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1、PMP Preparation Training,Time Management,Chapter 6,Time Management,Activity DefinitionActivity SequencingActivity Duration EstimatingSchedule DevelopmentSchedule Control,Processes required to ensure the project is completed on time,Time Management,6.2ActivitySequencing,6.3ActivityDuration Estimating
2、,6.1ActivityDefinition,6.4ScheduleDevelopment,Planning,Controlling,6.5ScheduleControl,Activity Definition,Identify the activities that must be performed to produce the project deliverablesDefine the activities that must be performed to meet the project objectives,Activity Definition,InputsWBSScope s
3、tatementHistorical informationConstraintsAssumptions,Tools&TechniquesDecompositionTemplates,OutputsActivity listSupporting detailWBS updates,Inputs,WBS Primary input to activity definitionScope statement Project justification and project objectives Historical information The activities that were act
4、ually required on previous,similar projectsConstraints Factors that will limit the PM teams optionsAssumptions Factors that,for planning purposes,will be considered to be true,real,or certain,Activity Definition,Tools&Techniques,Decomposition Subdividing project activities into smaller,more manageab
5、le componentsTemplate An activity list from a previous project or an activity list for a WBS element from the current project,Activity Definition,Outputs,Activity list A list of all the activities that will be performed on the project and a description of eachSupporting detail Documentation that con
6、tributes to the process,including all identified assumptions and constraintsWBS updates Refinements to the existing WBS,Activity Definition,Activity Sequencing,Establishing the activity logic and the dependencies needed to create a realistic and achievable schedule,Activity Sequencing,InputsActivity
7、 listProduct descriptionMandatory dependenciesExternal dependenciesConstraintsAssumptions,Tools&TechniquesPrecedence diagrammingmethod(PDM)Arrow diagrammingmethod(ADM)Conditional diagrammingmethodsNetwork templates,OutputsProject network diagramActivity list updates,Inputs,Activity listProduct descr
8、iption Product characteristics affect activity sequencingMandatory dependencies(Hard logic)Determined by the qualities of work to be doneDiscretionary dependencies(Soft logic)Defined by the project management teamExternal dependencies Relationships between project activities and non-project activiti
9、esConstraintsAssumptions,Activity Sequencing,Tools&Techniques,Precedence diagramming method(PDM)Nodes represent activities and arrows show dependencies,Activity Sequencing,Activity Sequencing Process,Activity Sequencing,Activity Sequencing Process,Activity Sequencing,Tools and Techniques(cont.),Arro
10、w diagramming method(ADM)Uses arrows to represent activities and connecting nodes to show dependencies,Activity Sequencing,ADM uses finish-to-start dependencies only and uses dummy activities to show logical relationships,Tools&Techniques(cont.),Conditional diagramming methods Diagramming techniques
11、 such as Graphical Evaluation and Review Technique(GERT)and System Dynamics models allow the depiction of non-sequential activities and conditional branchesNetwork templates Can include an entire project or just a portion of it(i.e.,subnets and fragnets),Activity Sequencing,Outputs,Project network d
12、iagram Schematic display of projects activities and dependenciesActivity list updates Dividing or redefining activities so that the relationships are correctly diagrammed,Activity Sequencing,Activity Duration Estimating,Estimating the number of work periods likely to be needed to complete each activ
13、ity,Elapsed time(Delay)Work periods between the finish of one activity and the start of another activity,Activity Duration Estimating,Activity Duration Estimating,InputsActivity listConstraintsAssumptionsResource requirementsResource capabilitiesHistorical information,Tools&TechniquesExpert judgment
14、Analogous estimatingSimulation,OutputsActivity duration estimatesBasis of estimatesActivity list updates,Inputs,Activity listConstraintsAssumptionsResource requirements Duration estimates are influenced by resource effort and assignmentsResource capabilities Duration estimates are influenced by the
15、capability of the people and the material resources assigned to themHistorical InformationProject filesCommercial duration estimating databasesProject team knowledge,Activity Duration Estimating,Tools&Techniques,Expert judgment Used with historical informationAnalogous estimates(Top-down estimating)
16、Uses duration of a previous,similar activity as the basis for the of estimate of a future activitySimulation(Monte Carlo)Calculation of multiple durations with differing assumptions,Activity Duration Estimating,Outputs,Duration estimates Quantitative assessments of the likely number of work periods
17、required to complete an activityBasis of estimate Documentation of the assumptions used for developing the estimatesActivity list updates,Activity Duration Estimating,Schedule Development,Determining the start and finish dates of project activities,If start and finish dates are not realistic,the pro
18、ject is unlikely to be finished on schedule,Activity Duration Estimating,Schedule Development,InputsProject network diagramActivity duration estimatesResource requirementsResource-pool descriptionCalendarsConstraintsAssumptionsLeads and lags,Tools&TechniquesMathematical analysisDuration compressionS
19、imulationResource-leveling heuristicsProject management software,OutputsProject scheduleSupporting detailSchedule management planResource-requirement updates,Inputs,Project network diagramDuration estimatesResource requirementsResource pool Description of the available resources and the times they a
20、re available to work on the projectCalendars Identify periods when work is allowedProject calendars:Affect all resourcesResource calendars:Affect specific resources or categories of resources,Schedule Development,Inputs,ConstraintsImposed datesKey events or milestonesAssumptionsLeads and lags Depend
21、encies that require lead or lag values to accurately define the relationship,Schedule Development,Tools&Techniques,Mathematical analysis Calculating theoretical early and late start and finish dates for all activitiesCritical Path Method(CPM)Calculates a single,deterministic early and late start and
22、 finish date for each activity,to be used to determine which activities must be completed on time to avoid impacting the finish date of the projectGraphical Evaluation and Review Technique(GERT)Allows for loops in the relationships between activities and for the conditional and probabilistic treatme
23、nt of relationships,Schedule Development,Tools&Techniques(cont.),Mathematical Analysis(cont.)Duration compression Looks for ways to shorten the schedule without changing the project scopeSimulationResource-leveling heuristics(Resource-based method)Changing the schedule to accommodate resourcesPM Sof
24、tware Used to assist schedule development and to display schedule-development outputs,Schedule Development,Tools&Techniques(con.),Mathematical Analysis(cont.)Program Evaluation and Review Technique(PERT)Uses sequential network logic and a weighted-average duration estimate to calculate duration.Uses
25、 the probability of an estimates accuracy.,Schedule Development,PERT Calculations,PERT Program Evaluation and Review TechniqueExpected Time=(Low+4*Medium+High)/6Standard Deviation=(High Low)/6,Schedule Development,PERT Example,Evening CommuteOptimistic time=15 minutesMost likely time=30 minutesPessi
26、mistic time=60 minutes,What is the Expected Time?,Schedule Development,Outputs,Project schedule Includes planned start and expected finish dates for each activitySupporting detail Documentation of all identified assumptions and constraintsSchedule management plan Defines how changes to the schedule
27、will be managedResource requirement updates Updates based on the results of resource leveling and on updates to activity lists,Schedule Development,Network Calculation,CalculationsForward Pass Determine early start and early finish datesBackward Pass Determine late start and late finish dates and fl
28、oat,Schedule Development,Total float(Slack)Amount of time an activity can be delayed and the project finish date not be effectedFree Float Amount of time an activity can be delayed and the early start of the follow-on activity not be effected,Basic Terminology,Schedule Development,Gantt Charts,Bar c
29、hart Displays activity start and end dates,as well as expected durationsMilestone chart Displays scheduled start or completion of major deliverablesCombination chart Displays events and activities as a function of time,Schedule Development,Typical Gantt Chart,Schedule Development,Schedule Control,In
30、fluencing factors that cause schedule changesDetermining that the schedule has changed and managing the changes,Schedule Control,InputsProject schedulePerformance reportsChange requestsSchedule management plan,Tools&TechniquesSchedule change control systemPerformance measurementsAdditional planningP
31、roject management software,OutputsSchedule updatesCorrective actionLessons learned,Inputs,Project schedule The approved project schedule is called the schedule baseline;provides the basis for measuring and reporting schedule performancePerformance reports Provide information on schedule performance,
32、such as which planned dates have been met and which have notChange requests Occur in many formsSchedule management plan,Schedule Control,Tools&Techniques,Schedule change control system Defines the procedure for changing the project scheduleProgress measurement(Earned Value)Assessment of schedule var
33、iations to determine whether they require corrective actionsAdditional planning Prospective changes may require new or revised activity duration estimates,modified activity sequences,or analysis of alternative schedulesPM software Useful tool for tracking planned dates against actual dates and for f
34、orecasting the effects of schedule changes,Schedule Control,Outputs,Schedule updates Modification to the schedule information used to manage the projectCorrective action Anything done to bring expected future schedule performance back in-line with the project planLessons learned Documentation of the
35、 causes of variances,of the reasons the corrective actions were chosen,and of other information learned through controlling the schedule,Schedule Control,Basic Terminology,Schedule revisions Changes to the scheduled start and finish dates in the approved(or baselined)schedule,Schedule Control,Schedu
36、le Optimization,Crashing Decreasing the total project duration with the least cost possibleFast tracking Doing activities in parallel that,normally,would be done in sequence Reduce critical path To fast track,shorten the duration of critical activities,or increase working hoursResource leveling Reducing peak overloads byre-distributing allocations to activities with float(Can result in increased duration),Schedule Control,Summary,Review Questions,
