PMP Certification Training

Topic 6: Time Management

Note: This topic will be covered in

two study groups: Week 6 and 7.

PMBOK® Guide - Fifth Edition aligned

FY 2014
Review
We just finished Scope Management, which has helped us clarify the scope of the
project with the following processes:
• Scope Planning – How will I plan, execute, and control the scope
• Requirements Collection – Identifying what is needed to satisfy the stakeholders
• Scope Definition – Determining what is and what is not in the project
• Create WBS – Breaking down the project into smaller, more manageable
components
• Scope Verification – Formalizing acceptance of the project scope
• Scope Control – Controlling changes to project scope

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Training Topic 6 – Part 1
Time Management
Process Group and Knowledge Area Mapping

Project Management Process Groups

and Knowledge Area Mapping, pp. 61
(PMI (2013), A Guide to the Project
Management Body of Knowledge, 5th
Ed.)

4
Process Group and Knowledge Area Mapping
Project Management Process Groups

Knowledge Areas Initiating Planning Executing Monitoring Closing

Process Process Process and Controlling Process
Group Group Group Process Group Group

…
5. Project Scope 5.1 Plan Scope 5.5 Validate Scope
Management Management 5.6 Control Scope
5.2 Collect
Requirements
5.3 Define Scope
5.4 Create WBS
6. Project Time 6.1 Plan Schedule 6.7 Control
Management Management Schedule
6.2 Define
Activities
6.3 Sequence
Activities
6.4 Estimate
Activity Resources
6.5 Estimate
Activity Durations
6.6 Develop
Schedule
7. Project Cost 7.1 Plan Cost 7.4 Control Costs
Management Management
7.2 Estimate Costs
7.3 Determine
Budget
…

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Introduction
Project Time Management:
• Involves the processes required to accomplish timely completion of the project

Some Key Concepts Include:

• Time Management Processes
• Network Diagramming Methods
• Lead and Lag Time
• Duration Estimation Techniques
• Schedule Network Analysis
• Float / Slack
• Schedule Compression

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Time Management Overview
Knowledge Area /
Initiating
Process Group
….
Project Time
Management
….
Process
Plan Schedule Management
Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
Monitoring &
Planning Executing Closing
Controlling
• Plan Schedule Management • Control Schedule
• Define Activities
• Sequence Activities
• Estimate Activity Resources
• Estimate Activity Durations
• Develop Schedule
Process Primary Outputs
Output
Schedule Management Plan
Activity List
Project Schedule Network Diagrams
Activity Resource Requirements, Resource Breakdown Structure
Activity Duration Estimates
Project Schedule, Schedule Baseline
Work Performance Measurements, Change Requests
7
Preparation & Exam Tips
Difficulty Memorization Exam Importance
High High High

• Many questions on the exam will test your knowledge of specific terms and
nuances

• Learning the formula and techniques for diagramming is a must (as well as how
to apply them)
• Tip: During the exam tutorial, write formulas on scrap paper

• You need to know the main outputs that are produced during each of the six
processes

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Time Management Process 1:
Plan Schedule Management
Process 1: Plan Schedule Management
What it is
• The process of establishing the policies, procedures, and
documentation for planning, developing, managing, executing, and
controlling the project schedule.

Where it occurs: Planning Process Group

Why it is important
• It provides guidance and direction on how the project schedule will be
managed throughout the project.

How it works
• The schedule management plan is a component of the project
management plan.
• Formal or informal
• Defines how schedule contingencies will be reported and assessed.

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Process 1: Plan Schedule Management
Process Group: Planning Process Group

Inputs Tools and Techniques Outputs

1. Project Management 1. Expert Judgment 1. Schedule Management
Plan 2. Analytical Techniques Plan
2. Project Charter 3. Meetings
3. Enterprise Environmental
Factors
4. Organizational Process
Assets

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Process 1: Plan Schedule Management – Inputs
Project Management Plan
• Defines how the project is executed, monitored and controlled, and closed
• Includes the scope baseline and other scheduling decisions related to cost,
risk, and communications

Project Charter
• Issued by the project initiator or sponsor, formally authorizes the existence of a
project, and provides the project manager with the authority to apply
organizational resources to project activities.
• Defines the summary milestone schedule and project approval requirements
that will influence the management of the project schedule.

Enterprise Environment Factors

Organizational Process Assets

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Process 1: Plan Schedule Management – Tools
Expert Judgment
• May come from numerous sources, including team members, consultants and
functional managers

Analytical Techniques
• Includes scheduling methodology, scheduling tools and techniques, estimating
approaches, and project management software

Meetings
• Meetings with stakeholders to discuss and develop the schedule management
plan

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Process 1: Plan Schedule Management – Outputs
Schedule Management Plan
• A component of the project management plan that establishes the criteria and
the activities for developing, monitoring, and controlling the schedule
• Can establish the following:
• Project schedule model development and maintenance
• Level of accuracy
• Units of measure
• Control thresholds
• Rules of performance measurement (e.g. Earned Value Management rules)
• Process descriptions

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Time Management Process 2:
Define Activities
Process 2: Define Activities
What it is
• The work packages within the WBS are decomposed even further until they
represent a scheduled list of activities that need to take place for the project to
be completed.

Where it occurs: Planning Process Group

Why it is important
• To gain a detailed understanding of how and when the work is accomplished.
The activity list is an essential input into building the schedule.

How it works
• The process of Define Activities is often performed as soon as the scope
baseline has been created.
• The difference between work packages in a WBS and an activity list is that the
activity list is more granular and is decomposed into individual schedule
activities.

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Process 2: Define Activities
Process Group: Planning Process Group

Inputs Tools and Techniques Outputs

1. Schedule Management 1. Decomposition 1. Activity List
Plan 2. Rolling Wave Planning 2. Activity Attributes
2. Scope Baseline 3. Expert Judgment 3. Milestone List
3. Enterprise Environmental
Factors
4. Organizational Process
Assets

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Process 2: Define Activities – Inputs
Schedule Management Plan
• Component of the project management plan
• Establishes the criteria and activities for developing, monitoring and controlling
the project schedule
• Specifies the level of detail necessary to manage the work

Scope Baseline
• Consists of the approved project scope statement, the WBS, and the WBS
dictionary
• Each resulting schedule activity should tie back to a specific deliverable in the
scope baseline

Organizational Process Assets

Enterprise Environment Factors

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Process 2: Define Activities – Tools & Techniques
Decomposition
• Each work package is decomposed into smaller pieces
• Project manager should solicit heavy involvement from the project team or
functional managers to leverage their expertise

Rolling Wave Planning

• A form of progressive elaboration
• Assumes that project activities in the near future should be relatively clear, while
project activities in the distant future may not be as detailed or as easily
understood
• A PM might decompose certain near term work packages and delay analysis on
others which will be accomplished later in the project

Expert Judgment
• May come from numerous sources, including team members, consultants and
functional managers

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Process 2: Define Activities – Outputs
Activity List
• All the activities that need to be performed in order to complete the project are
compiled into the activity list
• Each activity should map back to one and only one work package
• Activities are focused on the work that needs to be done in order to execute a
work package
• Activities should be detailed enough to transition them to the project team so
that the work may be performed

Activity Attributes
• May be stored with the activity list or in a separate document
• Typically created after the initial activity list has been created

Milestone List
• Key project milestones are produced as part of this process
• Milestones may be related to imposed dates or schedule constraints

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Time Management Process 3:
Sequence Activities
Process 3: Sequence Activities
What it is
• Taking the activities defined in the Define Activities process and arranging those
activities in the order they must be performed
• Sequencing is done to obtain the greatest efficiency given all the project
constraints

Where it occurs: Planning Process Group

Why it is important
• Sequence Activities is the planning process in which network diagrams are
produced

How it works
• A network diagram is a picture in which each activity is drawn in the order it must
be performed (including dependencies) and the amount of time each activity
takes is represented with numbers.
• The process of Sequence Activities must be performed after Define Activities
and before Develop Schedule

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Process 3: Sequence Activities
Process Group: Planning Process Group

Inputs Tools and Techniques Outputs

1. Schedule Management 1. Precedence 1. Project Schedule
Plan Diagramming Method Network Diagrams
2. Activity List (PDM) 2. Project Document
3. Activity Attributes 2. Dependency Updates
Determination
4. Milestone List
3. Leads and Lags
5. Project Scope Statement
6. Enterprise Environmental
Factors
7. Organizational Process
Assets

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Process 3: Sequence Activities – Inputs
Schedule Management Plan
• Identifies the scheduling method and tools to be used for the project, which will guide how
the activities may be sequenced

Activity List
• The activities to be arranged and sequenced into a diagram

Activity Attributes
• Contain additional information about each activity that may influence how it is sequenced

Milestone List
• May have scheduled dates for specific milestones, which may influence the way activities
are sequenced

Project Scope Statement

• contains the product scope description, which includes product characteristics that may
affect activity sequencing

Enterprise Environment Factors

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Organizational Process Assets

Process 3: Sequence Activities – Tools & Techniques
Precedence Diagramming Method (PDM)
• Creates a graphical representation of the scheduled activities in the order in
which they must be performed on the project
• Activities are represented by the nodes (rectangles)
• Arrows represent dependencies that exist between the activities
• Units of duration are shown above the nodes

4 1

A B

8
Start Finish
C

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Process 3: Sequence Activities – Tools & Techniques
Precedence Diagramming Method (PDM)

There are four types of logical relationships between activities using the
precedence diagramming method:

• Finish-to-start (FS)
• An activity must finish before the successor can start
• This is the most commonly used relationship

• Start-to-start (SS)
• An activity must start before the successor can start

• Finish-to-finish (FF)
• An activity must finish before the successor can finish

• Start-to-finish (SF)
• An activity must start before the successor can finish
• This dependency is rarely used.
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Process 3: Sequence Activities – Tools & Techniques
Dependency Determination
• Dependencies are those things that influence which activities must be
performed first

• Mandatory Dependencies
• A mandatory dependency is one that cannot be broken
• Also known as Hard Logic,

• Discretionary Dependencies
• Are not always true and often are the result of best practices
• typically based on historical information, expert judgment and best practices
• Also known as Soft Logic or Preferred Logic

• External Dependencies
• Dependencies that must be considered but are outside of the project’s control and
scope

• Internal Dependencies
• Involve a precedence relationship between project activities and are generally inside
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the project team’s control
Process 3: Sequence Activities – Tools & Techniques
Leads and Lags
• A lead is one activity being able to start before an activity preceding it is finished

• A Lag is a waiting period that exists between two activities

• Leads and lags, and the rationale behind them, must be clearly explained and
documented

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Process 3: Sequence Activities – Outputs
Project Schedule Network Diagrams
• A graphical representation of the logical relationships among the project
schedule activities
• Includes a full representation of every activity in the project
• The schedule network diagram is NOT the schedule
• no start or finish dates are assigned to the activities, they are simply arranged in the
order they need to be performed on the project

Project Document Updates

• Examples: Documents which may be updated include the activity list, activity
attributes, milestone list, or the risk register

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Time Management Process 4:
Estimate Activity Resources
Process 4: Estimate Activity Resources
What it is
• This process is all about analyzing the project’s schedule activities to determine the
type and quantity of resources

Where it occurs: Planning Process Group

Why it is important
• Provides an understanding of the number of resources required to complete an activity
and determine how long they will be used for that activity

How it works
• Uses the activity list and activity attributes, so the process must follow the Define
Activities process
• Output is used to build the project schedule
• Process often goes hand in hand with Estimate Costs, since cost and time are so
closely linked

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Process 4: Estimate Activity Resources
Process Group: Planning Process Group

Inputs Tools and Techniques Outputs

1. Schedule Management 1. Expert Judgment 1. Activity Resource
Plan 2. Alternatives Analysis Requirements
2. Activity List 3. Published Estimating 2. Resource Breakdown
3. Activity Attributes Data Structure
4. Resource Calendars 4. Bottom-Up Estimating 3. Project Document
Updates
5. Risk Register 5. Project Management
6. Activity Cost Estimates Software

7. Enterprise Environmental
Factors
8. Organizational Process
Assets

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Process 4: Estimate Activity Resources – Inputs
Schedule Management Plan
• Identifies the level of accuracy and the units of measure for the resources to be
estimated

Activity List
• Each activity will be evaluated and the resources will be estimated for it

Activity Attributes
• Contains additional information about each activity that may influence how
resources are estimated

Resource Calendars
• Resources may include both physical and human resources and their availability
needs to be factored into the process
• Provides dates when resources will be available

Risk Register
• Risk events may impact the resource selection and availability
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Process 4: Estimate Activity Resources – Inputs
Activity cost estimates
• Cost of resources may impact resource selection

Enterprise Environment Factors

• Factors that can influence the resource estimations include resource location,
availability, or skills

Organizational Process Assets

• Assets that can influence the resource estimation include:
• Policies and procedures regarding staffing
• Policies and procedures regarding rental and purchase of supplies and equipment
• Historical information regarding the types of resources

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Process 4: Estimate Activity Resources – Tools & Techniques
Expert Judgment
• Any group or person with specialized knowledge in resource planning and
estimating can provide such expertise

Alternative Analysis
• Identifying alternative ways to complete the activity
• Example: Purchasing software vs. building in house

Published Estimating Data

• Some industries have extensive data available through published recognized
sources that can help in estimating

Bottom-Up Estimating
• Analyzing individual activities to estimate their resource requirements, then
aggregating those resources requirements

Project Management Software

• Software
Copyright is a means,
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reserved.
Process 4: Estimate Activity Resources – Outputs
Activity Resources Requirements
• Includes the type of resource and number of resources for each schedule
activity, along with documented details around decisions
• Example: Two senior programmers are required for four months or three junior
programmers for six months

Resources Breakdown Structure (RBS)

• RBS is similar to the WBS
• Graphical and hierarchical, logically arranged from top to bottom
• Arranges the resources by category and type

Project Document Updates

• Activity list (particularly activity attributes) would normally get updated as well as
the resources calendar

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Process 4: Estimate Activity Resources
• Estimation Guidelines for the Exam
• Estimating should be based on a WBS to improve accuracy.
• Estimating should be done by the person doing the work whenever possible to improve
accuracy.
• Historical information from past projects is key to improving estimates.
• Schedule, cost, and scope baselines should be kept and not changed except for
approved project changes in integrated change control.
• Changes should be requested when problems with schedule, cost, scope, quality, or
resources occur.
• Estimates are more accurate if smaller size work components are estimated.
• A project manager should never just accept constraints from management but should
instead analyze the needs of the project, come up with her or her own estimates based
on the input from the objectives.
• The project manager may periodically recalculate the estimate to complete for the
project in order to make sure that adequate time, funds, resources, etc. are available
for the project.

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Debrief