PMBody of Knowledge (Time) Leangroup Org

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Assiut University
Faculty of Computers and Information
Project Management Body

Of Knowledge
Academic Year 2014/ 2015
Term (1)
Project Time Management

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Agenda
Week 1 Week 7
Introduction to Project Management Project Stakeholder Management
Organizational Influences and Project Project Communications Management
Life Cycle Week 8
Week 2 Project Quality Management
Project Management Processes Project Risk Management
Project Integration Management Week 9
Week 3 Project Human Resource Management
Project Scope Management Project Procurement Management
Week 4 Week 10
Project Time Management Agile Project Management Techniques
and Practices
Week 5
Project Cost Management Week 11
Agile Development / SDLC Models
Week 6 (30 Nov 2014) Week 12
Wrap-up / Revision
Mid-Term Exam
2
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Objectives
After completing this Knowledge Area, you should be
able to:
Understand the Seven Project Time Management
processes
Plan Schedule Management
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
How Project Time Management processes are relate to
the overall project
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What Is Project Time Management?

Project Time Management includes the processes required to manage the
timely completion of the project; involves the following major processes used in
developing the project time schedule:
1. Plan Schedule Management The process of establishing the policies, procedures, and
documentation for planning, developing, managing, executing, and controlling the project schedule.
2. Define Activities The process of identifying and documenting the specific actions that need be
performed to produce the project deliverables
3. Sequence Activities The process of identifying and documenting relationships among project
activities
4. Estimate Activity Resources The process of estimating the type and quantities of resources
(material, human resources, equipment, or supplies )required to perform each activity
5. Estimate Activity Durations The process of estimating the number of work periods needed to
complete individual activities with estimated resources
6. Develop Schedule The process of analyzing activity sequences, durations, resource requirements,
and schedule constraints to create the project schedule model
7. Control Schedule The process of monitoring the status of project activities to update project
progress and manage changes to the schedule Baseline to achieve the plan.
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Project Time Management & Schedule Management Plan.
The Project Time Management processes and their associated tools and techniques
are documented in the Schedule Management Plan.
Schedule Management Plan is a subsidiary plan of Project Management plan and
integrated with it.
Schedule Management Plan identifies;
scheduling method
scheduling tool, and
sets the format and establishes criteria for developing and controlling the project
schedule.
The selected scheduling method defines the framework and algorithms used in the
scheduling tool to direct the schedule model. e.g
Critical Path Method (CPM)
Critical Chain Method (CCM)
Project schedule development uses the outputs from the processes to define
activities, sequence activities, estimate activity resources, and estimate activity
durations in combination with the scheduling tool to produce the schedule model.
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(7 processes)
6.1 6.2 6.3 6.4 6.5 6.6 6.7

Plan Define Sequence Estimate Estimate Develop Control
Schedule Activities Activities Activity Activity Schedule Schedule
Management Resources Durations
6
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1. Plan Schedule Management

Plan Schedule Management is the process of establishing the policies,
procedures, and documentation for planning, developing, managing, executing,
and controlling the project schedule.
The key benefit of this process is that it provides guidance and direction on how
the project schedule will be managed throughout the project.
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Scheduling Overview
Scheduling Overview
How the scheduling method,
scheduling tool, and outputs
from the Project Time
Management processes
interact to create a project
schedule.
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1. Plan schedule Management

Schedule Management Plan is a component of the Project Management
Plan, that includes;
1. Project schedule model development
2. Level of accuracy
3. Unites of measures
4. Organizational procedure links
5. Project schedule model maintenance
6. Control thresholds
7. Rules of performance measurement
8. Reporting formats
9. Process descriptions
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(7 processes)
6.1 6.2 6.3 6.4 6.5 6.6 6.7

10
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2. Define Activities
Define Activities - The process of identifying and documenting the specific actions
that need be performed to produce the project deliverables
Identifies the work packages, deliverables at the lowest level in the

Work Breakdown Structure - WBS
Work packages are planned (decomposed

decomposed) into smaller
components called schedule activities to provide as basis for:
Estimating
Scheduling
Executing
Monitoring and Controlling
Implicit in the process is defining and planning the schedule

activities such that the project objectives are met
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2. Define Activities
The key benefit of this process is to break down work packages into
activities that provide a basis for estimating, scheduling, executing,
monitoring and controlling the project work
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2. Define Activities (Inputs)
Schedule Management Plan

Scope Baseline
Project WBS, deliverables, constraints and assumptions document
Constraints: Factors that limit the project management teams
options in defining an activity
Assumptions: factors that, for planning purposes, are considered to
be true, real, or certain without proof or demonstration
Assumptions affect all aspects of project planning, and are part of the
progressive elaboration of the project
Project teams frequently identify, document, and validate assumptions
as part of their planning process
Assumptions generally involve a degree of risk
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2. Define Activities (Tools & Techniques)

Decomposition;
Involves the subdividing of project work packages into smaller, more
manageable components, called schedule activities, in order to provide for
better management control
The major difference between decomposition in Activity Definition and in

Create WBS is that the final outputs here are described as schedule activities
rather than as deliverables
Schedule Activities
A discrete scheduled component of work performed during the course of a
project
A schedule activity normally has an estimated duration, an estimated cost, and
estimated resource requirement
Schedule activities are connected to other schedule activities or schedule milestones
with logical relationships, and are decomposed from work packages required to
produce the work package deliverables
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2. Define Activities (Tools & Techniques)

Rolling Wave Planning:
It is an iterative planning technique, a form of progressive
elaboration
planning where the work
To be accomplished in the near term is planned in detail at a low level of
the work breakdown structure
Far in the future is planned at a relatively high level of the work
breakdown structure
To be performed within another one or two reporting periods in the near
future is planned in detail as work is being completed during the current
period
Expert Judgment
Project team members or other experts who are experienced and skilled in
developing detailed project scope statements, WBS, and project schedules
can provide expertise in defining activities.
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2. Define Activities (Output)
Activity List (Output/Input)

Comprehensive list of all schedule activities that are planned to be performed
on the project, includes:
Activity description
Activity identifier
Sufficiently detailed scope of work description so project team members understand
what work is required to be completed
Activity Attributes (Output/Input)

Multiple attributes associated with each schedule activity that can be included
within the activity list
Activity attributes include activity codes, predecessor activities, successor activities,
logical relationships, leads and lags, resource requirements, imposed dates,
constraints, and assumptions
Activity attributes are used for project schedule development and for selecting,
ordering, and sorting the planned schedule activities
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2. Define Activities (Output)
Milestone List
The list of schedule milestones identifies all milestones and indicates
whether it is Mandatory (required by the contract) or Optional (based upon project
requirements or historical information).
The milestone list is a component of the project management plan and the
milestones are used in the schedule model.
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(7 processes)
6.1 6.2 6.3 6.4 6.5 6.6 6.7

18
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3. Sequence Activities
Sequence Activities The process of identifying and documenting
relationships among project activities
Schedule activities can be logically sequenced with proper

precedence relationships to support later development of a
realistic and achievable project schedule
Sequencing is important since you often have to complete the
project as quickly as possible
Project management software may help
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3. Sequence Activities
The key benefit of this process is that it defines the logical sequence of
work to obtain the greatest efficiency given all project constraints.
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3. Sequence Activities (Inputs)
Schedule management plan

Activity List; Comprehensive list of all schedule activities that are planned to be
performed on the project
Activity Attributes; Multiple attributes associated with each schedule activity

Milestone List; whether it is Mandatory (required by the contract) or Optional
(based upon project requirements or historical information)
Project Scope Statement; constraints, & assumptions

Enterprise environmental factors
Org. process assets
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3. Sequence Activities (Tools & Techniques)

Precedence Diagramming Method
Network technique that uses nodes to represent activities and links them
together with arrows to reflect their dependencies
Also known as Activity-On-Node (AON) and is used by most project
management software packages
Includes four types of dependencies or precedence relationships
Finish-To-Start (most commonly used)
Finish-To-Finish
Start-To-Start
Start-To-Finish (rarely used)
No loops or danglers
Incorporates Lag and Lead, which is a delay (lag) or an acceleration (lead)
between dependent activities in a network
Incorporates Slack (or Float), which is the amount of time an activity can be delayed
without delaying the project finish date
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Precedence Diagramming Method (PDM) Diagram

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Precedence Diagramming Method (PDM) Diagram

Type of interdependency Description
or
Precedence Relationship
Finish to start (FS) Task 1 must finish before Task 2 can start.
1
2
Start to Start (SS) When Task 1 begins, Task 2 begins.

1 Task 1 must start before or simultaneously with
Task 2
2
Finish to Finish (FF) When task 1 ends, Task 2 also ends

1 1 must finish before 2 can finish
2
Start to Finish (SF) When Task 1 starts, Task 2 may end.

1 1 must start before 2 can finish
2
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Dependency Determination
Mandatory Dependencies
Those which are inherent in the nature of the work being done (legally or contractually)
They often involve physical limitations
Sometimes referred to as hard logic
Discretionary Dependencies
Preferred logic, Based on the best practices
Should be fully documented since they can create arbitrary total float and can limit
later scheduling options
Sometimes referred to as preferred, preferential, or soft logic
External Dependencies
Those which involve a relationship between project activities and non-project
activities
Usually those dependencies are outside the project team s control.
e.g. team cannot test a SW until the supplier deliver the required HW
Internal Dependencies
Those which involve a precedence relationship between project activities and
generally inside the project teams control.
e.g team cannot test a SW until they install it
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Dependency Determination (Tools & Techniques)

The project management team determines the dependencies that may require a
Lag or a Lead to accurately define the logical relationship
Lag: A modification of a logical relationship that directs delay in the successor task
Lag Time is a delay between a task and its predecessor. It is usually expressed using a specific
amount of time.
1
2
Lead: A modification of a logical relationship that allows an acceleration of the
successor task
Lead Time is an overlap between a task and its predecessor. In project management software,
lead time may be expressed as a negative number in the lag field.
2
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3. Sequence Activities (Output)
Project Schedule Network Diagrams;

are schematic displays of the projects schedule activities and the
logical relationships among them, also referred to as dependencies.
can be produced manually or by using project management software.
can include full project details, or have one or more summary activities.
A summary narrative accompanies the diagram and describes the basic approach
used to sequence the activities.
Any unusual activity sequences within the network are fully described within the
narrative
Project Documents Update

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Group Activity
Think of examples for each of the

dependency or precedence
relationships ,
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Type of Dependency Description Example

or
Precedence
Relationship
Finish to Start (FS) Task 1 must finish Once the foundation is finished
before Task 2 can (Task 1), workers can start building
begin. the walls (Task 2).
Start to Start (SS) When Task 1 begins, At a conference luncheon, the

Task 2 begins. speaker may start presenting (Task 1)
at the same time as the lunch is
served (Task 2).
Finish to Finish (FF) When Task 1 ends,

The delivery of materials to build the
Task 2 also ends. walls (Task 2) should end as soon
as the foundation is finished (Task 1).
Start to Finish (SF) When Task 1 starts, The manufacture of goods (Task 2)
Task 2 may end. finishes just as the delivery of the
order starts (Task 1)
(where the order was a predecessor to the
manufacture of the goods).
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Check point
What effect does the product description have on activity sequencing?
Answer:
Product characteristics can affect activity sequencing. Therefore, the

product description should be considered when arranging the order of
activities in the schedule.
schedule.
One example is the system components on a systems integration project..

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(7 processes)
6.1 6.2 6.3 6.4 6.5 6.6 6.7

31
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4. Estimate Activity Resources

Process of estimating the types and quantities of resources
(material, HR, equipment, ) required to perform each activity that
involves determining
What resources (people, equipment, or material)

What quantities of each resource are used
When each resource are available to perform project
activities
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4. Estimate Activity Resources
The key benefit of this process is that it identifies the type, quantity, and
characteristics of resources required to complete the activity which allows
more accurate cost and duration estimates
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4. Estimate Activity Resources (Inputs)
Schedule management plan

Activity List; identifies the schedule activities for resources that are estimated
Activity Attributes; developed during the activity definition process provide the
primary data input for use in estimating those resources required for each schedule
activity in the activity list
Resource Calendars; To identifies the work days and shifts on which each
resource should be available, information on which resources are potentially available
is used for estimating the resource utilization.. Also specify when and for how
long
This includes consideration of various geographical locations from which the resources
originate and when they may be available.
Risk Register; Risk events may impact resource selection and availability
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4. Estimate Activity Resources (Inputs)
Activity Cost Estimate; The cost of resources may impact resource

selection
Enterprise Environmental Factors;
Organizational Process Assets;

provide the policies of the performing organization regarding staffing and the
rental or purchase of supplies and equipment that are considered during activity
resource estimating.
If available, historical information regarding what types of resources were
required for similar work on previous projects are reviewed
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4. Estimate Activity Resources (Tools & Techniques)
Expert Judgment; is often required to assess resource-related inputs to this process.

Any group or person with specialized knowledge in resource planning and estimating can
provide such expertise.
Alternatives Analysis; They include using various levels of resource capability or

skills, different size or type of machines, different tools and make-or-buy decisions regarding
the resource.
Published Estimating Data; Several companies routinely publish updated

production rates and unit costs of resources for an extensive array of labor trades, materiel, and
equipment for different countries and geographical locations within countries.
Project Management Software; Project management software has the

capability to help plan, organize, and manage resource pools and develop resource estimates.
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4. Estimate Activity Resources (Tools & Techniques)

Bottom-up Estimating
A method of estimating a component of work where the work is
decomposed into more detail
An estimate is prepared of what is needed to meet the requirements of each of the lower,
more detailed pieces of work, and these estimates are then aggregated into a total
quantity for the component of work
For Activity Resource Estimating when a schedule activity cannot be

estimated with a reasonable degree of confidence the work within the
schedule activity is decomposed into more detail
The accuracy of bottom-up estimating is driven by the size and complexity of

the work identified at the lower levels
Generally smaller work scopes increase the accuracy of the estimates

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4. Estimate Activity Resources (Output)
Activity Resource Requirements;

An identification and description of the types and quantities of resources
required for each schedule activity in a work package
Estimated requirements are aggregated to determine the estimated resources for each work
package, that have an effect on the duration of the schedule activity since the resources
assigned and their availability significantly influences the duration of most activities
Resource requirements documentation for each schedule activity should contain the
Basis of the estimate for each resource (why this estimation?)
Assumptions that were made in determining which types of resources are applied, their availability, and
what quantity are used?
Resource Breakdown Structure; The resource breakdown structure (RBS) is a

hierarchical structure of the identified resources by resource category and resource type.
Project Documents Updates

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(7 processes)
6.1 6.2 6.3 6.4 6.5 6.6 6.7

39
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5. Estimate Activity Duration

Activity Duration Estimating is the Process of estimating the number of work periods
that will be needed to complete individual activities
v Activity duration estimating requires estimating/determining the

v Amount of work effort required
v Assumed amount of resources
v Number of work periods needed
v Estimate should be made or at least approved by the group or person most
familiar with the nature of the work content in the specific schedule activity
v Should be progressively elaborated considering the quality and availability of the
input data
v Estimating the number of work periods required often requires consideration of
elapsed time
v Overall project duration may be estimated here but is more accurately calculate
in the Schedule Development
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5. Estimate Activity Duration
The Key benefit of this process is that it provides the amount of time each
activity will take to complete, which is a major input into the develop
schedule process
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5. Estimate Activity Duration (input)
Schedule Management Plan ; defines the method used and the level of accuracy
Activity List; identifies the activities that will need duration estimates
Activities attributes
Project Scope Statement;
The constraints and assumptions from the project scope statement are considered when
estimating the schedule activity durations.
Assumption, the length of the reporting periods for the project that could dictate
maximum schedule activity durations
Constraint, such as, document submittals, reviews, and similar non-deliverable

schedule activities that often have frequency and durations specified by contract or within
the performing organizations policies.
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5. Estimate Activity Duration (input)
Activity Resource Requirements;

Have an effect on the duration of the schedule activity, since the resources
assigned to the schedule activity, and the availability of those resources, will
significantly influence the duration of most activities.
Resource Calendar;
Includes the availability, capabilities, and skills of human resources.
The type, quantity, availability, and capability, when applicable, of both equipment
and materiel resources that could significantly influence the duration of schedule
activities are also considered.
Risk Register;
Contains information on identified project risks; the project team must consider
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5. Estimate Activity Duration (Tools & Techniques)
Analogous Estimating
An estimating technique that uses the values of parameters,
parameters such as: scope, cost, budget, and duration
or measures of scale and complexity from a previous, similar activity as the basis for estimating the same
parameter or measure for a future activity
Often used to estimate project duration and cost when there is a limited amount of detailed information
about the project
Uses historical information and expert judgment
Analogous estimating is most reliable when
Previous activities are similar in fact
Individuals preparing the estimates have the needed expertise
Parametric Estimating
An estimating technique that uses a statistical relationship between historical data and other
variables to calculate an estimate for activity parameters, such as scope, cost, budget, and duration
Estimating the basis for activity durations can be quantitatively determined by multiplying the quantity of
work to be performed by the productivity rate
This technique can produce higher levels of accuracy depending upon the sophistication and the
underlying data built into the mode
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5. Estimate Activity Duration (Tools & Techniques)
Reserve Analysis
An analytical technique to determine the essential features and relationships of components
in the project management plan to establish a reserve for the schedule duration, budget,
estimated cost, or funds for a project

Project teams can choose to incorporate additional time and/or cost,

cost referred to as
contingency reserves,
reserves into the overall project schedule as a recognition of schedule risk
Contingency reserves - Amount of funds, budget, or time needed above the estimate to
reduce the risk of overruns of project objectives to a level acceptable to the organization
Three-Point Estimates
An analytical technique that uses three cost or duration estimates to represent
the optimistic (best-case), most likely, and pessimistic (worst-case) scenarios;
technique applied to improve the accuracy of the estimates of cost or duration
when the underlying activity or cost component is uncertain
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Three-Point Technique
Triangular and Distribution
Project Duration Estimates

Triangular tE = (tO+tM+tP)/3
Activity
Optimistic Most likely Pessimistic
Validate 5 8 14
results
Duration Using Triangular = 5+ 8 +14

3
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Three-Point Technique
Triangular and Beta (PERT) Distribution
Project Duration Estimates

Triangular tE = (tO+tM+tP)/3
PERT tE = (tO+4*tM+tP)/6
Activity
Optimistic Most likely Pessimistic
Validate 5 8 14
results
Duration Using Triangular

Beta (PERT) = 5+ 4 * 8 +14
36
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5. Estimate Activity Duration (Output)
1. Activity Duration Estimates are Quantitative assessments of

the likely number of work periods that are required to complete a
schedule activity
They should always include some indication of the range of the
possible results or accuracy level (e.g. 2 weeks +/- 3 days)
2. Project Document Updates
Should take into consideration
Number of resources available
Capability of the resources
Historical information from similar projects
Percent of their time available to your project (utilization)
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(7 processes)
6.1 6.2 6.3 6.4 6.5 6.6 6.7

49
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6. Develop Schedule
Schedule Development The process of analyzing activity
sequences, durations, resource requirements, and schedule constraints to
create the project schedule model
is the process which determining start and finish dates for project activities.
Schedule development process is an interactive process of defining

and refining task dependences , estimating duration, redistribution of
resources , and analyzing resources capabilities and limitations.
Schedule development is an ongoing process in the project life cycle.
A key role of a Project Manager is to minimize the impact of

unknowns on the schedule.
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6. Develop Schedule
The key benefit of this process is that by entering

schedule activities, durations, resources, resources
availabilities, and logical relationships into the
scheduling tool, it generates a schedule model with
planned dates for completing project activities
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6. Develop Schedule (Tools and Techniques)
Schedule Network Analysis;

A technique that generates the project schedule.
It employs a schedule model and various analytical techniques, to calculate the early and late
start and finish dates, and scheduled start and finish dates for the uncompleted portions of
project schedule activities.
Critical Path Method
Network analysis technique used to predict project duration by analyzing which sequence
of activities (which path) has the least amount of scheduling flexibility (the least amount of
float).
Critical Path Method (CPM) calculates the theoretical early and late start and finish dates for
each schedule activity without regard for any resource limitations
Focus is on calculating float in order to determine which activities have the least scheduling
flexibility
Critical Path
The series of activities that determine the duration of the project; usually defined as those activities with float less
than or equal to a specified value, often zero
It is the longest path through the network and the shortest amount of time in which the project can be completed
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The Critical Path Method

Critical Path
Uses Forward & Backward Path Analysis to calculate
ES, EF, LS & LF dates (Does not regard resources limitations)
Forward Pass:
Early Start (ES) = Total of task durations for all precedent tasks
(necessary)
Early Finish (EF) = ES + Task Duration
Backward Pass:
Late Finish (LF) = Last day of project Duration of sequential
(necessary) tasks to end of project
Late Start (LS) = LF Task Duration
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Float
Total Float is the amount of time that an activity may
be delayed from its early start without delaying the
project finish date.
Free Float is the amount of time that an activity can

be delayed without delaying the early start of any
immediately following activities.
Float = LF EF Or LS ES
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Imposed Dates
Constraint Type Description
Start No Later Than The task must start before

or on that date.
Start No Earlier Than The task may not start
before this date.
Finish No Later Than The task must be
completed by that date.
Finish No Earlier Than The task may not be
completed before this
date.
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Exercise
Calculating Path and Float
Forward Pass:
Early Start (ES) = Total of task durations for all precedent

(necessary) tasks
Early Finish (EF) = ES + Task Duration
Backward Pass:
Late Finish (LF) = Last day of project Duration of sequential

(necessary) tasks to end of project
Late Start (LS) = LF Task Duration
Float = LF ES Task Duration
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Forward Path
ES=2 EF=4 ES=4 EF=9
B 3 C 5
ES=1 EF=1 ES=9 EF=12

A 1 F 3
D 2 E 3
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Backward Path
ES=1 EF=4 ES=4 EF=9
B 3 C 5
LS=4 LF=9
ES=9 EF=12
ES=1 EF=1
A 1 F 3
LS=9 LF=12
ES=1 EF=3 ES=3 EF=7
D 2 E 3
LS=2 LF=4 LS=6 LF=9

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Schedule Compression
Network analysis technique used for shortening the project
schedule duration without reducing the project scope, to meet
schedule constraints, imposed dates, or other schedule
objectives
Crashing
Analyzing cost and schedule tradeoffs to determine how to obtain the
greatest amount of compression for the least incremental cost
Doesn't always produce viable alternatives and often results in increased
cost
Fast Tracking
Doing activities in parallel that would normally be done in sequence
Use Fast Tracking techniques to change the relationships among tasks to
shorten the critical path
Fast tracking often results in rework and usually increases risk do to having
to monitor and control multiple concurrent activities
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Modeling Techniques
What-If Scenario Analysis
This is an analysis of the question What if the situation represented by scenario Xhappens?
The outcome of the what-if scenario analysis can be used to assess the feasibility of the
project schedule under adverse conditions, and in preparing contingency and response
plans to overcome or mitigate the impact of unexpected situations.
The most common technique is Monte Carlo Analysis
Resource Leveling
Resource leveling is a schedule network analysis technique applied to a schedule
model that has already been analyzed by the critical path method
Resource leveling is used to address schedule activities that need to be performed
to
Meet specified delivery dates
Address the situation where shared or critical required resources are only available at certain times
or in limited quantities
Keep selected resource usage at a constant level during specific time periods of the project work
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5. Schedule Development (output)
Schedule Baseline
Is the approved version of a schedule model that can be changed only
through formal change control procedures.
Used as basis for comparison to actual results.
The Schedule Baseline is a component of the project management plan
Schedule Data
Project Calendars
Project Management Plan Updates
Project Documents update
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Project Schedule
More often presented graphically as a
Project schedule network diagram with date information
added Usually show both the project logic and the project's
critical path activities
Bar charts, also called Gantt Charts - Show activity start and
end dates as well as expected durations, but no dependencies
Milestone charts - Similar to a bar chart but identifies the
scheduled start or completion of major deliverables and key
external interfaces
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6.1 6.2 6.3 6.4 6.5 6.6 6.7

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7. Control Schedule
Schedule Control -is the process which is concerned

with:
Determining the current status of the project schedule
Influencing the factors which create schedule changes to ensure that

the changes are beneficial
Determining that a schedule change has occurred
Managing the actual changes when and if they occur

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7. Control Schedule
The key benefit of this process is that it provides the means

to recognize deviation from the plan and take corrective and
preventive actions and thus minimize risk
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Project Management Body

Project Time Management

What Is Project Time Management?

Project Time Management & Schedule Management Plan.

Project Time Management

6.1 6.2 6.3 6.4 6.5 6.6 6.7

1. Plan Schedule Management

1. Plan schedule Management

Project Time Management

6.1 6.2 6.3 6.4 6.5 6.6 6.7

Identifies the work packages, deliverables at the lowest level in the

Work packages are planned (decomposed

Implicit in the process is defining and planning the schedule

2. Define Activities (Inputs)

Schedule Management Plan

2. Define Activities (Tools & Techniques)

The major difference between decomposition in Activity Definition and in

2. Define Activities (Tools & Techniques)

2. Define Activities (Output)

Activity List (Output/Input)

Activity Attributes (Output/Input)

2. Define Activities (Output)

Project Time Management

6.1 6.2 6.3 6.4 6.5 6.6 6.7

Schedule activities can be logically sequenced with proper

3. Sequence Activities (Inputs)

Schedule management plan

Activity Attributes; Multiple attributes associated with each schedule activity

Project Scope Statement; constraints, & assumptions

3. Sequence Activities (Tools & Techniques)

Precedence Diagramming Method (PDM) Diagram

Precedence Diagramming Method (PDM) Diagram

Start to Start (SS) When Task 1 begins, Task 2 begins.

Finish to Finish (FF) When task 1 ends, Task 2 also ends

Start to Finish (SF) When Task 1 starts, Task 2 may end.

Dependency Determination (Tools & Techniques)

3. Sequence Activities (Output)

Project Schedule Network Diagrams;

Project Documents Update

Think of examples for each of the

Type of Dependency Description Example

Start to Start (SS) When Task 1 begins, At a conference luncheon, the

Finish to Finish (FF) When Task 1 ends,

What effect does the product description have on activity sequencing?

Product characteristics can affect activity sequencing. Therefore, the

One example is the system components on a systems integration project..

Project Time Management

6.1 6.2 6.3 6.4 6.5 6.6 6.7

4. Estimate Activity Resources

What resources (people, equipment, or material)

4. Estimate Activity Resources

4. Estimate Activity Resources (Inputs)

Schedule management plan

4. Estimate Activity Resources (Inputs)

Activity Cost Estimate; The cost of resources may impact resource

Enterprise Environmental Factors;

Organizational Process Assets;

4. Estimate Activity Resources (Tools & Techniques)

Expert Judgment; is often required to assess resource-related inputs to this process.

Alternatives Analysis; They include using various levels of resource capability or

Published Estimating Data; Several companies routinely publish updated

Project Management Software; Project management software has the