Planning for Project Time Management Plan Schedule Management

Planning for Project Time Management § § § Plan Schedule Management Define Project Activities Sequence Project Activities Estimate Activity Resources Estimate Activity Durations Develop a Project Schedule Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 1

Plan Schedule Management A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. , 2013, p. 145 Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 2

What Is a Schedule Management Plan? The schedule management plan includes: § Project schedule model used § Accuracy of activity duration estimates § Units of measure to be used § Organizational procedure links used with the WBS § Control thresholds to be used for monitoring schedule performance § Rules of performance measurements to be used § Reporting formats to be used § Process descriptions to explain how schedule management processes are to be documented throughout the project Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 3

The Plan Schedule Management Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. , 2013, p. 145 Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 4

Plan Schedule Management Inputs § § Project management plan Project charter Enterprise environmental factors Organizational process assets Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 5

Plan Schedule Management Tools and Techniques § Expert judgment § Analytical techniques § Meetings Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 6

Plan Schedule Management Outputs § Schedule management plan Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 7

Guidelines to Develop a Schedule Management Plan § § § § Review the project management plan for information to develop the schedule. Review the project charter for a summary, high-level milestone schedule. Review the enterprise environmental factors. Review the organizational process assets. Use tools and techniques such as expert judgment and historical information. Use analytical techniques such as fast tracking or crashing. Use meetings to develop the schedule management plan. Document the schedule management plan for the project. Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 8

Define Project Activities A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. , 2013, p. 150 OV 6 - 9 Copyright © 2013 Logical Operations, Inc. All rights reserved.

Project Activities: • Have expected duration • Consume budget/human resources • Are named in verb-noun format Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 10

The Define Activities Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. , 2013, p. 149 Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 11

Define Activities Inputs § § Schedule management plan Scope baseline Enterprise environmental factors Organizational process assets Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 12

Define Activities Tools and Techniques § Decomposition § Rolling wave planning § Expert judgment Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 13

Define Activities Outputs § Activity list § Activity attributes § Milestone list Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 14

Guidelines to Define Activities § Review the schedule management plan. § Review the scope baseline for the WBS, deliverables, assumptions, and constraints. § Review the enterprise environmental factors. § Review the organizational process assets. § Analyze and decompose each work package of the WBS into activities that will be required to produce the deliverable. § Consult subject matter experts about unfamiliar material. § Evaluate all constraints and assumptions for their possible impact on activity definition. § Once you have decomposed each work package into activities, evaluate your activity list. Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 15

Sequence Activities A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. , 2013, p. 154 Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 16

The Sequence Activities Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. , 2013, p. 153 Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 17

Project Schedule Network Diagrams A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. , 2013, p. 160 Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 18

Sequencing Activities Inputs § § § § Schedule management plan Activity list Activity attributes Milestone list Project scope statement Enterprise environmental factors Organizational process assets Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 19

Sequencing Activities Tools and Techniques § Precedence Diagramming Method (PDM) § Dependency determination § Leads and lags Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 20

PDM A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. , 2013, p. 157 Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 21

Dependency Determination § § Mandatory Discretionary External Internal Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 22

Leads and Lags A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. , 2013, p. 158 Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 23

Sequencing Activities Outputs § Project schedule network diagrams § Project documents updates Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 24

Guidelines to Sequence Project Activities § Review the schedule management plan for information on the scheduling method and tool, and guides how activities may be sequenced. § Review the activity list for all project schedule activities. § Review the activity attributes for each activity. § Review the milestone list for the dates for specific schedule milestone events. § Review the project scope statement. § Review the enterprise environmental factors. § Review the organizational process. § Use tools and techniques such as PDM, dependency determination, and leads and lags to develop the project schedule network diagram. § Document the project schedule network diagram and update any project documents, as needed. Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 25

Estimate Activity Resources A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. , 2013, p. 161 OV 6 - 26 Copyright © 2013 Logical Operations, Inc. All rights reserved.

What Are Activity Resources? § Any useful material, object, or individual § Vary greatly in size, cost, and function § Typical categories include: § § § § Labor Materials Facilities Equipment Consultants Services Supplies Utilities Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 27

Estimate Activity Resources Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. , 2013, p. 161 Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 28

Estimate Activity Resources Inputs § § § § Schedule management plan Activity list Activity attributes Resource calendars (an output of 9. 2) Risk register Activity cost estimates (an output of 7. 2) Enterprise environmental factors Organizational process assets Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 29

Estimate Activity Resources Tools and Techniques § § § Expert judgment Alternative analysis Published estimating data Bottom-up estimating Project management software Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 30

Estimate Activity Resources Outputs § Activity resource requirements § Resource breakdown structure § Project documents updates Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 31

Guidelines to Estimate Activity Resources § Review the schedule management plan for the level of accuracy and units of measure. § Review the activity list and activity attributes. § Check the resource calendars for when resources are available. § Review the risk register to consider any risks that may impact resource estimation. § Review the activity cost estimates for the cost information. § Use tools and techniques. § Document the activity estimates in the activity resource requirements and the resource breakdown structure. Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 32

Estimate Activity Durations A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. , 2013, p. 166 Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 33

Estimate Activity Durations Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. , 2013, p. 166 Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 34

Estimate Activity Durations Inputs § § § § § Schedule management plan Activity list Activity attributes Activity resource requirements Resource calendars Project scope statement Risk register Resource breakdown structure Enterprise environmental factors Organizational process assets Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 35

Estimate Activity Durations Tools and Techniques § § § Expert judgment Analogous estimating Parametric estimating Three-point estimating Group decision-making techniques Reserve analysis Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 36

Estimate Activity Durations Outputs § Activity duration estimates § Project documents updates Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 37

Guidelines to Estimate Activity Durations § Involve the work package owners or others who are very familiar with the work of the activity. § Consult historical information. § Review the schedule management plan. § Determine how you want to quantify the work that needs to be done. § Consider resource requirements and capabilities. § Review the resource requirements for each activity. § Check the resource calendars for when resources are available. § Review the project scope statement for assumptions and constraints. § Review the risk register to consider any risks that may affect resource estimation. § Review the resource breakdown structure of resources listed by category and type. § Use tools and techniques. § Document the activity duration estimates. Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 38

Develop a Project Schedule A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. , 2013, p. 173 Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 39

The Project Schedule A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. , 2013, p. 183 OV 6 - 40 Copyright © 2013 Logical Operations, Inc. All rights reserved.

The Develop Schedule Process A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. , 2013, p. 173 Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 41

Develop Schedule Inputs § § § § Schedule management plan Activity list Activity attributes Project schedule network diagrams Activity resource requirements Resource calendars Activity duration estimates Project scope statement Risk register Project staff assignments (an output from 9. 2) Resource breakdown structure Enterprise environmental factors Organizational process assets Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 42

Develop Schedule Tools and Techniques § § § § Schedule network analysis Critical path method Critical chain method Resource optimization techniques Modeling techniques Leads and lags Schedule compression Scheduling tool Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 43

Standard Schedule Diagramming Notations § § § ES – early start EF – early finish LF – late finish LS – late start DU - duration Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 44

Schedule Network Analysis § § Critical Path Method (CPM) Critical chain method Modeling Techniques Resource Optimization Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 45

The Critical Path Method A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. , 2013, p. 177 OV 6 - 46 Copyright © 2013 Logical Operations, Inc. All rights reserved.

Float Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 47

Total Float Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 48

Free Float Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 49

The Critical Chain Method A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. , 2013, p. 178 Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 50

Resource Optimization Techniques A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc. , 2013, p. 179 Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 51

Modeling Techniques § What-if scenario analysis § Simulation technique Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 52

Schedule Compression The shortening of the project schedule without affecting the project scope. Two methods include: § Crashing § Fast tracking Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 53

Scheduling Tools Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 54

Develop Schedule Outputs § § § Schedule baseline Project schedule Schedule data Project calendars Project management plan updates Project documents updates Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 55

Guidelines to Develop a Project Schedule § Perform a mathematical analysis to determine the time periods within which activities could be scheduled. § Evaluate the possible impact of any constraints and assumptions on schedule development. § Consider the availability of your resources. § Consult project calendars and assign dates to activities. § Assess the feasibility of the schedule under adverse conditions by conducting what-if scenario analysis. § Consider external resource date constraints, if applicable. § Select project management software. § Review rough drafts of the schedule with the project team, sponsor, and customer. § Choose the format in which you’ll publish the schedule. § Distribute the preliminary schedule to all program office personnel, functional team members, functional management, and the customer or sponsor to obtain approval. § Following approval, baseline the schedule and distribute to the team. Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 56

Guidelines to Identify Critical Path § § Conduct a forward pass to determine ES and EF times for each activity. Perform a backward pass to determine LS and LF times for each. Calculate float. Identify the critical path. Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 57

Reflective Questions 1. Why is it important to do a thorough job at estimating the time it will take to complete each activity in a project? 2. Consider the importance of creating an activity list. How do you think that creating an activity list for your projects will help ensure that your project activities are tied to the project scope? Copyright © 2013 Logical Operations, Inc. All rights reserved. OV 6 - 58