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Project Management Process Groups Project 4. Integration Management Knowledge Areas 13. Stakeholder Initiating Planning Executing 5. Scope 6. Time 7. Cost 8. Quality 9. Human Resources 10. Communications 11. Risk 12. Procurement 6. 1 2 3456 Monitoring & Controlling 6.7 Closing 6.7 Control Schedule

Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group Project Time Management 6.1 Plan Schedule Management - the process for planning 6.2 Define Activities - decompose the WBS into activities 6.3 Sequence Activities - predecessors & successors 6.4 Estimate Activity Resources - who is doing the work? 6.5 Estimate Activity Durations - how long will it take? 6.6 Develop Schedule - put the activities into software 6.7 Control Schedule - monitor the project progress Outputs.1 Schedule management plan Outputs.1 Activity list.2 Activity attributes.3 Milestone list Outputs.1 Project schedule network diagrams.2 Project documents Outputs.1 Activity resource requirements.2 Resource breakdown structure.3 Project documents Outputs.1 Activity duration estimates.2 Project documents Outputs.1 Schedule baseline.2 Project schedule.3 Schedule data.4 Project calendars.5 Project management plan.6 Project documents

6.7 Control Schedule Inputs Tools & Techniques Outputs What & Why?.1 Project management plan.2 Project schedule.3 Work performance data.4 Project calendars.5 Schedule data assets.1 Performance reviews.2 Project management software.3 Resource optimization 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.5 Project documents assets PMBOK p. 185 To monitor project progress To manage changes to the schedule baseline as they occur To recognize deviation from the baseline and take corrective and/or preventive actions to minimize risk Updating the schedule requires knowing the actual performance to date

6.7 Control Schedule Inputs Tools & Techniques Outputs.1 Project management plan.2 Project schedule.3 Work performance data.4 Project calendars.5 Schedule data assets.1 Performance reviews.2 Project management software.3 Resource optimization 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.5 Project documents assets PMBOK p. 185 Work Performance Data, the raw data of observations and measurements: Key performance indicators Technical performance measures Start and finish dates Number of change requests Number of defects Actual costs Actual durations

6.7 Control Schedule Inputs Tools & Techniques Outputs.1 Project management plan.2 Project schedule.3 Work performance data.4 Project calendars.5 Schedule data assets.1 Performance reviews.2 Project management software.3 Resource optimization 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.5 Project documents assets PMBOK p. 185 Project Calendars: a chart that identifies working days and shifts that are available for scheduled activities Schedule Data: Schedule milestones, activities & their attributes Assumptions and constraints A histogram of resource requirements Alternative schedules (e.g.. best-case or worst-case)

Milestone Trend analysis

6.7 Control Schedule Inputs Tools & Techniques Outputs.1 Project management plan.2 Project schedule.3 Work performance data.4 Project calendars.5 Schedule data assets.1 Performance reviews.2 Project management software.3 Resource optimization 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.5 Project documents assets PMBOK p. 185 Performance Reviews: Critical path method: Compare progress along the critical path Variance on the critical path will have a direct impact on the project end date Looking at the progress of activities near critical paths can identify schedule risk

Critical Path analysis 6 5 10 1 5 5 B 11 5 15 Path A B D = 25 16 15 30 Start A D Finish 1 0 5 6 10 15 C 16 0 30 Path A C D = 30 (Critical Path) 6 0 15 KEY Activity Node Early Start Duration Early Finish Activity Name Late Start Total Float Late Finish NOTE: This example uses the accepted convention of the project starting on day 1 for calculating calendar start and finish dates. There are other accepted conventions that may be used. Critical Path Link Non-Critical Path Link Figure 6-18. Example of Critical Path Method See 014-time notes for more information

6.7 Control Schedule Inputs Tools & Techniques Outputs.1 Project management plan.2 Project schedule.3 Work performance data.4 Project calendars.5 Schedule data assets.1 Performance reviews.2 Project management software.3 Resource optimization 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.5 Project documents assets PMBOK p. 185 Performance Reviews: Critical chain method: Accounts for the effects of project uncertainty Allow each activity to occur as late as possible and, starting at the project end, add buffers (called Feeding Buffers) at key milestones to account for resource risk & limitations

Exam: This technique may be mentioned 3 times on the exam Critical Chain analysis

Further activity and schedule reduction using the Agile (Scrum) a methodology:

If an agile approach is utilized control schedule is concerned with: Knowing the current status of the schedule by comparing the total amount of work delivered and accepted against the baseline Conducting lessons learned reviews to correct processes Reprioritizing the remaining work plan (backlog) Determining the rate at which the deliverables are produced, validated and accepted (typically 2-4 weeks) Determine if the project schedule has changed Managing changes as they occur

6.7 Control Schedule Inputs Tools & Techniques Outputs.1 Project management plan.2 Project schedule.3 Work performance data.4 Project calendars.5 Schedule data assets.1 Performance reviews.2 Project management software.3 Resource optimization 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.5 Project documents assets PMBOK p. 185 Performance Reviews: Earned value management: determines the current status of the project and tracks progress. It integrates scope, cost and schedule measures For the schedule we look at: Schedule variance (SV) - the difference between Earned Value (EV) and Planned Value (PV) Schedule performance index (SPI) - the ratio between Earned Value (EV) and Planned Value (PV)

6.7 Control Schedule Inputs Tools & Techniques Outputs.1 Project management plan.2 Project schedule.3 Work performance data.4 Project calendars.5 Schedule data assets.1 Performance reviews.2 Project management software.3 Resource optimization 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.5 Project documents assets PMBOK p. 185 Earned value management, why? To determine the degree of variance To estimate the implications of those variances for future work To decide whether corrective or preventive action is required For projects not using earned value management compare planned activity start or finish dates with actual start or finish dates Determine the cause of the variance and any corrective or preventative actions needed

Earned value management, 3 basic elements: Planned Value (PV) - the planned cost of the work The total planned value for the project is known as Budget at Completion (BAC). Planned Value = (Planned % Complete) x BAC Earned Value (EV) - value of actual work completed to date Earned Value = (% of completed work) x BAC Actual Cost (AC) - the amount of money spent to date

Earned value management with regards to Schedule: Schedule variance (SV) = Earned Value Planned Value Measures work completed compared with what was planed - if the SV is positive you are ahead of schedule - if the SV is negative you are behind schedule Schedule performance index (SPI) = Earned Value / Planned Value Tells you how efficiently you are actually progressing compared to the planned progress - if the SPI is more than one you are ahead of schedule - if the SPI is less than one you are behind schedule

Earned Value Management

6.7 Control Schedule Inputs Tools & Techniques Outputs.1 Project management plan.2 Project schedule.3 Work performance data.4 Project calendars.5 Schedule data assets.1 Performance reviews.2 Project management software.3 Resource optimization 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.5 Project documents assets PMBOK p. 185 Project Management Software: MS project / Gantter... Resource Optimization Techniques: Resource Leveling: used when resources are in limited supply to balance resource demand. This typically lengthens the critical path Resource Smoothing: Similar to leveling but the resources are only leveled within the limits of the float in their activity. Completion dates are not delayed

6.7 Control Schedule Inputs Tools & Techniques Outputs.1 Project management plan.2 Project schedule.3 Work performance data.4 Project calendars.5 Schedule data assets.1 Performance reviews.2 Project management software.3 Resource optimization 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.5 Project documents assets PMBOK p. 185 Modeling Techniques: What-If Scenario Analysis, for example: delaying a major component delivery or extending specific durations Simulation: most commonly, a Monte Carlo analysis

6.7 Control Schedule Inputs Tools & Techniques Outputs.1 Project management plan.2 Project schedule.3 Work performance data.4 Project calendars.5 Schedule data assets.1 Performance reviews.2 Project management software.3 Resource optimization 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.5 Project documents assets PMBOK p. 185 Schedule Compression: shortening the schedule without reducing scope Fast tracking: change activities to perform in parallel Crashing: adding (or adjusting) resources to shorten the schedule and maintain the scope This adds cost

Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group Project Time Management 6.1 Plan Schedule Management - the process for planning 6.2 Define Activities - decompose the WBS into activities 6.3 Sequence Activities - predecessors & successors 6.4 Estimate Activity Resources - who is doing the work? 6.5 Estimate Activity Durations - how long will it take? 6.6 Develop Schedule - put the activities into software 6.7 Control Schedule - monitor the project progress Outputs.1 Work performance information.2 Schedule forecasts.3 Change requests.4 Project management plan.5 Project documents assets Outputs.1 Schedule management plan Outputs.1 Activity list.2 Activity attributes.3 Milestone list Outputs.1 Project schedule network diagrams.2 Project documents Outputs.1 Activity resource requirements.2 Resource breakdown structure.3 Project documents Outputs.1 Activity duration estimates.2 Project documents Outputs.1 Schedule baseline.2 Project schedule.3 Schedule data.4 Project calendars.5 Project management plan.6 Project documents

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