Lec - 5project Time Magt

Project Management Institute - Long Island Chapter
Project Time Management
PMP Prep Course – Project Time Management - PMBOK 4th Edition – Version 1.0
Project Time Management Definition
A subset of project management that includes:

“The processes required to manage timely
completion of the project.”
PMBoK® Guide, 4th Edition, p. 129
PMP Prep Course – Project Time Management - PMBOK 4th Edition – Version 1.0 2
Project Time Management Processes
6.1 Define Activities
6.2 Sequence Activities
6.3 Estimate Activity Resources
6.4 Estimate Activity Durations
6.5 Develop Schedule
6.6 Control Schedule
The Schedule Management Plan
How the project time management processes will be executed

is defined in the Schedule Management Plan
The Schedule Management Plan is a subsidiary of the Project

Management Plan and is produced as part of the Develop
Project Management Plan process (Section 4.2: Integration
Management)
Project Time Management Processes
Project Management Process Groups

Knowledge Area
Monitoring &
Initiating Planning Executing Closing
Controlling

6. Project Time
6.3 Estimate Activity Resources 6.6 Control Schedule
Management 6.4 Estimate Activity Duration
Across Project Management Process Groups
Source: PMBoK® Guide,4th Edition, p.133
Definition: “The process of identifying the specific

actions to be performed to produce the
project deliverables.”
Inputs Tools & Techniques Outputs

.1.1 Scope baseline Decomposition .3.1 Activity List
.2.1
Enterprise environmental .3.2 Activity Attributes
.1.2 .2.2 Rolling Wave Planning
factors .3.3 Milestone List
.1.3
Organizational process .2.3 Templates
assets
.2.4 Expert Judgment
6.1.1 Define Activities
Inputs
.1 Scope Baseline The project deliverables, constraints, and assumptions

documented in the project scope baseline (section 5.3.3.3) are
considered explicitly while defining activities
.2 Enterprise Environmental Includes availability of project management information systems

Factors (PMIS) and scheduling software tools.
.3 Organizational Process Existing formal and informal activity planning-related policies,

Assets procedures and guidelines, such as the scheduling methodology,
that are considered in developing the activity definitions.
Lessons-learned knowledge base contains historical information
regarding activities lists used by previous similar projects.
Tools and Techniques
.1 Decomposition As applied to defining activities, involves subdividing the project work
packages into smaller, more manageable components called activities.
.2 Rolling Wave Planning Is a form of progressive elaboration planning where the work to be
accomplished in the near term is planned in detail while work far in the
future is planned at a high level.
.3 Templates Standard activity list or portion of an activity list from previous projects
can often be used as a starting point. These can include resource
requirements, skill sets, effort hours and other descriptive information.
.4 Expert Judgment Experienced team members or other experts experienced and skilled in
developing detailed project scope statements, the WBS and project
schedules.
Outputs
.1 Activity List A comprehensive list including all schedule activities required on the
project. The activity list includes the activity identifier and a scope
of work description in sufficient detail to ensure the project team
members understand the work to be complete. It does not include
any activities that are NOT required as part of the project scope.
.2 Activity Are details about the activity, such as description, predecessors,

Attributes successors, logical relationships, leads and lags, resource
requirements, constraints and assumptions. These evolve over time.
.3 Milestone List Identifies significant points or events in the project and indicates
whether they are mandatory or optional.
Definition: “The process of identifying and documenting

relationships among the project activities.”

.1.1 Activity List .2.1 Precedence Diagramming
Project Schedule network
.1.2 Activity Attributes Method (PDM) .3.1
Diagrams
.1.3 Milestone List .2.2 Dependency Determination
Project Documentation
.3.2
.1.4 Project Scope Statement .2.3 Applying Leads & Lags Updates
.1.5 .2.4 Schedule Network Templates

Organizational Process Assets
6.2.1 Sequence Activities
Inputs
.1 Activity List See 6.1.3.1
.2 Activity Attributes See 6.1.3.2

May describe a necessary sequence of events or relationships.
.3 Milestone List See 6.1.3.3

May have specific dates.
.4 Project Scope See 5.2.3.1

Statement Project scope description may have information regarding
sequencing
.5 Organizational Project files from the organizational knowledge base may contain
Process Assets information for scheduling methodology.
.1 Precedence PDM is used in Critical Path Methodology (CPM) to construct a project
network diagram using boxes (nodes) to represent activities connected
Diagramming Method by arrows to show the logical relationships that exist between them.
(PDM) There are 4 types of dependencies or relationships: FS, FF, SS, SF
(shown on a subsequent slide).
Also called AON: Activity On Node. Is most commonly used
diagramming method.
.2 Dependency There are 3 types of dependencies that define the activity sequencing:
Mandatory, Discretionary, and External (these are defined in subsequent
Determination slides).
.3 Applying Leads and The project management team determines the dependencies requiring
leads or lags:
Lags
Leads: allow acceleration of a successor activity
Lag: directs a delay in a successor activity
.4 Schedule Network Standardized schedule networks. Portions of networks are called sub-
networks or fragment networks which are very useful for repeating
Templates activities to produce identical deliverables or common organizational
activities.
Precedence Diagramming Method (PDM)
Example
Building a Precedence Diagram
Draw arrows from

List the activities Create a start start node to the first
and relationships node activity’s node
Sequentially arrange Repeat process Double-check

all activities from from successors for missed
start for all activities relationships
PDM Logical Relationships or Dependencies
Finish-to-Start (FS) - Start successor when predecessor

completes (most common)
Finish-to-Finish (FF) - Successor activity is completed when

the predecessor is completed
Start-to-Start (SS) - Start successor activity when predecessor

starts
Start-to-Finish (SF) - Start the predecessor when the

successor completes (rarely used)
Four Relationships Between Tasks:

FS, FF, SS, SF
1. Finish-to-Start (FS): The initiation of the successor activity

depends upon the completion of the predecessor activity.
Finish Start
Task A Task B
1. Pour the concrete 1. Raise the frame

2. Define the requirements 2. Write the code
3. Set budget 3. Select the design

FS, FF, SS, SF
2. Finish-to-Finish (FF): The completion of the successor

activity depends upon the completion of the predecessor
activity.
Finish 1. Bake the turkey

Task A 2. Reproduce disks
3. Select design
1. Bake the yams

2. Generate documentation
Task B Finish 3. Allocate funding

FS, FF, SS, SF
3. Start-to-Start (SS): The initiation of the work successor

activity depends upon the initiation of the predecessor activity.
Start
1. Lucy wraps chocolate
2. Install Plumbing Task A
3. Select Design
1. Ethel wraps chocolate

Start
Task B 2. Install Wiring
3. Select Vendors

FS, FF, SS, SF
4. Start-to-Finish (SF): The completion of the successor

activity depends upon the initiation of the predecessor activity.
Start 1. Initiate project management

Task A 2. Start relay runner #2
3. Go-Live
1. Complete proposal
Task B 2. Finish relay runner #1
Finish 3. Maintenance contract signed
Dependency Types
Mandatory Dependencies:
Those that may be contractually required or inherent in the nature
of the work being done (hard logic)
Discretionary Dependencies:
Preferred logic, preferential logic or soft logic
Based on knowledge of best practices within a particular application
area
Can limit scheduling options and should be used
External Dependencies:
Involve a relationship between project and non-project activities
Generally outside control of the project team
Definition: “The process of estimating the type and

quantities of material, people, equipment or
supplies required to perform each activity.”

.1.1 Activity List .2.1 .3.1 Activity Resource
Expert Judgment
Requirements
.1.2 Activity Attributes .2.2 Alternatives Analysis
.1.3 Resource Calendars .2.3 .3.2 Resource Breakdown
Published Estimating Data
Structure
.1.4 Enterprise Environmental .2.4 Bottom-up Estimating
Factors .3.3 Project Documentation
.2.5 Project Management Software Updates
.1.5 Organizational Process
Assets
6.3.1 Estimate Activity Resources
Inputs
.1 Activity List See 6.1.3.1
.2 Activity Attributes See 6.1.3.2
.3 Resource Calendars Information on which resources are available, for how long and
when. May include resource experience, skill level and
geographical locations.
.4 Enterprise Includes resource availability and skills.

Environmental
Factors
.5 Organizational Policies and Procedures regarding staffing.
Process Assets Policies and Procedures regarding rental and purchase of
supplies and equipment.
Historical information regarding types of resources used on
previous projects.
.1 Expert Judgment Group or person with specialized knowledge in resource planning and
estimating.
.2 Alternatives Evaluating alternative methods of accomplishing project activities: resource

Analysis skills and capabilities, size and types of machines, different tools, make or
buy decisions.
.3 Published Published and updated rates and unit costs of resources for an extensive
Estimating Data array of labor trades, material, and equipment for different countries and
geographical locations within countries.
.4 Bottom-Up Decomposing an activity into more detail to be able to estimate resource

Estimating needs with more confidence and aggregating the estimates into a total
quantity. Dependencies must be documented.
.5 Project Software that has the capability to help plan, organize and manage
Management resource pools and develop resource estimates. Some are capable of
providing resource breakdown structures, resource availability, resource
Software (PMIS)
rates and various resource calendars to optimize resource utilization.
Outputs
.1 Activity Resource Types and quantities of resources needed for each activity in a
Requirements work package.
Requirements are aggregated to determine estimated
resources for each work package.
Information includes basis of estimates, assumptions made,
availability and quantities to be used.
.2 Resource Breakdown Hierarchical structure of the identified resources by resource

Structure category and type. (RBS)
Categories include labor, materials, equipment, supplies
Types include skill level, grade level
The RBS is useful for organizing and reporting project schedule
data with resource utilization information
.3 Project Document Project documents that may need to be updated include:

Activity List
Updates
Activity Attributes
Resource Calendars.
Resource Structure Breakdown
Example
PM
Labor Infrastructure
UK USA Servers
London NYC Application

Marketing Marketing Server
Specialist Specialist (New Jersey)
Web Server
(Memphis)
Definition: “The process of approximating the number of work
periods needed to complete individual activities with
estimated resources.” Source: PMBoK® Guide,4th Edition, p.146

.1.1 Activity List .3.1 Activity Duration
.2.1 Expert Judgment
.1.2 Activity Attributes Estimates
.2.2 Analogous Estimating .3.2
.1.3 Activity Resource Requirements Project Document
Updates
.1.4 Resource Calendars .2.3 Parametric Estimating
.1.5 Project Scope Statement
.2.4 Three-point Estimates
.1.6 Enterprise Environmental
Factors .2.5 Reserve Analysis
.1.7 Organizational Process Assets
6.4.1 Estimate Activity Durations
Inputs
.1 Activity List See Section 6.1.3.1
.2 Activity Attributes See Section 6.1.3.2
.3 Activity Resource See Section 6.3.3.1

Requirements Resources assigned and their availability affect duration. Skill levels
determine efficiency or productivity
.4 Resource Calendars See Section 6.3.1.3

Type, quantity, availability and capability of both material and
equipment resources affect duration of schedule activities
Inputs
.5 Project Scope Statement See Section 5.2.3.1
The constraints and assumptions from the project scope
statement must be considered when estimating activity
durations.
Assumptions: existing conditions, availability of information,
length of the reporting periods
Constraints: available skilled resources, contract terms and
requirements
.6 Enterprise Environmental Duration estimating databases

Productivity metrics
Factors
Published commercial information
.7 Organizational Process Historical duration information

Project calendars
Assets Scheduling Methodology
Lessons-learned
.1 Expert Judgment Experienced resources guided by historical information can provide

duration information or maximum activity durations from prior similar
projects.
Can also assist in determining appropriate estimating methods.
.2 Analogous Estimating Used when there is limited amount of detailed information available
about the project or project segment and relies heavily on the current
project’s similarity to a prior one. Uses parameters such as duration,
budget, size, weight and complexity from a previous project to
estimate.
Less costly and time consuming method of estimating but generally
less accurate.
Most reliable when previous activities are similar in fact and not just
appearance.
.3 Parametric Uses a statistical relationship between historical data and other

Estimating variables to calculate an estimate for activity parameters such as cost,
budget and duration.
Produces higher levels of accuracy depending on the sophistication
and underlying data built into the models.
eg: 100 sq ft of carpet can be laid in 2 hrs, then 1000 sq ft
would take 20 hrs.
Industrial or professional tables often available for trades to estimate
projects
Can be applied to a total project or segments of a project.
.4 Three-Point Improves duration estimates by considering estimation uncertainty and

Estimating risk
Originated with PERT (Project Evaluation and Review Technique)
Uses 3 estimates:
Most Likely (tM) duration of the activity given resources likely to be
assigned, their productivity, realistic expectations of availability and
dependencies on other participants and interruptions
Optimistic (tO) estimated duration is based on best-case scenario
Pessimistic (tP) estimated duration is based on the worst-case
scenario
PERT analysis calculates and EXPECTED (tE) using a weighted average
of the 3 estimates:
tE = tO + 4tM + tP
6
.5 Reserve Analysis Duration estimates may include contingency reserves to account for
schedule uncertainty.
The reserve may be a percentage of the estimated duration, a fixed
number of work periods, or developed using quantitative analysis.
As more information becomes available, the contingency reserve may be
adjusted or eliminated.
Contingency must be clearly identified in schedule documentation.
Outputs
.1 Activity Duration Quantitative assessments of the likely number of work periods required to
Estimates complete an activity.
Does not include any lags (6.2.2.3) but may include a range of possible
results:
2 weeks + 2 days = 8 – 12 work days (assuming 5 day work week)
15% probability of exceeding 3 weeks (= 85% probability of taking
less than 3 weeks)
.2 Project Document Activity Attributes.

Updates Assumptions made in estimating duration estimates include skill levels and
availability.

Definition: “The process of analyzing activity sequences,
durations, resource requirements, and schedule
constraints to create the project schedule.”

.1.1 Activity List .3.1 Project Schedule
.2.1 Schedule Network Analysis
.1.2 Activity Attributes .3.2 Schedule Baseline
.2.2 Critical Path Method
.1.3 Project Schedule Network Diagrams .3.3 Schedule Data
.2.3 Critical Chain Method
.1.4 Activity Resource Requirements .3.4 Project Document
.2.4 Resource Leveling Updates
.1.5 Resource Calendars
.2.5 What-if Scenario Analysis
.1.6 Activity Duration Estimates
.2.6 Applying Leads and Lags
.1.7 Project Scope Statement
.2.7 Schedule Compression
.1.8 Enterprise Environmental Factors
.2.8 Scheduling Tool
.1.9 Organizational Process Assets
6.5.1 Develop Schedule
Inputs
.1 Activity List See Section 6.1.3.1
.2 Activity Attributes See Section 6.1.3.2
.3 Project Schedule Network See Section 6.2.3.1

Diagrams
.4 Activity Resource See Section 6.3.3.1

Requirements Resources assigned and their availability affect scheduling.
Inputs
.5 Resource Calendars See Section 6.3.1.3
.6 Activity Duration See Section 6.4.3.1

Estimates
.7 Project Scope Statement The constraints and assumptions from the project scope statement
can impact the development of the project schedule.
.8 Enterprise Environmental Scheduling Tool

Factors
.9 Organizational Process Project calendar

Scheduling methodology
Assets
.1 Schedule network A technique that generates the project schedule.
Analysis Calculates the early and late start and finish dates for the
uncompleted portions of project activities and uses critical
path, critical chain, what-if analysis and resource leveling
methods.
Some network paths have converging and/or diverging paths
that can be identified and used in schedule compression or
other analyses.
.2 Critical Path Analysis Using forward and backward pass analysis through the
schedule network, calculates the theoretical early and late
Note: See exercise following start and finish dates for all activities
section 6.5.2.8 (p. 49) Resource limitations not considered in analysis
Generated start and end dates are not necessarily the project
schedule, but time periods within which the activity could be
scheduled
Uses activity durations, logical relationships, leads, lags and
other known constraints
Generally the path that determines the duration of the project
The longest path in the network
continued on next
slide
.2 Critical Path Analysis Dates are affected by activity float - schedule flexibility.
(continued) Float may be positive, negative or zero.
Critical paths have zero or negative float and activities on the
critical path are called critical activities.
Networks can have multiple critical paths.
Adjustments to activity durations, logical relationships, leads and
lags, or other schedule constraints may be necessary to produce
networks with zero or positive float and minimize schedule risk.
Free Float, the amount of time an activity may be delayed without
delaying the early start date of any immediate successor activity in
the network path can also be determined.
Total Float, amount of time that a schedule activity may be
delayed from its early start date without delaying the project finish
date or violating a schedule constraint.
.3 Critical Chain Method A schedule network analysis techniques that modifies the
project schedule to account for limited resources.
After the critical path is identified, resource availability is
entered and the resource-limited schedule result is determined.
The resulting schedule often has an altered critical path and is
known as the critical chain.
Uses project and feeder buffers to prevent slippage account for
uncertainty.
Activities are planned to their latest possible to start and finish
dates.
Method focuses on managing to remaining buffer durations
rather than total float.
.4 Resource Leveling A schedule network analysis technique applied to a schedule
that has already been analyzed by the critical path method.
Used when shared or critical resources available only at
certain times, in limited quantities, or to keep resource usage
at a constant level.
Necessary when resources are over-allocated.
Can cause the original critical path to change.
.5 What-If Scenario Schedule network analysis performed using the schedule to
Analysis compute different project scenarios.
Can 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.
Simulation involves calculating multiple project durations with
different sets of activity assumptions Most common is Monte
Carlo Analysis (see 11.4.2.2).
.6 Applying Leads and Lags See Section 6.2.2.3

Refinements applied during network analysis to develop a
viable schedule.
.7 Schedule Shortens the project schedule without changing scope to meet
schedule constraints, imposed dates or other schedule objectives.
Compression
Crashing - Cost and schedule tradeoffs are analyzed to obtain the
greatest amount of compression for least incremental cost.
Examples: overtime, additional resources, paying extra for expedited
delivery for activities on the critical path
Works only when solution will shorten duration
May result in increased risk and cost
Fast Tracking - Phases or activities normally performed in
sequence are performed in parallel.
May result in rework and increased risk
Works only if activities can be overlapped to shorten duration
.8 Scheduling Tool Expedite the process by generating start and finish dates based on
the inputs of activities, network diagrams, resources and activity
durations.
Can be used in conjunction with other project management
software applications as well as manual method.
Critical Path Method:
Calculating the Forward Pass
(FS Relationships)
Set the early start Begin at left, work Use the formulas
date for the first left to right, top to (ES+ duration = EF)
activity bottom (EF + Lag = ES for
Successors)
When a successor has multiple predecessors,

use the latest early finish date of the Continue to end
Predecessors as the early start date for of network
the successor
Calculating the Backward Pass
Begin at right, work

Set the late finish date of the last task equal to
right to left, top to
the early finish date of the last task
bottom
(or set to customer date)
Use the formulas When a successor has multiple Continue

(LF – duration = LS) predecessors, use the earliest late start date to start
(LS – lag = LF for of the Predecessors as the late finish date for of
predecessors) the successor network
Calculate:
• Forward Pass
• Backward Pass
Exercise
• Float
• Critical Path
Duration = 7 Duration = 6 Duration = 3

Task A Task C Task G
START Duration = 2 Finish

Task H

Task B Task D Task E
Duration = 2
Task F
Forward Pass
0 7 7 13 13 16
Task A Task C Task G
16 18
Task H
0 3 3 6 6 9
Task B Task D Task E
3 5
Duration = 2
Task F
Backward Pass
0 7 7 13 13 16
0 Task A 7 7 Task C 13 13 Task G 16
16 18
16 Task H 18
0 3 3 6 6 9
7 Task B 10 10 Task D 13 13 Task E 16
3 5
Duration = 2
11 Task F 13
Float
0 7 7 13 13 16
0 0 0
16 18
16 Task H 18
0 3 3 6 6 9 0
7 7 7
3 5
Duration = 2
11 Task F 13
Critical Path
0 7 7 13 13 16
0 0 0
16 18
16 Task H 18
0 3 3 6 6 9 0
7 7 7
3 5
Duration = 2
11 Task F 13
Outputs
.1 Project Schedule Minimally includes a planned start and finish date for each
activity.
Note: See examples on next Remains preliminary until resource assignments have been
slide. made.
Project target schedule may be developed with a defined target
start and finish for each activity.
May be presented in several forms:
Milestone Charts - Start and end dates of major
deliverables and key external interfaces.
Bar Charts - Activities represented by bars displaying start
and finish dates and expected durations. Frequently used for
management presentations.
Project Schedule Network Diagrams - Display bar chart
information plus project network logic and project’s critical
path schedule activities.
Project Schedule - Graphic Examples:
Outputs
.2 Schedule Baseline Specific version of the project schedule:
Developed from the schedule network analysis
Accepted and approved by the project management team as
the schedule baseline with baseline start and finish dates
Is a component of the Project Management Plan
.3 Schedule Data Minimally includes: schedule milestones, activities, activity

attributes and documentation of all identified assumptions &
constraints
Supporting data may include:
Resource requirements by time period – generally in a
resource histogram
Alternative schedules: best case, worst case, not resource
leveled, resource leveled, with or without imposed dates
Scheduling of contingency reserves
Outputs
.4 Project Document Project documents that may be updated:
Updates Activity resource requirements: possibly updated by
resource leveling
Activity attributes: see section 6.1.3.2 to update any
revised resource requirements
Calendar: each project may use different calendar units for
scheduling
Risk Register updated to reflect opportunities or threats
perceived through scheduling assumptions
Definition: “The process of monitoring the status of the
project to update project progress and manage
changes to the schedule baseline.”

.2.1 Performance Reviews .3.1 Work Performance
.1.1 Project Management Plan
.2.2
Measurements
.1.2
Variance Analysis
Project Schedule
.3.2 Organizational Process
.2.3 Project Management Software
.1.3 Work Performance Assets Updates
Information .2.4 Resource Leveling
.3.3 Change Requests
.1.4 Organizational Process .2.5 What-if Scenario Analysis
.3.4 Project Management Plan
Assets
.2.6 Adjusting Leads and Lags Updates
.2.7 Schedule Compression .3.5 Project Document Updates
.2.8 Scheduling Tool
6.6.1 Control Schedule
Inputs
.1 Project Management As described in section 4.2.3.1, contains:
Plan The schedule management plan - how the schedule will be
managed and controlled.
The schedule baseline - comparison with actual results to
determine if a change, corrective action or preventive action is
necessary.
.2 Project Schedule Most recent version with notations to indicate updates, completed
and started activities as of a given date.
.3 Work Performance Information about project progress: which activities have started,
Information their progress and which have finished.
.4 Organizational Process Formal & informal schedule control-related policies, procedures

Assets and guidelines.
Schedule control tools.
Monitoring and reporting methods to be used.
.1 Performance Reviews Measure, compare, and analyze schedule performance such

as actual start and finish dates, percent complete and
remaining duration
Earned Value Management utilizes schedule variance (SV:
7.3.2.1) and schedule performance (SPI: 7.3.2.3) to measure
schedule variance
.2 Variance Analysis SV and SPI are used to assess the magnitude of variation to
the baseline.
Total float variance can also be used to assess variance
Most important: determine the cause and degree of variance
relative to the schedule baseline and determine if corrective
or preventive action is required
.3 Project Management Provides the ability to track planned dates versus actual dates
Software and to forecast the effects of changes to the project schedule.
.4 Resource Leveling See Section 6.5.2.4

Used to optimize the distribution of work among resources.
.5 What-If Scenario See Section 6.5.2.5

Analysis Reviews various scenarios to bring schedule into alignment
with plan.
.6 Adjusting Leads and Used to find ways to bring project activities that are behind into
Lags alignment with the plan
.7 Schedule See Section 6.5.2.7

Compression Used to find ways to bring project activities that are behind
into alignment with the plan.
.8 Scheduling Tool Schedule data is updated and compiled into the schedule to
reflect actual progress and remaining work to be completed.
Used in conjunction with manual methods or other project
management software to perform schedule network analysis
to generate an updated project schedule.
Outputs
.1 Work Performance Document and communicate to stakeholders:
Measurements Calculated SV and SPI values for WBS components, such as for
work packages and control accounts.
.2 Organizational Process Causes of Variances.

Assets Corrective action chosen and reasons.
Other types of lessons learned from project schedule control.
.3 Change Requests Schedule variance analysis, results of performance measures,

review of progress reports may result in change requests to
schedule baseline or other components of the project management
plan.
All change requests are processed through the Perform Integrated
Change Control process (4.5).
Preventive actions may include recommended changes to reduce
the probability of negative schedule variances.
Outputs
.4 Project Schedule Baseline only in response to approved change requests
Management Plan (4.4.3.1) related to project scope, activity resources or duration
Updates estimates.
Schedule Management Plan if the way the schedule is to be
managed has changed.
Cost Baseline reflects changes caused by compression or crashing
techniques.
.5 Project Document Include, but not limited to:

Updates Schedule Data -
To display approved remaining durations and modifications to the work
plan, new project schedule network diagrams may be developed;
If schedule delays are so severe that measuring performance and
progress is no longer realistic, a new target schedule with forecasted
start and finish dates is necessary
Project Schedule - Updated for updated schedule data to reflect
changes and manage the project
Good Luck!!

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Project Management Institute - Long Island Chapter

Project Time Management

Project Time Management Definition

A subset of project management that includes:

PMBoK® Guide, 4th Edition, p. 129

Project Time Management Processes

6.1 Define Activities

6.2 Sequence Activities

6.3 Estimate Activity Resources

6.4 Estimate Activity Durations

6.5 Develop Schedule

6.6 Control Schedule

The Schedule Management Plan

How the project time management processes will be executed

The Schedule Management Plan is a subsidiary of the Project

Project Time Management Processes

Project Management Process Groups

6.1 Define Activities

Across Project Management Process Groups

6.1 Define Activities

Source: PMBoK® Guide,4th Edition, p.133

6.1 Define Activities

Definition: “The process of identifying the specific

Inputs Tools & Techniques Outputs

.1 Scope Baseline The project deliverables, constraints, and assumptions

.2 Enterprise Environmental Includes availability of project management information systems

.3 Organizational Process Existing formal and informal activity planning-related policies,

.2 Activity Are details about the activity, such as description, predecessors,

6.2 Sequence Activities

Source: PMBoK® Guide,4th Edition, p.136

6.2 Sequence Activities

Definition: “The process of identifying and documenting

Inputs Tools & Techniques Outputs

.1.5 .2.4 Schedule Network Templates

.2 Activity Attributes See 6.1.3.2

.3 Milestone List See 6.1.3.3

.4 Project Scope See 5.2.3.1

Source: PMBoK® Guide,4th Edition, p.139

Building a Precedence Diagram

Draw arrows from

Sequentially arrange Repeat process Double-check

PDM Logical Relationships or Dependencies

Finish-to-Start (FS) - Start successor when predecessor

Finish-to-Finish (FF) - Successor activity is completed when

Start-to-Start (SS) - Start successor activity when predecessor

Start-to-Finish (SF) - Start the predecessor when the

Four Relationships Between Tasks:

1. Finish-to-Start (FS): The initiation of the successor activity

1. Pour the concrete 1. Raise the frame

Four Relationships Between Tasks:

2. Finish-to-Finish (FF): The completion of the successor

Finish 1. Bake the turkey

1. Bake the yams

Four Relationships Between Tasks:

3. Start-to-Start (SS): The initiation of the work successor

1. Ethel wraps chocolate

Four Relationships Between Tasks:

4. Start-to-Finish (SF): The completion of the successor

Start 1. Initiate project management

6.3 Estimate Activity Resources

Definition: “The process of estimating the type and

Inputs Tools & Techniques Outputs