Project Management
3. Project Schedule Management
Includes processes required to manage the timely completion of the project and is a detailed plan of the time-line.
Key Activities- identify activities required to complete project estimate, time, and resources required per activity, sequence activities as per dependencies.
· Activities
o Gantt Chart- type of chart to show start and end dates of activities
o Finish to Start- activity must finish before next activity can start
o Start to Start- activity can only start when another activity has started
o Finish to Finish- activity must finish before another can start
o Start to Finish- activity must start before another activity can Finish
Network Diagrams
PDM (Precedence Diagram Method)
Box represents activities
Arrow indicates dependencies
Relationship can be of all four types
Arrow Diagram Model (ADM)
Activity on Arrow (AOA)
Arrows represent activities
Direction of arrow indicates the relationship and sequence
Only Finish to Start relationships can be shown
Dummy activity may be required
Planned dates
Rolling Wave Planning - near term planned in detail and future work at higher level.
· Durations
· Resources
· Dependencies
o Mandatory – must be completed before an activity can start
o Discretionary – can start activity at any time before after or in conj,
o External – third party required to approve
o Internal – approval within project team
· Constraints
o Lead- can start before activity ends
o Lag-must wait after completion of another activity
Project Schedule
· Define start and end dates
· Assign task to resources, duration, and predecessors’ task,
· Scheduling software used to develop schedule such as Microsoft Project
Estimating
· Analogous Estimating – estimate based on previous projects and employee’s expert judgment
· Parametric Estimating- use mathematical model based on previous projects and other information
Project Schedule Terms
· Effort – total amount of work to complete project
· Duration- time to complete activity
· Decomposition- break-down task into smaller pieces
A. Plan Schedule Management (Planning)
a. Input
i. Project Charter
ii. Project Management Plan
iii. Project Documents
1. Scope Baseline
2. WBS
3. Deliverables
4. Work Performances Information
iv. Enterprise Environmental Factors
v. Organizational Assets
b. Tools
i. Expert Judgement
ii. Data Analysis
iii. Meetings
c. Output
i. Schedule Plan
B. Define Activities (Planning)
a. Input
i. Project Charter
ii. Project Management Plan
iii. Project Documents
1. Schedule Plan
2. Scope Baseline
3. WBS
4. Work Performance Inforamtion
iv. Enterprise Environmental Factors
v. Organizational Assets
b. Tools
i. Expert Judgment
ii. Rolling Wave Planning
iii. Decomposition
iv. Meetings
c. Output
i. Activity List
ii. Activity Attributes
iii. Milestone list
iv. Change Request
v. Project Management Updates
C. Sequence Activities (Planning)
a. Input
i. Project Charter
ii. Project Management Plan
iii. Project Documents
1. Activity List
2. Activity Attributes
3. Scope Baseline
iv. Enterprise Environmental Factors
v. Organizational Assets
b. Tools
i. Precedence Diagram Method (PDM)
ii. Arrow Diagram Method (ADM)
iii. Dependency Determination
iv. Lead and Lag
v. Project Management Information System
c. Output
i. Project Schedule
ii. Network Diagram
iii. Project Document Updates
D. Estimate Activities Duration (Planning)
Estimate Activity Duration is the process if estimating the number of work periods needed to complete individual activities with estimated resources.
The key benefit of this process is that it provides the amount of time each activity will take to complete, which is a major input into the Develop Schedule process.
a. Input
i. Project Charter
ii. Project Management Plan
iii. Project Documents from above
1. Project Schedule
2. Activity Resources Requirement
3. Activity Attributes
4. Risk Register
5. Project Scope Statement
6. Network Diagram
iv. Enterprise Environmental Factors
v. Organizational Assets
b. Tools
i. Expert Judgment
ii. Analogous Estimating
iii. Parametric Estimating
iv. Three-point estimating
v. Bottom-up estimating
vi. Data Analysis
vii. Decision Making
viii. Meetings
c. Output
i. Duration Estimate
ii. Basis of Estimate
iii. Project Document Updates
E. Develop Schedule (Planning)
Develop schedule is the process of analyzing activities, sequences, durations, resource requirements, and schedule constraints to create the project schedule.
a. Input
i. Project Charter
ii. Project Management Plan
iii. Project Documents from above
1. Project Schedule
2. Activity Resources Requirements
3. Activity Attributes
4. Resources Calendar
5. Activity Duration Estimate
6. Risk Register
7. Project Scope Statement
8. Network Diagram
iv. Enterprise Environmental Factors
v. Organizational Assets
b. Tools
i. Schedule Network Analysis
ii. Critical Path Method
iii. Resource Optimization
iv. Data Analysis
v. Schedule Compression
vi. Project Management Information System
vii. Agile Release Planning
c. Output
i. Schedule Baseline
ii. Project Schedule
iii. Schedule Data
1. Resources
iv. Project Calendar
1. Shows work days
v. Change Request
vi. Project Management Updates
vii. Project Document Updates
F. Control Schedule
Is the process of monitoring the status of the project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
a. input
i. Project Charter
ii. Project Management Plan
iii. Project Documents from above
1. Work Performance Data
2. Schedule Data
3. Project Calendar
4. Lessons Learned
iv. Enterprise Environmental Factors
v. Organizational Assets
b. Tools
i. Data Analysis
ii. Critical Path Method
iii. Leads and Lags
iv. Resource Optimization
v. Schedule Compression
vi. Project Management Information System
vii. Performance Reviews
c. Output
i. Work Performance Information
ii. Schedule Variance (SV)
iii. Schedule Performance Index (SPI)
iv. Change Request
v. Project Management Updates
vi. Project Document Updates
A project schedule defines the start and end dates of the project and project activities. These activities are assigned a duration and sequence in logical order.
Gantt charts and Network diagrams are used to identify project activities and determine the relationships and dependencies between them.
· Gantt Charts display the start and end dates of project activities, the overall project schedule, and the logical task relationships.
· Network diagrams are used to plot the activities and dependencies.
Schedule Network Analysis Method - schedule network analysis techniques generate project schedule based on the estimates of time and resource requirements
· Critical Path Method -longest duration of activities in sequence through a network diagram, without float, which determines the shortest time to complete the project.
o Free Float – time activity can be delayed without delaying each state of successor
o Total Float – time schedule can be delayed or extended from early start
§ Total Float Formula for particular activity = LS – ES = LF – EF
· Identify critical path
· Follow the forward pass to find early start and early finish for each activity
· Calculate the late finish and late start using the backward pass method
o Independent Float – time of delay if all predecessors are late but successors are early
· Critical Chain Method - is a variant of the Critical Path Method. The Critical Chain is determined on the logical, resources and other kinds of dependencies between activities.
· What-if scenario analysis – it varies a certain parameter and observes the impact on the schedule.
· Resources Optimization technique – they arrive at the optimal utilization of the resources used on the project.
· Program Evaluation and Review Technique (PERT) -based on 3 pt estimate
o Optimistic
o Pessimistic
o Normal
§ Average = ( O + 4N + P) / 6
§ (P – O) = variance
§ (P - O) 2 = standard deviation
Schedule Compression -
· Fast Tracking - Linear activities are checked to determine if they can be done in parallel to reduce project cycle time may but may add risk and management time.
· Crashing –
o Increases resources on critical path while making cost and schedule trade-offs
o Adds cost and management time
· Reduce Scope
o Impacts customer satisfaction
· Cut Quality
o Increase risk
· Resources allocation
o No impact but may not be available
· What-if Scenario –
o what if a particular scenario changed on a project? Would that produce a shorter schedule
§ Use Monte Carlo model to see what-if scenarios
· Resources Optimization
o Optimal use of resources
