Chapter 6. (PMBOK Guide)
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1 Chapter 6 Project Time Management (PMBOK Guide) Mohammad A. Rajabi Dept. of Geomatics Eng., University it of Th Tehran Tel: , Cell: marajabi@ut.ac.irac ir Homepage:
2 Table of Content Guide to PMBOK Mohammad A. Rajabi 2
3 Introduction Includes processes required to manage timely completion of the project Define activities Sequence activities Estimate activity resources Estimate activity durations Develop schedule Control schedule Guide to PMBOK Mohammad A. Rajabi 3
4 Guide to PMBOK Mohammad A. Rajabi 4
5 Scheduling Overview Guide to PMBOK Mohammad A. Rajabi 5
6 6.1 Define Activities Identifying thespecific activities to produce the project deliverables WBS identifies thedeliverables at the lowest level Guide to PMBOK Mohammad A. Rajabi 6
7 Inputs, Tools & Techniques, Outputs Guide to PMBOK Mohammad A. Rajabi 7
8 Data Flow Diagram Guide to PMBOK Mohammad A. Rajabi 8
9 Inputs Scope baseline Deliverables, constraints, assumptions Enterprise environmental factors PMIS Organizational process assets Existing formal and informal activity planningrelated policies, procedures, and guidelines Lessen learned Guide to PMBOK Mohammad A. Rajabi 9
10 Decomposition Tools and Techniques Subdividing the project work package Developing WBS, WBS dictionary and decomposing it for development of the final activity list Rolling Wave Planning Work to be accomplished in the near future is planned in detail, future work is planned at a higher level Templates Expert judgment Guide to PMBOK Mohammad A. Rajabi 10
11 Activity list Outputs A comprehensive list including all scheduleactivities required for the project Activity identifier Scope of work description for each activity Activity attributes Activity ID, WBSID, activity name, whencompleted activity codes, activity description, predecessors, successors, logical relationships, leads, lags, resource requirement, imposed dates, constraints, and assumptions, person responsible, geographic area, Level of Effort (LOF) Milestone list Guide to PMBOK Mohammad A. Rajabi 11
12 6.2 Sequence Activities The process of identifying and documenting relationships among the project activities Every activity (except the first and the last ones) is connected to one predecessor and one successor Leads and lags might be necessary PM software, manual, and/or automated Guide to PMBOK Mohammad A. Rajabi 12
13 Inputs, Tools & Techniques, Outputs Guide to PMBOK Mohammad A. Rajabi 13
14 Inputs Activity list Activity attributes Milestone list Project scope statement Checking scope description to ensure accuracy Organizational process assets Project files from the corporate knowledge base used for scheduling methodology Guide to PMBOK Mohammad A. Rajabi 14
15 Tools and Techniques Precedence Diagramming Method (PDM) Also called Activity On Mode (AON) Finish to start (FS), Finish to finish (FF), Start to start (SS), Start to finish (SF) [rarely used!] Dependency determination Mandatory: by contract or inherent Discretionary: preferred logic, preferential logic, or soft logic based on best practices External: relationship between project and nonproject activities (out of project team s control) Applying leads and lags Schedule network templates (specially good for repeated dli deliverables) Guide to PMBOK Mohammad A. Rajabi 15
![] Dependency determination Mandatory: by contract or inherent Discretionary: preferred logic, preferential logic, or soft logic based on best](/docs-images/43/8436853/images/page_15.jpg "practices External: relationship between project and nonproject activities (out of project team s control) Applying leads and lags Schedule")
16 Precedence Diagramming Method Guide to PMBOK Mohammad A. Rajabi 16
17 Outputs Project schedule network diagrams Project document updates Atiit Activity lists Activity attributes Risk register Guide to PMBOK Mohammad A. Rajabi 17
18 6.3 Estimate Activity Resources The process of estimating the type and quantities of material, people, equipment or supplies Guide to PMBOK Mohammad A. Rajabi 18
19 Inputs, Tools & Techniques, Outputs Guide to PMBOK Mohammad A. Rajabi 19
20 Data Flow Diagram Guide to PMBOK Mohammad A. Rajabi 20
21 Activity list Activity attributes Resource calendars Inputs When and how long a resources is available + its attributes (experience/skill, geographic location, i.e., availability, capability) Enterpriseenvironmentalfactors environmental (resource availability and skills) Organizational process assets (policies, procedures related to staffing, rental or purchase of equipment, historical information regarding types of resources Guide to PMBOK Mohammad A. Rajabi 21
22 Tools and Techniques Expert judgment Alternative analysis (various level of resource capability, skills, size or type of machines, different tools, make or buy decisions Published estimating i data Bottom up estimating Project management software Guide to PMBOK Mohammad A. Rajabi 22
23 Outputs Activity resource requirements (types and quantities of resources) Resource breakdown structure (hierarchy of identified resources by resource category, and type (labour, material, equipment,and supplies)) Project documents updates Activity list Activity attribute Resource calendar Guide to PMBOK Mohammad A. Rajabi 23
24 6.4 Estimate Activity Duration Estimating the number of work periods needed to complete activities with estimated resources Progressively elaborated considering quality and availability of data Guide to PMBOK Mohammad A. Rajabi 24
25 Inputs, Tools & Techniques, Outputs Guide to PMBOK Mohammad A. Rajabi 25
26 Data Flow Diagram Guide to PMBOK Mohammad A. Rajabi 26
27 Inputs Activity list Activity attributes Activity resource requirements Resource calendars (type, quantity, availability, capability of human resources, equipment, material) Project scope management (constraints and assumptions such as existing conditions, availability of information, and length of reporting periods, for example: available skilled resources, contract terms and requirements) Enterprise environmental factors (duration estimating DB, productivity metrics, published commercial information) Organizational process assets (historical duration information, i project calendars, scheduling hdli methodology, and lesson learned) Guide to PMBOK Mohammad A. Rajabi 27
28 Tools and Techniques Expert judgment Analogous estimating (duration, budget, size, weight and complexity from a previous similar il project) Less costly and time consuming but less accurate Parametric aa cestimating (using statistical relationship eato between historical data and variables (e.g.: square footage) Three point estimation (originated from Program Evaluation and Review Technique (PERT) Most likely (Tm), optimistic (To), pessimistic (Tp), expected (Te): Te=(To+4Tm+Tp)/6 Reserve Analysis: contingency reserves or time reserves or buffers) to account for schedule uncertainty shown by % of duration, fixed number of work periods. It should be clearly documented Guide to PMBOK Mohammad A. Rajabi 28
29 Outputs Activity duration estimates (do not include any lag) Eg:2 E.g.: weeks ± 2 days, 15% probability of exceeding 3 weeks Project document updates Activity attributes Assumption made in developing the activity it duration estimate such as skill levels and availability Guide to PMBOK Mohammad A. Rajabi 29
30 6.5 Develop Schedule The process of analyzing activity sequence, durations, resource requirements and schedule constraints to create the project schedule Oftenan iterative process Guide to PMBOK Mohammad A. Rajabi 30
31 Inputs, Tools & Techniques, Outputs Guide to PMBOK Mohammad A. Rajabi 31
32 Data Flow Diagram Guide to PMBOK Mohammad A. Rajabi 32
33 Inputs Activity list Activity attributes Project schedule network diagrams Activity resource requirements Resource calendars Activity duration estimates Project scope statement tt t Enterprise environmental factors (scheduling tool) Organizational process asset (scheduling methodology and project calendar) Guide to PMBOK Mohammad A. Rajabi 33
34 Tools and Techniques Schedule network analysis Critical Path Method (CPM) Critical Chain Method (resource constrained CPM + buffers at the beginning and end of scheduled activities) Resource leveling (limited resources) What if scenario analysis (Monte Carlo Analysis) Applying leads and lags Schedule compression Crashing (approving overtime, adding resources for effort driven activities) Fast tracking (overlapping the activities) Scheduling tool Guide to PMBOK Mohammad A. Rajabi 34
35 CPM Guide to PMBOK Mohammad A. Rajabi 35
36 Output Project schedule Milestone charts Bar charts Project schedule network diagrams Schedule baseline Schedule data (milestones, activities, activity attributes, documented assumptions and constraints) Resource histogram Alternative schedules (best, worst case, resource leveled, not resource leveled, with or without imposed dates Scheduling of contingency reserves Project document updates Activity resource requirements Activity attributes Calendar Risk register Guide to PMBOK Mohammad A. Rajabi 36
37 Graphic Examples Guide to PMBOK Mohammad A. Rajabi 37
38 6.6 Control Schedule The process of monitoring the status of the product to update project progress and manage changes to the schedule baseline Determining the current status of the project schedule influencing the factors that create schedule changes Determining that the project schedule has changed Managing the actual changes as they occur Guide to PMBOK Mohammad A. Rajabi 38
39 Inputs, Tools & Techniques, Outputs Guide to PMBOK Mohammad A. Rajabi 39
40 Data Flow Diagram Guide to PMBOK Mohammad A. Rajabi 40
41 Inputs Project management plan Project schedule (the most recent version with notations to indicate updates, completed activities and started activities as of the indicated data date Work performance information (which activities have started/finished, t i d their progress) Organizational process asset Eiti Existing formal and informal schedule hdl control related ltd policies, procedure and guidelines Schedulecontrol control tools Monitoring and reporting methods to be used Guide to PMBOK Mohammad A. Rajabi 41
42 Tools and Techniques Performance reviews (measure, compare and analysis of performance (start, finish, percent complete and remained)). In Earned Value Management (EVM), Schedule Variance (SV), and Schedule Performance Index (SPI) are used to assess the schedule variance Variance analysis (determining the cause and degree of variance WRT schedule baseline) Project management software (tracking planned dates versus actual dates, forecast the change effects) Resource leveling What if scenario analysis (to bring the schedule into alignment withtheplan) the Adjusting leads and lags Schedule compression Scheduling tool (to update schedule data, and project schedule Guide to PMBOK Mohammad A. Rajabi 42
43 Outputs Work performance measurements (SV and SPI for WBS components, work packages are documented and communicated to stakeholders)) Organizational process assets updates Causes of variances Corrective action chosen and the reasons Other types of lessons learned Change request Project management plan updates Schedule baseline Schedule management plan Cost baseline Project document updates Schedule data Project schedule Guide to PMBOK Mohammad A. Rajabi 43
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