6-PMP_Project Time Management_PMBOK_V4.pdf

7/30/2019 6-PMP_Project Time Management_PMBOK_V4.pdf

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PMP Examination Preparation Course

Topic: Project Time Management

Version 4.0



©2009 Capgemini - All rights reserved 1

PMP Workshop | Financial Services All work described was performed by Capgemini or a Capgemini affiliate

Project Time Management

Hot Topics

Precedence diagramming method/ AON

Dependencies

Duration compression

Fast Track / Crash

Analogous estimating

Critical PathCritical Path

Float/Slack/Lag/Lead

Resource Leveling

Monte Carlo Simulation

Variance Analysis





Project Time Management (Cont’d.)

Processes required to deliver project on schedule

• Define Activities – Identifying specific actions to be performed to produceproject deliverables

• Sequence Activit ies – Identifying and documenting relationship amongproject activities.

• Estimate Activity Resource – Estimating type and quantities of material,people, equipment or supplies required.

• Estimate Activity Duration – Number of work periods required to completeindividual activities with estimated resources.

• Develop Schedule – Analyzing activity sequences, durations, resourcerequirements and schedule constraints to create project schedule.

• Control Schedule – Monitoring the status of project to update projectprogress and managing changes to schedule baseline.





Project Time Management (Cont’d.)

Control Schedule Define Activities

SequenceActivities

Estimate Activity

Resources

Estimate ActivityDurations

Develop

Schedule

ClosingClosing

ProcessProcess

GroupGroup

Monitoring &Monitoring &

ControllingControlling

Process GroupProcess Group

ExecutingExecuting

ProcessProcess

GroupGroup

Planning ProcessPlanning Process

GroupGroup

InitiatingInitiating

ProcessProcess

GroupGroup





Define Activities

Identify the specific schedule activities that need be performed toproduce various project deliverables

Involves:

• Documenting the specific action or work to be performed

• Identify deliverables at the lowest level i.e. Work Packages

• Work packages are further decomposed into schedule activities

Defining and planning the schedule activities such that the projectobjectives are met

Defining and planning the schedule activities such that the projectobjectives are met





Define Activities

Decomposition

Rolling wave planning

Templates

Expert judgment

Tools and TechniquesTools and Techniques

Activity Lists

Activity attributes

Milestone list

Scope Baseline

Enterpriseenvironmental factors

Organizationalprocess assets

OutputsOutputsInputsInputs





Inputs – Define Activities

1.Scope Baseline

Project deliverables, constraints and assumptions documented in project scopebaseline are considered explicitly while defining activities

2. Enterprise environmental factors

Availability of project management information systems and schedulingsoftware tools

3. Organizational process assets Formal / informal policies, procedures and guidelines for activity definitions

Lessons learned / Historical information on activity lists from previous similar

projects





Tools & Techniques – Define Activities (Cont’d.)

1. Decomposition

Subdividing project work packages into smaller, manageable componentscalled activities

Define Activities process defines final outputs as activities rather thandeliverable

WBS and WBS dictionary are basis of development of activity list (they can bedeveloped in parallel as well)

Involving team members in decomposition can lead to more accurate results.

Each work package in the WBS is decomposed into the scheduleactivities required to produce the work package deliverables

Each work package in the WBS is decomposed into the scheduleactivities required to produce the work package deliverables





Tools & Techniques – Define Activities (Cont’d.)

2. Rolling wave planning

Form of progressive elaboration planning . As scope is evolved, WBS and WBSdictionary items are more detailed

Work to be accomplished in near term is detailed at low level of WBS whilework to be accomplished in future is at a higher level of WBS

During early strategic planning, activities can be defined at milestone level,when less information is less defined, later it can be decomposed into activities

3.Templates Standard activity list or portion of activity list from a previous project

Can contain resource skills, required hours of effort, identification of risks,expected deliverables, can be used to identify typical milestones

4. Expert judgment

Consulting experts





Outputs – Define Activities

1.Activi ty lists

It’s a comprehensive list including all schedule activities required on theproject

Activities are discrete components of project schedule, but NOT a part of WBS

Verified against WBS for completeness

Only contains the activities required as a part of project scope

Includes descriptions (activity identifier, scope of work) of activities for the

team to understand

Are used in the schedule model and is part of the project management plan





Outputs – Define Activities (Cont’d.)

2. Activity Attributes Extend the description of activity by identifying attributes associated with each

activity.

Attributes – Activity identifier, Activity codes, Activity description, Predecessor

activities, Successor activities, Logical relationships, Leads and Lags, resourcerequirements, imposed dates, constraints and assumptions, person responsiblefor executing the work, geographic area where the work will be performed,Schedule activity type – level of effort, discrete effort and apportioned effort

Used for schedule development, for selecting, ordering & sorting plannedactivities within report.





Outputs – Define Activities (Cont’d.)

3. Milestone listsMilestone is a significant point or event in project

It identifies all the milestones

Indicates whether the milestone is mandatory (required by contract) or optional(based on project requirements or historical information)

Milestones – Have no duration, indicate start or completionof an activity

Milestones – Have no duration, indicate start or completionof an activity





Question?

Which of the following is an activity attribute:

•Activity code

•Lead and lag

•Constraints and assumptions

•Person responsible





Sequence Activities

Identifying and documenting the logical relationships among theschedule activities

Sequencing can be performed by using project management softwareor by using manual or automatic technique.





Sequence Activities (Cont’d.)

Precedence

diagramming method(PDM)

Dependencydetermination

Applying leads andlags

Schedule Networktemplates


Project schedule

network diagrams Project document

updates

Activity list

Activity attributes

Milestones List

Project scopestatement

OrganizationalProcess Asset






Inputs – Sequence Activities

1. Activity lists (described earlier)

2. Activity attributes (described earlier)

3. Milestone lists (described earlier)4. Project Scope statement

Product characteristics described in scope description may impact activitysequencing. These are often apparent in activity lists

This is reviewed to ensure accuracy

5.Organizational Process Assets

Organizational Process Asset can influence the sequence activities process.





Tools & Techniques – Sequence Activities (Cont’d.)

1.Precedence diagramming method (PDM)

A method of critical path methodology for constructing a project schedulenetwork diagram

This technique is also called Activity-On-Node (AON).





Activi ty Activi ty

Tools & Techniques – PDM

START

A

D E

B

FINISH

C

F

Precedence Diagramming method (PDM)Precedence Diagramming method (PDM)

FS/SS/FF/SF

No Dummies

Commonly used

Relationship





Tools & Techniques – Dependency /logical Relationship

PDM includes four types of logical relationships

A B

A B

BA

BA

FINISH TO START

START TO START

FINISH TO FINISH

START TO FINISH





Tools & Techniques – Sequence Activities (Cont’d.)

2. Dependency determination

Three types of dependencies are used to define the sequence among theactivities.

Mandatory

Discretionary

External





Tools & Techniques – Dependency determination

TYPETYPE DESCRIPTIONDESCRIPTION EXAMPLE(S)EXAMPLE(S) !REMEMBER!!REMEMBER!

Task DependenciesTask Dependencies

MandatoryMandatory Logical dependencies due to

nature of work Often involve physical

limitations

The code must be completed

before it can be reviewed Foundation must be complete

before building floor

DiscretionaryDiscretionary Dependencies defined by the

project management team An additional level of review

before delivery to the client Also called as SOFT

LOGIC, PREFERRED

LOGIC

Should be used with care

Should be fully documented

ExternalExternal Dependencies on eventsoutside the project

Software licenses mustbe supplied by Clientbefore development

A dependency can be bothexternal and mandatory

Also called as HARDLOGIC





Tools & Techniques – Sequence Activities

3. Applying Leads and Lags

Lag is the amount of wait time before the successor activity can be started

Lead allows the acceleration of the successor activity

4. Schedule Network templates

Portions of project schedule network diagram are referred as sub-network orfragment network

Useful as templates when project includes several identical deliverables e.g.,floors on high rise buildings





Outputs – Sequence Activities

1. Project schedule network diagram

Schematic display of projects schedule

Includes either full project details or one or more summary activities

2. Project document updates

Project documents that may be updated include, but not limited to:

Activity list

Activity attributes

Risk Register





Question?

Identify the type of dependency:

• Building plan to be cleared by the local municipal department beforeconstruction can start

• Testing to be done before product can be put into the market

• Marketing and legal department to clear RFP prior to submission





Estimate Activity Resources

Estimating the type and quantities of resources required to performeach schedule activity

Estimate Activity Resource process is closely coordinated with

Estimate Cost process.





Estimate Activity Resources (Cont’d.)

Expert judgment

Alternative analyses

Published estimatingdata

Bottom-up estimating

Project managementsoftware


Activity resourcerequirements

Resourcebreakdown structure

Project Document

updates

Activity lists

Activity attributes

Resource Calendars

Enterpriseenvironmentalfactors

Organizational

process assets






Inputs – Estimate Activity Resources

1.Activity l ist

Activity List identifies the activities which will need resources.

2. Activity attributes Developed during the define activities and sequence activities processes

3. Resource Calendar

Provides information on which resources are potentially available duringplanned activity period and is used for estimating resource utilization

Specify when and how long identified project resource will be availableduring project.

Includes availability, capabilities, and skills of human resources.





Inputs – Estimate Activity Resources

4.Enterprise environmental factors

Can influence the Estimate Activity Resources process

5. Organizational process assets

Policies regarding staffing, purchase and rental of supplies and equipments

Available historical information regarding what type of resources were requiredfor similar projects in past





Tools & Techniques – Estimate Activity Resources

1.Expert judgment

People or group with specialized knowledge in resource planning andestimating

2. Alternatives analysis

Alternative methods for accomplishing schedule activities

Various levels of resource capabilities or skills

Different size or type of machines

Hand operated tools versus automated tools

Make or buy decisions regarding resource (equipment, supplies)

3. Published Estimating data

Published updated production rate and unit costs of resources for an extensivearray of labor trades, material, and equipment for different countries andgeographical locations within a country





Tools & Techniques – Estimate Activity Resources (Cont’d.)

4. Bottom-up Estimating

If project team does not have adequate confidence in the estimates at theschedule activity level, it needs to be further decomposed

Resource needs at these decomposed levels are estimated and quantities arerolled up to the scheduled activities resources

Dependencies between these activities may impact application and use of resources and such pattern of resource usage is documented

5. Project Management Software

Helps planning, organizing, managing resource pools and develop resourceestimates

Sophisticated tools have capabilities to define resource breakdown structures,resource availabilities, resource rates and resource calendars





Outputs – Estimate Activity Resources

1. Activity resource requirements

Description of type and quantities of resources required for each scheduleactivity in work package

Aggregated to determine resource estimates for each work package

Supporting documentation – basis of estimate for each resource, assumptionsmade while determining type, availability and quantity of resources

2. Resource breakdown structure

Hierarchical structure of identified resources by resource category and type

3. Project Documents updates

Project documents that may be updated include, Activity list, Activity attributes

and Resource calendars.





Question?

Which of the following is not a tool and technique for

activity resource estimating?

•Published estimating data•Bottom-up estimating

•Alternative analysis

•Parametric estimating





Estimate Activity Durations

Estimate activity durations is the process of approximating the number of workperiods needed to complete individual activities with estimated resources.

Uses information on activity scope of work, required resource types, estimated

resource quantities and resource calendars.

Estimating the number of work periods required to complete eachschedule activity

Estimating the number of work periods required to complete eachschedule activity





Estimate Activity Durations (Cont’d.)

Expert J udgment


Parametric estimating

Three-point estimate

Reserve analysis


Activity durationestimates

Project Documentupdates

Activity list

Activity attributes

Activity ResourceRequirements

Resource calendars

Project scope statement

Enterprise environmentalfactors

Organizational processassets






Inputs – Estimate Activity Durations

1. Activity list (described earlier)2. Activity attributes (described earlier)

3. Activity Resource requirements

Duration of activities will depend on the resources available to work onactivities

Availability of skilled resources will significantly influence the duration of mostactivities.

Project experience communication overload as more resources are addedthus reducing productivity

Output improves proportionally less than the increase in resources

I E i A i i D i (C ’d )





Inputs – Estimate Activity Durations (Cont’d.)

4. Resource calendars

Developed as part of Estimate activity resource process.

Type of resource assigned, quantity, availability, capability of both equipment &material resources could significantly influence the activity duration

For example senior staff members are expected to complete the activity inlesser time as compared to junior staff members

5. Project scope statement

Constraints and assumptions are considered when estimating activitydurations.Example of constraints are available skilled resources, contract terms andrequirements.

Example of assumptions are existing conditions, availability of information andlength of reporting periods.

I t E ti t A ti it D ti (C t’d )





Inputs – Estimate Activity Durations (Cont’d.)


Duration estimating databases and other reference data.

Published commercial information

Productivity metrics


Historical duration information

Project calendars

Scheduling methodology

Lessons learned.

T l & T h i E ti t A ti it D ti





Tools & Techniques – Estimate Activity Durations

1. Expert judgment

Should be used along with historical information

Can also be used to determine whether to combine methods of estimating and how toreconcile differences between them

2. Analogous estimate Also called as ‘Top-Down’estimates

Form of expert judgment

Uses performance results of similar past activities

Used when there is only limited amount of detailed information about project.

3. Parametric estimating

Uses a statistical relationship between historical data and other variable to calculate anestimate for activity parameter such as cost, budget & duration.

Can produce higher levels of accuracy depending upon sophistication and underlyingdata built into the model.

Tools & Techniq es Estimate Acti it D rations (Cont’d )





Tools & Techniques – Estimate Activity Durations (Cont’d.)

4. Three point estimate Most likely – Duration of the schedule activity, given the resources likely to be assigned,

their productivity, realistic expectations of availability for the schedule activity,dependencies on other participants, and interruptions

Optimistic – Duration is based on a best-case scenario of what is described in the mostlikely estimate

Pessimistic – Duration is based on a worst-case scenario of what is described in the mostlikely estimate

Activity duration estimates can be constructed by taking an average of 3 estimated

durations which will often provide more accurate estimates than a single point estimate5. Reserve Analysis

Incorporating additional time referred to as contingency, time reserves, buffers

Can be percentage of estimated activity duration, fixed number of work periods, or

developed by quantitative risk analysis Can be used completely or partially, can be reduced or totally eliminated later on

Outputs Estimate Activity Durations





Outputs – Estimate Activity Durations

1. Activity duration estimates

Quantitative assessments of likely number of work periods that will be requiredto complete a schedule activity

Generally expressed as a range 2 months +/- 5 days or 90% probability of finishing in 2 weeks

2. Project Document updates

Project Document updated may include

Activity attributes, and assumption made in developing the activity durationestimate such as skill levels and availability.

Question?





Question?

Identify the kind of estimation technique used in each of the

following:

• (27000 use case points) / (27 use case points/ hr) = 1000 hrs

• Aggressive = 10 days; Pessimistic = 20 days; Most likely = 16 days

• Similar functionality in an earlier project took 15 person days tocomplete

Develop Schedule





Develop Schedule

Develop schedule is the process of analyzing activity sequences,duration, resource requirements and schedule constraints to create theproject schedule.

Developing an acceptable project schedule is often an iterativeprocess.

Serves as a baseline against which project progress can betracked

Serves as a baseline against which project progress can betracked

Develop Schedule(Cont’d )





Develop Schedule(Cont d.)

Schedule network analysis

Critical path method

Critical chain method

Resource leveling What-if scenario analysis

Adjusting leads and lags

Schedule compression

Scheduling tool

Tools and TechniquesTools and Techniques Project schedule

Schedule baseline

Schedule Data

Project DocumentUpdates

Activity lists

Activity attributes

Project schedule Networkdiagrams

Activity Resourcerequirements

Resource Calendars

Activity duration estimates

Project scope statement

Enterprise environmentalfactors

Organizational process

assets


Inputs – Develop Schedule (Cont’d )





Inputs Develop Schedule (Cont d.)

1. Activity list (described earlier)

2. Activity attributes (described earlier)

3. Project schedule network diagrams (described earlier)

4. Activity Resource requirements (described earlier)

5. Resource calendars (described earlier)

6. Activity duration estimates (described earlier)

Inputs – Develop Schedule (Cont’d )





Inputs Develop Schedule (Cont d.)

7. Project scope statement

Assumptions and constraints – Imposed dates, market window ontechnology project

Commonly used constraints in PM software – “Start No Earlier Than”and“Finish NO Later Than”

Major milestones dictated by Project sponsor, customer


Scheduling methodology

Project calendars


Can influence the develop schedule process include a scheduling tool that can beused in developing the schedule

Tools & Techniques – Develop Schedule





Tools & Techniques Develop Schedule

1. Schedule network analysis

Used to calculate early and late start and finish dates

Network loops and open ends are adjusted before applying any techniques

Analytical techniques – critical path method, critical chain method, what-if analysis, and

resource leveling

Points of path convergence and path divergence can be identified and used in schedulecompression analysis

2. Critical path method

Calculates theoretical early start and finish dates and late start and finish dates byperforming forward pass and backward pass analysis

It is called as theoretical as resource limitations are not considered

Measure of flexibility in a schedule is FLOAT – If difference between early and late datesis positive, schedule is flexible. Critical path has ZERO or NEGATIVE float and activitieson critical path are termed as critical activities

(More details are provided later on)

Tools & Techniques – Develop Schedule (Cont’d.)





Tools & Techniques Develop Schedule (Cont d.)

3. CRITICAL CHAIN Method (scheduling & managing uncertainty by):

Schedule network analysis technique that modifies project schedule to account for limitedresources.

Resource-constrained critical path is known as critical chain. Adds duration buffers that are non-work schedule activities to manage uncertainty.

One buffer is known as project buffer. Additional buffers are known as feeding buffers.

Size of buffer should account for uncertainty in the duration of chain of dependant tasks.






q p ( )

4. Resource leveling

Often cause original critical path to change and is necessary when resources are overallocated.

Allocate scarce resources to the critical activities first It lets the cost and schedule slip infavor of having stable number of resources per month

Sacrificing schedule for having resource stability is called as resource-based scheduling

Scheduling of finite or critical resource from project ending date is known as reverseallocation scheduling

Uneven Resource loading

160

80100

200225

180

0

50

100

150

200

250

J an Feb Mar April May J une

Hours

157 157 157 157 157 157

0

50

100

150

200

J an Feb Mar Apr May J une

Levelled Resources

Hours

Tools & Techniques – Develop Schedule(Cont’d.)





q p ( )

5. What-if Scenario analysis

Consideration of different scenarios of event occurrence and their impact on the projectschedule. These events could be external to the project or integral part of project

Examples – What will happen if there is a change in process? What will happen if aspecific component gets delayed

Out come of scenario analyses helps to assess the feasibility of schedule under adverseconditions and in preparing contingency/response plan to mitigate the impact of unexpected situations

Most common technique is Monte Carlo analysis used to calculate a distribution of possible outcome for the total project.

6. Leads and lags

Adjustments to leads and lags to come up with a viable project schedule.






q p ( )

7.Schedule compression

Shortening of schedule without changing the project scope, to meet the scheduleconstraints, imposed dates, or other schedule objectives

Crashing

• Maintain scope and add more resources to the critical path activities

• Almost always associated with increase in cost

• Not all activities can be executed faster by adding resources

Fast tracking

• Performing critical path activities in parallel

• Increases the probability of rework

• Increases risks

8. Scheduling tool Can be used in conjunction with other project management Software application as well

as manual methods.

Outputs – Develop Schedule





Project schedule

Contains milestone schedule, summary schedule and detailed schedule withlogical relationships.

Remains preliminary until resource assignments are confirmed

This process is completed on or before the completion of projectmanagementplan

Can be at summary level – master schedule or at a detailed level

Can be presented in tabular or graphical format

• Project schedule network diagram

• Bar charts or

• Milestone charts

Develop Schedule(Cont’d.)





Definitions of key terms

Free Slack/Free float/Slack/Float : The amount of time the activity can bedelayed without affecting the start of successor activity

Total Slack/Total Float : The amount of time the activity can be delayedwithout affecting the project completion date

Project Slack/Project Float : The amount of time the project can be delayedwithout delaying the externally imposed completion date imposed by thecustomer or Sr. Management

Crit ical path is the longest sequence of activities on the network diagram and ischaracterized by zero float or slack for activities. There is no slack along the

critical path

Any delay in critical path delays the project

Sometime multiple critical paths can exist

In practice, apart from the critical activities, activities thathave small amount of float are also closely monitored






Critical Path Method (CPM)

• Deterministic method

• Single estimate (most likely)

• Focus on float to identify the least flexible activities• Does not allow for looping in network and shows only one path

Scheduling Techniques / Mathematical Analysis• Calculate Theoretical early/late start and finish dates

• These dates are subject to change after resource leveling and durationcompression

Develop Schedule





Building Network Diagrams

3,105K 11

9,820 J10

510I9

74H8

630G7

215F6

43E5

24D4

24C3

15B2

-15A1

FloatFloatLFLFLSLSEFEFESESPredecessor Predecessor DurationDurationDescriptionDescription Activi ty Activ ity

STEP1: Create Activity List

STEP2: Assign duration

STEP3: Determine predecessor






Scheduling Conventions

• 1st Activity is always scheduled tostart on project start date

• Each activity starts at the beginning of the start period and finishes at theend of the finish period

− A one day activity starting on J an1st has end date of J an 1st

• Early Finish date (EF) = Early startdate (ES) + duration - 1

• The successor activity starts in thenext available time period. If anactivity finishes on Day 3, successoractivity will start on Day 4

STEP4: Forward PassSTEP4: Forward Pass – – Calculate EarlyCalculate Early

schedule activitiesschedule activities

Early Start Duration Early Finish

Task Name

Late Start Slack/Float Late Finish






Mon 6/12

A

15 Fri 6/30

Mon 6/12 0 Fri 6/30

Mon 7/3

B

5 Fri 7/7

Mon 7/3 0 Fri 7/7

Mon 7/10

C

4 Thu 7/13

Mon 10/9 65 Thu 10/12

Mon 7/10

D

4 Thu 7/13

Mon 8/23 32 Mon 8/28

Mon 7/10

F

15 Fri 7/28

Mon 7/10 0 Fri 7/28

Fri 7/14

E

3 Tue 7/18

Mon 8/29 32 Mon 8/31

Mon 7/31

G

30 Fri 9/8

Mon 7/31 0 Fri 9/8

Mon 9/11

H

4 Thu 9/14

Mon 9/11 0 Thu 9/14

Wed 7/19

I

10 Tue 8/1

Fri 9/1 32 Thu 9/14

Fri 9/15

J

20 Thu 10/12

Fri 9/15 0 Thu 10/12

Fri 10/13

J

5 Thu 10/19

Fri 10/13 0 Thu 10/19

STEP7: Determine Critical PathSTEP7: Determine Critical Path

Outputs – Develop Schedule (Cont’d.)





Bar chart that shows activitystart and finish dates withexpected duration

Generally do not depictinterdependencies

Weak planning tool

Effective for progressreporting and control

Gantt (Bar) ChartGantt (Bar) Chart

Shows interdependenciesof all tasks and activitydates information

Shows workflows and canidentify the critical path

Can aid in effectiveplanning, organizing andcontrol of project

Shows start/finish dates of major deliverables and keyexternal dependencies

Similar to bar chart but canalso be represented in atabular form

Good for management andcustomer reporting

Schedule Network DiagramSchedule Network DiagramMilestone ChartMilestone ChartMethods of presenting Project Schedule

Outputs – Develop Schedule(Cont’d.)





2. Schedule baseline

Specific version of the project version developed from the schedule networkanalysis of the schedule model

Approved and accepted by project management team as schedule baseline

Contains baseline start and finish dates

3. Schedule data

Supporting data – schedule milestones, schedule activities, activity attributes,

assumptions and constraints Resource requirements by time periods – resource histograms

Alternative schedules – best case, worst case schedules etc

Scheduling of contingency reserves

Outputs – Develop Schedule (Cont’d.)





4. Project Documents updates

Include but not limited to

Activity Resource Requirements

Activity Attributes

Calendar

Risk Register

Question?





A critical project is running behind schedule and the resources arebeing overworked everyday. What option should the project managerchoose:

• Fast tracking• Crashing

• None of these

Control Schedule





Control Schedule is concerned with

• Determining current project status

• Influencing factors that cause schedule changes

• Determining that project schedule has changed

• Managing the actual changes as they occur

This is the process necessary for controlling changes to theproject schedule

This is the process necessary for controlling changes to theproject schedule

Control Schedule(Cont’d.)

T l d T h i OI





Performance Reviews

Variance analysis

Project Managementsoftware

Resource leveling What-if scenario analysis

Adjusting leads and lags

Schedule compression

Scheduling tool


Work Performancemeasurements

Organizational processassets (updates)

Change Request

Project management plan(updates)

Project Document(updates)

Project Management Plan

ProjectSchedule

Work PerformanceInformation

Organizational processassets


Inputs – Control Schedule





1. Project Management Plan

Contains schedule management plan and schedule baseline, which is used tocompare with actual results to determine if change, corrective action or preventiveaction is necessary.

2. Project Schedule

Most recent version of the project schedule with notations to indicate updates,completed activities and started activities as of the indicated data date.

Inputs – Control Schedule (Cont’d.)





3. Work Performance Information

Information about the project progress such as which activities have started theirprogress and which activities have finished

4 Organizational process assets Existing formal informal schedule control related policies, procedures and guidelines;

Schedule control tools; and

Monitoring and reporting method to be used

Tools & Techniques – Control Schedule





1. Performance Reviews

Measure, compare and analyze schedule performances such as actual startand finish date, percent complete and remaining duration of work in progress

An important part of Schedule Control is to decide if the schedule variationrequires corrective action.

2. Variance analysis

Schedule performance measurements (SV,SPI) are used to asses magnitude

of variation to the original schedule baseline.

Identifying which variance would call for corrective actions

Mainly focused on critical activities / sub-critical activities (less float)


Ability to track planned versus actual, ability to forecast effects of schedulechanges

4. Resource leveling

Tools & Techniques – Control Schedule(Cont’d.)





5. What-if scenario analysis


Ability to track planned versus actual, ability to forecast effects of schedule

changes

7. Adjusting leads and lags

8. Schedule compression

9. Scheduling toolScheduling tool and supporting data are used in conjunction with manualmethods or other PM SW to perform schedule network analyses to generate anupdated project schedule.

Outputs – Control Schedule (Cont’d.)





1. Work Performance measurements

Schedule variance (SV) and Schedule performance index (SPI) at workpackage and control account level are communicated to stakeholders

2. Organizational Process assets (updates) Feeding the organizational database with lessons learned – causes of schedule

variance and reasoning behind corrective actions taken. Any other lessonslearned during schedule control

3. Change Requests

Requested changes to the schedule baselines

May require adjustments to other components of the project management plan

Processed for review and disposition through Perform Integrated changecontrol process

Outputs – Control Schedule(Cont’d.)





4. Project Management Plan Updates

Elements of project management plan that may be updated but are not limitedto: Schedule baseline, Schedule management plan, Cost baseline.

5. Project Document Updates

Schedule Data

Project Schedule

Question?





Which of the following are tools and techniques of

schedule control?

Variance analysis

Schedule comparison bar charts

Progress reporting

Performance measurement

Recap





Arrow diagramming method

Precedence diagramming method

Dependencies

Duration compression

Fast Track / Crash


Critical PathCritical Path

AON/ADM/GERT

Float/Slack/Lag/Lead

Resource Leveling

Monte Carlo Simulation

Variance Analysis

Review Questions Time





Review Questions



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6-PMP_Project Time Management_PMBOK_V4.pdf

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