Chapter6 ProjectTimeManagement (PMBOKGuide)

MohammadA.Rajabi D t of Dept. fGeomatics G ti Eng., E University U i it of fTehran T h Tel:+982188334341,Cell:+989121325823 Email:marajabi@ut.ac.ir marajabi@ut ac ir Homepage:http://www.marajabi.com

TableofContent

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Introduction
Includesprocessesrequiredtomanagetimely completionoftheproject Defineactivities Sequenceactivities Estimateactivityresources Estimateactivity ydurations Developschedule Controlschedule
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Scheduling Overview

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6.1DefineActivities
Identifyingthespecificactivitiestoproduce theprojectdeliverables WBSidentifiesthedeliverablesatthelowest level

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Inputs,Tools&Techniques, Outputs

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DataFlowDiagram

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Inputs
Scopebaseline
Deliverables,constraints,assumptions

Enterpriseenvironmentalfactors
PMIS

Organizationalprocessassets
Existingformalandinformalactivityplanning relatedpolicies,procedures,andguidelines Lessenlearned
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ToolsandTechniques
Decomposition
Subdividingtheprojectworkpackage Developing p gWBS, ,WBSdictionary yand decomposingitfordevelopmentofthefinal activitylist RollingWavePlanning
Worktobeaccomplishedinthenearfutureisplanned indetail,futureworkisplannedatahigherlevel

Templates Expert p judgment j g

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Outputs
Activitylist
Acomprehensivelistincludingallscheduleactivities requiredfortheproject Activityidentifier Scopeofworkdescriptionforeachactivity

Activityattributes
ActivityID, ID WBSID, ID activityname, name whencompleted activitycodes,activitydescription,predecessors, successors,logicalrelationships,leads,lags,resource requirement imposeddates requirement, dates,constraints constraints,and assumptions,personresponsible,geographicarea, LevelofEffort(LOF)

Milestone Mil t list li t

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6.2SequenceActivities
Theprocessofidentifyinganddocumenting relationshipsamongtheprojectactivities Everyactivity(exceptthefirstandthelast ones)isconnectedtoonepredecessorand onesuccessor Leadsandlagsmightbenecessary PMsoftware,manual,and/orautomated

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Inputs,Tools&Techniques, Outputs

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Inputs
Activitylist Activityattributes Milestone il li list Projectscopestatement
Checkingscopedescriptiontoensureaccuracy

Organizational g p processassets
Projectfilesfromthecorporateknowledgebase usedforscheduling gmethodology gy
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ToolsandTechniques
PrecedenceDiagrammingMethod(PDM)
AlsocalledActivityOnMode(AON) Finishtostart(FS),Finishtofinish(FF),Starttostart (SS),Starttofinish(SF)[rarelyused!]

Dependencydetermination
Mandatory:bycontractorinherent Discretionary:preferredlogic,preferentiallogic,or soft f logic l based b donbest b practices External:relationshipbetweenprojectandnon project p j activities(out ( ofproject p j teamscontrol) )

Applyingleadsandlags Schedulenetworktemplates(speciallygoodfor repeated dd deliverables) li bl )

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PrecedenceDiagrammingMethod

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Outputs
Projectschedulenetworkdiagrams Projectdocumentupdates
Activity A ti it li lists t Activityattributes Riskregister

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6.3EstimateActivityResources
Theprocessofestimatingthetypeand quantitiesofmaterial,people,equipmentor supplies

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Inputs,Tools&Techniques, Outputs

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DataFlowDiagram

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Inputs
Activitylist Activityattributes Resourcecalendars
Whenandhowlong garesourcesisavailable+its attributes(experience/skill,geographiclocation,i.e., availability,capability)

Enterpriseenvironmentalfactors(resource availabilityandskills) Organizationalprocessassets(policies, proceduresrelatedtostaffing,rentalorpurchase ofequipment,historicalinformationregarding typesofresources

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ToolsandTechniques
Expertjudgment Alternativeanalysis(variouslevelofresource capability skills, capability, skills sizeortypeofmachines, machines differenttools,makeorbuydecisions Published P bli h destimating i i data d Bottomupestimating Projectmanagementsoftware

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Outputs
Activityresourcerequirements(typesand quantitiesofresources) Resourcebreakdownstructure(hierarchyof identifiedresourcesbyresourcecategory,and type(labour,material,equipment,andsupplies)) Projectdocumentsupdates
Activitylist Activityattribute Resourcecalendar
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6.4EstimateActivityDuration
Estimatingthenumberofworkperiods neededtocompleteactivitieswithestimated resources Progressivelyelaboratedconsideringquality andavailabilityofdata

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Inputs,Tools&Techniques, Outputs

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DataFlowDiagram

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Activitylist Activityattributes Activityresourcerequirements Resourcecalendars(type,quantity,availability, capabilityofhumanresources,equipment,material) Projectscopemanagement(constraintsand assumptionssuchasexistingconditions,availabilityof information,andlengthofreportingperiods,for example:availableskilledresources,contractterms andrequirements) Enterpriseenvironmentalfactors(durationestimating DB productivitymetrics DB, metrics,publishedcommercial information) Organizationalprocessassets(historicalduration i f information, i project j calendars, l d scheduling h d li methodology,andlessonlearned)
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ToolsandTechniques
Expertjudgment Analogousestimating(duration,budget,size,weight and dcomplexity l it from f aprevious i similar i il project) j t)
Lesscostlyandtimeconsumingbutlessaccurate

Parametric a a et cest estimating at g(us (using gstat statistical st ca relationship e at o s p betweenhistoricaldataandvariables(e.g.:square footage) Threepointestimation(originatedfromProgram EvaluationandReviewTechnique(PERT)
Mostlikely(Tm),optimistic(To),pessimistic(Tp),expected (Te):Te=(To+4Tm+Tp)/6

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ReserveAnalysis:contingencyreservesortime reservesorbuffers)toaccountforscheduleuncertainty shown h by b %of fduration, d ti fixed fi dnumber b of fwork kperiods. i d Itshouldbeclearlydocumented
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Outputs
Activitydurationestimates(donotincludeany lag)
E.g.: E g :2weeks 2days, days 15%probabilityof exceeding3weeks

Projectdocumentupdates
Activityattributes Assumption A ti made d in i developing d l i the th activity ti it durationestimatesuchasskilllevelsand availability
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6.5DevelopSchedule
Theprocessofanalyzingactivitysequence, sequence durations,resourcerequirementsand scheduleconstraintstocreatetheproject schedule Oftenaniterativeprocess

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Inputs,Tools&Techniques, Outputs

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DataFlowDiagram

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Activitylist Activityattributes Projectschedulenetworkdiagrams Activityresourcerequirements Resourcecalendars Activitydurationestimates P j tscopestatement Project t t t Enterpriseenvironmentalfactors(scheduling tool) Organizationalprocessasset(scheduling methodologyandprojectcalendar)
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Inputs

 Schedulenetworkanalysis CriticalPathMethod(CPM) CriticalChainMethod(resourceconstrainedCPM+ buffersatthebeginningandendofscheduled activities) ) Resourceleveling (limitedresources) Whatifscenarioanalysis(MonteCarloAnalysis) Applying A l i l leads d and dl lags Schedulecompression
Crashing(approvingovertime,addingresourcesforeffort drivenactivities) Fasttracking(overlappingtheactivities)

ToolsandTechniques

Schedulingtool
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CPM

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Output
Projectschedule
Milestonecharts Barcharts Projectschedulenetworkdiagrams

Schedulebaseline Scheduledata(milestones, (milestones activities, activities activityattributes, attributes documentedassumptionsandconstraints)

Resourcehistogram Alternativeschedules(best (best,worstcase case,resourceleveled, leveled not resourceleveled,withorwithoutimposeddates Schedulingofcontingencyreserves

Projectdocumentupdates
Activityresourcerequirements Activityattributes Calendar Riskregister
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Graphic Examples p

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6.6ControlSchedule
Theprocessofmonitoringthestatusofthe producttoupdateprojectprogressandmanage changestotheschedulebaseline Determiningthecurrentstatusoftheproject schedule influencingthefactorsthatcreateschedule changes Determining gthatthep project j schedulehas changed Managingtheactualchangesastheyoccur
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Inputs,Tools&Techniques, Outputs

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DataFlowDiagram

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Inputs p
Projectmanagementplan Projectschedule(themostrecentversionwith notationstoindicateupdates,completed activitiesandstartedactivitiesasoftheindicated datadate Workperformanceinformation(whichactivities h started/finished, have t t d/fi i h d their th i progress) ) Organizationalprocessasset
E Existing i ti f formal land d i informal f lschedule h d l control t lrelated l t d policies,procedureandguidelines Schedulecontroltools Monitoringandreportingmethodstobeused
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ToolsandTechniques
Performancereviews(measure,compareandanalysisof performance(start,finish,percentcompleteand remained)). )) InEarnedValueManagement g ( (EVM), ),Schedule Variance(SV),andSchedulePerformanceIndex(SPI)are usedtoassesstheschedulevariance Varianceanalysis y (determining ( gthecauseanddegree g of varianceWRTschedulebaseline) Projectmanagementsoftware(trackingplanneddates versusactualdates,forecastthechangeeffects) Resourceleveling Whatifscenarioanalysis(tobringthescheduleinto alignmentwiththeplan) Adjustingleadsandlags Schedulecompression Schedulingtool(toupdatescheduledata,andproject schedule GuidetoPMBOK MohammadA.Rajabi 42

Outputs
Workperformancemeasurements(SVandSPIforWBS components,workpackagesaredocumentedand communicatedtostakeholders)) Organizationalprocessassetsupdates
Causesofvariances Corrective C ti action ti chosen h and dthe th reasons Othertypesoflessonslearned

Changerequest Projectmanagementplanupdates
Schedulebaseline Schedulemanagementplan Costbaseline

Projectdocumentupdates
Scheduledata Projectschedule
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