This document discusses project time management and summarizes key processes from the Project Management Body of Knowledge (PMBOK). It covers planning schedule management, defining activities, and sequencing activities. The planning process establishes policies and procedures for developing, managing, executing and controlling the project schedule. Defining activities involves identifying and documenting specific actions needed to produce deliverables, breaking work down into smaller activities.

1. Chapter
4:
Project
Time
Management
Stevbros
Training
&
Consultancy
www.stevbros.edu.vn
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Project
Management
Fundamentals
1
PMI,
PMP
and
PMBOK
are
registered
marks
of
the
Project
Management
Ins9tute,
Inc.

2. Overview
Ini%a%ng
process
group
Planning
process
group
Execu%ng
process
group
Monitoring
&
controlling
process
group
Closing
process
group
Project
%me
management
• Plan
Schedule
Management
• Define
AcKviKes
• Sequence
AcKviKes
• EsKmate
AcKvity
Resources
• EsKmate
AcKvity
DuraKons
• Develop
Schedule
• Control
Schedule
Copyright@STEVBROS
Project
Management
Fundamentals
2

3. Overview
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
6-­‐2
Page
144.
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Project
Management
Fundamentals
3

4. Overview
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
6-­‐2
Page
144.
Copyright@STEVBROS
Project
Management
Fundamentals
4

5. Plan
schedule
management
• The
process
of
establishing
the
policies,
procedures,
and
documentaKon
for
planning,
developing,
managing,
execuKng,
and
controlling
the
project
schedule.
The
key
benefit
of
this
process
is
that
it
provides
guidance
and
direcKon
on
how
the
project
schedule
will
be
managed
throughout
the
project.
Copyright@STEVBROS
Project
Management
Fundamentals
5
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
6-­‐3
Page
145.

6. Inputs
1. Project
Management
Plan
• Contains
scope
baseline
used
to
develop
the
schedule
management
plan
2. Project
Charter
• Output
of
the
Develop
Project
ChaUer
process
3. Enterprise
Environmental
Factors
• The
EEFs
that
influence
this
process
include:
OrganizaKonal
culture
and
structure
can
all
influence
schedule
management;
Resource
availability
and
skills
that
may
influence
schedule
planning;
Project
management
soYware
provides
the
scheduling
tool
and
alternaKve
possibiliKes
for
managing
the
schedule;
Published
commercial
informaKon,
such
as
resource
producKvity
informaKon,
is
oYen
available
from
commercial
databases
that
track;
and
OrganizaKonal
work
authorizaKon
systems
4. Organiza%onal
Process
Assets
• The
OPAs
that
influence
this
process
include:
Monitoring
and
reporKng
tools
to
be
used;
Historical
informaKon;
Schedule
control
tools;
ExisKng
formal
and
informal
schedule
control
related
policies,
procedures,
and
guidelines;
Templates;
Project
closure
guidelines;
Change
control
procedures;
and
Risk
control
procedures
including
risk
categories,
probability
definiKon
and
impact,
and
probability
and
impact
matrix.
Copyright@STEVBROS
Project
Management
Fundamentals
6

7. Tools
and
techniques
1. Expert
Judgment
• guided
by
historical
informaKon,
provides
valuable
insight
about
the
environment
and
informaKon
from
prior
similar
projects.
Expert
judgment
can
also
suggest
whether
to
combine
methods
and
how
to
reconcile
differences
between
them.
2. Analy%cal
Techniques
• involve
choosing
strategic
opKons
to
esKmate
and
schedule
the
project
such
as:
scheduling
methodology,
scheduling
tools
and
techniques,
esKmaKng
approaches,
formats,
and
soYware.
The
schedule
management
plan
may
also
detail
ways
to
fast
track
or
crash
the
project
schedule,
do
rolling
wave
planning,
apply
leads
and
lags,
do
alternaKves
analysis,
and
review
schedule
performance.
3. Mee%ngs
• parKcipants
at
these
meeKngs
may
include
the
project
manager,
the
project
sponsor,
selected
project
team
members,
selected
stakeholders,
anyone
with
responsibility
for
schedule
planning
or
execuKon,
and
others
as
needed
Copyright@STEVBROS
Project
Management
Fundamentals
7

8. Outputs
1. Schedule
Management
Plan
• establishes
the
criteria
and
the
acKviKes
for
developing,
monitoring,
and
controlling
the
schedule:
ü Project
schedule
model
development,
ü Level
of
accuracy,
ü Units
of
measure,
ü OrganizaKonal
procedures
links,
ü Project
schedule
model
maintenance,
ü Control
thresholds,
ü Rules
of
performance
measurement,
ü ReporKng
formats,
ü Process
descripKons.
Copyright@STEVBROS
Project
Management
Fundamentals
8

9. Define
acKviKes
• The
process
of
idenKfying
and
documenKng
the
specific
acKons
to
be
performed
to
produce
the
project
deliverables.
The
key
benefit
of
this
process
is
to
break
down
work
packages
into
acKviKes
that
provide
a
basis
for
esKmaKng,
scheduling,
execuKng,
monitoring,
and
controlling
the
project
work.
Copyright@STEVBROS
Project
Management
Fundamentals
9
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
6-­‐5
Page
149.

10. Inputs
1. Schedule
Management
Plan
• Output
of
the
Plan
Schedule
Management
process
2. Scope
Baseline
• Outputs
of
the
Create
WBS
process
3. Enterprise
Environmental
Factors
• EEFs
that
influence
this
process
include:
organizaKonal
cultures
and
structure,
published
commercial
informaKon
from
commercial
databases,
and
PMIS.
4. Organiza%onal
Process
Assets
• OPAs
that
influence
this
process
include:
lessons
learned
knowledge
base
containing
historical
informaKon
regarding
acKvity
lists
used
by
previous
similar
projects;
standardized
processes;
templates
that
contain
a
standard
acKvity
list
or
a
porKon
of
an
acKvity
list
from
a
previous
project;
and
exisKng
formal
and
informal
acKvity
planning-­‐
related
policies,
procedures,
and
guidelines.
Copyright@STEVBROS
Project
Management
Fundamentals
10

11. Tools
and
techniques
1. Decomposi%on
• is
a
technique
used
for
dividing
and
subdividing
the
project
scope
and
project
deliverables
into
smaller,
more
manageable
parts.
AcKviKes
represent
the
effort
needed
to
complete
a
work
package.
• the
acKvity
list,
WBS,
and
WBS
dicKonary
can
be
developed
either
sequenKally
or
concurrently,
with
the
WBS
and
WBS
dicKonary
as
the
basis
for
development
of
the
final
acKvity
list.
Involving
team
members
in
the
decomposiKon
can
lead
to
beUer
and
more
accurate
results.
2. Rolling
Wave
Planning
• is
an
iteraKve
planning
technique
in
which
the
work
to
be
accomplished
in
the
near
term
is
planned
in
detail,
while
the
work
in
the
future
is
planned
at
a
higher
level.
It
is
a
form
of
progressive
elaboraKon.
3. Expert
Judgment
• project
team
members
or
other
experts,
who
are
experienced
and
skilled
in
developing
detailed
project
scope
statements,
the
WBS,
and
project
schedules,
can
provide
experKse
in
defining
acKviKes.
Copyright@STEVBROS
Project
Management
Fundamentals
11

12. Outputs
(1/2)
1. Ac%vity
List
• is
a
comprehensive
list
that
includes
all
schedule
acKviKes
required
on
the
project.
The
acKvity
list
also
includes
the
acKvity
idenKfier
and
a
scope
of
work
descripKon
for
each
acKvity
in
sufficient
detail
to
ensure
that
project
team
members
understand
what
work
is
required
to
be
completed.
2. Milestone
List
• A
milestone
is
a
significant
point
or
event
in
a
project.
A
milestone
list
is
a
list
idenKfying
all
project
milestones
and
indicates
whether
the
milestone
is
mandatory,
such
as
those
required
by
contract,
or
opKonal,
such
as
those
based
upon
historical
informaKon.
Copyright@STEVBROS
Project
Management
Fundamentals
12

13. Outputs
(2/2)
3.
Ac%vity
AOributes
• AcKvity
aUributes
can
be
used
to
idenKfy
the
person
responsible
for
execuKng
the
work,
geographic
area,
or
place
where
the
work
has
to
be
performed,
the
project
calendar
the
acKvity
is
assigned
to,
and
ac9vity
type.
• Three
earned
valued
management
(EVM)
types
of
acKviKes
used
to
measure
work
performance:
– Discrete
Effort
(DE):
an
acKvity
that
can
be
planned
and
measured
and
that
yields
a
specific
output.
E.g.
Working
SoYware,
Delivered
Machines
etc.
– Appor%oned
Effort
(AE):
an
acKvity
where
effort
is
alloUed
proporKonately
across
certain
discrete
efforts
and
not
divisible
into
discrete
efforts.
E.g.
tesKng,
inspecKon,
verificaKon,
validaKon
acKviKes.
These
acKviKes
are
performed
in
direct
proporKon
to
their
associated
main
tasks.
– Level
of
Effort
(LOE):
an
acKvity
that
does
not
produce
definiKve
end
products
and
is
measured
by
the
passage
of
Kme.
E.g.
daily
stand
up,
release
planning,
project
budget
accounKng,
customer
liaison,
or
oiling
machinery
during
manufacturing,
etc.
Level
of
efforts
mainly
involves
collaboraKon
and
coordinaKon
acKviKes
and
these
acKviKes
are
repeKKve
in
nature.
Copyright@STEVBROS
Project
Management
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13

14. Sequence
acKviKes
• The
process
of
idenKfying
and
documenKng
relaKonships
among
the
project
acKviKes.
The
key
benefit
of
this
process
is
that
it
defines
the
logical
sequence
of
work
to
obtain
the
greatest
efficiency
given
all
project
constraints.
Copyright@STEVBROS
Project
Management
Fundamentals
14
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
6-­‐7
Page
153.

15. Inputs(1/2)
1. Schedule
Management
Plan
• idenKfies
the
scheduling
method
and
tool
to
be
used
for
the
project,
which
will
guide
how
the
acKviKes
may
be
sequenced.
2. Ac%vity
List
• contains
all
schedule
acKviKes
required
on
the
project,
which
are
to
be
sequenced.
Dependencies
and
other
constraints
for
these
acKviKes
can
influence
the
sequencing
of
the
acKviKes.
3. Ac%vity
AOributes
• describe
a
necessary
sequence
of
events
or
defined
predecessor
or
successor
relaKonships.
4.
Milestone
List
• have
scheduled
dates
for
specific
milestones,
which
may
influence
the
way
acKviKes
are
sequenced.
Copyright@STEVBROS
Project
Management
Fundamentals
15

16. Inputs(2/2)
5. Project
Scope
Statement
• contains
the
product
scope
descripKon,
which
includes
product
characterisKcs
that
may
affect
acKvity
sequencing,
such
as
the
physical
layout
of
a
plant
to
be
constructed
or
subsystem
interfaces
on
a
soYware
project.
6. Enterprise
Environmental
Factors
• contain
government
or
industry
standards,
PMIS,
scheduling
tool,
and
company
work
authorizaKon
systems.
7. Organiza%onal
Process
Assets
• contain
project
files
from
the
corporate
knowledge
base
used
for
scheduling
methodology,
exisKng
formal
and
informal
acKvity
planning-­‐related
policies,
procedures,
and
guidelines,
such
as
the
scheduling
methodology
that
are
considered
in
developing
logical
relaKonships,
and
templates
that
can
be
used
to
expedite
the
preparaKon
of
networks
of
project
acKviKes
Copyright@STEVBROS
Project
Management
Fundamentals
16

17. Tools
and
techniques
1. Precedence
Diagramming
Method
• is
a
technique
used
for
construcKng
a
schedule
model
in
which
acKviKes
are
represented
by
nodes
and
are
graphically
linked
by
one
or
more
logical
relaKonships
to
show
the
sequence
in
which
the
acKviKes
are
to
be
performed.
AcKvity-­‐on-­‐node
(AON)
is
one
method
of
represenKng
a
precedence
diagram.
This
is
the
method
used
by
most
project
management
soYware
packages.
(sample
at
next
slide)
2. Dependency
Determina%on
• has
four
aUributes,
but
two
can
be
applicable
at
the
same
Kme
in
following
ways:
mandatory
external
dependencies,
mandatory
internal
dependencies,
discreKonary
external
dependencies,
or
discreKonary
internal
dependencies.
(details
at
next
slide)
3. Leads
and
Lags
• A
lead
is
the
amount
of
Kme
whereby
a
successor
acKvity
can
be
advanced
with
respect
to
a
predecessor
acKvity.
• A
lag
is
the
amount
of
Kme
whereby
a
successor
acKvity
will
be
delayed
with
respect
to
a
predecessor
acKvity.
(sample
at
next
slide)
Copyright@STEVBROS
Project
Management
Fundamentals
17

18. Precedence
Diagramming
Method
(PDM)
RelaKonship
Types
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18
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
6-­‐9
Page
157.

19. Dependence
determinaKon
• Mandatory
dependencies:
are
those
that
are
legally
or
contractually
required
or
inherent
in
the
nature
of
the
work.
Mandatory
dependencies
are
also
someKmes
referred
to
as
hard
logic
or
hard
dependencies.
• Discre%onary
dependencies:
are
someKmes
referred
to
as
preferred
logic,
preferenKal
logic,
or
soY
logic.
DiscreKonary
dependencies
are
established
based
on
knowledge
of
best
pracKces
• External
dependencies:
involve
a
relaKonship
between
project
acKviKes
and
non-­‐project
acKviKes.
These
dependencies
are
usually
outside
the
project
team’s
control.
• Internal
dependencies:
involve
a
precedence
relaKonship
between
project
acKviKes
and
are
generally
inside
the
project
team’s
control.
Copyright@STEVBROS
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Management
Fundamentals
19

20. Lead/Lag
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A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
6-­‐10
Page
158.

21. Float
• Float
is
also
wriUen
as
Slack.
• Total
Float:
It
is
the
amount
of
Kme
that
an
acKvity
can
be
delayed
without
delaying
the
project’s
end
date.
This
gives
you
to
total
Kme
or
“buffer”
you
have
to
play
with
for
this
acKvity,
before
the
project
gets
delayed.
• Free
Float:
This
is
the
amount
of
Kme
an
acKvity
can
be
delayed,
without
impacKng
the
early
start
date
of
its
successor.
For
this
to
happen,
you
need
to
have
2
or
more
acKviKes
having
a
common
successor.
• Project
Float:
This
means
the
amount
of
Kme
a
project
can
be
delayed,
without
impacKng
the
externally
imposed
date
by
the
customer
and/or
management
Copyright@STEVBROS
Project
Management
Fundamentals
21

22. Is
Float
good?
• Having
some
float
or
slack
on
the
project
is
actually
good
for
the
project.
This
means
that
you
use
this
“extra”
Kme
to
tackle
unforeseen
emergencies,
delays,
and
problems,
or
test
&
improve
the
quality
of
the
product.
• If
the
Float
is
Zero,
then
the
Project
is
very
risky.
Any
single
point
of
failure
and
the
enKre
project
can
be
delayed.
The
risk
on
the
project
then
becomes
quite
high.
• CriKcal
AcKviKes
(acKviKes
on
the
CriKcal
Path)
usually
have
a
Float
of
Zero.
Copyright@STEVBROS
Project
Management
Fundamentals
22

23. Calculate
Float?
• There
are
2
ways
to
calculate
Float,
and
the
answer
is
the
same
with
either
method.
– Float
=
Late
Start
(LS)
–
Early
Start
(ES)
– Float
=
Late
Finish
(LF)
–
Early
Finish
(EF)
• Forward
Pass
is
applied
to
calculate
ES,
EF.
• Backward
Pass
is
applied
to
calculate
LS,
LF.
Copyright@STEVBROS
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23

24. Float
CalculaKon
Copyright@STEVBROS
24
Project
Management
Fundamentals

25. Float
CalculaKon
Copyright@STEVBROS
25
Project
Management
Fundamentals

26. Float
CalculaKon
Copyright@STEVBROS
26
Project
Management
Fundamentals

27. Float
CalculaKon
Copyright@STEVBROS
27
Project
Management
Fundamentals

28. Float
CalculaKon
Copyright@STEVBROS
28
Float
of
B
=
2
Float
of
C
=
1
Float
of
A,
D,
E,F
=
0
Project
Management
Fundamentals

29. Outputs
1. Project
Schedule
Network
Diagrams
• is
a
graphical
representaKon
of
the
logical
relaKonships,
also
referred
to
as
dependencies,
among
the
project
schedule
acKviKes
(sample
at
next
slide)
2. Project
Documents
Updates
• project
documents
that
may
be
updated
include:
acKvity
lists,
acKvity
aUributes,
milestone
list,
and
risk
register.
Copyright@STEVBROS
Project
Management
Fundamentals
29

30. Project
schedule
network
diagram
Copyright@STEVBROS
Project
Management
Fundamentals
30
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
6-­‐11
Page
160.

31. EsKmate
acKvity
resource
• The
process
of
esKmaKng
the
type
and
quanKKes
of
material,
human
resources,
equipment,
or
supplies
required
to
perform
each
acKvity.
The
key
benefit
of
this
process
is
that
it
idenKfies
the
type,
quanKty,
and
characterisKcs
of
resources
required
to
complete
the
acKvity
which
allows
more
accurate
cost
and
duraKon
esKmates.
Copyright@STEVBROS
Project
Management
Fundamentals
31
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
6-­‐12
Page
161.

32. Inputs(1/2)
1. Schedule
Management
Plan
• idenKfies
the
level
of
accuracy
and
the
units
of
measure
for
the
resources
to
be
esKmated.
2. AcKvity
List
• idenKfies
the
acKviKes
which
will
need
resources.
3. AcKvity
AUributes
• provide
the
primary
data
input
for
use
in
esKmaKng
those
resources
required
for
each
acKvity
in
the
acKvity
list.
4. Resource
Calendars
• is
a
calendar
that
idenKfies
the
working
days
and
shiYs
on
which
each
specific
resource
is
available.
InformaKon
on
which
resources
(such
as
human
resources,
equipment,
and
material)
are
potenKally
available
during
a
planned
acKvity
period,
is
used
for
esKmaKng
resource
uKlizaKon.
Copyright@STEVBROS
Project
Management
Fundamentals
32

33. Inputs(2/2)
5. Risk
Register
• Risk
events
may
impact
resource
selecKon
and
availability.
6. AcKvity
Cost
EsKmates
• The
cost
of
resources
may
impact
resource
selecKon.
7. Enterprise
Environmental
Factors
• EEFs
that
can
influence
this
process
include:
resource
locaKon,
availability,
and
skills.
8. OrganizaKonal
Process
Assets
• OPAs
that
can
influence
this
process
include:
policies
and
procedures
regarding
staffing,
policies
and
procedures
relaKng
to
rental
and
purchase
of
supplies
and
equipment,
and
historical
informaKon
regarding
types
of
resources
used
for
similar
work
on
previous
projects.
Copyright@STEVBROS
Project
Management
Fundamentals
33

34. Tools
and
techniques
1. Expert
Judgment
• any
group
or
person
with
specialized
knowledge
in
resource
planning
and
esKmaKng
can
provide
resource-­‐related
assessment.
2. Alterna%ve
Analysis
• many
schedule
acKviKes
have
alternaKve
methods
of
accomplishment.
They
include
using
various
levels
of
resource
capability
or
skills,
different
size
or
type
of
machines,
different
tools
(hand
versus
automated),
and
make-­‐rent-­‐or-­‐buy
decisions
regarding
the
resource.
3. Published
Es%ma%ng
Data
• several
organizaKons
rouKnely
publish
updated
producKon
rates
and
unit
costs
of
resources
for
an
extensive
array
of
labor
trades,
material,
and
equipment
for
different
countries
and
geographical
locaKons
within
countries.
4. BoOom-­‐Up
Es%ma%ng
• is
a
method
of
esKmaKng
project
duraKon
or
cost
by
aggregaKng
the
esKmates
of
the
lower-­‐level
components
of
the
WBS.
5. Project
Management
So[ware
Copyright@STEVBROS
Project
Management
Fundamentals
34

35. Outputs
1. Ac%vity
Resource
Requirements
• idenKfy
the
types
and
quanKKes
of
resources
required
for
each
acKvity
in
a
work
package.
2. Resource
Breakdown
Structure
• structure
is
a
hierarchical
representaKon
of
resources
by
category
and
type.
Examples
of
resource
categories
include
labor,
material,
equipment,
and
supplies.
Resource
types
may
include
the
skill
level,
grade
level,
or
other
informaKon
as
appropriate
to
the
project.
• the
resource
breakdown
structure
is
useful
for
organizing
and
reporKng
project
schedule
data
with
resource
uKlizaKon
informaKon.
3. Project
Documents
Updates
• include
acKvity
list,
acKvity
aUributes,
and
resource
calendars.
Copyright@STEVBROS
Project
Management
Fundamentals
35

36. EsKmate
acKvity
duraKon
• The
process
of
esKmaKng
the
number
of
work
periods
needed
to
complete
individual
acKviKes
with
esKmated
resources.
Copyright@STEVBROS
Project
Management
Fundamentals
36
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
6-­‐14
Page
166.

37. Inputs(1/2)
1. Schedule
Management
Plan
• defines
the
method
used
and
the
level
of
accuracy
along
with
other
criteria
required
to
esKmate
acKvity
duraKons
including
the
project
update
cycle.
2. Ac%vity
List
• idenKfies
the
acKviKes
that
will
need
duraKon
esKmates.
3. Ac%vity
AOributes
• provide
the
primary
data
input
for
use
in
esKmaKng
duraKons
required
for
each
acKvity
in
the
acKvity
list.
4. Ac%vity
Resource
Requirements
• the
esKmated
acKvity
resource
requirements
will
have
an
effect
on
the
duraKon
of
the
acKvity,
since
the
level
to
which
the
resources
assigned
to
the
acKvity
meet
the
requirements
will
significantly
influence
the
duraKon
of
most
acKviKes.
5. Resource
Calendars
• the
resource
calendars
influence
the
duraKon
of
schedule
acKviKes
due
to
the
availability
of
specific
resources,
type
of
resources,
and
resources
with
specific
aUributes.
Copyright@STEVBROS
Project
Management
Fundamentals
37

38. Inputs(2/2)
6. Project
Scope
Statement
• the
assumpKons
and
constraints
from
the
project
scope
statement
are
considered
when
esKmaKng
the
acKvity
duraKons.
7. Risk
Register
• provides
the
list
of
risks,
along
with
the
results
of
risk
analysis
and
risk
response
planning.
8. Resource
Breakdown
Structure
• provides
a
hierarchical
structure
of
the
idenKfied
resources
by
resource
category
and
resource
type.
9. Enterprise
Environmental
Factors
• such
as
duraKon
esKmaKng
databases
and
other
reference
data,
producKvity
metrics,
published
commercial
informaKon,
and
locaKon
of
team
members.
10. Organiza%onal
Process
Assets
• such
as
historical
duraKon
informaKon,
project
calendars,
scheduling
methodology,
and
lessons
learned.
Copyright@STEVBROS
Project
Management
Fundamentals
38

39. Tools
and
techniques(1/2)
1. Expert
Judgment
• guided
by
historical
informaKon,
can
provide
duraKon
esKmate
informaKon
or
recommended
maximum
acKvity
duraKons
from
prior
similar
projects
2. Analogous
Es%ma%ng
• uses
parameters
from
a
previous,
similar
project,
such
as
duraKon,
budget,
size,
weight,
and
complexity,
as
the
basis
for
esKmaKng
the
same
parameter
or
measure
for
a
future
project.
3. Parametric
Es%ma%ng
• uses
a
staKsKcal
relaKonship
between
historical
data
and
other
variables
(e.g.,
square
footage
in
construcKon)
to
calculate
an
esKmate
for
acKvity
parameters,
such
as
cost,
budget,
and
duraKon.
Copyright@STEVBROS
Project
Management
Fundamentals
39

40. Tools
and
techniques(2/2)
4. Three-­‐Point
Es%ma%ng
• This
concept
originated
with
the
program
evaluaKon
and
review
technique
(PERT).
PERT
uses
three
esKmates
to
define
an
approximate
range
for
an
acKvity’s
duraKon:
Most
likely
(tM),
OpKmisKc
(tO),
PessimisKc
(tP).
Depending
on
the
assumed
distribuKon
of
values
within
the
range
of
the
three
esKmates
the
expected
duraKon,
tE,
can
be
calculated
using
a
formula:
ü Triangular
DistribuKon.
tE
=
(tO
+
tM
+
tP)
/
3
ü Beta
DistribuKon
(from
the
tradiKonal
PERT
technique).
tE
=
(tO
+
4tM
+
tP)
/
6
5. Group
Decision-­‐Making
Techniques
• Team-­‐based
approaches,
such
as
brainstorming,
the
Delphi
or
nominal
group
techniques,
are
useful
for
engaging
team
members
to
improve
esKmate
accuracy
and
commitment
to
the
emerging
esKmates
6. Reserve
Analysis
• DuraKon
esKmates
may
include
conKngency
reserves,
someKmes
referred
to
as
Kme
reserves
or
buffers,
into
the
project
schedule
to
account
for
schedule
uncertainty.
Copyright@STEVBROS
Project
Management
Fundamentals
40

41. Outputs
1. Ac%vity
Dura%on
Es%mates
• are
quanKtaKve
assessments
of
the
likely
number
of
Kme
periods
that
are
required
to
complete
an
acKvity.
They
may
include
some
indicaKon
of
the
range
of
possible
results.
For
example:
2
weeks
±
2
days,
which
indicates
that
the
acKvity
will
take
at
least
eight
days
and
not
more
than
twelve
(assuming
a
five-­‐day
workweek);
and
15
%
probability
of
exceeding
three
weeks,
which
indicates
a
high
probability—
85
%—that
the
acKvity
will
take
three
weeks
or
less.
2. Project
Documents
Updates
• may
include
acKvity
aUributes;
and
assumpKons
made
in
developing
the
acKvity
duraKon
esKmate,
such
as
skill
levels
and
availability,
as
well
as
a
basis
of
esKmates
for
duraKons.
Copyright@STEVBROS
Project
Management
Fundamentals
41

42. Develop
schedule
• The
process
of
analyzing
acKvity
sequences,
duraKons,
resource
requirements,
and
schedule
constraints
to
create
the
project
schedule
model.
Copyright@STEVBROS
Project
Management
Fundamentals
42
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
6-­‐16
Page
173.

43. Inputs(1/2)
1. Schedule
Management
Plan
• idenKfies
the
scheduling
method
and
tool
used
to
create
the
schedule,
and
how
the
schedule
is
to
be
calculated.
2. Ac%vity
List
• idenKfies
the
acKviKes
that
will
be
included
in
the
schedule
model.
3. Ac%vity
AOributes
• provide
the
details
used
to
build
the
schedule
model.
4.
Project
Schedule
Network
Diagrams
• contain
the
logical
relaKonships
of
predecessors
and
successors
that
will
be
used
to
calculate
the
schedule.
5. Ac%vity
Resource
Requirements
• idenKfy
the
types
and
quanKKes
of
resources
required
for
each
acKvity
used
to
create
the
schedule
model.
6. Resource
Calendars
• contain
informaKon
on
the
availability
of
resources
during
the
project.
7. Ac%vity
Dura%on
Es%mates
• contain
the
quanKtaKve
assessments
of
the
likely
number
of
work
periods
that
will
be
required
to
complete
an
acKvity
that
will
be
used
to
calculate
the
schedule.
Copyright@STEVBROS
Project
Management
Fundamentals
43

44. Inputs(2/2)
8. Project
Scope
Statement
• contains
assumpKons
and
constraints
that
can
impact
the
development
of
the
project
schedule.
9. Risk
Register
• provides
the
details
of
all
idenKfied
risks
and
their
characterisKcs
that
affect
the
schedule
model.
10. Project
Staff
Assignments
• specify
which
resources
are
assigned
to
each
acKvity.
11. Resource
Breakdown
Structure
• provides
the
details
by
which
resource
analysis
and
organizaKonal
reporKng
can
be
done.
12. Enterprise
Environmental
Factors
• EEFs
include:
standards,
communicaKon
channels,
and
scheduling
tool
to
be
used
in
developing
the
schedule
model.
13. Organiza%onal
Process
Assets
• OPAs
that
can
influence
this
process
include:
scheduling
methodology
and
project
calendar(s).
Copyright@STEVBROS
Project
Management
Fundamentals
44

45. Tools
and
techniques(1/2)
1. Schedule
Network
Analysis
• is
a
technique
that
generates
the
project
schedule
model.
It
employs
various
analyKcal
techniques,
such
as
criKcal
path
method,
criKcal
chain
method,
what-­‐if
analysis,
and
resource
opKmizaKon
techniques
to
calculate
the
early
and
late
start
and
finish
dates
for
the
uncompleted
porKons
of
project
acKviKes.
2. Cri%cal
Path
Method
(next
slide)
3. Cri%cal
Chain
Method
(next
slide)
4. Resource
Op%miza%on
Techniques
• Resource
leveling:
A
technique
in
which
start
and
finish
dates
are
adjusted
based
on
resource
constraints
with
the
goal
of
balancing
demand
for
resources
with
the
available
supply.
(sample
at
next
slide)
• Resource
Smoothing:
A
technique
that
adjusts
the
acKviKes
of
a
schedule
model
such
that
the
requirements
for
resources
on
the
project
do
not
exceed
certain
predefined
resource
limits.
In
resource
smoothing,
as
opposed
to
resource
leveling,
the
project’s
criKcal
path
is
not
changed
and
the
compleKon
date
may
not
be
delayed.
In
other
words,
acKviKes
may
only
be
delayed
within
their
free
and
total
float.
Copyright@STEVBROS
Project
Management
Fundamentals
45

46. Tools
and
techniques(2/2)
5. Modeling
Techniques
• What-­‐if
scenario
analysis:
is
the
process
of
evaluaKng
scenarios
in
order
to
predict
their
effect,
posiKvely
or
negaKvely,
on
project
objecKves.
The
outcome
of
the
what-­‐if
scenario
analysis
can
be
used
to
assess
the
feasibility
of
the
project
schedule
under
adverse
condiKons,
and
in
preparing
conKngency
and
response
plans
to
overcome
or
miKgate
the
impact
of
unexpected
situaKons.
• SimulaKon:
involves
calculaKng
mulKple
project
duraKons
with
different
sets
of
acKvity
assumpKons,
usually
using
probability
distribuKons
constructed
from
the
three-­‐point
esKmates
to
account
for
uncertainty.
The
most
common
simulaKon
technique
is
Monte
Carlo
analysis.
6. Leads
and
Lags
• Leads
and
lags
are
refinements
applied
during
network
analysis
to
develop
a
viable
schedule
by
adjusKng
the
start
Kme
of
the
successor
acKviKes.
7. Schedule
Compression
• Schedule
compression
techniques
are
used
to
shorten
the
schedule
duraKon
without
reducing
the
project
scope,
in
order
to
meet
schedule
constraints,
imposed
dates,
or
other
schedule
objecKves:
fast
tracking
and
crashing
(details
at
next
slide)
8. Scheduling
Tool
Copyright@STEVBROS
Project
Management
Fundamentals
46

47. CriKcal
path
method
• A
method
used
to
esKmate
the
minimum
project
duraKon
and
determine
the
amount
of
scheduling
flexibility
on
the
logical
network
paths
within
the
schedule
model.
Copyright@STEVBROS
Project
Management
Fundamentals
47
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
6-­‐18
Page
177.

48. CriKcal
chain
method
• A
schedule
method
that
allows
the
project
team
to
place
buffers
on
any
project
schedule
path
to
account
for
limited
resources
and
project
uncertainKes.
Copyright@STEVBROS
Project
Management
Fundamentals
48
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
6-­‐19
Page
178.

49. Resource
leveling
Copyright@STEVBROS
Project
Management
Fundamentals
49
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
6-­‐20
Page
179.

50. Schedule
compression
techniques
1. Crashing.
• A
technique
used
to
shorten
the
schedule
duraKon
for
the
least
incremental
cost
by
adding
resources.
Examples
of
crashing
include
approving
overKme,
bringing
in
addiKonal
resources,
or
paying
to
expedite
delivery
to
acKviKes
on
the
criKcal
path.
Crashing
works
only
for
acKviKes
on
the
criKcal
path
where
addiKonal
resources
will
shorten
the
acKvity’s
duraKon.
• Crashing
does
not
always
produce
a
viable
alternaKve
and
may
result
in
increased
risk
and/or
cost.
2. Fast
tracking.
• A
schedule
compression
technique
in
which
acKviKes
or
phases
normally
done
in
sequence
are
performed
in
parallel
for
at
least
a
porKon
of
their
duraKon.
An
example
is
construcKng
the
foundaKon
for
a
building
before
compleKng
all
of
the
architectural
drawings.
• Fast
tracking
may
result
in
rework
and
increased
risk.
Fast
tracking
only
works
if
acKviKes
can
be
overlapped
to
shorten
the
project
duraKon.
Copyright@STEVBROS
Project
Management
Fundamentals
50

51. Outputs(1/2)
1. Schedule
Baseline
• is
the
approved
version
of
a
schedule
model
that
can
be
changed
only
through
formal
change
control
procedures
and
is
used
as
a
basis
for
comparison
to
actual
results.
2. Project
Schedule
• the
outputs
from
a
schedule
model
are
schedule
presentaKons.
The
project
schedule
is
an
output
of
a
schedule
model
that
presents
linked
acKviKes
with
planned
dates,
duraKons,
milestones,
and
resources.
A
project
schedule
model
can
be
presented
in:
bar
charts,
milestone
charts,
project
schedule
network
diagrams.
3. Schedule
Data
• the
schedule
data
for
the
project
schedule
model
is
the
collecKon
of
informaKon
for
describing
and
controlling
the
schedule.
The
schedule
data
includes
at
least
the
schedule
milestones,
schedule
acKviKes,
acKvity
aUributes,
and
documentaKon
of
all
idenKfied
assumpKons
and
constraints.
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Management
Fundamentals
51

52. Outputs(2/2)
4. Project
Calendars
• A
schedule
model
may
require
more
than
one
project
calendar
to
allow
for
different
work
periods
for
some
acKviKes
to
calculate
the
project
schedule
5. Project
Management
Plan
Updates
• Elements
of
the
project
management
plan
that
may
be
updated
include:
Schedule
baseline,
Schedule
management
plan.
6. Project
Documents
Updates
• Project
documents
that
may
be
updated
include:
AcKvity
resource
requirements,
AcKvity
aUributes,
Calendars,
Risk
register.
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Management
Fundamentals
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53. Control
schedule
• The
process
of
monitoring
the
status
of
project
acKviKes
to
update
project
progress
and
manage
changes
to
the
schedule
baseline
to
achieve
the
plan.
The
key
benefit
of
this
process
is
that
it
provides
the
means
to
recognize
deviaKon
from
the
plan
and
take
correcKve
and
prevenKve
acKons
and
thus
minimize
risk.
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Management
Fundamentals
53
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiBh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
6-­‐22
Page
185.

54. Inputs
1. Project
Management
Plan
• contains
the
schedule
management
plan
and
the
schedule
baseline
2. Project
Schedule
• refers
to
the
most
recent
version
with
notaKons
to
indicate
updates,
completed
acKviKes,
and
started
acKviKes
as
of
the
indicated
data
date.
3. Work
Performance
Data
• refers
to
informaKon
about
project
progress
such
as
which
acKviKes
have
started,
their
progress
(e.g.,
actual
duraKon,
remaining
duraKon,
and
physical
percent
complete),
and
which
acKviKes
have
finished.
4. Project
Calendars
5. Schedule
Data
• will
be
reviewed
and
updated
6. Organiza%onal
Process
Assets
• such
as
exisKng
formal
and
informal
schedule
control-­‐related
policies,
procedures,
and
guidelines;
schedule
control
tools;
and
monitoring
and
reporKng
methods
to
be
used.
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Management
Fundamentals
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55. Tools
and
techniques
1. Performance
Reviews
• measure,
compare,
and
analyze
schedule
performance
such
as
actual
start
and
finish
dates,
percent
complete,
and
remaining
duraKon
for
work
in
progress.
Various
techniques
may
be
used,
among
them:
trend
analysis,
criKcal
path
method,
criKcal
chain
method,
EVM.
2. Project
Management
So[ware
• provides
the
ability
to
track
planned
dates
versus
actual
dates,
to
report
variances
to
and
progress
made
against
the
schedule
baseline,
and
to
forecast
the
effects
of
changes
to
the
project
schedule
model.
3. Resource
Op%miza%on
Techniques
4. Modeling
Techniques
5. Leads
and
Lags
6. Schedule
Compression
7. Scheduling
Tool
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Management
Fundamentals
55

56. Outputs
1. Work
Performance
Informa%on
• the
calculated
SV
and
SPI
Kme
performance
indicators
for
WBS
components,
in
parKcular
the
work
packages
and
control
accounts,
are
documented
and
communicated
to
stakeholders.
2. Schedule
Forecasts
• are
esKmates
or
predicKons
of
condiKons
and
events
in
the
project’s
future
based
on
informaKon
and
knowledge
available
at
the
Kme
of
the
forecast.
3. Change
Requests
• schedule
variance
analysis,
along
with
review
of
progress
reports,
results
of
performance
measures,
and
modificaKons
to
the
project
scope
or
project
schedule
may
result
in
change
requests
to
the
schedule
baseline,
scope
baseline,
and/or
other
components
of
the
project
management
plan.
4. Project
Management
Plan
Updates
5. Project
Documents
Updates
6. Organiza%onal
Process
Assets
Updates
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Fundamentals
56

57. Summary
• 4
PDM
relaKonship
types
• 4
dependency
determinaKons
• AcKvity
duraKon
esKmaKng
techniques
• Float/slack
calculaKon
• Group
decision-­‐making
techniques
• Resource
opKmizaKon
techniques
• Schedule
compression
techniques
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Fundamentals
57

58. QuesKons
for
review
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• You
did
the
good
job
at
this
chapter.
Please
complete
quesKons
for
review
before
moving
to
next
chapter.