Pm Time Management

8/8/2019 Pm Time Management

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Project TimeProject Time

ManagementManagement

(14)


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Project Time Management

6.1 Activity Definition

6.2 Activity Sequencing

6.3 Activity Resource Estimating

6.4 Activity Duration Estimating

6.5 Schedule Development

6.6 Schedule Control


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6.1 Activities Definition

Inputs

.1 Enterprise environmental factors.2 Organizational Process assets

.3 Project scope statement

.4 Work breakdown structure

.5 WBS dictionary

.6 Project management plan

Tools & Techniques

.1 Decomposition.2 Templates

.3 Rolling Waves Planning

.4 Expert judgment

.5 Planning components

Outputs

.1 Activity list.2 Activity attributes

.3 Milestone list

.4 Requested changes


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Inputs,Inputs, (Activity Definition)(Activity Definition)

..1 Enterprise Environmental Factors1 Enterprise Environmental Factors Organizational Culture and StructureOrganizational Culture and Structure

Government and Industry StandardsGovernment and Industry Standards

The Organization InfrastructureThe Organization Infrastructure Existing Human ResourcesExisting Human Resources

Personnel AdministrationPersonnel Administration

Company Work Authorization StructureCompany Work Authorization Structure

Market Place conditionsMarket Place conditions

Stakeholders Risk TolerancesStakeholders Risk Tolerances Commercial DatabasesCommercial Databases

Project management Information SystemProject management Information System


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..22 Organizational Process AssetsOrganizational Process Assets Organizational standard processes, i.e. safety and healthOrganizational standard processes, i.e. safety and health

policies, project life cycle, quality policies and procedurespolicies, project life cycle, quality policies and procedures

Standardized guidelines, i.e. work instruction, proposalStandardized guidelines, i.e. work instruction, proposalevolution criteria, and performance measurementsevolution criteria, and performance measurements

Templates, i.e. risk templates, WBS templates, scheduleTemplates, i.e. risk templates, WBS templates, scheduletemplatestemplates

Organization communication requirementsOrganization communication requirements

Project closure guidelines and requirementsProject closure guidelines and requirements

Financial control proceduresFinancial control procedures

Change control proceduresChange control procedures

Risk control proceduresRisk control procedures

Organization available data basesOrganization available data bases


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..33 Project Scope StatementProject Scope Statement Describes in detail the projects deliverables andDescribes in detail the projects deliverables and

the work required to create those deliverablesthe work required to create those deliverables

..44 Work Breakdown StructureWork Breakdown Structure It breaks the scope into manageable portions thatIt breaks the scope into manageable portions that

allows us to assign cost, time and qualityallows us to assign cost, time and qualityrequirements for each activity or deliverablerequirements for each activity or deliverable

..55 WBS DictionaryWBS Dictionary Supporting document for the WBSSupporting document for the WBS


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Inputs,Inputs, ((Activity Definition)Activity Definition)

..66 Project Management PlanProject Management Plan It contains the schedule management plan (ChapterIt contains the schedule management plan (Chapter

66), which provides guidance on the development and), which provides guidance on the development and

planning of schedule activities and the project scopeplanning of schedule activities and the project scopemanagement planmanagement plan


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Tools and Techniques,Tools and Techniques, (Activity(Activity

Definition)Definition)..11 DecompositionDecomposition

Involves subdividing the work packages intoInvolves subdividing the work packages intosmaller, more manageable components calledsmaller, more manageable components called

schedule activities.schedule activities.

..22 TemplatesTemplates A standard activity list that contains the activityA standard activity list that contains the activity

attributes information, resource skillsattributes information, resource skillsrequirements, associated risks, expectedrequirements, associated risks, expecteddeliverables, and any other descriptivedeliverables, and any other descriptiveinformationinformation


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Definition)Definition)..33 Rolling Wave PlanningRolling Wave Planning

Is a form of progressive elaboration planningIs a form of progressive elaboration planningwhere the work to be accomplished in the nearwhere the work to be accomplished in the near

term is planned in detail at a low level of theterm is planned in detail at a low level of theWBS, while work far in the future is planned forWBS, while work far in the future is planned forWBS components that are relatively high level ofWBS components that are relatively high level ofthe WBSthe WBS


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Definition)Definition)..44 Expert JudgmentExpert Judgment

We should always utilize our experts andWe should always utilize our experts andexperienced team embers skills and knowledgeexperienced team embers skills and knowledge

in defining our activities and their attributesin defining our activities and their attributes

..55 Planning ComponentsPlanning Components When scope information is limited, we can utilizeWhen scope information is limited, we can utilize

planning components at a high level in the WBS,planning components at a high level in the WBS,where we can assign cost, schedule and control,where we can assign cost, schedule and control,etc., i.e. LSTK project.etc., i.e. LSTK project.


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Output,Output, ((Activity Definition)Activity Definition)

.1 Activity List Acomprehensive list of all the project scheduled

activities that are planned to be performed on the

project

.2Activity Attributes Activity identifier, activity code, activity

description, predecessor activities, successoractivities, logical relationships, leads and lags,resource requirements, imposed dates,constraints, and assumptions.


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Output,Output, ((Activity Definition)Activity Definition)

.3 Milestone List A list of the schedule milestone (mandatory or

optional)

.4 Requested Changes Any new activities that was approved by the

Integrated Change Control Process


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6.2 Activities Sequencing

Inputs

.1 Project Scope Statement

.2 Activity List

.3 Activities Attributes

.4 Milestone List

.5 Approved Change Requests

Tools & Techniques

.1 Precedence Diagramming

Method (PDM)

.2 Arrow Diagramming Method (ADM)

.3 Schedule Network Templates

.4 Dependency Determination

.5 Applying Leads and Lags

Outputs

.1 Project Schedule Network Diagram

.2 Activity list (updates)

.3 Activity attributes (updates)



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Inputs,Inputs, (Activities(Activities

Sequencing)Sequencing)..11 Project Scope Statement (Covered)Project Scope Statement (Covered)

..22Activity List (Covered)Activity List (Covered)

..33Activities Attributes (Covered)Activities Attributes (Covered)

..44 Milestone List (Covered)Milestone List (Covered)

..55Approved Change Requests (Covered)Approved Change Requests (Covered)


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Tools and Techniques,Tools and Techniques,(Activities Sequencing)(Activities Sequencing)

..11 Precedence Diagramming Method (PDM)Precedence Diagramming Method (PDM)

The same asThe same as Activity on NodeActivity on Node (AON), utilizes(AON), utilizesFinish to Start, Finish to Finish, Start to Start,Finish to Start, Finish to Finish, Start to Start,

and Start to Finish relationships. Finish to Startand Start to Finish relationships. Finish to Startis the most commonly used relationship.is the most commonly used relationship.

Start

GA

F

D

B

C E

Finish


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Tools and Techniques ,Tools and Techniques , (Activities(Activities

Sequencing)Sequencing)..22Arrow Diagramming Method (ADM):.Arrow Diagramming Method (ADM):.

Activities are represented by arrows (Activities are represented by arrows (Activity onActivity onArrowArrow, AOA) and the circle shows the activity, AOA) and the circle shows the activity

duration, usesduration, uses onlyonly Finish to Start relationshipsFinish to Start relationships,,and dummy activitiesand dummy activities

Start End

2 3

2

5

1

4

1

A

B

C J

G

F I

K

LN

E


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Tools and Techniques ,Tools and Techniques , (Activities(Activities

Sequencing)Sequencing)..33 Schedule Network TemplatesSchedule Network Templates

Standardized project schedule network diagram templatesStandardized project schedule network diagram templatesare used to expedite the preparation of the entire network,are used to expedite the preparation of the entire network,(sub(sub--network are used for repetitive group of activities)network are used for repetitive group of activities)

..44 Dependency DeterminationDependency Determination

Mandatory dependencies, discretionaryMandatory dependencies, discretionarydependencies, and external dependenciesdependencies, and external dependencies

..55Applying Leads and LagsApplying Leads and Lags Leads and lags are applied to accurately define the logicLeads and lags are applied to accurately define the logic

relationship, and are documentedrelationship, and are documented


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OutputsOutputs

(Activities Sequencing)(Activities Sequencing)..11 Project Schedule Network DiagramProject Schedule Network Diagram

See PDM and ADM, either one can be utilized forSee PDM and ADM, either one can be utilized fordeveloping the entire networkdeveloping the entire network

..22Activity list (updates)Activity list (updates)

..33Activity attributes (updates)Activity attributes (updates)

..44 Requested changesRequested changes Some changes to the activities may be requiredSome changes to the activities may be required

during the process, they have to be documentedduring the process, they have to be documentedand approvedand approved


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6.3Activities ResourceEstimating

Inputs

.1 Enterprise EnvironmentalFactors

.2 Organizational Process assets

.3Activity List

.4Activities Attributes

.5 Resource Availability

.6 Project management Plan

Tools & Techniques

.1 Expert Judgment

.2Alternative Analyses

.3 Published Estimating Data

.4 Project managementSoftware

.5 Bottom-up Estimating

Outputs

.1Activity ResourceRequirements

.2Activity attributes (updates)

.3 Resource BreakdownStructure

.4 Resource Calendar(updates)



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Inputs, (Inputs, (Activities Resource Estimating)Activities Resource Estimating)

..11 Enterprise Environmental FactorsEnterprise Environmental Factors(Covered)(Covered)

..22 Organizational Process assets (Covered)Organizational Process assets (Covered)

..33Activity List (Covered)Activity List (Covered)

..44Activities Attributes (Covered)Activities Attributes (Covered)

..55 Resource Availability (Covered)Resource Availability (Covered)

..66 Project Management Plan (Covered)Project Management Plan (Covered)


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Tools & Techniques, (Tools & Techniques, (ActivitiesActivities

Resource Estimating)Resource Estimating)..11 Expert JudgmentExpert Judgment

The experienced employees in the organization,The experienced employees in the organization,and out of the organization experts orand out of the organization experts or

consultantsconsultants ..22Alternative AnalysesAlternative Analyses

Explore different methods ofconstruction( Hand Tools vs.Explore different methods ofconstruction( Hand Tools vs.Machinery, Make or Buy decisions, resources skills, etc.)Machinery, Make or Buy decisions, resources skills, etc.)

..33 Published Estimating DataPublished Estimating Data There many information sources for unit cost,There many information sources for unit cost,

production rates, laborcost, etc. Means is anproduction rates, laborcost, etc. Means is anexampleexample


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Tools & Techniques, (Tools & Techniques, (ActivitiesActivities

Resource Estimating)Resource Estimating)..44 Project Management SoftwareProject Management Software

There are several software packages that areThere are several software packages that arecustomized for project management use such as;customized for project management use such as;

Microsoft Scheduler, Primavera, etc.Microsoft Scheduler, Primavera, etc...55 BottomBottom--up Estimatingup Estimating

We can get better estimates when the scheduledWe can get better estimates when the scheduledactivities broken down to lower levels. It allowsactivities broken down to lower levels. It allowsus to estimate each activity resourcesus to estimate each activity resourcesrequirements separately, then we can aggregaterequirements separately, then we can aggregatethe estimates into a total estimate. Its a usefulthe estimates into a total estimate. Its a usefulmethod for large scale projectsmethod for large scale projects


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Outputs,Outputs, (Activities Resource(Activities Resource

Estimating)Estimating)..11Activity Resource RequirementsActivity Resource Requirements

Identification and description of the types and quantities ofIdentification and description of the types and quantities ofresources required for each scheduled activity in a workresources required for each scheduled activity in a workpackagepackage

..22Activity attributes (updates)Activity attributes (updates)

..33 Resource Breakdown Structure (RBS)Resource Breakdown Structure (RBS) A hierarchical structure of the identified resources byA hierarchical structure of the identified resources by

resource category and typeresource category and type

..44 Resource Calendar(updates)Resource Calendar(updates) Working days and nonWorking days and non--working days for each type ofworking days for each type ofresource and availability periodsresource and availability periods

..55 Requested changesRequested changes


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6.4Activities DurationEstimating

Inputs

.1 Enterprise Environmental Factors



.4Activity list

.5Activity Attributes

.6Activity Resources Requirements

.7 Resource Calendar

.8 Project Management Plan. Risk Register.Activity Cost Estimates

Tools & Techniques

.1 Expert Judgment

.2Analogous Estimating

.3 Parametric Estimating

.4 Three-Point Estimates

.5 Reserve Analysis

Outputs

.1Activity Duration Estimates

.2Activity Attributes (updates)


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Inputs,Inputs, (Activities Duration Estimating)(Activities Duration Estimating)

..11 Enterprise Environmental Factors (Covered)Enterprise Environmental Factors (Covered)

..22 Organizational Process assets (Covered)Organizational Process assets (Covered)

..33 Project Scope Statement (Covered)Project Scope Statement (Covered)

..44Activity list (Covered)Activity list (Covered)

..55Activity Attributes (Covered)Activity Attributes (Covered)

..66Activity Resources requirements (Covered)Activity Resources requirements (Covered)

..77 Resource Calendar(Covered)Resource Calendar(Covered)


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Inputs,Inputs, (Activities Duration Estimating)(Activities Duration Estimating)

..88 Project Management PlanProject Management Plan Risk Register:Risk Register: has information on identifiedhas information on identified

project risks that the project team will considerproject risks that the project team will considerwhen producing estimates of activity durationswhen producing estimates of activity durationsand adjusting those duration for risks.and adjusting those duration for risks.

Activity Cost Estimates:Activity Cost Estimates: sufficient detailssufficient detailsabout estimated resources quantities for eachabout estimated resources quantities for each

schedule activity.schedule activity.


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Tools & Techniques,Tools & Techniques, (Activities(Activities

Duration Estimating)Duration Estimating)..11 Expert JudgmentExpert Judgment

..22Analogous EstimatingAnalogous Estimating

Using the actual duration of a previous similarUsing the actual duration of a previous similarscheduled activity as the estimate of a futurescheduled activity as the estimate of a futurescheduled activity. Used when limitedscheduled activity. Used when limitedinformation about the project is availableinformation about the project is available

..33 Parametric EstimatingParametric Estimating A quantitative estimate, determined byA quantitative estimate, determined by

multiplying the quantity of work by themultiplying the quantity of work by theproductivity rateproductivity rate


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Tools & Techniques,Tools & Techniques, (Activities(Activities

Duration Estimating)Duration Estimating)..44 ThreeThree--Point EstimatesPoint Estimates

Mathematical calculation of the durationMathematical calculation of the durationestimate, considering the amount of risk in theestimate, considering the amount of risk in theoriginal estimate. Expected duration is obtainedoriginal estimate. Expected duration is obtained

by Pert Formulaby Pert Formula

Expected Duration = (P+Expected Duration = (P+44M+O)/M+O)/66Standard Deviation PerActivity (SD) = (PStandard Deviation PerActivity (SD) = (P--O)/O)/66Pert Variance = [(PPert Variance = [(P--O)/O)/66]]

Most Likely Duration (M), Optimistic Duration (O),Most Likely Duration (M), Optimistic Duration (O),Pessimistic Duration (P)Pessimistic Duration (P)


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Tools & Techniques,Tools & Techniques, (Activities(ActivitiesDuration Estimating)Duration Estimating)

..55 Reserve Analysis (Critical chainReserve Analysis (Critical chainmanagement)management)

additional time is allocated into the overalladditional time is allocated into the overallproject schedule as contingency reserve,project schedule as contingency reserve, timetimereserve or buffers.reserve or buffers. Usually determined as aUsually determined as apercentage of the estimated activity duration, orpercentage of the estimated activity duration, orcan be obtained by risk analysiscan be obtained by risk analysis


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Outputs,Outputs, (Activities Duration(Activities DurationEstimating)Estimating)

..11Activity Duration EstimatesActivity Duration Estimates A quantitative assessment of the likely number ofA quantitative assessment of the likely number of

work periods that will be required to complete awork periods that will be required to complete a

scheduled activityscheduled activity

..22Activity Attributes (updates)Activity Attributes (updates) updates include activity duration, assumptions,updates include activity duration, assumptions,

and contingency reservesand contingency reserves


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6.5 Schedule Development

Inputs



.3 Activity list

.4 Activity Attributes

.5 Project Schedule Network Diagram

.6 Activity Resources Requirements

.7 Resource Calendar

.8 Activity Duration Estimates

.9 Project Management Plan

. Risk Register

Tools & Techniques

.1 Schedule Network Analysis

.2 Critical Path Method

.3 Schedule Compression

.4 What-If Scenario Analysis

.5 Resource Leveling

.6 Critical Chain Method

.7 Project Management Software

.8 Applying Calendars

.9 Adjusting Leads and Lags

.10 Schedule Model

Outputs

.1 Project Schedule

.2 Schedule Model Data

.3 Schedule Baseline

.4 Resource requirements (updates)

.5 Activity Attributes (updates)

.6 Project Calendar (updates)

.7 Requested Changes

.8 Project Management Plan (updates)

. Schedule Management Plan (updates)


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Inputs,Inputs, (Schedule(Schedule

Development)Development)..11 Organizational Process Assets (Covered)Organizational Process Assets (Covered)..22 Project Scope Statement (Assumptions andProject Scope Statement (Assumptions and

Constraints)Constraints)..33Activity list (Covered)Activity list (Covered)

..44Activity Attributes (Covered)Activity Attributes (Covered)

..55 Project Schedule Network Diagram (Covered)Project Schedule Network Diagram (Covered)

..66Activity Resources Requirements (Covered)Activity Resources Requirements (Covered)

..77 Resource Calendar(Covered)Resource Calendar(Covered)

..88Activity Duration Estimates (Covered)Activity Duration Estimates (Covered)..99 Project Management Plan (Identified Risks and RiskProject Management Plan (Identified Risks and RiskResponse Plan, will be covered in Project RiskResponse Plan, will be covered in Project RiskManagement)Management)


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Tools & TechniquesTools & Techniques,, (Schedule(ScheduleDevelopment)Development)

..11 Schedule Network AnalysisSchedule Network Analysis Several techniques can be utilized for the Network Analysis.Several techniques can be utilized for the Network Analysis.

(See Below)(See Below)

..22 Critical Path MethodCritical Path Method Used to determine the amount of schedule Float on variousUsed to determine the amount of schedule Float on various

logical network paths, and to determine the minimum total projectlogical network paths, and to determine the minimum total projectduration.And, to calculate the activities and project Float by theduration.And, to calculate the activities and project Float by theforward pass and backward pass.(Total Float and Free Float)forward pass and backward pass.(Total Float and Free Float)

..33 Schedule CompressionSchedule Compression it shortens the project schedule without changing the projectit shortens the project schedule without changing the project

scopescope Crashing:Crashing: cost and schedule tradeoffs are analyzed to obtaincost and schedule tradeoffs are analyzed to obtain

the greatest amount ofcompression for the least incrementalthe greatest amount ofcompression for the least incrementalcost. Usuallycost. Usually more resourcemore resource will be requiredwill be required

Fast Tracking:Fast Tracking: activities are performed inactivities are performed in parallelparallel instead of ininstead of insequence. Usually Risk will increasesequence. Usually Risk will increase


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..44 WhatWhat--If Scenario AnalysisIf Scenario Analysis

A schedule Network analysis utilizingA schedule Network analysis utilizingdifferent scenariosdifferent scenariosMonte Carlo Analysis:Monte Carlo Analysis: A techniques thatA techniques that

computes, or iterates, the project cost orcomputes, or iterates, the project cost orproject schedule many times using inputproject schedule many times using inputvalues selected at random from probabilityvalues selected at random from probabilitydistribution of possible costs or durations,distribution of possible costs or durations,to calculate a distribution of possible totalto calculate a distribution of possible totalcost orcompletion datescost orcompletion dates


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..55 Resource LevelingResource Leveling Scheduling decisions are driven by recourses constraintsScheduling decisions are driven by recourses constraints

(i.e. limited resources availability). It produces a resources(i.e. limited resources availability). It produces a resources--limited schedulelimited schedule

..66 Critical Chain MethodCritical Chain Method a technique that modifies the project schedule to accounta technique that modifies the project schedule to account

for limited resources. It mixes deterministic andfor limited resources. It mixes deterministic andrealistic approaches to schedule network analysisrealistic approaches to schedule network analysis

..77 Project Management SoftwareProject Management Software Several software packages are available for scheduleSeveral software packages are available for schedule

development (i.e. Primavera, Microsoft Project, etc.)development (i.e. Primavera, Microsoft Project, etc.)


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..88Applying Calendars (Discussed)Applying Calendars (Discussed)

..99Adjusting Leads and LagsAdjusting Leads and Lags

Adjust of leads and lags to develop a viableAdjust of leads and lags to develop a viablescheduleschedule

..1010 Schedule ModelSchedule Model schedule data and information are compiled intoschedule data and information are compiled into

the schedule model for the project (Bar Chartthe schedule model for the project (Bar ChartSchedule).Barchart is known also as GanttSchedule).Barchart is known also as Ganttchart.example in sheet nochart.example in sheet no 3838


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Outputs,Outputs, (Schedule(Schedule

Development)Development)

..11 Project ScheduleProject Schedule

It contains project schedule network diagram, barcharts,It contains project schedule network diagram, barcharts,and milestone chartsand milestone charts

..22 Schedule Model Data(updates)Schedule Model Data(updates)


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Outputs,Outputs, (Schedule(Schedule

Development)Development)..33 Schedule BaselineSchedule Baseline A specific version of the schedule that isA specific version of the schedule that is

approved by the project team as the baseline,approved by the project team as the baseline,

and project progress is measured against itand project progress is measured against it..44 Resource requirements (updates)Resource requirements (updates)

..55Activity Attributes (updates)Activity Attributes (updates)

..66 Project Calendar(updates)Project Calendar(updates)

..77 Requested Changes (Covered)Requested Changes (Covered)

..88 Project Management Plan (updates)Project Management Plan (updates) Schedule Management Plan (updates)Schedule Management Plan (updates)


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6.6 Schedule Control

Inputs

.1 Schedule Management Plan

.2 Schedule Baseline

.3 Performance Reports

.4 Approved Change Requests

Tools & Techniques

.1 Progress reporting

.2 Schedule Change Control System

.4 Project Management Software

.5 Variance analysis

.6 Schedule Comparison Bar Charts

Outputs

.1 Schedule Model Data (updates)

.2 Schedule Baseline (updates).3 Performance Measurements

.4 Requested Changes

.5 Recommended Corrective Actions

.6 Organizational Process Assets

(updates)

.7 Activity List (updates)

.8 Activity Attributes

.9 Project Management Plan


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Inputs,Inputs, ((Schedule Control)Schedule Control)

..11 Schedule Management Plan (Covered)Schedule Management Plan (Covered)

..22 Schedule BaselineSchedule Baseline

Approved Project Schedule (Covered)Approved Project Schedule (Covered)..33 Performance ReportsPerformance Reports

Schedule variance (Schedule variance (SVSV) and schedule) and scheduleperformance index (performance index (SPISPI) are utilized as a) are utilized as a

performance measurement technique, andperformance measurement technique, andnecessary actions are taken accordinglynecessary actions are taken accordingly

..44Approved Change Requests (Covered)Approved Change Requests (Covered)


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Tools & Techniques,Tools & Techniques, (Schedule(Schedule

Control)Control) ..11 Progress reportingProgress reporting

Utilizes Earned value analysis, and templates are createdUtilizes Earned value analysis, and templates are createdfor reportingfor reporting

..22 Schedule Change Control SystemSchedule Change Control System The system defines the procedure by which the scheduleThe system defines the procedure by which the schedulecan be changed, and its part of the Integrated Changecan be changed, and its part of the Integrated ChangeControl processControl process

..33 Performance MeasurementsPerformance Measurements

Utilize Schedule Variance (SV) and Schedule PerformanceUtilize Schedule Variance (SV) and Schedule PerformanceIndex (SPI) to asses the schedule variations.A delay in anIndex (SPI) to asses the schedule variations.A delay in anactivity on the critical path will delay the project, andactivity on the critical path will delay the project, andcorrective action is requiredcorrective action is required


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Tools & Techniques,Tools & Techniques, (Schedule(Schedule

Control)Control) ..44 Project Management SoftwareProject Management Software

..55 Variance AnalysisVariance Analysis

A key function for schedule control, it comparesA key function for schedule control, it comparesthe current progress with the baseline (target)the current progress with the baseline (target)

..66 Schedule Comparison Bar ChartSchedule Comparison Bar Chart This techniques allows us to see the currentThis techniques allows us to see the current

schedule and the target on the top of each otherschedule and the target on the top of each otherin the Bar Chart Schedule, and allows us toin the Bar Chart Schedule, and allows us tographically see the progress against the plangraphically see the progress against the plan


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..11 Schedule Model Data (updatesSchedule Model Data (updates Any modification to the schedule will be reported andAny modification to the schedule will be reported and

related document get updated as well as concernedrelated document get updated as well as concernedstakeholderstakeholder

..22 Schedule Baseline (updates)Schedule Baseline (updates) When the schedule get revised orchanged, the baseline isWhen the schedule get revised orchanged, the baseline is

changed accordingly after updating itchanged accordingly after updating it

..33 Performance MeasurementsPerformance Measurements

The SV and SPI get documented and communicatedThe SV and SPI get documented and communicated..44 Requested ChangesRequested Changes

Performing the progress analyses may result in schedulePerforming the progress analyses may result in schedulechangeschanges

Outputs, (Schedule Control)Outputs, (Schedule Control)


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Outputs, (Schedule Control)Outputs, (Schedule Control)

..55 Recommended Corrective ActionsRecommended Corrective Actions Any future action that is expected to bring theAny future action that is expected to bring the

schedule in line with the approved baselineschedule in line with the approved baseline

(expediting, corrective actions)(expediting, corrective actions)..66 Organizational Process AssetsOrganizational Process Assets

(Covered)(Covered)

..77Activity List (updates)Activity List (updates)

..88Activity Attributes (updates)Activity Attributes (updates)

..99 Project Management Plan (updates)Project Management Plan (updates)


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1 . Define the Work

Contract Budget Base

MGT Reserve

2. Schedule the Work $

PM BASELINE

3. Allocate Budgets Time

100

40

80

15

20

35


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WBS

OST OU T

Budg t No. 1400

Workkages

20

lanning


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WBS

ELEMENT

Organization

WORK

PACKAGES

WORK PACKAGE

WP No: ORG. No:

TASK DESCRIPTION:

Schedule: Start: Finish:

Budget Amount:


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y Budget for 3 work packages scheduled to be accomplished - 28

y Budget for 1 work package scheduled to be in-process - 6BCWS- 34

BU ETE T HE ULE (B )

6 T U T BU ET 100

8

14

12

12

B 34 10


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y Budg fo 2 wo kp k g sch du d co p d - 14

y Budg fo 3 wo kp ck g s sch du d in-p ocess - 19

BCWP - 33

BUDG D COS OF WORK SC DULED BCWS

6 COS ACCOUN BUDGET: 100

8

14

12

12

BCWS : 34 10BCWP : 33

VARIANCE : -1


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BUDGETED COST

FOR WORK 34

SCHEDU ED

BCWS SC EDULE

VARIANCE

BUDGETED COST

FOR WORK 33PERFORMED

BCWP COST

VARIANCE

ACTUAL COST

FORWORK 35PERFORMED

ACWP


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Material Costs

Material Order

Material Received Ordered

Invoices Paid $ Received

Withdrawn from Stores Used

Material Consumed

TIME


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ANALYSIS

DEVELOP ESTIMATED COSTS AT COMPLETION

ESTIMATED COST AT COMPLETION

% COST EAC % COST

110REPORT DATE ACV

110

BAC BUDGET AT COMPLETION FORECAST OVERRUN

100 100

ACWP

50 BCWS 50

BASE LINE

BCWP

EARNED VALUE TIME OVERRUN

0 6 12

TIME

RECONCILE EAC WITH STATEMENT OF FUNDS REQUIRED


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A KEY MANAGEMENT CONTROL POINT

y FUNCTIONAL RESPONSIBILITY

y WORK PLANNING AND ASSIGNMENT

y COST COLLECTION

y BCWS-BCWP DETERMINATIONy VARIANCE ANALYSIS

y COST ELEMENT DELINEATION

y CORRECTIVE ACTION

y DATA SUMMARIZATION WBS/FUNCTIONAL


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CSCSCBE E IT

S

1. CO I E CE I CO T CTO S I TE L

M GEME T SYSTEM

2. OBJECTI E CO T CT ST TUS I O M TIO

3. COST IM CT O K OW OBLEMS

4. I E TI ICATIO O OBLEMS OT E IOUSLY

ECOG IZE

5. CAPABILITY TO T ACE PROBLEMS TO SOURCE

6. QUANTITATI E MEASURE O SCHE ULE E IATION IN

OLLARS

7. MEASUREMENT AGAINST ACONTRACT ORIENTE

BASELINE


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ExamplesExamples


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Question #Question # 11

The critical path in a schedule networkThe critical path in a schedule networkis the path that:is the path that:

AA-- Takes the longest time to completeTakes the longest time to complete

BB-- Must be done before any other tasksMust be done before any other tasksCC-- Allows some flexibility in scheduling a startAllows some flexibility in scheduling a start

timetimeDD-- Is not affected by schedule slippageIs not affected by schedule slippage

EE-- All the aboveAll the aboveA: Is the longest path with no floatA: Is the longest path with no float


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The first step in building a PERT/CPMThe first step in building a PERT/CPMnetwork is to:network is to:

AA-- Create a flow ChartCreate a flow ChartBB-- Determine the critical pathDetermine the critical path

CC-- Show task relationshipsShow task relationships

DD-- Create a work break down structureCreate a work break down structure

EE-- None of the aboveNone of the aboveDD: Create: Create a WBSa WBS


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Resource leveling will often make theResource leveling will often make theproject:project:

AA-- ShorterShorterBB-- LongerLonger

CC-- More responsive to needsMore responsive to needs

DD-- A & CA & C

EE-- B & CB & CAA: Longer: Longer


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A plan has budgeted three weeks ofA plan has budgeted three weeks ofconsultant effort, but the job was done in twoconsultant effort, but the job was done in twoweeks, calculate the variance:weeks, calculate the variance:

AA-- 11..55%%

BB-- 3333%%CC-- 7575%%DD-- 6767%%EE-- None of the aboveNone of the above

Schedule Variance = BCWPSchedule Variance = BCWP BCWSBCWS== 33 wkswks 22 wks =wks = 11 wkwk

% variance =% variance = 11wk /wk /33 wks =wks = 3333%%B:B:3333%%


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On DecemberOn December2323, $, $10001000 worth of task A wasworth of task A wassupposed to be done (BCWS); however, the earnedsupposed to be done (BCWS); however, the earnedvalue was $value was $850850. Calculate the schedule variance:. Calculate the schedule variance:

AA-- --$$100100

BB-- $$100100CC-- --$$150150DD-- $$150150EE-- 8585%%

Schedule Variance = BCWPSchedule Variance = BCWP BCWSBCWS

= $= $850850 $$10001000 == --$$150150

C:C: --$$150150


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Fast tracking means to:Fast tracking means to:

AA-- SpeedSpeed--up the project through parallel tasksup the project through parallel tasksBB-- Swap one task for anotherSwap one task for anotherCC-- Reduce the number of tasks if possibleReduce the number of tasks if possibleDD-- B & CB & CEE-- A & BA & B

AA:Accelerate schedule through:Accelerate schedule throughcarrying tasks in parallelcarrying tasks in parallel


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How long will the shown project takes to complete:How long will the shown project takes to complete:

AA-- 1010 daysdaysBB-- 1111 daysdaysCC-- 1212 daysdays

DD-- 1313 daysdaysEE-- 1414 daysdays

The critical path = TaskThe critical path = Task 11--44++ DummyDummy ++ TaskTask 33--66== 88 ++ 66 == 1414 daysdays

E:E:1414 daysdays

1

2

4

3

5

63d

3d6d

8d3d

2d


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FORWARD PASS



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BACKWARD PASS



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ActivityActivity 33--66 reduced toreduced to 55 days; how long will theprojectdays; how long will theprojecttakes to complete,and name the criticalpath:takes to complete,and name the criticalpath:

AA-- 1010 daysdaysBB-- 1111 daysdaysCC-- 1212 daysdays

DD-- 1313 daysdaysEE-- 1414 daysdays

The critical pathThe critical path 11 = Task= Task 11--44 + Dummy + Task+ Dummy + Task 33--66 == 88++55 == 1313The critical pathThe critical path 22 = Task= Task 11--44 + Task+ Task 44--55 + Task+ Task 55--66 == 88 ++ 33 ++ 22 == 1313

D:D:1313 daysdays

1

2

4

3

5

63d

3d 5d

8d3d

2d


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FORWARD PASS



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BACKWARD PASS



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HOW MANY PATHSARE THERE?



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WHAT IS THE LENGTHOF THECP?

FORWARD PASS.



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WHAT IS THE LENGTHOF THECP?

BACKWARD PASS.

Question #Question #1010


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WHAT IS THEEXPECTEDFINISHDATE?



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WHAT IS THEFLOATFORACTIVITYC?



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WHAT IS THE LATEFINISHFORACTIVITYE?



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IF THERE ISAN IMPOSEDDATEFORFINISHING THE PROJECT IN 25 DAYS,WHAT IS THE TOTAL FLOATOF THIS

PLAN?



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WHENWILL ACTIVITY CFINISH?

ACT TYACT TY DURAT NDURAT N SUCCESSORSUCCESSOR R ELAT ONSH PRELAT ONSH P LEADLEAD LAGLAG

AA 55 BB FSFS 22

BB 77 CC FSFS 44

CC 66


A.ENDOFDAY 19B

.ENDOFDAY 20.C.ENDOFDAY 16D.ENDOFDAY 18


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GRAPHICAL SOLUTION

A.ENDOFDAY 19B.ENDOFDAY 20.C.ENDOFDAY 16D.

END

OF

DAY

18

ACT TYACT TY DURAT ONDURAT ON SUCCESSORSUCCESSOR R ELAT ONSH PRELAT ONSH P LEADLEAD LAGLAG

AA 55 BB FSFS 22

BB 77 CC FSFS 44

CC 66


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