also important for maintaining a realistic schedule.
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.
The document discusses project time management. It covers the importance of project schedules and how individual work styles and cultural differences can cause schedule conflicts. It then discusses key project time management processes like activity definition, sequencing, resource and duration estimating, and developing the project schedule. The critical path method is also explained as a technique to predict total project duration and determine which path has the least amount of slack.
The document discusses exam preparation for the Planning Process Group. It provides an overview of the planning processes, including defining the planning processes and knowledge areas. It then discusses several of the key planning processes in more detail, including their inputs, tools and techniques, and outputs. This includes collecting requirements, defining the project scope, and creating the work breakdown structure. The document is intended to help students understand the planning processes and prepare for the related questions on the PMP exam.
This document discusses key concepts for project time management including defining and sequencing activities, estimating activity durations and resources, developing project schedules using techniques like critical path method (CPM) and Gantt charts, and controlling schedules. It defines important terms like activities, milestones, dependencies, network diagrams, critical path, float, crashing and fast tracking.
Part of Cybrary's PMP certification course, these slides describe the 4th of 10 Knowledge Areas discussed in the video series. If you're interested, please watch the videos and download the rest of the slides from out site - Cybrary.IT
Cybrary's goal is to provide knowledge for FREE! We believe IT and Cyber Security training should be free, for everyone, forever. Join us in demanding liberation, and help us in forcing change. #hacktheindustry
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The document discusses project time management. It covers the importance of project schedules, noting that delivering projects on time is a major challenge and time overruns are common. It then discusses the processes involved in project time management, including activity definition, sequencing, resource and duration estimating, schedule development, and schedule control. Key techniques covered include precedence diagramming, Gantt charts, critical path method, calculating float, techniques for shortening schedules like crashing and fast tracking, and critical chain scheduling. The importance of updating the critical path and controlling changes to the project schedule are also emphasized.
Project time management involves defining activities, sequencing them, estimating durations and resources, developing a schedule, and controlling the schedule. It is important for completing projects on time as time has the least flexibility. Key techniques include creating network diagrams, Gantt charts, crashing and fast tracking activities, using buffers, and PERT analysis to estimate activity durations under uncertainty. Effective leadership and communication are also important for maintaining a realistic schedule.
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.
The document discusses project time management. It covers the importance of project schedules and how individual work styles and cultural differences can cause schedule conflicts. It then discusses key project time management processes like activity definition, sequencing, resource and duration estimating, and developing the project schedule. The critical path method is also explained as a technique to predict total project duration and determine which path has the least amount of slack.
This document discusses project time management. It covers defining activities, sequencing activities, estimating activity durations and resources, developing a schedule, and controlling the schedule. Key processes covered include plan schedule management, define activities, sequence activities, estimate activity resources, estimate activity durations, develop schedule, and control schedule. Estimating techniques like expert judgment, three-point estimating, and critical path method are explained. The goal of project time management is to complete the project on time and prevent time slippage.
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.
This document discusses the importance of project time management and scheduling. It outlines key processes for developing a project schedule, including defining activities, sequencing activities, estimating resources and durations, and developing the schedule. It emphasizes the critical path method for determining the longest path of activities in order to predict the project completion date. Maintaining and controlling the schedule is also discussed.
This chapter discusses the importance of project time management and key processes involved, including activity definition, sequencing, duration estimating, and schedule development. It describes tools like network diagrams, Gantt charts, critical path method, and critical chain scheduling that help project managers develop and control project schedules. The chapter emphasizes establishing realistic schedules, updating schedules regularly, and addressing people issues to manage schedule changes effectively.
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.
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.
Time Management within IT Project Managementrielaantonio
This document discusses project time management, which involves ensuring timely completion of a project. It outlines the seven main processes: 1) planning schedule management, 2) defining activities, 3) sequencing activities, 4) estimating activity resources, 5) estimating activity durations, 6) developing the schedule, and 7) controlling the schedule. Key aspects of each process are defined, such as developing a schedule management plan, creating an activity list and attributes, determining dependencies, and using techniques like critical path method, critical chain scheduling, and program evaluation and review technique.
This document discusses project time management and the processes involved in developing and controlling a project schedule. It outlines the seven key 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. Methods for developing a schedule network diagram using both activity-on-node and activity-on-arrow approaches are described. Estimating techniques including critical path method, program evaluation and review technique, and calculating float are also summarized.
The document discusses various topics related to managing software projects, including cost estimation and control, scope management, scheduling, and risk management. It provides information on processes for project management, defining activities and their relationships, estimating activity durations and resource needs, developing project schedules, and controlling changes to maintain the schedule. Key aspects covered are the project management process groups, developing a preliminary scope statement, integrated change control, monitoring project work, and managing conflicts that arise over the life of a project.
This document discusses the key topics covered in an economics lecture, including project planning, execution, termination, and the importance of proper planning. It emphasizes that the project plan should establish detailed directions for the project team, including deliverables, timelines, resources, and allowances for risk. A successful project launch meeting is also critical to align objectives and address major risks. The project charter and work breakdown structure are key components of the project plan for defining tasks, resources, schedules, personnel needs, and risk management. Thorough planning is necessary to ensure project success.
Project Time Management | Project Schedule Management | EdurekaEdureka!
( PMP® Training: https://www.edureka.co/pmp )
This Edureka tutorial on Project Schedule Management will give you an insight into the various process and activities covered in to maintain and manage the schedule of a project.
Project Schedule Management
Schedule Management Overview
Schedule Management Processes
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This document discusses various techniques for project time management. It covers defining activities, sequencing activities, estimating activity durations and resources, developing project schedules using tools like Gantt charts and critical path analysis, and controlling schedules. The importance of accurate scheduling for project success is emphasized. Key scheduling challenges like unrealistic estimates and organizational issues are also addressed.
The Project Management Process - Week 9 Performance ManagementCraig Brown
The document discusses project performance management and monitoring. It describes establishing a project baseline and monitoring system to track performance against the baseline over time. Key aspects covered include defining data collection, analysis and reporting processes, using tools like Gantt charts and control charts to monitor schedule and cost performance, and integrating scope, time and cost using earned value management.
The document discusses project time management. It defines project time management as the processes required to accomplish timely completion of a project, including planning and controlling the time spent on specific activities. It outlines six key processes for managing time: 1) define activities, 2) sequence activities, 3) estimate activity resources, 4) estimate activity durations, 5) develop schedule, and 6) control schedule. It provides details on the first two processes - defining activities involves developing a work breakdown structure and activity list, while sequencing activities relates to identifying and documenting dependencies between project activities.
https://mloey.github.io/
We will discuss the following: Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Work, Monitor and Control Project Work, Perform Integrated Change Control, Close Project or Phase.
Triple Constraints of Projects: Scope, Cost & Scheduleshofiulalom
This document discusses project scope management and time management. It provides details on the key processes for each, including scope planning, definition, verification and control. For time management, it outlines the processes of activity definition, sequencing, resource and duration estimating, schedule development, and schedule control. The goal of both scope and time management is to ensure projects are completed on time and within budget by defining and controlling the work to be performed.
The document discusses project management certification requirements, certificates, and frameworks. It outlines two categories for certification eligibility based on education and experience requirements. It also lists several PMI certification options and provides an overview of the Project Management Body of Knowledge (PMBOK) Guide, which describes processes, procedures, and practices for project management.
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 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. It covers defining activities, sequencing activities, estimating activity durations and resources, developing a schedule, and controlling the schedule. Key processes covered include plan schedule management, define activities, sequence activities, estimate activity resources, estimate activity durations, develop schedule, and control schedule. Estimating techniques like expert judgment, three-point estimating, and critical path method are explained. The goal of project time management is to complete the project on time and prevent time slippage.
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.
This document discusses the importance of project time management and scheduling. It outlines key processes for developing a project schedule, including defining activities, sequencing activities, estimating resources and durations, and developing the schedule. It emphasizes the critical path method for determining the longest path of activities in order to predict the project completion date. Maintaining and controlling the schedule is also discussed.
This chapter discusses the importance of project time management and key processes involved, including activity definition, sequencing, duration estimating, and schedule development. It describes tools like network diagrams, Gantt charts, critical path method, and critical chain scheduling that help project managers develop and control project schedules. The chapter emphasizes establishing realistic schedules, updating schedules regularly, and addressing people issues to manage schedule changes effectively.
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.
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.
Time Management within IT Project Managementrielaantonio
This document discusses project time management, which involves ensuring timely completion of a project. It outlines the seven main processes: 1) planning schedule management, 2) defining activities, 3) sequencing activities, 4) estimating activity resources, 5) estimating activity durations, 6) developing the schedule, and 7) controlling the schedule. Key aspects of each process are defined, such as developing a schedule management plan, creating an activity list and attributes, determining dependencies, and using techniques like critical path method, critical chain scheduling, and program evaluation and review technique.
This document discusses project time management and the processes involved in developing and controlling a project schedule. It outlines the seven key 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. Methods for developing a schedule network diagram using both activity-on-node and activity-on-arrow approaches are described. Estimating techniques including critical path method, program evaluation and review technique, and calculating float are also summarized.
The document discusses various topics related to managing software projects, including cost estimation and control, scope management, scheduling, and risk management. It provides information on processes for project management, defining activities and their relationships, estimating activity durations and resource needs, developing project schedules, and controlling changes to maintain the schedule. Key aspects covered are the project management process groups, developing a preliminary scope statement, integrated change control, monitoring project work, and managing conflicts that arise over the life of a project.
This document discusses the key topics covered in an economics lecture, including project planning, execution, termination, and the importance of proper planning. It emphasizes that the project plan should establish detailed directions for the project team, including deliverables, timelines, resources, and allowances for risk. A successful project launch meeting is also critical to align objectives and address major risks. The project charter and work breakdown structure are key components of the project plan for defining tasks, resources, schedules, personnel needs, and risk management. Thorough planning is necessary to ensure project success.
Project Time Management | Project Schedule Management | EdurekaEdureka!
( PMP® Training: https://www.edureka.co/pmp )
This Edureka tutorial on Project Schedule Management will give you an insight into the various process and activities covered in to maintain and manage the schedule of a project.
Project Schedule Management
Schedule Management Overview
Schedule Management Processes
Follow us to never miss an update in the future.
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
This document discusses various techniques for project time management. It covers defining activities, sequencing activities, estimating activity durations and resources, developing project schedules using tools like Gantt charts and critical path analysis, and controlling schedules. The importance of accurate scheduling for project success is emphasized. Key scheduling challenges like unrealistic estimates and organizational issues are also addressed.
The Project Management Process - Week 9 Performance ManagementCraig Brown
The document discusses project performance management and monitoring. It describes establishing a project baseline and monitoring system to track performance against the baseline over time. Key aspects covered include defining data collection, analysis and reporting processes, using tools like Gantt charts and control charts to monitor schedule and cost performance, and integrating scope, time and cost using earned value management.
The document discusses project time management. It defines project time management as the processes required to accomplish timely completion of a project, including planning and controlling the time spent on specific activities. It outlines six key processes for managing time: 1) define activities, 2) sequence activities, 3) estimate activity resources, 4) estimate activity durations, 5) develop schedule, and 6) control schedule. It provides details on the first two processes - defining activities involves developing a work breakdown structure and activity list, while sequencing activities relates to identifying and documenting dependencies between project activities.
https://mloey.github.io/
We will discuss the following: Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Work, Monitor and Control Project Work, Perform Integrated Change Control, Close Project or Phase.
Triple Constraints of Projects: Scope, Cost & Scheduleshofiulalom
This document discusses project scope management and time management. It provides details on the key processes for each, including scope planning, definition, verification and control. For time management, it outlines the processes of activity definition, sequencing, resource and duration estimating, schedule development, and schedule control. The goal of both scope and time management is to ensure projects are completed on time and within budget by defining and controlling the work to be performed.
The document discusses project management certification requirements, certificates, and frameworks. It outlines two categories for certification eligibility based on education and experience requirements. It also lists several PMI certification options and provides an overview of the Project Management Body of Knowledge (PMBOK) Guide, which describes processes, procedures, and practices for project management.
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 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.
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.
Project / Program / Portfolio Management and Processes GroupsAhmed Alageed
What are the differences between project, program, and portfolio management?
how the organization structure can affect projects?
what are the project management processes groups?
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.
Here is the Project Time Management Part 1 as a part of PMP Training by SKillogic Knowledge Solutions. Other slides will upload soon.
If you are looking for PMP Certification training classes in Bangalore, Chennai, Delhi, Hyderabad, and Mumbai visit http://in.skillogic.com/
Project time management involves planning, estimating, and controlling the schedule to ensure timely completion of a project. It includes defining activities, sequencing activities, estimating activity resources and durations, and developing the project schedule. Key processes include activity definition, sequencing, resource and duration estimation, and schedule development. Techniques used include precedence diagramming, dependency determination, and schedule compression. The goal is to generate a schedule model with start and finish dates for each activity.
The Planning Process Group involves establishing the project scope, objectives, and course of action. It includes processes from each knowledge area such as developing the project management plan, defining deliverables, creating the work breakdown structure, developing the schedule and budget, and identifying and planning for risks. The key deliverables are the project management plan and subsidiary plans, which outline the strategy and tactics for completing the project successfully.
The document discusses project management. It defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a definite beginning and end. Project management is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It involves five process groups: initiation, planning, execution, monitoring and controlling, and closure. The role of the project manager is also discussed.
This Presentation create a basic information and Idea about the Project Management Practices. The data was compiled from the reputed sources for better understanding.
The correct answer is B. Progressive elaboration means project processes are iterated as more detailed as more information is uncovered throughout the project life cycle.
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.
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
This document presents a Project Portfolio Management (PPM) Capability Reference Model created by Robert Greca to establish a common framework for discussing the elements of PPM. The model outlines key PPM capabilities at the portfolio, program, and project levels, and is intended to clarify terminology and scope. Greca provides the model for others to use and customize as needed for their organizations.
The document discusses the Project Management Body of Knowledge (PMBOK) which provides guidance on project management processes. It recognizes five process groups (initiating, planning, executing, monitoring and controlling, closing) and ten knowledge areas (integration, scope, time, cost, quality, human resources, communication, risk, procurement, stakeholder management). Project processes are characterized by inputs, tools and techniques, and outputs. The five process groups ensure projects are properly initiated, planned, executed, monitored, and closed.
My presentation slides for a technical dinner presentation I delivered for the PMI\'s Arabian Gulf Chapter in Al-Khobar, KSA, on June 21, 2010.
Yousef Abugosh, PMP
Project Integration Management involves identifying, defining, combining, and coordinating the various processes and activities within a project. It includes developing the project charter and project management plan, directing and managing project execution according to the plan, monitoring and controlling the project work, performing integrated change control, and closing the project or phase. The project charter and management plan establish the scope, schedule, and cost baselines against which project performance is measured and changes are managed.
Project managers use integration management processes to coordinate all aspects of a project. These include initiating a project with a charter, planning by developing a project management plan, executing the work, monitoring and controlling the project, and closing out the project upon completion. The key processes involve developing a project charter, managing the project work according to the plan, monitoring progress, controlling changes, and closing out the project. Project integration management aims to ensure coordination across all elements and knowledge areas of a project from start to finish.
This document discusses project management control. It outlines the transition from project planning to controlling, including validating plans, obtaining sign-offs, and reselling project management benefits. Formal control methods include status reports and review meetings. A five-step model for project control is presented: update status, analyze variances, act on problems, publish revisions, and inform management. Status reports should contain progress, forecasts, budgets, risks, and recognitions. Review meetings address unmet milestones and corrective actions.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
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2. Project Management Process Table
2
5 Process Groups
Initiation, Planning, Executing, Monitoring & Controlling,
and Closing
10 Knowledge Areas
Integration, Scope, Time, Cost, Quality, Human
Resources, Communication, Risk, Procurement, and
Stakeholder.
47 Total Processes
Processes are categorized by Process Group and
Knowledge Area.
3. Project Management Process Table
Integration 1 1 1 2 1
Scope 4 2
Time 6 1
Cost 3 1
Quality 1 1 1
Human
Resources
1 3 1
Communication
s
1 1
Risk 5 1
Procurement 1 1 1 1
Stakeholder 1 1 1 1
3
5. Time Management
Plan Schedule Management Process
All knowledge areas consist of a plan on how that
knowledge area is to be developed.
This process creates the Schedule Management Plan.
Key inputs to this process are the Project Management
Plan, Project Charter, Enterprise Environmental Factors,
and Organizational Process Assets.
Same inputs as in the Scope Management Plan.
A Project Manager will use Expert Judgment, Analytical
Techniques, and Meetings to develop the Schedule
Management Plan.
Planning – Plan Schedule
Management
5
6. Time Management
Schedule Management Plan
Establishes policies, procedures, and documentation for
planning, developing, managing, executing, and
controlling the project schedule.
Provides guidance and direction on how the project schedule
will be managed throughout the project.
Planning – Plan Schedule
Management
6
7. Planning – Plan Schedule
Management
Time Management
Project Management Plan
Project Charter
Organizational Process
Assets
Schedule Management Plan
Expert Judgment
Meetings
Inputs Outputs
Tools
Plan Scope
Management
Process
Enterprise Environmental Factors
7
Analytical Techniques
9. Time Management
Define Activities Process
Focus on the activities that are required to create the
deliverables for the project.
This process creates the Milestone List and the Activity
List.
Key inputs to this process are the Schedule Management
Plan, Scope Baseline, Enterprise Environmental Factors,
and Organizational Process Assets.
A Project Manager will use Decomposition, Expert
Judgment, and Rolling Wave Planning to develop the
Milestone List and Activity List.
9
Planning – Define Activities
10. Time Management
Activity List
Describes what needs to be done in the project.
Activities are commonly referred to as tasks.
Activities should be broken down to durations between 4
and 80 hours.
10
Planning – Define Activities
11. Time Management
Milestone List
States the milestones of the project.
Milestones are reference points of the project.
Milestones are entered as 0 hours.
Planning – Define Activities
11
12. Planning – Define Activities
Time Management
Schedule Management
Plan
Scope Baseline
Organizational Process
Assets
Activity List
Milestone List
Expert Judgment
Decomposition
Inputs Outputs
Tools
Define
Activities
Process
Enterprise Environmental Factors
12
Rolling Wave
14. Time Management
Sequence Activities Process
Focus on placing the activities in order.
This process creates the Project Schedule Network
Diagrams.
Key inputs to this process are the Schedule Management
Plan, Activity List, Milestone List, Activity Attributes,
Enterprise Environmental Factors, and Organizational
Process Assets.
A Project Manager will use Precedence Diagramming
Method, Dependency Determination, and Leads and Lags
to develop the Project Schedule Network Diagrams.
14
Planning – Sequence Activities
15. Planning – Define Activities
Time Management
Schedule Management
Plan
Activity List
Organizational Process
Assets
Project Schedule Network
Diagrams
Precedence Diagramming Method
Dependency Determination
Inputs Outputs
Tools
Define
Activities
Process
Enterprise Environmental Factors
15
Leads and Lags
Milestone List
16. Time Management
Precedence Diagramming Method
16
Planning – Sequence Activities
A
FC
E
D
B
G
4
1
2
1
4
1
2
Design Dog
House
Purchase
Material
Dig
Foundation
Pour
Concrete
Build Dog
House
Install
Fencing
Train Dog
17. Time Management
Dependencies
When sequencing, dependencies will determine the order
of activities.
Mandatory
Discretionary
Internal
External
17
Planning – Sequence Activities
18. Time Management
Predecessors:
Predecessors are used to help with sequencing activities.
Determines when the following activity will occur.
Finish to Start
Finish to Finish
Start to Start
Start to Finish
18
Planning – Sequence Activities
22. Time Management
Predecessor:
Start to Start
22
Planning – Sequence Activities
A
B
4
1
Design Dog
House
Purchase
Material
Start
Start Finis
h
Finis
h
23. Time Management
Predecessor:
Start to Finish
23
Planning – Sequence Activities
A
B
4
1
Design Dog
House
Purchase
Material
Start
Start Finis
h
Finis
h
24. Time Management
24
Planning – Sequence Activities
Leads and Lags:
Leads can start before an activity is complete.
Lags require a delay before an activity can start.
A
B
4
1
Mon Tue Wed Thu Fri Sat
A A A A
B
Mon Tue Wed Thu Fri Sat
A A A A
B
A
B
1
4
26. Time Management
Sequence Activities Process
Focus on resources for the project.
Material
Personnel
Equipment
This process creates the Activity Resources Requirements and
the Resource Breakdown Structure.
Key inputs to this process are the Schedule Management Plan,
Activity List, Resource Calendars, Risk Register, Activity Cost
Estimates, Activity Attributes, Enterprise Environmental
Factors, and Organizational Process Assets.
A Project Manager will use Expert Judgment, Alternative
Analysis, Published Estimating Data, Bottom-Up estimating,
and Project Management Software to develop the Activity
Resource Requirements and Resource Breakdown Structure.
26
Planning – Estimating Activity
Resources
27. Time Management
Resource Breakdown Structure
A display that is a breakdown by resource type across an
organization.
27
1
Project
Resources
1.1
People
1.1.1
Project
Managers
1.1.2
Engineers
1.1.3
Systems
Analyst
1.1.3.1
Audio Visual
1.1.3.2
Radio
1.1.3.3
IT
1.1.4
Production
1,2
Material
1.3
Equipment
Planning – Estimating Activity
Resources
28. Time Management
Activity Resource Requirements
Identifies the resources required for the project based on
the activities.
Resources include;
Personnel
Equipment
Infrastructure
28
Planning – Estimating Activity
Resources
29. Time Management
Schedule Management
Plan
Activity List
Organizational Process
Assets
Activity Resource Requirements
Resource Breakdown Structure
Expert Judgment
Alternative Analysis
Inputs Outputs
Tools
Estimate
Activity
Resources
Enterprise Environmental Factors
29
Published Estimating Data
Planning – Estimating Activity
Resources
Resource Calendars
Risk Register
Activity Cost Estimates
Activity Attributes
Bottom-Up Estimating
Project Management Software
31. Time Management
Estimating Methods
Analogous
Usually an estimate based on something similar.
Also known as Top-Down
Advantages
Can be created quickly
Disadvantages
Lacks details
31
Planning – Estimating Activity
Resources
32. Time Management
Estimating Methods
Bottom Up
Created from activities.
Advantages
A lot of detail and accuracy
Disadvantages
Very time consuming
Team can pad time (Parkinson’s Law)
Parkinson’s Law – Work expands to consume the time schedule for it’s
completion.
32
Planning – Estimating Activity
Resources
33. Time Management
Estimating Methods
Parametric
Based on an existing parameter.
Can use Industry Standards
Advantages
Can be done both quickly and accurate
33
Planning – Estimating Activity
Resources
34. Time Management
Estimating Methods
Computerized (Monte Carlo)
Computerized tool that simulates project outcomes.
Can results in Time, Cost, or number of resources needed.
Also known as Top-Down
Advantages
Very accurate
Disadvantages
Very time consuming to setup
34
Planning – Estimating Activity
Resources
35. Time Management
Estimating Methods
Program Evaluation Review Technique (PERT)
Uses pessimistic, optimistic, and most likely estimates
(O + P + (4 * M))
6
35
Planning – Estimating Activity
Resources
37. Time Management
Estimate Activities Durations Process
Focus on estimating the hours for each activity then
summing them for a high level estimate.
This process creates the Activity Duration Estimates.
Key inputs to this process are the Schedule Management
Plan, Activity List, Activity Resource Requirements,
Resource Calendars, Risk Register, Resource Breakdown
Structure, Project Scope Statement, Activity Attributes,
Enterprise Environmental Factors, and Organizational
Process Assets.
A Project Manager will use Expert Judgment, Analogous
Estimating, Parametric Estimating, Three-Point
Estimating, Group Decision Making Techniques, and
Reserve Analysis to develop the Activity Duration
Estimates.
37
Planning – Estimating Activity
Durations
38. Time Management
Activity Duration Estimates
Identifies the duration of the activities with plus and minus
ranges.
Activity “A” – 4 days +/- 2 days. Range is 2 to 6 days.
38
Planning – Estimating Activity
Durations
A
4
Design Dog
House
39. Time Management
Schedule Management
Plan
Activity List
Organizational Process
Assets
Activity Duration Estimate
Expert Judgment
Alternative Analysis
Inputs Outputs
Tools
Estimate
Activity
Duration
Enterprise Environmental Factors
39
Published Estimating Data
Planning – Estimating Activity
Durations
Resource Calendars
Risk Register
Project Scope Statement
Activity Attributes
Bottom-Up Estimating
Project Management Software
Activity Resource Requirements
41. Time Management
Develop Schedule
This process reviews the resource needs, sequence activities,
and estimating activity durations to develop the schedule. This
process brings together the activity list, the work breakdown
structure, the start and finish dates, and sequence activities.
This process creates the Schedule baseline, Project Schedule,
and Project Calendars.
Key inputs to this process are the Schedule Management Plan,
Activity List, Network Diagrams, Activity Resource
Requirements, Resource Calendars, Risk Register, Resource
Breakdown Structure, Project Scope Statement, Activity
Attributes, Project Staff Assignments, Enterprise Environmental
Factors, and Organizational Process Assets.
A Project Manager will use Schedule Network Analysis, Critical
Path Method, Critical Chain Method, Resource Optimization
Techniques, Modeling Techniques, Leads and Lags, Schedule
Compression, and Scheduling Tool.
41
Planning – Develop Schedule
45. Time Management
Calculating the Critical Path
45
A
FC
E
D
B
G
4
1
2
1
4
1
2
Design Dog
House
Purchase
Material
Dig
Foundation
Pour
Concrete
Build Dog
House
Install
Fencing
Train Dog
1
Start
on
Day 1
Forward Pass
Planning – Develop Schedule
46. Time Management
Calculating the Critical Path
46
A
FC
E
D
B
G
4
1
2
1
4
1
2
Design Dog
House
Purchase
Material
Dig
Foundation
Pour
Concrete
Build Dog
House
Install
Fencing
Train Dog
1
Forward Pass
4
1+4-
1
5
5
+1
+1
Planning – Develop Schedule
47. Time Management
Calculating the Critical Path
47
A
FC
E
D
B
G
4
1
2
1
4
1
2
Design Dog
House
Purchase
Material
Dig
Foundation
Pour
Concrete
Build Dog
House
Install
Fencing
Train Dog
1
Forward Pass
4
5
5
5
6
5+1-1
5+2-1
+1
+1
7
Go with the
High
Number
Planning – Develop Schedule
48. Time Management
Calculating the Critical Path
48
Planning – Sequence Activities
A
FC
E
D
B
G
4
1
2
1
4
1
2
Design Dog
House
Purchase
Material
Dig
Foundation
Pour
Concrete
Build Dog
House
Install
Fencing
Train Dog
1
Forward Pass
4
5
5
5
6
7 7
8
8 8
11
7+1-1
8+4-1
8+1-1
12+2-1
12 13
49. Time Management
Calculating the Critical Path
49
A
FC
E
D
B
G
4
1
2
1
4
1
2
Design Dog
House
Purchase
Material
Dig
Foundation
Pour
Concrete
Build Dog
House
Install
Fencing
Train Dog
1
Forward Pass
4
5
5
5
6
7 7
8
8 8
11
7+1-1
8+4-1
8+1-1
12+2-1
12 13
Planning – Develop Schedule
50. Time Management
Calculating the Critical Path
50
A
FC
E
D
B
G
4
1
2
1
4
1
2
Design Dog
House
Purchase
Material
Dig
Foundation
Pour
Concrete
Build Dog
House
Install
Fencing
Train Dog
1
Backward Pass
4
5
5
5
6
7 7
8
8 8
11
12 13
1312
-1
-1
11
11
Planning – Develop Schedule
51. Time Management
Calculating the Critical Path
51
A
FC
E
D
B
G
4
1
2
1
4
1
2
Design Dog
House
Purchase
Material
Dig
Foundation
Pour
Concrete
Build Dog
House
Install
Fencing
Train Dog
1
Backward Pass
4
5
5
5
6
7 7
8
8 8
11
12 13
1312
-1
-1
11
11
11
8
7 7
6
65
6
41
Lower
Number
wins!
Lower
Number
wins!
4-4+1
6-2+1
7-1+1
11-1+1
11-4+16-1+1
Planning – Develop Schedule
52. Time Management
Calculating the Critical Path
52
A
FC
E
D
B
G
4
1
2
1
4
1
2
Design Dog
House
Purchase
Material
Dig
Foundation
Pour
Concrete
Build Dog
House
Install
Fencing
Train Dog
1
Calculating Slack
4
5
5
5
6
7 7
8
8 8
11
12 13
1312
11
11
11
8
7 7
6
65
6
41
6-5=1
11-8=3
Planning – Develop Schedule
53. Time Management
Calculating the Critical Path
53
Planning – Develop Schedule
A
FC
E
D
B
G
4
1
2
1
4
1
2
Design Dog
House
Purchase
Material
Dig
Foundation
Pour
Concrete
Build Dog
House
Install
Fencing
Train Dog
1
Critical Path
4
5
5
5
6
7 7
8
8 8
11
12 13
1312
11
11
11
8
7 7
6
65
6
41
55. Time Management
Control Schedule
This process is for the control and management of
changes to the schedule.
This process creates Work Performance Information,
Schedule Forecasts, and Change Requests.
Key inputs to this process are the Project Management
Plan, Project Schedule, Work Performance Data, Project
Calendars, schedule Data, and Organizational Process
Assets.
A Project Manager will use Performance Reviews, Project
Management Software, Resource Optimization
Techniques, Modeling Techniques, Leads and Lags,
Schedule Compression, and Scheduling Tools to perform
this process.
55
Monitoring & Controlling – Control
Schedule
56. Time Management
Work Performance Information
Information that helps to determine current schedule
metrics compared to planned schedule metrics.
This is the information that helps with determining Earned
Value
56
Monitoring & Controlling – Control
Schedule
57. Time Management
Schedule Forecast
Anticipated situations and incidents that will likely occur in
the future based off of current information.
57
Monitoring & Controlling – Control
Schedule
58. Time Management
Change Requests
A variance in schedule after an analysis will result in a
change request.
Changes that have been requested, but not yet formally
approved.
58
Monitoring & Controlling – Control
Schedule