THE PMP EXAM PREP COURSE

Transcription

1 THE PMP EXAM PREP COURSE Session 2 PMI, PMP and PMBOK are registered marks of the Project Management Institute, Inc.

2 Agenda 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 2

3 SCOPE MANAGEMENT Chapter 3 of Pass the PMP Exam Chapter 5 of the PMBOK Guide

4 Overview High Medium Low 4

5 Scope Management 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 Mapping A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 5

6 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

7 Project and Product Scope 7

8 Scope Management Checking work completion Having a robust change control system for additions/deletions Changes within project charter 8

9 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

10 Process Outputs Process Plan Scope Management Collect Requirements Define Scope Create WBS Validate Scope Control Scope Scope Management Plan Requirements Management Plan Requirements Documentation Requirements Traceability Matrix Project Scope Statement Project Document Updates Scope Baseline Project Document Updates Accepted Deliverables Change Requests Work Performance Information Project Document Updates Key Outputs Work Performance Information Change Requests Project Management Plan Updates Project Document Updates Organisational Process Assets Updates Figure 5-1. Project Scope Management Overview A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 10

11 Important Concepts Project scope Scope baseline Project Scope Management Plan 11

12 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

13 Whitaker, S. (2016). Pass the PMP Exam. CreateSpace Independent Publishing Platform, p

14 Project Scope Management 5.1 Plan 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 5.4 Create WBS.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 5.2 Collect Requirements.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 5.5 Validate 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 5.3 Define Scope.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 5.6 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 Overview A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 14

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 Overview A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 15

16 Plan Scope Management 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 16

17 Plan Scope Management Tools and techniques.1 Expert judgment.2 Meetings 17

18 Collect Requirements 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 Overview A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 18

19 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

20 Types of Requirements Business Requirements Quality Requirements Stakeholder Requirements Req. Project Requirements Solution Requirements Functional Non-Functional Transition Requirements Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide) Fifth Edition, Project Management Institute Inc., 2013, Page

21 Collect Requirements Tools and techniques 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 * 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 Overview A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 21

22 Collect Requirements This processes produces the project requirements and the requirements traceability matrix 22

23 Define Scope 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 Overview A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 23

24 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

25 The Scope Statement includes.. Product and Project scope descriptions Acceptance criteria Deliverable details Project exclusions Constraints Assumptions 25

26 Define Scope Tools and techniques:.1 Expert Judgment.2 Product analysis.3 Alternatives identification.4 Facilitated workshops Figure 5-1. Project Scope Management Overview A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 26

27 Create WBS 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 Overview A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 27

28 Work Breakdown Structure (WBS) Based on project deliverables Built from the top down Constructed using decomposition No WBS = No Project! 28

29 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

30 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

31 Work Breakdown Structure (WBS) Graphical, hierarchical chart Top to bottom Unique number on each node 31

32 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

33 Sample WBS Project Deliverable 1 Deliverable 2 Deliverable 3 Subproject 4 Subproject n Deliverable 2.1 Deliverable 2.2 Deliverable 2.3 Deliverable 4.1 Deliverable 4.m Deliverable Deliverable Deliverable Deliverable Deliverable 4.1.x Work Package Subproject Work Package 3.1 Work Package Work Package Subproject Work Package 3.2 Work Package Work Package Work Package Work Package Work Package 3.3 Work Package 3.4 Work Package

34 Sample WBS 1.0 Aircraft System 1.1 Project Management 1.2 Training 1.3 Data 1.4 Air Vehicle 1.5 Support Equipment 1.6 Facilities 1.7 Test and Evaluation System Engineering Management Equipment Training Technical Orders Organizational Level SE Base Buildings Mockups Supporting PM Activities Facilities Training Engineering Data Intermediate Level SE Maintenance Facility Operational Test Services Training Management Data Depot Level SE Developmental Test Test Airframe Engine Communication System Navigation System Fire Control System 34

35 Volunteer please Pass the PMP Exam Page 83 Exercise 1 35

36 Validate Scope 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 Overview A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 36

37 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

38 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

39 Control Scope 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 Overview A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 39

40 Control Scope Maintaining control by preventing scope change requests from overwhelming the project Stopping scope creep! 40

41 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

42 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

43 Control Scope Remember that approved changes to the scope baseline create a new baseline 43

44 Practice Questions Pass the PMP Exam page 83 44

45 TIME MANAGEMENT Chapter 4 of Pass the PMP Exam Chapter 6 of the PMBOK Guide

46 Overview High Medium Low 46

47 Time Management Knowledge Area Processes Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing Project Time Management Plan Schedule Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule Table 3-1. Project Management Process Groups and Knowledge Area Mapping A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 47

48 Time Management Resources, activities, scheduling and schedule management Scope, time and cost are tightly linked 48

49 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

50 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

51 Important Concepts Milestones Monte Carlo analysis Network diagram AON Resource leveling Rolling wave planning Variance analysis Reserve or contingency time 51

52 Project Time Management 6.1 Plan Schedule 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 6.2 Define Activities.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 6.3 Sequence 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 6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6 Develop Schedule 6.7 Control Schedule.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.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.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..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 Figure 6-1. Project Time Management Overview A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 52.3 Outputs.1 Schedule baseline.2 Project schedule.3 Schedule data.4 Project calendars.5 Project management plan updates.6 Project document updates

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 Overview A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 53

54 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

55 Define Activities Inputs Tools and Techniques Outputs.1 Schedule management plan.2 Scope baseline.3 Enterprise environmental factors.1 Decomposition.2 Rolling wave planning.3 Expert judgment.1 Activity list.2 Activity attributes.3 Milestone list.4 Organizational process assets. Figure 6-1. Project Time Management Overview A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 55

56 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

57 Define Activities Work Packages: small enough to be estimated for time and cost Activities: decomposed work packages 57

58 Define Activities: Key Concepts 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. 58

59 Sequence Activities 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 Overview A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 59

60 Activity Sequencing Arrange activity list in the order they will be performed Network diagrams 60

61 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

62 Precedence Diagramming Method Activity on Node A B C D E Begin H F G End I J K L 12 Activities 23 Logic Dependencies Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK Guide) Fifth Edition, Project Management Institute Inc., 2013, Page

63 Graphical Evaluative Review Technique (GERT) A diagramming technique that allows for loops and branches Review Material Develop Course Present Course 63

64 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

65 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

66 Types of Precedence Relationships Finish to Start Finish to Finish Start to Start Start to Finish 66

67 Precedence Diagramming Example A Begin B D End C Activity Duration (weeks) A 2 B 6 C 5 D 4 D is dependent on B 67

68 Paths Through the Network A Start B D End C Activity Duration (weeks) A 2 Start B 6 Start C 5 Start D 4 B Predecessor Paths Duration (weeks) Start-A-End 2 Start-B-D-End 10 Start-C-End 5 68

69 Critical Path 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 69

70 Diagram It Activity Duration (weeks) A 2 Start B 6 Start C 5 A D 4 A E 3 C F 8 B G 2 D, F Predecessor 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

71 Estimate Activity Resources 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 Figure 6-1. Project Time Management Overview A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 71

72 Estimate Activity Resources Analysing project activity to determine resource requirements Useful inputs for the schedule Resources are both physical and human 72

73 Estimate Activity Resources Tools and techniques:.1 Expert judgment.2 Alternative analysis.3 Published estimating data.4 Bottom-up estimating.5 Project management software

74 Estimate Activity Durations 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 Overview A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 74

75 Estimate Activity Durations Estimate the duration of each activity on the activity list 75

76 Ask the Experts Expert Judgment: Getting input from experts Delphi Technique: Getting input from experts who work independently of each other 76

77 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

78 Three-Point Estimates Triangular O + M + P 3 P= Pessimistic M= Most Likely O = Optimistic A basic calculation PERT/Beta T O +(T M x4)+t P 6 P= Pessimistic M= Most Likely O = Optimistic A weighted average calculation Standard deviation (s) P-O 6 One sixth of the total range of values Variance P-O 6 2 The standard deviation squared 78

79 Sigma or Standard Deviation 1σ = 68.27% 2σ = 95.45% 3σ = 99.73% 6σ = % 79

80 Speed Calculate Problem Pessimistic Most Likely Optimistic A B C D 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 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

81 Develop Schedule 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 Overview A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 81

82 Develop Schedule Developing the project schedule based on all the previous planning processes The largest process in the PMBOK Guide 82

83 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

84 Resource Levelling Matching project resource requirements to actual available resources Can extend the project s duration 84

85 Resource Histogram Staff Hours for Senior Designers Resource Levelling? Max Jan Feb Mar Apr May 85

86 Critical Chain Developed by Eli Goldratt Adds schedule buffers between activities Primary focus is on making sure no activity exceeds its float 86

87 Speeding Up the Schedule Crashing: Adding more resources to the project therefore it generally costs money Fast-tracking: Performing activities simultaneously 87

88 Gantt (Bar) Chart Activity Identifier Activity Description Calendar Units Project Schedule Time Frame Period 1 Period 2 Period 3 Period 4 Period Provide New Product Z Deliverable Work Package 1 Develop Component Work Package 2 Develop Component Work Package 3 Integrate Components 53 Finish 88

89 Milestone Chart Activity Description New Product Z Requirements Gathered Calendar Units 0 Project Schedule Time Frame Period 1 Period 2 Period 3 Period 4 Period 5 New Product Z Prototype Delivered 0 Focus Group Feedback Collected 0 New Product Z Delivered 0 89

90 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

91 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

92 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

93 Early/Late Start/Finish A B Start C E Finish D F G A. 2 weeks B. 4 weeks C. 4 weeks D. 5 weeks E. 1 week F. 3 weeks G. 7 weeks 93

94 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

95 Free Float or Free Slack How much an activity can slip before affecting its successor activity 95

96 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 fasttracking 96

97 Control Schedule 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 Overview A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fifth Edition Project Management Institute, Inc. All rights reserved 97

98 Control Schedule Schedule changes are reacted to Schedule is controlled proactively 98

99 Variance Analysis The act of measuring differences between actual and planned 99

100 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

101 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

102 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

103 Did We Cover Them Milestones Monte Carlo analysis Network diagram AON Resource leveling Rolling wave planning Variance analysis Reserve or contingency time 103

104 Practice Questions Pass the PMP Exam Page

105 Next Session Starts with practice the PMP exam on today s material Scope and Time Management Please read chapters 7 and 8 of the PMBOK Guide, or chapters 5 and 6 of Pass the PMP Exam before next session! Please do your own the PMP style questions!!! 105