Time Management PLANNING

Transcription

1 Time Management 6.1 Plan Schedule Management: The process of establishing policies, procedures and documentation for planning, developing, managing, executing and controlling the project schedule # Schedule Management Plan : Project Schedule Model Development, level of accuracy, Units of Measure, Organizational Procedures links, Project Schedule model maintenance, control thresholds, Rules of Performance Measurements, Reporting formats, Process Description 1. Project Management Plan (scope Baseline) 1. Expert Judgment 1. Schedule Management Plan 2. Project Charter (summary milestones) 2. Analytical Techniques 3. Enterprise Environmental Factors 3. Meetings 4. Organizational Process Assets 6.2 Define Activities: The process of identifying the specific actions to be performed to produce the project deliverables. Breakdown work package into activities # Planning Package (placeholder put between control accounts and work packages) #TT1 Decomposition technique used for dividing and subdividing project scope and project deliverables into smaller and manageable parts. #TT2 Rolling wave planning: Let you plan as you go. Work to be accomplished in the near term is planned in detail, while the work in future is planned at a higher level.- form of progressive elaboration #Activity Attributes consist of Discrete effort: Analysis, Design & Coding (The time you spend in making deliverable is discrete effort) Apportioned Effort: Testing (the time you spend in verifying the work of discrete effort is apportioned effort i.e. activity where effort is allotted proportionately across certain discrete efforts) Level of Effort: Project Management related activities(the time you spend in creating the environment (project management) for discrete and apportioned effort is Level of Effort) 1. Scope Baseline 1. Decomposition 1. Activity List 2. Schedule Management Plan 2. Rolling Wave Planning 2. Activity Attributes 3. Enterprise Environmental Factors 3. Expert Judgment 3. Milestone list 4. Organizational Process Assets

2 6.3 Sequence Activities: The process of identifying and documenting relationships among the project activities. # Precedence Diagramming Method PDM includes four types of dependencies or logical relationships. Finish-to-start (FS). A logical relationship in which a successor activity cannot start until a predecessor activity has finished. Example: The awards ceremony (successor) cannot start until the race (predecessor) has finished. Finish-to-finish (FF). A logical relationship in which a successor activity cannot finish until a predecessor activity has finished. Example: Writing a document (predecessor) is required to finish before editing the document (successor) can finish. Start-to-start (SS). A logical relationship in which a successor activity cannot start until a predecessor activity has started. Example: Level concrete (successor) cannot begin until pour foundation (predecessor) begins. Start-to-finish (SF). A logical relationship in which a successor activity cannot finish until a predecessor activity has started. Example: The first security guard shift (successor) cannot finish until the second security guard shift (predecessor) starts. # Dependency Determination - Mandatory (Hard logic), Discretionary (Preferred logic, Soft logic), and External, Internal # A lead is the amount of time whereby a successor activity can be advanced with respect to a predecessor activity. A lag is the amount of time whereby a successor activity will be delayed with respect to a predecessor activity. 1. Activity List 1. PDM (Precedence Diagramming Method) 1. Project Schedule Network Diagrams 2. Activity Attributes 2. Dependency Determination 2. Project Document Updates 3. Milestone List 3. Leads and Lags 4. Project Scope Statement 5. EEF 6. OPA 7. Schedule Management Plan 6.4 Estimating Activity Resource: The process of estimating the type and quantities of material, human resource, equipment, or supplies required to perform each activity. # Resource Calendars specify identifies the working days and shifts on which each specific resource is available. #Alternative Analysis looking out for other options to complete the task e.g. Some components can be purchased instead of manufacturing #Bottom-up estimating is a method of estimating project duration or cost by aggregating the estimates of the lower-level components of the WBS. 1. Activity list 1. Alternatives Analysis 1. Activity Resource Requirements 2. Activity Attributes 2. Bottom-up Estimating 2. Resource Breakdown Structure 3. Resource Calendars 3. Published Estimating Data 3. Project Document Updates 4. Risk Register 4. Project Management Software

3 5. Activity Cost Estimates 5. Expert Judgment 4. Enterprise Environmental Factors 5. Organizational Process Assets 6.5 Estimating Activity Duration: The process of approximating the number of work periods needed to complete individual activities with estimated resources. # Analogous (top down): is when you look at activities from previous similar activities. The degree of similarity affects accuracy. This technique should be used early in the estimating cycle when there is not much detail known about the activity. It uses Historical information and expert judgement. It is less costly, less time consuming than others, and less accurate. It can be applied to a total project or to segments of a project and may be used in conjunction with other estimating methods. # Parametric/Quantitate-Based Estimating: It uses a statistical relationship between HISTORICAL DATA and OTHER VARIABLES (Ex: Square footage in construction) to calculate an estimate for activity parameters, such as cost, budget, and duration. It can be applied to a total project or to segments of a project and may be used in conjunction with other estimating methods. Cost = Quantity in units X Unit Rate. # Three-Point Estimate or Triangular Distribution: Come up with three points, Optimistic, Pessimistic, and Most Likely (Realistic) = (P+R+O)/3 # PERT (Program Evaluation and Review Technique)/Beta/Weighted Three-Point Estimate = (P+4R+O)/6 # Standard Deviation σ = (P-O)/6 Effort: The number of labour units required to complete a schedule activity or WBS component. Usually expressed as staff hours, staff days, or staff weeks. (Requirements for effort estimation: The Expert Judgement, Task Complexity, Skill Level, and Expectations). Duration: The total number of work periods (not including holidays and non-working periods) required to complete a schedule activity or WBS component. Usually expressed as workdays or workweeks. (Requirements for Duration estimation: Resource Availability and Resource Capability). Elapsed Time: Waiting periods. #Reserve Analysis: contingency reserves/buffers/ time reserves - The contingency reserve may be a percentage of the estimated activity duration, a fixed number of work periods, or may be developed by using quantitative analysis methods such as Monte Carlo simulation. Estimates may also be produced for the amount of management reserve of time for the project. Management reserves are a specified amount of the project duration withheld for management control purposes and are reserved for unforeseen work that is within scope of the project. Management reserve is not included in the schedule baseline, but it is part of the overall project duration requirements. 1. Activity List 1. Analogous Estimating 1. Activity Duration Estimates 2. Activity Attributes 2. Parametric Estimating (It doesn't include LAGS. It may include some 3. Activity Resource Requirements 3. Three-point Estimates indication of the range of possible results.) 4. Resource Calendars 4. Group Decision Making Technique 5. Project Scope Statement 5. Reserve Analysis (As more precise 2. Project Document Updates 6. Risk Register information about the project becomes 7. Resource Breakdown Structure

4 8. Enterprise Environmental Factors available, the contingency reserve may be Used, 9. Organizational Process Assets Reduced, or Eliminated). 10. Schedule Management Plan 6. Expert Judgment 6.6 Develop Schedule: The process of analysing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule. It determines the planned start and finish dates for project activities and milestones. # TT1 Critical Path Method: It calculates the theoretical Early Start and Finish Dates, and Late Start and Finish Dates, for all activities without regard for any resource limitations, by performing a Forward and Backward pass analysis through the schedule network. Critical paths have either ZERO or NEGATIVE Total Float. # TT2 Critical Chain Method: The resource-constrained critical path is known as the Critical Chain. The longest sequence of resource-levelled tasks is the critical chain. It tries to adjust for problems in estimating and managing tasks that result from 1. Poor multi-tasking, 2. Estimates with too much contingency for uncertainty, 3. Work that expands to fill the available time, 4. Waiting until the latest possible time to start and 5. Lack of prioritization. # Float/Slack/Total Float: amount of time an activity can slip before it causes delay in project. * Float for activities on CP is 0. CP- next longest path= float. # Free Float: how much time an activity can be delayed without affecting the early start date of subsequent dependent activities. It can only occur when two or more activities share a common successor# LEAD: Task can be started before completion of the predecessor (Ex: Start writing the Training Material before completion of the Testing). # LAG: Finish to Finish - The successor cannot be started before finishing the predecessor (Ex: Pouring Concrete). #TT2 Critical Chain Method focuses on managing remaining buffer durations against the remaining durations of task chains. In CCM; buffers are two types: 1. Project Buffer (Protects the target finish date from slippage along the Critical Chain), and 2. Feed Buffer (Protects the Critical Chain from slippage along the Feeding Chains). #TT3 Resource Optimization Technique - # Resource Levelling: can be used when shared or critical required resources are only available at certain times, are only available in limited quantities, or to keep resource usage at a constant level. It can often cause the original critical path to change. #Resource Smoothing - A technique that adjusts the activities of a schedule model such that the requirements for resources on the project do not exceed certain predefined resource limits. In resource smoothing, as opposed to resource levelling, the project s critical path is not changed and the completion date may not be delayed. In other words, activities may only be delayed within their free and total float. # Schedule Compression: includes Fast-tracking and crashing. # Crashing almost always increases cost. Over Time is considered as Crashing. Cheapest Task has to be crashed first. # Heuristics: Rules for which no formula exists. Usually derived through trial and error. #TT4 Modelling Technique What-if scenario Analysis and Simulation ( Monte Carlo) #OP3 Schedule Data Collection of information for describing and controlling schedule. E.g. Resource Histogram

5 1. Activity List 1. Critical Path Method 1. Project Schedule 2. Activity Attributes 2. Critical Chain Method Formats - i). Milestone Charts ii)bar Charts and ii.) Project Schedule Network Diagrams 3. Activity Resource Requirements 3. Resource Optimization Technique 2. Schedule Baseline 4. Resource Calendars 4. Modelling Technique 3. Schedule Data 5. Project Scope Statement 5. Leads and Lags 4. Project Calendar 6. Risk Register 6. Schedule Compression 5. Project Document Updates 7. Resource Breakdown Structure 7. Scheduling Tool 6. Project Management Plan 8. Enterprise Environmental Factors 8. Schedule Network Analysis 9. Organizational Process Assets 10. Schedule Management Plan 11. Project Schedule Network Diagram 12. Activity Duration Estimates 13. Project Staff Assignments

6 6.7 Control Schedule: The process of monitoring the status of the project to update project progress and managing changes to the schedule baseline. # Schedule Baseline is updated, whenever the Customer requests a significant change and when original estimates were wrong. #Work Performance Data 1. Project Management Plan 1. Performance Review 1. Work Performance Information (SV & SPI values) 2. Project Schedule 2. Project Management Software 2. Schedule Forecast 3. Work Performance Data 3. Resource Optimization Technique 3. Change Requests 4. Project Calendar 4. Modelling Technique 4. Project Management Plan Updates 5. Schedule Data 5. Leads and Lags 5. Project Document Updates 6. Organizational Process Assets 6. Schedule Compression 6. Organizational Process Assets Updates 7. Scheduling Tool M & C 1. HAMMOCK Activity: For control and management communication, the broader, more comprehensive summary activity. 2. Path Convergence: The merging or joining parallel schedule network paths into the same node in a project schedule network diagram. Path convergence is characterized by a schedule activity with more than one predecessor activity. # Path Divergence: Extending or generating parallel schedule network paths from the same node in a project schedule network diagram. Path divergence is characterized by a schedule activity with more than one successor activity. 3. GERT, Graphical Evaluation and Review Technique, allows for conditional advancement. GERT allows for branching and loopbacks. 4. Subnets are often included in network templates to summarize common activities in a project. 5. Soft logic allows the project manager to make decisions based on conditions outside of the project, best practices, or guidelines. 6. Commercial duration estimating databases are valid resources to confirm or base time estimates upon. 7. Parkinson's Law states that work will expand to fulfil the time allotted to it. 8. Rather than float activities, projects should use contingency reserve. Contingency reserve is a portion of the project schedule allotted for time overruns on activities. 9. A Gantt chart is a bar chart that represents the duration of activities against a calendar. The length of the bars represents the length of activities while the order of the bars represents the order of activities in the project. 10. Milestone Schedule can also be called as Master Schedule. 11. The arrow diagramming method does not support finish-to-finish of relationships. 12. The critical path does not change if the scope is the same. A more aggressive deadline simply means the project is two weeks behind.

7 13. The wider the range between the optimistic and pessimistic estimates in a three-point estimate, the more uncertainty the estimator has. 14. In addition to the Project Management Plan, the project team must create "Management plans document how the team will manage on a more detailed level. Examples of management plans include project scope, schedule, cost, quality, and risk management plans". 15. Levelling resources generally extends the schedule. Resource levelling refers to keeping the number of resources the same and letting time and cost be flexible. 16. Corrective action is anything done to bring expected future schedule performance in line with the project management plan. Such action should always be an output. 17. A milestone shows the completion of a series of activities or work packages. Therefore it takes no time of its own. 18. Parametric estimating does not make use of estimates from the team. 19. Project network diagrams are schematic displays of the logical relationships among activities. 20. You do not necessarily need to change the schedule, unless, of course, the delay is more than the activity's float. 21. The only certain impact of a scope change is a schedule change to shorten or lengthen subsequent activities. 22. There is no reason to think the project is going well or poorly based solely on float. 23. "Project management" software is not designed to do a good job of creating a WBS. It cannot create a complete project management plan, nor can it manage a complete project. It is designed to create and control schedules. 24. More interdependencies on a project increase the need for communication. 25. GERT is the only diagramming technique that allows loops. 26. A heuristic is a rule of thumb. Examples are cost per line of code, cost per square foot of floor space, etc. 27. The primary purpose of a network diagram is to show logical relationships. 28. A Monte Carlo analysis provides the ability to compute the probability of completing a project on a specific day. 29. When the project is completed early, the project manager should report that the project came in ahead of time and explain WHY. This is a success! If there was proper project planning, this should occur because an expected risk did not materialize. Critical Path method calculating Method 1 eyeballing 1) Add all activity duration for all possible paths 2) Calculate Float for any Activity = Duration of Longest path longest path duration of that activity. Method 2 Forward pass / Backward pass method ( when FREE FLOAT is asked ) 1) Calculate Critical path 2) Calculate ES by forward pass ES(successor) = ES (Current) + Duration(Current)if 2 possible values then higher one considered 3) Calculate LS by backward pass LS(predecessor) = LS(current) DUR(predecessor)if 2 possible values then lower one considered

8 4) Calculate Total Float = LS-ES 5) EF = ES + DURATION 6) LF = LS + DURATION 7) Calculate Free Float (current) = ES (successor) EF (current)it can only occur when two or more activities share a common successor (when activities converge)