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THE PMP EXAM PREP COURSE - Falcon Training · THE PMP® EXAM PREP COURSE PMI, PMP and PMBOK are...
Transcript of THE PMP EXAM PREP COURSE - Falcon Training · THE PMP® EXAM PREP COURSE PMI, PMP and PMBOK are...
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Session 2
THE PMP® EXAMPREP COURSE
PMI, PMP and PMBOK are registered marks of the Project Management Institute, Inc.
Agenda
2
9:00 – 10:15 Practice the PMP Questions
10:15 – 10:30 Break
10:30 – 12:00 Scope Management (Pass the PMP® Exam, Ch 3)
12:00 – 12:45 Lunch
12:45 – 2:15 Time Management Part 1 (Pass the PMP® Exam, Ch 4)
2:15 – 2:30 Break
2:30 – 4:00 Time Management Part 2
Scope Management
5
Process Groups
Knowledge
Areas
Initiating Planning Execution Monitoring and
Controlling
Closing
Project Scope
Management
Plan Scope
management
Collect
Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Table 3-1. Project Management Process Groups and Knowledge Area MappingA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Scope Management
A presentation of processes to plan, define, and
control the scope of the project
Project manager always in control
Scope changes handled in a controlled manner
Defining and controlling what is included
Preventing undocumented extra work or ‘gold-plating’
Difference between PROJECT and PRODUCT!
6
Scope Management
Checking work completion
Having a robust change control system for
additions/deletions
Changes within project charter
8
Scope Management Processes
Creating a plan for management of scope
requirements (and changes)
Defining and documenting deliverables
Creating the Work Breakdown Structure (WBS)
Checking the work is complete and correct
Ensuring that all (and only) what is ‘in scope’ is
completed and changes are properly managed
9
Process Outputs
10
Process Key Outputs
Plan Scope ManagementScope Management Plan
Requirements Management Plan
Collect RequirementsRequirements Documentation
Requirements Traceability Matrix
Define ScopeProject Scope Statement
Project Document Updates
Create WBSScope Baseline
Project Document Updates
Validate Scope
Accepted Deliverables
Change Requests
Work Performance Information
Project Document Updates
Control Scope
Work Performance Information
Change Requests
Project Management Plan Updates
Project Document Updates
Organisational Process Assets Updates
Figure 5-1. Project Scope Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Important Concepts
Requirements documentation = starts out as high level then progressively more detailed
Project Scope Statement = detailed document
– Project goals
– Product description
– Project requirements
– Constraints and assumptions
– Identified risks
12
Project Scope Management
.1 Inputs
.1 Project management plan
.2 Project charter
.3 Enterprise environmental factors
.4 Organizational process assets
.2 Tools and Techniques
.1 Expert judgment
.2 Meetings
.3 Outputs
.1 Scope management plan
.2 Requirements management plan
5.1 Plan Scope Management
.1 Inputs
.1 Scope management plan
.2 Requirements management plan
.3 Stakeholder management plan
.4 Project charter
.5 Stakeholder register
.2 Tools and Techniques
.1 Interviews
.2 Focus groups
.3 Facilitated workshops
.4 Group creativity techniques
.5 Questionnaires and surveys
.6 Observations
.7 Prototypes
.8 Benchmarking
.9 Context diagrams
.10 Document analysis
.3 Outputs
.1 Requirements documentation
.2 Requirements traceability matrix
5.2 Collect Requirements
.1 Inputs
.1 Scope management plan
.2 Project charter
.3 Requirements documentation
.4 Organisational process assets
.2 Tools and Techniques
.1 Expert judgment
.2 Product analysis
.3 Alternatives generation
.4 Facilitated workshops
.3 Outputs
.1 Project scope statement
.2 Project document updates
5.3 Define Scope
.1 Inputs
.1 Project management plan
.2 Requirements documentation
.3 Requirements traceability matrix
.4 Verified deliverables
.5 Work Performance data
.2 Tools and Techniques
.1 Inspection
.2 Group decision making techniques
.3 Outputs
.1 Accepted deliverables
.2 Change requests
.3 Work performance information
.4 Project document updates
5.5 Validate Scope
.1 Inputs
.1 Scope management plan
.2 Project scope statement
.3 Requirements documentation
.4 Enterprise environmental factors
.5 Organisational process assets
.2 Tools and Techniques
.1 Decomposition
.2 Expert judgment
.3 Outputs
.1 Scope baseline
.2 Project document updates
5.4 Create WBS
14
5.6 Control Scope
.1 Inputs
.1 Project management plan
.2 Requirements documentation
.4 Requirements traceability matrix
.5 Work performance data
.6 Organisational process assets
.2 Tools and Techniques
.1 Variance analysis
.3 Outputs
.1 Work performance information
.2 Change requests
.3 Project management plan updates
.4 Project document updates
.5 Organisational process assets updates
Figure 5-1. Project Scope Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
15
Plan Scope Management
Inputs Tools and Techniques Outputs
.1 Project management plan
.2 Project charter
.3 Enterprise environmental
factors
.4 Organizational process assets
.1 Expert judgment
.2 Meetings
.1 Scope management plan
.2 Requirements management
plan
Figure 5-1. Project Scope Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
16
This is the planning process that produces the
Scope Management plan that will guide how you
define, document and manage changes to the total
project scope
Plan Scope Management
Collect Requirements
18
Inputs Tools and Techniques Outputs
.1 Scope management plan
.2 Requirements management
plan
.3 Stakeholder management
plan
.4 Project charter
.5 Stakeholder register
.1 Interviews
.2 Focus groups
.3 Facilitated workshops
.4 Group creativity techniques
.5 Group decision making
techniques
.6 Questionnaires and surveys
.7 Observations
.8 Prototypes
.9 Benchmarking
.10 Context diagrams
.11 Document analysis
.1 Requirements documentation
.2 Requirements traceability
matrix
Figure 5-1. Project Scope Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Collect Requirements
The process of defining and documenting stakeholder
needs to meet the project objectives.
Requirements documentation describes how individual
requirements meet the business need for the project.
Requirements management plan documents how
requirements will be analysed, documented and
managed/changed throughout the project.
19
Types of Requirements
Req.
Business Requirements
Stakeholder Requirements
Solution Requirements
•Functional
•Non-Functional
Transition Requirements
Project Requirements
Quality Requirements
20
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute Inc., 2013, Page 112.
Collect Requirements
Tools and techniques1. Interviews
2. Focus groups
3. Facilitated workshops
4. Group creativity techniques
5. Group decision making techniques
6. Questionnaires and surveys
7. Observations
8. Prototypes
9. Benchmarking
10.Context diagrams
11.Document analysis
21
* Did you notice that most of
these tools and techniques are
ways to get information from
stakeholders about project
requirements?
Figure 5-1. Project Scope Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Collect Requirements
This processes produces the project requirements and
the requirements traceability matrix
22
Define Scope
23
Inputs Tools and Techniques Outputs
.1 Scope management plan
.2 Project charter
.3 Requirements
documentation
.4 Organizational process
assets
.1 Expert judgment
.2 Product analysis
.3 Alternatives generation
.4 Facilitated workshops
.1 Project scope statement
.2 Project document updates
Figure 5-1. Project Scope Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Define Scope
Detailed description of project AND product
Builds on the Collect Requirements process which starts
as high level to produce the project scope statement.
Also integrates your preliminary scope statement (if you
have one)
24
The Scope Statement includes..
Product and Project scope descriptions
Acceptance criteria
Deliverable details
Project exclusions
Constraints
Assumptions
25
Define Scope
Tools and techniques:.1 Expert Judgment
.2 Product analysis
.3 Alternatives identification
.4 Facilitated workshops
26
Figure 5-1. Project Scope Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Create WBS
27
Inputs Tools and Techniques Outputs
.1 Scope management plan
.2 Project scope statement
.3 Requirements
documentation
.4 Enterprise environmental
factors
.5 Organizational process
assets
.1 Decomposition
.2 Expert judgment
.1 Scope baseline
.2 Project document updates
Figure 5-1. Project Scope Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Work Breakdown Structure (WBS)
Based on project deliverables
Built from the top down
Constructed using decomposition
No WBS = No Project!
28
Work Breakdown Structure (WBS)
Decomposition = breaking down deliverables into progressively smaller pieces until they are small enough to be considered work packages
Work package (compare this to ‘activity’)
– Cannot be easily decomposed any further
– Is small enough to be estimated for time
– Is small enough to be estimated for cost
– Can be assigned to a single person
29
Work Breakdown Structure
The team helps put it together
Each level progressively more defined
Work not part of the WBS is not part of the project
Time and Costs estimates rely on the WBS and are
mapped back to it
30
Work Breakdown Structure (WBS)
Graphical, hierarchical chart
Top to bottom
Unique number on each node
31
Work Breakdown Structure Dictionary
WBS Dictionary: document detailing contents of the
WBS
It provides additional information about each node of
the WBS providing more detail about the work to be
done, how estimates were arrived at, and any known
assumptions and constraints.
32
Sample WBS
Project
Deliverable 3Deliverable 2Deliverable 1 Subproject nSubproject 4
Deliverable 2.1 Deliverable 2.2 Deliverable 2.3
Deliverable 2.2.1 Deliverable 2.2.2
Work Package
4.1.2.1
Work Package
2.2.1.1
Subproject
2.2.2.1
Work Package
4.1.2.2
Work Package
2.2.2.2
Subproject
2.2.2.2
Work Package
2.2.2.3 Work Package
2.2.2.1
Work Package
2.2.2.2
Deliverable 4.1 Deliverable 4.m
Deliverable 4.1.1 Deliverable 4.1.2 Deliverable 4.1.x
Work Package
4.1.2.3
Work Package
3.1
Work Package
3.2
Work Package
3.3
Work Package
3.4
33
Sample WBS
1.0 Aircraft
System
1.3 Data1.2 Training1.1 Project
Management
1.5 Support
Equipment1.4 Air Vehicle
1.7 Test and
Evaluation1.6 Facilities
1.3.1
Technical
Orders
1.2.1
Equipment
Training
1.1.1 System
Engineering
Management
1.5.1
Organizational
Level SE
1.7.1 Mock-
ups
1.6.1 Base
Buildings
1.3.2
Engineering
Data
1.2.2 Facilities
Training
1.1.2
Supporting
PM Activities
1.5.2
Intermediate
Level SE
1.7.2
Operational
Test
1.6.2
Maintenance
Facility
1.3.3
Management
Data
1.2.3 Services
Training
1.5.3 Depot
Level SE
1.7.3
Developmental
Test
1.7.4 Test
1.4.2 Engine1.4.1 Airframe
1.4.4
Navigation
System
1.4.3
Communication
System
1.4.5 Fire
Control
System
34
Validate Scope
36
Inputs Tools and Techniques Outputs
.1 Project management plan
.2 Requirements
documentation
.3 Requirements traceability
matrix
.4 Verified deliverables
.5 Work Performance data
.1 Inspection
.2 Group decision making
techniques
.1 Accepted deliverables
.2 Change requests
.3 Work performance
information
.4 Project document updates
Figure 5-1. Project Scope Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Validate Scope
Reviewing work products and results to ensure that all
are completed according to work specifications (what
you said you would deliver is what you actually
delivered)
Differs from Control Quality process as Validate Scope
is about accepting deliverables while Control Quality is
about correctness of deliverables
37
Validate Scope
Determining whether results conform to requirements
Determining whether work products have been
completed correctly
Must be performed even if project is cancelled before
completion, to find out how far the product had
progressed
38
Control Scope
39
Inputs Tools and Techniques Outputs
.1 Project management plan
.2 Requirements
documentation
.4 Requirements traceability
matrix
.5 Work performance data
.6 Organizational process
assets
.1 Variance analysis .1 Work performance information
.2 Change requests
.3 Project management plan
updates
.4 Project document updates
.5 Organizational process assets
updates
Figure 5-1. Project Scope Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Control Scope
Maintaining control by preventing scope change
requests from overwhelming the project
Stopping ‘scope creep’!
40
Control Scope
Disputes are one of the most challenging concepts of
Scope Control
The customer is not always right, but…
All other things being equal, disputes should be
resolved in favour of the customer
41
Control Scope
Begins as soon as the scope baseline is created
Each change request must be controlled and managed
Whenever work results differ (i.e. a variance is
detected) from documented scope, this process should
be performed
42
Time Management
Initiating Planning ExecutingMonitoring &
ControllingClosing
Project Management Process GroupsKnowledge
Area
Processes
• Control
Schedule
Project Time
Management
47
• Plan Schedule
Management
• Define Activities
• Sequence
Activities
• Estimate
Activity
Resources
• Estimate
Activity
Durations
• Develop
Schedule
Table 3-1. Project Management Process Groups and Knowledge Area MappingA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Time Management
Resources, activities, scheduling and schedule
management
Scope, time and cost are tightly linked
48
Important Concepts…
Activity decomposition
Activity list
Analogous estimating
Backward and forward
pass
Baseline
Critical path
Critical path method
Critical chain method
Dependencies
– Mandatory
– Discretionary
– External
– Internal
49
Important Concepts…
Duration compression
techniques
– Crashing
– Fast tracking
Delphi technique
Expert judgement
Float/free float/slack
Parametric estimating
Precedence relationships
– Finish to start
– Finish to finish
– Start to start
– Start to finish
Lag and lead
50
Important Concepts…
Milestones
Monte Carlo analysis
Network diagram
– AON
Reserve or contingency
time
Resource leveling
Rolling wave planning
Variance analysis
51
Project Time Management
.1 Inputs
.1Project management plan
.2 Project charter
.3 Enterprise environmental factors
.4 Organisational process assets
.2 Tools and Techniques
.1 Expert judgment
.2 Analytical techniques
.3 Meetings
.3 Outputs
.1 Schedule management plan
6.1 Plan Schedule Management
.1 Inputs
.1 Schedule management plan
.2 Scope baseline
.3 Enterprise environmental factors
.4 Organisational process assets
.2 Tools and Techniques
.1 Decomposition
.2 Rolling wave planning
.3 Expert judgment
.3 Outputs
.1 Activity list
.2 Activity attributes
.3 Milestone list
6.2 Define Activities
.1 Inputs
.1 Schedule management plan
.2 Activity list
.3 Activity attributes
.4 Milestone list
.5 Project Scope Statement
.6 Enterprise environmental factors
.7 Organisational process assets
.2 Tools and Techniques
.1 Precedence diagramming method (PDM)
.2 Dependency determination
.3 Leads and lags
.3 Outputs
.1 Project schedule network diagrams
.2 Project document updates
6.3 Sequence Activities
.1 Inputs
.1 Schedule management plan
.2 Activity list
.3 Activity attributes
.4 Resource calendars
.5 Risk Register
.6 Activity cost estimates
.7 Enterprise environmental factors
.8 Organisational process assets
.2 Tools and Techniques
.1 Expert judgment
.2 Alternative analysis
.3 Published estimating data
.4 Bottom up estimating
.5 Project management software
.3 Outputs
.1 Activity resource requirements
.2 Resource breakdown structure
.3 Project document updates
6.4 Estimate Activity Resources 6.6 Develop Schedule
.1 Inputs
.1 Schedule management plan
.2 Activity list
.3 Activity attributes
.4 Project schedule network diagrams
.5 Activity resource requirements
.6 Resource calendars
.7 Activity duration estimates
.8 Project scope statement
.9 Risk Register
.10 Project staff assignments
.11 Resource breakdown structure
.12 Enterprise environmental factors
.13 Organisational process assets
.2 Tools and Techniques
.1 Schedule network analysis
.2 Critical path method
.3 Critical chain method
.4 Resource optimisation techniques
.5 Modeling techniques
.6 Leads and lags
.7 Schedule compression
.8 Scheduling tool.
.3 Outputs
.1 Schedule baseline
.2 Project schedule
.3 Schedule data
.4 Project calendars
.5 Project management plan updates
.6 Project document updates
.1 Inputs
.1 Schedule management plan
.2 Activity list
.3 Activity attributes
.4 Activity resource requirements
5 Resource calendars
.6 Project scope statement
.7 Risk Register
.8 Resource breakdown structure
.9 Enterprise environmental factors
.10 Organisational process assets
.2 Tools and Techniques
.1 Expert judgment
.2 Analogous estimating
.3 Parametric estimating
.4 Three point estimating
.5 Group decision making techniques
.6 Reserve analysis
.3 Outputs
.1 Activity duration estimates
.2 Project document updates
6.5 Estimate Activity Durations
52
.1 Inputs
.1 Project management plan
.2 Project schedule
.3 Work performance data
.4 Project calendars
.5 Schedule data
.6 Organisational process assets
.2 Tools and Techniques
.1 Performance reviews
.2 Project management software
.3 Resource optimisation techniques
.4 Modeling techniques
.5 Leads and lags
.6 Schedule compression
.7 Scheduling tool.
.3 Outputs
.1 Work performance information
.2 Schedule forecasts
.3 Change requests
.4 Project management plan updates
.5 Project document updates
.6 Organisational process assets updates
6.7 Control Schedule
Figure 6-1. Project Time Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition.
©2013 Project Management Institute, Inc. All rights reserved
53
Plan Schedule Management
Inputs Tools and Techniques Outputs
.1Project management plan
.2 Project charter
.3 Enterprise environmental
factors
.4 Organizational process
assets
.1 Expert judgment
.2 Analytical techniques
.3 Meetings
.1 Schedule management plan
Figure 6-1. Project Time Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Plan Schedule Management
This is the planning process that produces the
schedule management plan that will guide the other
planning processes used to develop the project
schedule.
It also provides guidance on how changes to the
schedule will be managed
54
Define Activities
55
Inputs Tools and Techniques Outputs
.1 Schedule management
plan
.2 Scope baseline
.3 Enterprise environmental
factors
.4 Organizational process
assets
.
.1 Decomposition
.2 Rolling wave planning
.3 Expert judgment
.1 Activity list
.2 Activity attributes
.3 Milestone list
Figure 6-1. Project Time Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Define Activities
First step in developing your schedule
Define all activities required to achieve scope
Further decomposition of work packages from WBS
into activity detail
Activity list used as the basis for the next four planning
processes
56
Define Activities
Work Packages: small enough to be estimated for time
and cost
Activities: decomposed work packages
57
Define Activities: Key Concepts
58
Activity decomposition: breaking down the nodes of
the Work Breakdown Structure (WBS) to generate an
Activity List
Activity list: a list of all activities in the project.
Sequence Activities
59
Inputs Tools and Techniques Outputs
.1 Schedule management plan
.2 Activity list
.3 Activity attributes
.4 Milestone list
.5 Project Scope Statement
.6 Enterprise environmental
factors
.7 Organizational process
assets
.1 Precedence diagramming
method (PDM)
.2 Dependency determination
.3 Leads and lags
.1 Project schedule network
diagrams
.2 Project document updates
Figure 6-1. Project Time Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Project Schedule Network Diagram
PDM = Precedence Diagramming Method = Activity on Node
(AON)
GERT = Graphical Evaluative Review Technique
The Project Schedule Network Diagram is NOT the schedule!
61
Precedence Diagramming Method
Activity on Node
Begin EndH F G
B
L
C D E
I J
K
A
12 Activities 23 Logic Dependencies
62
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute Inc., 2013, Page 160.
Graphical Evaluative Review
Technique (GERT)
A diagramming technique that allows for loops and
branches
63
Review
Material
Develop
Course
Present
Course
Types of Dependencies
Mandatory: Can’t build the second floor before you
build the first
Discretionary: Shouldn’t install the carpet until you’ve
painted the walls
External: Need resource consent to start remodel
Internal: Waiting on others in your organization
64
Leads and Lags
Lead: The amount of time by which the start of an
activity may precede the completion of another activity
on which it depends
Lags: The amount of time that must be added to the
completion of an activity before a dependent activity
can begin
65
Types of Precedence Relationships
Finish to Start
Finish to Finish
Start to Start
Start to Finish
66
Precedence Diagramming Example
Begin EndB D
C
A
67
Activity Duration (weeks)
A 2
B 6
C 5
D 4
D is dependent on B
Paths Through the Network
68
Activity Duration
(weeks)
Predecessor
A 2 Start
B 6 Start
C 5 Start
D 4 B
Paths Duration
(weeks)
Start-A-End 2
Start-B-D-End 10
Start-C-End 5
Start EndB D
C
A
The path through the network diagram where any
slippage will delay project completion
You can have more than 1 critical path but they will all be
the same length
The critical path will be the longest of the paths through
the network
Critical Path
69
Diagram It…
C and D are dependent on A
E is dependent on C
F is dependent on B
G is dependent on D and F
70
Activity Duration
(weeks)
Predecessor
A 2 Start
B 6 Start
C 5 A
D 4 A
E 3 C
F 8 B
G 2 D, F
71
Inputs Tools and Techniques Outputs
.1 Schedule management plan
.2 Activity list
.3 Activity attributes
.4 Resource calendars
.5 Risk Register
.6 Activity cost estimates
.7 Enterprise environmental
factors
.8 Organizational process
assets
.1 Expert judgment
.2 Alternative analysis
.3 Published estimating data
.4 Bottom up estimating
.5 Project management software
.1 Activity resource requirements
.2 Resource breakdown
structure
.3 Project document updates
Estimate Activity Resources
Figure 6-1. Project Time Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Estimate Activity Resources
Analysing project activity to determine resource
requirements
Useful inputs for the schedule
Resources are both physical and human
72
Tools and techniques:– .1 Expert judgment
– .2 Alternative analysis
– .3 Published estimating data
– .4 Bottom-up estimating
– .5 Project management software
Estimate Activity Resources
Estimate Activity Durations
74
Inputs Tools and Techniques Outputs
.1 Schedule management plan
.2 Activity list
.3 Activity attributes
.4 Activity resource
requirements
5 Resource calendars
.6 Project scope statement
.7 Risk Register
.8 Resource breakdown
structure
.9 Enterprise environmental
factors
.10 Organizational process
assets
.1 Expert judgment
.2 Analogous estimating
.3 Parametric estimating
.4 Three point estimating
.5 Group decision making
techniques
.6 Reserve analysis
.1 Activity duration estimates
.2 Project document updates
Figure 6-1. Project Time Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Ask the Experts
76
Expert Judgment: Getting input from experts
Delphi Technique: Getting input from experts who work independently of each other
Analogous and Parametric Estimates
Analogous: Using a similar activity from a previous project to estimate the duration
Parametric: Taking a unit measure and extrapolating it to get an estimate
77
Three-Point Estimates
PERT/Beta P= Pessimistic
M= Most Likely
O = Optimistic
A weighted
average
calculation
TO +(TMx4)+TP
6
Standard
deviation (s) P-O
6
Variance P-O
6
2
78
One sixth of the
total range of
values
The standard
deviation squared
TriangularP= Pessimistic
M= Most Likely
O = Optimistic
A basic
calculationO + M + P
3
Speed Calculate…
7. PERT for Problem C
8. Standard Deviation for Problem C
9. Variance for Problem C
10. PERT for Problem D
11. Standard Deviation for Problem D
12. Variance for Problem D
80
1. PERT for Problem A
2. Standard Deviation for Problem A
3. Variance for Problem A
4. PERT for Problem B
5. Standard Deviation for Problem B
6. Variance for Problem B
Problem Pessimistic Most Likely Optimistic
A 14 10 8
B 8 7 4
C 10 9 7
D 6 4 3
Develop Schedule
81
Inputs Tools and Techniques Outputs
.1 Schedule management plan
.2 Activity list
.3 Activity attributes
.4 Project schedule network
diagrams
.5 Activity resource requirements
.6 Resource calendars
.7 Activity duration estimates
.8 Project scope statement
.9 Risk Register
.10 Project staff assignments
.11 Resource breakdown structure
.12 Enterprise environmental
factors
.13 Organizational process assets
.1 Schedule network analysis
.2 Critical path method
.3 Critical chain method
.4 Resource optimisation techniques
.5 Modeling techniques
.6 Leads and lags
.7 Schedule compression
.8 Scheduling tool
.1 Schedule baseline
.2 Project schedule
.3 Schedule data
.4 Project calendars
.5 Project management plan updates
.6 Project document updates
Figure 6-1. Project Time Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
Develop Schedule
Developing the project schedule based on all the
previous planning processes
The largest process in the PMBOK® Guide
82
What-If, or Monte Carlo, Analysis
Performed by a computer
Runs through many simulations and scenarios to
predict likely schedule outcomes for a project
83
Resource Levelling
Matching project resource requirements to actual
available resources
Can extend the project’s duration
84
Resource Histogram
0
25
50
75
100
125
150
175
200
225
250
275
300
9 16 23 30 6 13 20 27 6 13 20 27 3 10 17 24 1 8 15 22
Staff Hours
for Senior
Designers
Jan Feb Mar Apr May
85
Resource Levelling?
Max
Critical Chain
Developed by Eli Goldratt
Adds schedule buffers between activities
Primary focus is on making sure no activity exceeds its
float
86
Speeding Up the Schedule
Crashing: Adding more resources to the project –
therefore it generally costs money
Fast-tracking: Performing activities simultaneously
87
Gantt (Bar) Chart
Activity
IdentifierActivity Description
Calendar
Units
Project Schedule Time Frame
1.1
1.1.1
1.1.2
1.1.3
Provide New Product Z Deliverable
Work Package 1 – Develop Component 1
Work Package 2 – Develop Component 2
Work Package 3 – Integrate Components
Finish
120
67
53
53
Period 1 Period 2 Period 3 Period 4 Period 5
88
Milestone Chart
Activity DescriptionCalendar
Units
Project Schedule Time Frame
New Product Z Requirements Gathered
New Product Z Prototype Delivered
Focus Group Feedback Collected
New Product Z Delivered
0
0
0
0
Period 1 Period 2 Period 3 Period 4 Period 5
89
Critical Path Method
A way to figure out how long the project is going to
take
A way to figure out how long an activity can be delayed
before delaying the entire project
90
Early Start and Late Start
Early Start: The earliest an activity can start taking into
account all prior activities
Late Start: The latest an activity can start without
delaying the entire project
91
Early Finish and Late Finish
The finish time based on the corresponding start time
Early start and finish are calculated forwards; late start
and finish are calculated backwards
92
Early/Late Start/Finish…
Start Finish
D F G
B
C E
A
93
E. 1 week
F. 3 weeks
G. 7 weeks
A. 2 weeks
B. 4 weeks
C. 4 weeks
D. 5 weeks
Float or Slack
How much an activity can slip before affecting the finish
date
Activities on the critical path have no float or slack
Also referred to as Total Float or Total Slack
94
Negative Float
When an activity is scheduled to begin before it is
possible for it to begin
Indicates problems with the schedule!
Can be solved by reworking the logic, crashing or fast-
tracking
96
Control Schedule
97
Inputs Tools and Techniques Outputs
.1 Project management plan
.2 Project schedule
.3 Work performance data
.4 Project calendars
.5 Schedule data
.6 Organizational process
assets
.1 Performance reviews
.2 Project management
software
.3 Resource optimisation
techniques
.4 Modeling techniques
.5 Leads and lags
.6 Schedule compression
.7 Scheduling tool
.1 Work performance
information
.2 Schedule forecasts
.3 Change requests
.4 Project management plan
updates
.5 Project document updates
.6 Organizational process
assets updates
Figure 6-1. Project Time Management OverviewA Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition. ©2013 Project Management Institute, Inc. All rights reserved
And now to put it all together . . .
Use the data I am about to put on the whiteboard to
complete a network diagram completing both a
forward and backward pass.
What is the project duration and critical path?
100
Did We Cover Them…
Activity decomposition
Activity list
Analogous estimating
Backward and forward
pass
Baseline
Critical path
Critical path method
Critical chain method
Dependencies
– Mandatory
– Discretionary
– External
– Internal
101
Did We Cover Them…
Duration compression
techniques
– Crashing
– Fast tracking
Delphi technique
Expert judgment
Float/free float/slack
Parametric estimating
Precedence relationships
– Finish to start
– Finish to finish
– Start to start
– Start to finish
Lag and lead
102
Did We Cover Them…
Milestones
Monte Carlo analysis
Network diagram
– AON
Reserve or contingency
time
Resource leveling
Rolling wave planning
Variance analysis
103