keeping on schedule - certified success · ph.d., cfpim, cscp, cpsm, csqe, mbb consultant,...
Post on 13-Oct-2020
5 Views
Preview:
TRANSCRIPT
Project Management
Workshop Series (PRJ-1D) All materials contained herein are the sole property of Certified Success
Unauthorized use is strictly prohibited without express written consent
Keeping on Schedule
Tools and Techniques for Tracking Progress
For a copy of the presentation email me at jackcookhotmailcom
1D3
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
When prompted to type on the screen click the T
on the toolbar then click on the screen to type
When prompted to use the
pointer click the right arrow
When prompted to use the check mark
click the dropdown next to the white box
then click the check mark
WebEx Orientation (1 of 2)
1D4
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
To raise your hand
during the presentation
click the hand icon
If you have a question
during the presentation
use the chat window to
contact me
WebEx Orientation (2 of 2)
1D5
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
1D6
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Jack Cook
PhD CFPIM CSCP CPSM CSQE MBB
consultant professor speaker and author
jackcookhotmailcom
5854147334
Areas of
Expertise
(alphabetically)
bull Information Technology (IT)
bull Lean Six Sigma (LSS)
bull Operations Management (OM)
bull Project Management (PM)
bull Supply Chain Management (SCM)
bull Masterrsquos Certificate in Project Management
bull Masterrsquos Certificate in Program Management
Certification
Instructor
bull Project Management Institute (PMI) PMP amp CAPM
bull American Society for Quality (ASQ) SSGB amp SSBB
bull Association for Operations Mgt (APICS) CSCP amp CPIM
bull Institute for Supply Management (ISM) CPSM
1D7
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Future Webinars
Title Session 1 Session 2
Getting Started
What Makes Project Management Unique
11 am ndash noon
(227)
3 ndash 4 pm
(313)
Project Management Fundamentals
Understanding the Path Ahead
3 ndash 4 pm
(41)
11 am ndash noon
(417)
Properly Scoping Projects
An Important Step for Ensuring Success
3 ndash 4 pm
(410)
11 am ndash noon
(424)
Keeping on Schedule
Tools and Techniques for Tracking Progress
11 am ndash noon
(51)
3 ndash 4 pm
(58)
Motivating Leading and Influencing Others
Communicating Expectations amp Creating Buy-In
3 ndash 4 pm
(515)
11 am ndash noon
(529)
Communication Fundamentals
A Critical Skill for All Project Managers
11 am ndash noon
(612)
3 ndash 4 pm
(626)
At the end yoursquore going to be asked what are the key messages of this webinar
So think about your answer as we go through the material
1D8
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Importance of project
schedules
Planning schedule
management
Defining activities
Sequencing activities
Estimating activity
resources
Estimating activity
durations
Developing the schedule
Controlling the schedule
Project Time Management
1D9
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Delivering projects on time is challenging
bull Scheduling issues are a main source of conflict
bull Time is the variable with the least amount of flexibility
bull Project time management ndash the processes required to
ensure timely completion of a project
The Importance of Project Schedules
1D10
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Planning Processes Outputs
Plan Schedule management plan
Define
activities
Activity list activity attributes milestone list project
management plan updates
Sequence
activities
Project schedule network diagrams project documents
updates
Estimate
activity resources
Activity resource requirements resource breakdown
structure project documents updates
Estimate
activity durations Activity duration estimates project documents updates
Develop
schedule
Schedule baseline project schedule schedule data
project calendars project management plan updates
project documents updates
Project Time Management (1 of 2)
Project Start Project Finish
1D11
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Monitoring amp Controlling
Processes Outputs
Control
schedule
bull Work performance information
bull Schedule forecasts
bull Change requests
bull Project management plan updates
bull Project documents updates
bull Organizational process assets updates
Project Time Management (2 of 2)
Project Start Project Finish
1D12
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Schedule management
plan
Activity list
Activity attributes
Activity resource
requirements
Resource calendars
Project scope
statement
Risk register
Resource breakdown structure
Enterprise environmental
factors
Organizational process assets
Have you ever used any of the following
1D13
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Main output is a schedule management plan
bull Level of detail varies
ndash Informal and broad
ndash Formal and detailed
bull Used for planning executing and controlling the
project schedule
bull Consists of policies procedures and documentation
Planning Schedule Management
1D14
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Important to describe activities in more detail
bull Must specify enough detail to determine resource and
schedule estimates
bull Main outputs
ndash Activity list
ndash Activity attributes
ndash Milestone list
ndash Project management plan updates
Defining Activities and Tasks
1D15
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Both should be in agreement with the
WBS and WBS dictionary
Defining Activities
Activity List Attributes
1D16
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Dependencyrelationship ndash pertains to the
sequencing of project activities or tasks
Sequencing Activities ndash Dependencies
Dependency Definition
Mandatory Inherent in the nature of the
work being performed on a project
Discretionary Defined by the project team
External Involve relationships between
project and non-project activities
1D17
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Activity-on-Arrow (AOA)
Note Assume all durations are in days A=1 means Activity A has a duration of 1 day
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Burst
Merge
Nodes
1D18
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Types of Dependencies Between Activities
Task Dependency Example Description
Finish-to-Start (FS) Task B cannot start
until task A finishes
Start-to-Start (SS) Task B cannot start
until task A starts
Finish-to-Finish (FF) Task B cannot finish
until task A finishes
Start-to-Finish (SF) Task B cannot finish
until task A starts
A
B
A
B
A
B
A
B
1D19
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Types of resources
ndash People
ndash Equipment
ndash Materials
bull Primary outputs
ndash Activity resource requirements
ndash Resource breakdown structure
ndash Project documents updates
Estimating Activity Resources
1D20
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Resource Breakdown Structure
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D3
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
When prompted to type on the screen click the T
on the toolbar then click on the screen to type
When prompted to use the
pointer click the right arrow
When prompted to use the check mark
click the dropdown next to the white box
then click the check mark
WebEx Orientation (1 of 2)
1D4
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
To raise your hand
during the presentation
click the hand icon
If you have a question
during the presentation
use the chat window to
contact me
WebEx Orientation (2 of 2)
1D5
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
1D6
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Jack Cook
PhD CFPIM CSCP CPSM CSQE MBB
consultant professor speaker and author
jackcookhotmailcom
5854147334
Areas of
Expertise
(alphabetically)
bull Information Technology (IT)
bull Lean Six Sigma (LSS)
bull Operations Management (OM)
bull Project Management (PM)
bull Supply Chain Management (SCM)
bull Masterrsquos Certificate in Project Management
bull Masterrsquos Certificate in Program Management
Certification
Instructor
bull Project Management Institute (PMI) PMP amp CAPM
bull American Society for Quality (ASQ) SSGB amp SSBB
bull Association for Operations Mgt (APICS) CSCP amp CPIM
bull Institute for Supply Management (ISM) CPSM
1D7
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Future Webinars
Title Session 1 Session 2
Getting Started
What Makes Project Management Unique
11 am ndash noon
(227)
3 ndash 4 pm
(313)
Project Management Fundamentals
Understanding the Path Ahead
3 ndash 4 pm
(41)
11 am ndash noon
(417)
Properly Scoping Projects
An Important Step for Ensuring Success
3 ndash 4 pm
(410)
11 am ndash noon
(424)
Keeping on Schedule
Tools and Techniques for Tracking Progress
11 am ndash noon
(51)
3 ndash 4 pm
(58)
Motivating Leading and Influencing Others
Communicating Expectations amp Creating Buy-In
3 ndash 4 pm
(515)
11 am ndash noon
(529)
Communication Fundamentals
A Critical Skill for All Project Managers
11 am ndash noon
(612)
3 ndash 4 pm
(626)
At the end yoursquore going to be asked what are the key messages of this webinar
So think about your answer as we go through the material
1D8
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Importance of project
schedules
Planning schedule
management
Defining activities
Sequencing activities
Estimating activity
resources
Estimating activity
durations
Developing the schedule
Controlling the schedule
Project Time Management
1D9
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Delivering projects on time is challenging
bull Scheduling issues are a main source of conflict
bull Time is the variable with the least amount of flexibility
bull Project time management ndash the processes required to
ensure timely completion of a project
The Importance of Project Schedules
1D10
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Planning Processes Outputs
Plan Schedule management plan
Define
activities
Activity list activity attributes milestone list project
management plan updates
Sequence
activities
Project schedule network diagrams project documents
updates
Estimate
activity resources
Activity resource requirements resource breakdown
structure project documents updates
Estimate
activity durations Activity duration estimates project documents updates
Develop
schedule
Schedule baseline project schedule schedule data
project calendars project management plan updates
project documents updates
Project Time Management (1 of 2)
Project Start Project Finish
1D11
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Monitoring amp Controlling
Processes Outputs
Control
schedule
bull Work performance information
bull Schedule forecasts
bull Change requests
bull Project management plan updates
bull Project documents updates
bull Organizational process assets updates
Project Time Management (2 of 2)
Project Start Project Finish
1D12
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Schedule management
plan
Activity list
Activity attributes
Activity resource
requirements
Resource calendars
Project scope
statement
Risk register
Resource breakdown structure
Enterprise environmental
factors
Organizational process assets
Have you ever used any of the following
1D13
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Main output is a schedule management plan
bull Level of detail varies
ndash Informal and broad
ndash Formal and detailed
bull Used for planning executing and controlling the
project schedule
bull Consists of policies procedures and documentation
Planning Schedule Management
1D14
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Important to describe activities in more detail
bull Must specify enough detail to determine resource and
schedule estimates
bull Main outputs
ndash Activity list
ndash Activity attributes
ndash Milestone list
ndash Project management plan updates
Defining Activities and Tasks
1D15
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Both should be in agreement with the
WBS and WBS dictionary
Defining Activities
Activity List Attributes
1D16
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Dependencyrelationship ndash pertains to the
sequencing of project activities or tasks
Sequencing Activities ndash Dependencies
Dependency Definition
Mandatory Inherent in the nature of the
work being performed on a project
Discretionary Defined by the project team
External Involve relationships between
project and non-project activities
1D17
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Activity-on-Arrow (AOA)
Note Assume all durations are in days A=1 means Activity A has a duration of 1 day
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Burst
Merge
Nodes
1D18
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Types of Dependencies Between Activities
Task Dependency Example Description
Finish-to-Start (FS) Task B cannot start
until task A finishes
Start-to-Start (SS) Task B cannot start
until task A starts
Finish-to-Finish (FF) Task B cannot finish
until task A finishes
Start-to-Finish (SF) Task B cannot finish
until task A starts
A
B
A
B
A
B
A
B
1D19
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Types of resources
ndash People
ndash Equipment
ndash Materials
bull Primary outputs
ndash Activity resource requirements
ndash Resource breakdown structure
ndash Project documents updates
Estimating Activity Resources
1D20
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Resource Breakdown Structure
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D4
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
To raise your hand
during the presentation
click the hand icon
If you have a question
during the presentation
use the chat window to
contact me
WebEx Orientation (2 of 2)
1D5
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
1D6
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Jack Cook
PhD CFPIM CSCP CPSM CSQE MBB
consultant professor speaker and author
jackcookhotmailcom
5854147334
Areas of
Expertise
(alphabetically)
bull Information Technology (IT)
bull Lean Six Sigma (LSS)
bull Operations Management (OM)
bull Project Management (PM)
bull Supply Chain Management (SCM)
bull Masterrsquos Certificate in Project Management
bull Masterrsquos Certificate in Program Management
Certification
Instructor
bull Project Management Institute (PMI) PMP amp CAPM
bull American Society for Quality (ASQ) SSGB amp SSBB
bull Association for Operations Mgt (APICS) CSCP amp CPIM
bull Institute for Supply Management (ISM) CPSM
1D7
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Future Webinars
Title Session 1 Session 2
Getting Started
What Makes Project Management Unique
11 am ndash noon
(227)
3 ndash 4 pm
(313)
Project Management Fundamentals
Understanding the Path Ahead
3 ndash 4 pm
(41)
11 am ndash noon
(417)
Properly Scoping Projects
An Important Step for Ensuring Success
3 ndash 4 pm
(410)
11 am ndash noon
(424)
Keeping on Schedule
Tools and Techniques for Tracking Progress
11 am ndash noon
(51)
3 ndash 4 pm
(58)
Motivating Leading and Influencing Others
Communicating Expectations amp Creating Buy-In
3 ndash 4 pm
(515)
11 am ndash noon
(529)
Communication Fundamentals
A Critical Skill for All Project Managers
11 am ndash noon
(612)
3 ndash 4 pm
(626)
At the end yoursquore going to be asked what are the key messages of this webinar
So think about your answer as we go through the material
1D8
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Importance of project
schedules
Planning schedule
management
Defining activities
Sequencing activities
Estimating activity
resources
Estimating activity
durations
Developing the schedule
Controlling the schedule
Project Time Management
1D9
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Delivering projects on time is challenging
bull Scheduling issues are a main source of conflict
bull Time is the variable with the least amount of flexibility
bull Project time management ndash the processes required to
ensure timely completion of a project
The Importance of Project Schedules
1D10
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Planning Processes Outputs
Plan Schedule management plan
Define
activities
Activity list activity attributes milestone list project
management plan updates
Sequence
activities
Project schedule network diagrams project documents
updates
Estimate
activity resources
Activity resource requirements resource breakdown
structure project documents updates
Estimate
activity durations Activity duration estimates project documents updates
Develop
schedule
Schedule baseline project schedule schedule data
project calendars project management plan updates
project documents updates
Project Time Management (1 of 2)
Project Start Project Finish
1D11
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Monitoring amp Controlling
Processes Outputs
Control
schedule
bull Work performance information
bull Schedule forecasts
bull Change requests
bull Project management plan updates
bull Project documents updates
bull Organizational process assets updates
Project Time Management (2 of 2)
Project Start Project Finish
1D12
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Schedule management
plan
Activity list
Activity attributes
Activity resource
requirements
Resource calendars
Project scope
statement
Risk register
Resource breakdown structure
Enterprise environmental
factors
Organizational process assets
Have you ever used any of the following
1D13
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Main output is a schedule management plan
bull Level of detail varies
ndash Informal and broad
ndash Formal and detailed
bull Used for planning executing and controlling the
project schedule
bull Consists of policies procedures and documentation
Planning Schedule Management
1D14
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Important to describe activities in more detail
bull Must specify enough detail to determine resource and
schedule estimates
bull Main outputs
ndash Activity list
ndash Activity attributes
ndash Milestone list
ndash Project management plan updates
Defining Activities and Tasks
1D15
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Both should be in agreement with the
WBS and WBS dictionary
Defining Activities
Activity List Attributes
1D16
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Dependencyrelationship ndash pertains to the
sequencing of project activities or tasks
Sequencing Activities ndash Dependencies
Dependency Definition
Mandatory Inherent in the nature of the
work being performed on a project
Discretionary Defined by the project team
External Involve relationships between
project and non-project activities
1D17
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Activity-on-Arrow (AOA)
Note Assume all durations are in days A=1 means Activity A has a duration of 1 day
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Burst
Merge
Nodes
1D18
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Types of Dependencies Between Activities
Task Dependency Example Description
Finish-to-Start (FS) Task B cannot start
until task A finishes
Start-to-Start (SS) Task B cannot start
until task A starts
Finish-to-Finish (FF) Task B cannot finish
until task A finishes
Start-to-Finish (SF) Task B cannot finish
until task A starts
A
B
A
B
A
B
A
B
1D19
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Types of resources
ndash People
ndash Equipment
ndash Materials
bull Primary outputs
ndash Activity resource requirements
ndash Resource breakdown structure
ndash Project documents updates
Estimating Activity Resources
1D20
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Resource Breakdown Structure
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D5
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
1D6
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Jack Cook
PhD CFPIM CSCP CPSM CSQE MBB
consultant professor speaker and author
jackcookhotmailcom
5854147334
Areas of
Expertise
(alphabetically)
bull Information Technology (IT)
bull Lean Six Sigma (LSS)
bull Operations Management (OM)
bull Project Management (PM)
bull Supply Chain Management (SCM)
bull Masterrsquos Certificate in Project Management
bull Masterrsquos Certificate in Program Management
Certification
Instructor
bull Project Management Institute (PMI) PMP amp CAPM
bull American Society for Quality (ASQ) SSGB amp SSBB
bull Association for Operations Mgt (APICS) CSCP amp CPIM
bull Institute for Supply Management (ISM) CPSM
1D7
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Future Webinars
Title Session 1 Session 2
Getting Started
What Makes Project Management Unique
11 am ndash noon
(227)
3 ndash 4 pm
(313)
Project Management Fundamentals
Understanding the Path Ahead
3 ndash 4 pm
(41)
11 am ndash noon
(417)
Properly Scoping Projects
An Important Step for Ensuring Success
3 ndash 4 pm
(410)
11 am ndash noon
(424)
Keeping on Schedule
Tools and Techniques for Tracking Progress
11 am ndash noon
(51)
3 ndash 4 pm
(58)
Motivating Leading and Influencing Others
Communicating Expectations amp Creating Buy-In
3 ndash 4 pm
(515)
11 am ndash noon
(529)
Communication Fundamentals
A Critical Skill for All Project Managers
11 am ndash noon
(612)
3 ndash 4 pm
(626)
At the end yoursquore going to be asked what are the key messages of this webinar
So think about your answer as we go through the material
1D8
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Importance of project
schedules
Planning schedule
management
Defining activities
Sequencing activities
Estimating activity
resources
Estimating activity
durations
Developing the schedule
Controlling the schedule
Project Time Management
1D9
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Delivering projects on time is challenging
bull Scheduling issues are a main source of conflict
bull Time is the variable with the least amount of flexibility
bull Project time management ndash the processes required to
ensure timely completion of a project
The Importance of Project Schedules
1D10
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Planning Processes Outputs
Plan Schedule management plan
Define
activities
Activity list activity attributes milestone list project
management plan updates
Sequence
activities
Project schedule network diagrams project documents
updates
Estimate
activity resources
Activity resource requirements resource breakdown
structure project documents updates
Estimate
activity durations Activity duration estimates project documents updates
Develop
schedule
Schedule baseline project schedule schedule data
project calendars project management plan updates
project documents updates
Project Time Management (1 of 2)
Project Start Project Finish
1D11
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Monitoring amp Controlling
Processes Outputs
Control
schedule
bull Work performance information
bull Schedule forecasts
bull Change requests
bull Project management plan updates
bull Project documents updates
bull Organizational process assets updates
Project Time Management (2 of 2)
Project Start Project Finish
1D12
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Schedule management
plan
Activity list
Activity attributes
Activity resource
requirements
Resource calendars
Project scope
statement
Risk register
Resource breakdown structure
Enterprise environmental
factors
Organizational process assets
Have you ever used any of the following
1D13
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Main output is a schedule management plan
bull Level of detail varies
ndash Informal and broad
ndash Formal and detailed
bull Used for planning executing and controlling the
project schedule
bull Consists of policies procedures and documentation
Planning Schedule Management
1D14
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Important to describe activities in more detail
bull Must specify enough detail to determine resource and
schedule estimates
bull Main outputs
ndash Activity list
ndash Activity attributes
ndash Milestone list
ndash Project management plan updates
Defining Activities and Tasks
1D15
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Both should be in agreement with the
WBS and WBS dictionary
Defining Activities
Activity List Attributes
1D16
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Dependencyrelationship ndash pertains to the
sequencing of project activities or tasks
Sequencing Activities ndash Dependencies
Dependency Definition
Mandatory Inherent in the nature of the
work being performed on a project
Discretionary Defined by the project team
External Involve relationships between
project and non-project activities
1D17
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Activity-on-Arrow (AOA)
Note Assume all durations are in days A=1 means Activity A has a duration of 1 day
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Burst
Merge
Nodes
1D18
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Types of Dependencies Between Activities
Task Dependency Example Description
Finish-to-Start (FS) Task B cannot start
until task A finishes
Start-to-Start (SS) Task B cannot start
until task A starts
Finish-to-Finish (FF) Task B cannot finish
until task A finishes
Start-to-Finish (SF) Task B cannot finish
until task A starts
A
B
A
B
A
B
A
B
1D19
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Types of resources
ndash People
ndash Equipment
ndash Materials
bull Primary outputs
ndash Activity resource requirements
ndash Resource breakdown structure
ndash Project documents updates
Estimating Activity Resources
1D20
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Resource Breakdown Structure
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D6
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Jack Cook
PhD CFPIM CSCP CPSM CSQE MBB
consultant professor speaker and author
jackcookhotmailcom
5854147334
Areas of
Expertise
(alphabetically)
bull Information Technology (IT)
bull Lean Six Sigma (LSS)
bull Operations Management (OM)
bull Project Management (PM)
bull Supply Chain Management (SCM)
bull Masterrsquos Certificate in Project Management
bull Masterrsquos Certificate in Program Management
Certification
Instructor
bull Project Management Institute (PMI) PMP amp CAPM
bull American Society for Quality (ASQ) SSGB amp SSBB
bull Association for Operations Mgt (APICS) CSCP amp CPIM
bull Institute for Supply Management (ISM) CPSM
1D7
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Future Webinars
Title Session 1 Session 2
Getting Started
What Makes Project Management Unique
11 am ndash noon
(227)
3 ndash 4 pm
(313)
Project Management Fundamentals
Understanding the Path Ahead
3 ndash 4 pm
(41)
11 am ndash noon
(417)
Properly Scoping Projects
An Important Step for Ensuring Success
3 ndash 4 pm
(410)
11 am ndash noon
(424)
Keeping on Schedule
Tools and Techniques for Tracking Progress
11 am ndash noon
(51)
3 ndash 4 pm
(58)
Motivating Leading and Influencing Others
Communicating Expectations amp Creating Buy-In
3 ndash 4 pm
(515)
11 am ndash noon
(529)
Communication Fundamentals
A Critical Skill for All Project Managers
11 am ndash noon
(612)
3 ndash 4 pm
(626)
At the end yoursquore going to be asked what are the key messages of this webinar
So think about your answer as we go through the material
1D8
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Importance of project
schedules
Planning schedule
management
Defining activities
Sequencing activities
Estimating activity
resources
Estimating activity
durations
Developing the schedule
Controlling the schedule
Project Time Management
1D9
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Delivering projects on time is challenging
bull Scheduling issues are a main source of conflict
bull Time is the variable with the least amount of flexibility
bull Project time management ndash the processes required to
ensure timely completion of a project
The Importance of Project Schedules
1D10
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Planning Processes Outputs
Plan Schedule management plan
Define
activities
Activity list activity attributes milestone list project
management plan updates
Sequence
activities
Project schedule network diagrams project documents
updates
Estimate
activity resources
Activity resource requirements resource breakdown
structure project documents updates
Estimate
activity durations Activity duration estimates project documents updates
Develop
schedule
Schedule baseline project schedule schedule data
project calendars project management plan updates
project documents updates
Project Time Management (1 of 2)
Project Start Project Finish
1D11
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Monitoring amp Controlling
Processes Outputs
Control
schedule
bull Work performance information
bull Schedule forecasts
bull Change requests
bull Project management plan updates
bull Project documents updates
bull Organizational process assets updates
Project Time Management (2 of 2)
Project Start Project Finish
1D12
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Schedule management
plan
Activity list
Activity attributes
Activity resource
requirements
Resource calendars
Project scope
statement
Risk register
Resource breakdown structure
Enterprise environmental
factors
Organizational process assets
Have you ever used any of the following
1D13
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Main output is a schedule management plan
bull Level of detail varies
ndash Informal and broad
ndash Formal and detailed
bull Used for planning executing and controlling the
project schedule
bull Consists of policies procedures and documentation
Planning Schedule Management
1D14
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Important to describe activities in more detail
bull Must specify enough detail to determine resource and
schedule estimates
bull Main outputs
ndash Activity list
ndash Activity attributes
ndash Milestone list
ndash Project management plan updates
Defining Activities and Tasks
1D15
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Both should be in agreement with the
WBS and WBS dictionary
Defining Activities
Activity List Attributes
1D16
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Dependencyrelationship ndash pertains to the
sequencing of project activities or tasks
Sequencing Activities ndash Dependencies
Dependency Definition
Mandatory Inherent in the nature of the
work being performed on a project
Discretionary Defined by the project team
External Involve relationships between
project and non-project activities
1D17
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Activity-on-Arrow (AOA)
Note Assume all durations are in days A=1 means Activity A has a duration of 1 day
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Burst
Merge
Nodes
1D18
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Types of Dependencies Between Activities
Task Dependency Example Description
Finish-to-Start (FS) Task B cannot start
until task A finishes
Start-to-Start (SS) Task B cannot start
until task A starts
Finish-to-Finish (FF) Task B cannot finish
until task A finishes
Start-to-Finish (SF) Task B cannot finish
until task A starts
A
B
A
B
A
B
A
B
1D19
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Types of resources
ndash People
ndash Equipment
ndash Materials
bull Primary outputs
ndash Activity resource requirements
ndash Resource breakdown structure
ndash Project documents updates
Estimating Activity Resources
1D20
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Resource Breakdown Structure
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D7
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Future Webinars
Title Session 1 Session 2
Getting Started
What Makes Project Management Unique
11 am ndash noon
(227)
3 ndash 4 pm
(313)
Project Management Fundamentals
Understanding the Path Ahead
3 ndash 4 pm
(41)
11 am ndash noon
(417)
Properly Scoping Projects
An Important Step for Ensuring Success
3 ndash 4 pm
(410)
11 am ndash noon
(424)
Keeping on Schedule
Tools and Techniques for Tracking Progress
11 am ndash noon
(51)
3 ndash 4 pm
(58)
Motivating Leading and Influencing Others
Communicating Expectations amp Creating Buy-In
3 ndash 4 pm
(515)
11 am ndash noon
(529)
Communication Fundamentals
A Critical Skill for All Project Managers
11 am ndash noon
(612)
3 ndash 4 pm
(626)
At the end yoursquore going to be asked what are the key messages of this webinar
So think about your answer as we go through the material
1D8
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Importance of project
schedules
Planning schedule
management
Defining activities
Sequencing activities
Estimating activity
resources
Estimating activity
durations
Developing the schedule
Controlling the schedule
Project Time Management
1D9
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Delivering projects on time is challenging
bull Scheduling issues are a main source of conflict
bull Time is the variable with the least amount of flexibility
bull Project time management ndash the processes required to
ensure timely completion of a project
The Importance of Project Schedules
1D10
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Planning Processes Outputs
Plan Schedule management plan
Define
activities
Activity list activity attributes milestone list project
management plan updates
Sequence
activities
Project schedule network diagrams project documents
updates
Estimate
activity resources
Activity resource requirements resource breakdown
structure project documents updates
Estimate
activity durations Activity duration estimates project documents updates
Develop
schedule
Schedule baseline project schedule schedule data
project calendars project management plan updates
project documents updates
Project Time Management (1 of 2)
Project Start Project Finish
1D11
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Monitoring amp Controlling
Processes Outputs
Control
schedule
bull Work performance information
bull Schedule forecasts
bull Change requests
bull Project management plan updates
bull Project documents updates
bull Organizational process assets updates
Project Time Management (2 of 2)
Project Start Project Finish
1D12
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Schedule management
plan
Activity list
Activity attributes
Activity resource
requirements
Resource calendars
Project scope
statement
Risk register
Resource breakdown structure
Enterprise environmental
factors
Organizational process assets
Have you ever used any of the following
1D13
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Main output is a schedule management plan
bull Level of detail varies
ndash Informal and broad
ndash Formal and detailed
bull Used for planning executing and controlling the
project schedule
bull Consists of policies procedures and documentation
Planning Schedule Management
1D14
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Important to describe activities in more detail
bull Must specify enough detail to determine resource and
schedule estimates
bull Main outputs
ndash Activity list
ndash Activity attributes
ndash Milestone list
ndash Project management plan updates
Defining Activities and Tasks
1D15
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Both should be in agreement with the
WBS and WBS dictionary
Defining Activities
Activity List Attributes
1D16
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Dependencyrelationship ndash pertains to the
sequencing of project activities or tasks
Sequencing Activities ndash Dependencies
Dependency Definition
Mandatory Inherent in the nature of the
work being performed on a project
Discretionary Defined by the project team
External Involve relationships between
project and non-project activities
1D17
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Activity-on-Arrow (AOA)
Note Assume all durations are in days A=1 means Activity A has a duration of 1 day
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Burst
Merge
Nodes
1D18
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Types of Dependencies Between Activities
Task Dependency Example Description
Finish-to-Start (FS) Task B cannot start
until task A finishes
Start-to-Start (SS) Task B cannot start
until task A starts
Finish-to-Finish (FF) Task B cannot finish
until task A finishes
Start-to-Finish (SF) Task B cannot finish
until task A starts
A
B
A
B
A
B
A
B
1D19
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Types of resources
ndash People
ndash Equipment
ndash Materials
bull Primary outputs
ndash Activity resource requirements
ndash Resource breakdown structure
ndash Project documents updates
Estimating Activity Resources
1D20
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Resource Breakdown Structure
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D8
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Importance of project
schedules
Planning schedule
management
Defining activities
Sequencing activities
Estimating activity
resources
Estimating activity
durations
Developing the schedule
Controlling the schedule
Project Time Management
1D9
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Delivering projects on time is challenging
bull Scheduling issues are a main source of conflict
bull Time is the variable with the least amount of flexibility
bull Project time management ndash the processes required to
ensure timely completion of a project
The Importance of Project Schedules
1D10
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Planning Processes Outputs
Plan Schedule management plan
Define
activities
Activity list activity attributes milestone list project
management plan updates
Sequence
activities
Project schedule network diagrams project documents
updates
Estimate
activity resources
Activity resource requirements resource breakdown
structure project documents updates
Estimate
activity durations Activity duration estimates project documents updates
Develop
schedule
Schedule baseline project schedule schedule data
project calendars project management plan updates
project documents updates
Project Time Management (1 of 2)
Project Start Project Finish
1D11
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Monitoring amp Controlling
Processes Outputs
Control
schedule
bull Work performance information
bull Schedule forecasts
bull Change requests
bull Project management plan updates
bull Project documents updates
bull Organizational process assets updates
Project Time Management (2 of 2)
Project Start Project Finish
1D12
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Schedule management
plan
Activity list
Activity attributes
Activity resource
requirements
Resource calendars
Project scope
statement
Risk register
Resource breakdown structure
Enterprise environmental
factors
Organizational process assets
Have you ever used any of the following
1D13
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Main output is a schedule management plan
bull Level of detail varies
ndash Informal and broad
ndash Formal and detailed
bull Used for planning executing and controlling the
project schedule
bull Consists of policies procedures and documentation
Planning Schedule Management
1D14
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Important to describe activities in more detail
bull Must specify enough detail to determine resource and
schedule estimates
bull Main outputs
ndash Activity list
ndash Activity attributes
ndash Milestone list
ndash Project management plan updates
Defining Activities and Tasks
1D15
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Both should be in agreement with the
WBS and WBS dictionary
Defining Activities
Activity List Attributes
1D16
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Dependencyrelationship ndash pertains to the
sequencing of project activities or tasks
Sequencing Activities ndash Dependencies
Dependency Definition
Mandatory Inherent in the nature of the
work being performed on a project
Discretionary Defined by the project team
External Involve relationships between
project and non-project activities
1D17
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Activity-on-Arrow (AOA)
Note Assume all durations are in days A=1 means Activity A has a duration of 1 day
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Burst
Merge
Nodes
1D18
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Types of Dependencies Between Activities
Task Dependency Example Description
Finish-to-Start (FS) Task B cannot start
until task A finishes
Start-to-Start (SS) Task B cannot start
until task A starts
Finish-to-Finish (FF) Task B cannot finish
until task A finishes
Start-to-Finish (SF) Task B cannot finish
until task A starts
A
B
A
B
A
B
A
B
1D19
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Types of resources
ndash People
ndash Equipment
ndash Materials
bull Primary outputs
ndash Activity resource requirements
ndash Resource breakdown structure
ndash Project documents updates
Estimating Activity Resources
1D20
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Resource Breakdown Structure
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D9
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Delivering projects on time is challenging
bull Scheduling issues are a main source of conflict
bull Time is the variable with the least amount of flexibility
bull Project time management ndash the processes required to
ensure timely completion of a project
The Importance of Project Schedules
1D10
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Planning Processes Outputs
Plan Schedule management plan
Define
activities
Activity list activity attributes milestone list project
management plan updates
Sequence
activities
Project schedule network diagrams project documents
updates
Estimate
activity resources
Activity resource requirements resource breakdown
structure project documents updates
Estimate
activity durations Activity duration estimates project documents updates
Develop
schedule
Schedule baseline project schedule schedule data
project calendars project management plan updates
project documents updates
Project Time Management (1 of 2)
Project Start Project Finish
1D11
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Monitoring amp Controlling
Processes Outputs
Control
schedule
bull Work performance information
bull Schedule forecasts
bull Change requests
bull Project management plan updates
bull Project documents updates
bull Organizational process assets updates
Project Time Management (2 of 2)
Project Start Project Finish
1D12
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Schedule management
plan
Activity list
Activity attributes
Activity resource
requirements
Resource calendars
Project scope
statement
Risk register
Resource breakdown structure
Enterprise environmental
factors
Organizational process assets
Have you ever used any of the following
1D13
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Main output is a schedule management plan
bull Level of detail varies
ndash Informal and broad
ndash Formal and detailed
bull Used for planning executing and controlling the
project schedule
bull Consists of policies procedures and documentation
Planning Schedule Management
1D14
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Important to describe activities in more detail
bull Must specify enough detail to determine resource and
schedule estimates
bull Main outputs
ndash Activity list
ndash Activity attributes
ndash Milestone list
ndash Project management plan updates
Defining Activities and Tasks
1D15
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Both should be in agreement with the
WBS and WBS dictionary
Defining Activities
Activity List Attributes
1D16
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Dependencyrelationship ndash pertains to the
sequencing of project activities or tasks
Sequencing Activities ndash Dependencies
Dependency Definition
Mandatory Inherent in the nature of the
work being performed on a project
Discretionary Defined by the project team
External Involve relationships between
project and non-project activities
1D17
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Activity-on-Arrow (AOA)
Note Assume all durations are in days A=1 means Activity A has a duration of 1 day
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Burst
Merge
Nodes
1D18
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Types of Dependencies Between Activities
Task Dependency Example Description
Finish-to-Start (FS) Task B cannot start
until task A finishes
Start-to-Start (SS) Task B cannot start
until task A starts
Finish-to-Finish (FF) Task B cannot finish
until task A finishes
Start-to-Finish (SF) Task B cannot finish
until task A starts
A
B
A
B
A
B
A
B
1D19
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Types of resources
ndash People
ndash Equipment
ndash Materials
bull Primary outputs
ndash Activity resource requirements
ndash Resource breakdown structure
ndash Project documents updates
Estimating Activity Resources
1D20
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Resource Breakdown Structure
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D10
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Planning Processes Outputs
Plan Schedule management plan
Define
activities
Activity list activity attributes milestone list project
management plan updates
Sequence
activities
Project schedule network diagrams project documents
updates
Estimate
activity resources
Activity resource requirements resource breakdown
structure project documents updates
Estimate
activity durations Activity duration estimates project documents updates
Develop
schedule
Schedule baseline project schedule schedule data
project calendars project management plan updates
project documents updates
Project Time Management (1 of 2)
Project Start Project Finish
1D11
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Monitoring amp Controlling
Processes Outputs
Control
schedule
bull Work performance information
bull Schedule forecasts
bull Change requests
bull Project management plan updates
bull Project documents updates
bull Organizational process assets updates
Project Time Management (2 of 2)
Project Start Project Finish
1D12
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Schedule management
plan
Activity list
Activity attributes
Activity resource
requirements
Resource calendars
Project scope
statement
Risk register
Resource breakdown structure
Enterprise environmental
factors
Organizational process assets
Have you ever used any of the following
1D13
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Main output is a schedule management plan
bull Level of detail varies
ndash Informal and broad
ndash Formal and detailed
bull Used for planning executing and controlling the
project schedule
bull Consists of policies procedures and documentation
Planning Schedule Management
1D14
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Important to describe activities in more detail
bull Must specify enough detail to determine resource and
schedule estimates
bull Main outputs
ndash Activity list
ndash Activity attributes
ndash Milestone list
ndash Project management plan updates
Defining Activities and Tasks
1D15
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Both should be in agreement with the
WBS and WBS dictionary
Defining Activities
Activity List Attributes
1D16
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Dependencyrelationship ndash pertains to the
sequencing of project activities or tasks
Sequencing Activities ndash Dependencies
Dependency Definition
Mandatory Inherent in the nature of the
work being performed on a project
Discretionary Defined by the project team
External Involve relationships between
project and non-project activities
1D17
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Activity-on-Arrow (AOA)
Note Assume all durations are in days A=1 means Activity A has a duration of 1 day
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Burst
Merge
Nodes
1D18
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Types of Dependencies Between Activities
Task Dependency Example Description
Finish-to-Start (FS) Task B cannot start
until task A finishes
Start-to-Start (SS) Task B cannot start
until task A starts
Finish-to-Finish (FF) Task B cannot finish
until task A finishes
Start-to-Finish (SF) Task B cannot finish
until task A starts
A
B
A
B
A
B
A
B
1D19
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Types of resources
ndash People
ndash Equipment
ndash Materials
bull Primary outputs
ndash Activity resource requirements
ndash Resource breakdown structure
ndash Project documents updates
Estimating Activity Resources
1D20
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Resource Breakdown Structure
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D11
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Monitoring amp Controlling
Processes Outputs
Control
schedule
bull Work performance information
bull Schedule forecasts
bull Change requests
bull Project management plan updates
bull Project documents updates
bull Organizational process assets updates
Project Time Management (2 of 2)
Project Start Project Finish
1D12
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Schedule management
plan
Activity list
Activity attributes
Activity resource
requirements
Resource calendars
Project scope
statement
Risk register
Resource breakdown structure
Enterprise environmental
factors
Organizational process assets
Have you ever used any of the following
1D13
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Main output is a schedule management plan
bull Level of detail varies
ndash Informal and broad
ndash Formal and detailed
bull Used for planning executing and controlling the
project schedule
bull Consists of policies procedures and documentation
Planning Schedule Management
1D14
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Important to describe activities in more detail
bull Must specify enough detail to determine resource and
schedule estimates
bull Main outputs
ndash Activity list
ndash Activity attributes
ndash Milestone list
ndash Project management plan updates
Defining Activities and Tasks
1D15
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Both should be in agreement with the
WBS and WBS dictionary
Defining Activities
Activity List Attributes
1D16
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Dependencyrelationship ndash pertains to the
sequencing of project activities or tasks
Sequencing Activities ndash Dependencies
Dependency Definition
Mandatory Inherent in the nature of the
work being performed on a project
Discretionary Defined by the project team
External Involve relationships between
project and non-project activities
1D17
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Activity-on-Arrow (AOA)
Note Assume all durations are in days A=1 means Activity A has a duration of 1 day
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Burst
Merge
Nodes
1D18
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Types of Dependencies Between Activities
Task Dependency Example Description
Finish-to-Start (FS) Task B cannot start
until task A finishes
Start-to-Start (SS) Task B cannot start
until task A starts
Finish-to-Finish (FF) Task B cannot finish
until task A finishes
Start-to-Finish (SF) Task B cannot finish
until task A starts
A
B
A
B
A
B
A
B
1D19
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Types of resources
ndash People
ndash Equipment
ndash Materials
bull Primary outputs
ndash Activity resource requirements
ndash Resource breakdown structure
ndash Project documents updates
Estimating Activity Resources
1D20
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Resource Breakdown Structure
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D12
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Schedule management
plan
Activity list
Activity attributes
Activity resource
requirements
Resource calendars
Project scope
statement
Risk register
Resource breakdown structure
Enterprise environmental
factors
Organizational process assets
Have you ever used any of the following
1D13
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Main output is a schedule management plan
bull Level of detail varies
ndash Informal and broad
ndash Formal and detailed
bull Used for planning executing and controlling the
project schedule
bull Consists of policies procedures and documentation
Planning Schedule Management
1D14
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Important to describe activities in more detail
bull Must specify enough detail to determine resource and
schedule estimates
bull Main outputs
ndash Activity list
ndash Activity attributes
ndash Milestone list
ndash Project management plan updates
Defining Activities and Tasks
1D15
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Both should be in agreement with the
WBS and WBS dictionary
Defining Activities
Activity List Attributes
1D16
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Dependencyrelationship ndash pertains to the
sequencing of project activities or tasks
Sequencing Activities ndash Dependencies
Dependency Definition
Mandatory Inherent in the nature of the
work being performed on a project
Discretionary Defined by the project team
External Involve relationships between
project and non-project activities
1D17
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Activity-on-Arrow (AOA)
Note Assume all durations are in days A=1 means Activity A has a duration of 1 day
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Burst
Merge
Nodes
1D18
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Types of Dependencies Between Activities
Task Dependency Example Description
Finish-to-Start (FS) Task B cannot start
until task A finishes
Start-to-Start (SS) Task B cannot start
until task A starts
Finish-to-Finish (FF) Task B cannot finish
until task A finishes
Start-to-Finish (SF) Task B cannot finish
until task A starts
A
B
A
B
A
B
A
B
1D19
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Types of resources
ndash People
ndash Equipment
ndash Materials
bull Primary outputs
ndash Activity resource requirements
ndash Resource breakdown structure
ndash Project documents updates
Estimating Activity Resources
1D20
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Resource Breakdown Structure
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D13
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Main output is a schedule management plan
bull Level of detail varies
ndash Informal and broad
ndash Formal and detailed
bull Used for planning executing and controlling the
project schedule
bull Consists of policies procedures and documentation
Planning Schedule Management
1D14
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Important to describe activities in more detail
bull Must specify enough detail to determine resource and
schedule estimates
bull Main outputs
ndash Activity list
ndash Activity attributes
ndash Milestone list
ndash Project management plan updates
Defining Activities and Tasks
1D15
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Both should be in agreement with the
WBS and WBS dictionary
Defining Activities
Activity List Attributes
1D16
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Dependencyrelationship ndash pertains to the
sequencing of project activities or tasks
Sequencing Activities ndash Dependencies
Dependency Definition
Mandatory Inherent in the nature of the
work being performed on a project
Discretionary Defined by the project team
External Involve relationships between
project and non-project activities
1D17
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Activity-on-Arrow (AOA)
Note Assume all durations are in days A=1 means Activity A has a duration of 1 day
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Burst
Merge
Nodes
1D18
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Types of Dependencies Between Activities
Task Dependency Example Description
Finish-to-Start (FS) Task B cannot start
until task A finishes
Start-to-Start (SS) Task B cannot start
until task A starts
Finish-to-Finish (FF) Task B cannot finish
until task A finishes
Start-to-Finish (SF) Task B cannot finish
until task A starts
A
B
A
B
A
B
A
B
1D19
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Types of resources
ndash People
ndash Equipment
ndash Materials
bull Primary outputs
ndash Activity resource requirements
ndash Resource breakdown structure
ndash Project documents updates
Estimating Activity Resources
1D20
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Resource Breakdown Structure
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D14
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Important to describe activities in more detail
bull Must specify enough detail to determine resource and
schedule estimates
bull Main outputs
ndash Activity list
ndash Activity attributes
ndash Milestone list
ndash Project management plan updates
Defining Activities and Tasks
1D15
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Both should be in agreement with the
WBS and WBS dictionary
Defining Activities
Activity List Attributes
1D16
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Dependencyrelationship ndash pertains to the
sequencing of project activities or tasks
Sequencing Activities ndash Dependencies
Dependency Definition
Mandatory Inherent in the nature of the
work being performed on a project
Discretionary Defined by the project team
External Involve relationships between
project and non-project activities
1D17
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Activity-on-Arrow (AOA)
Note Assume all durations are in days A=1 means Activity A has a duration of 1 day
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Burst
Merge
Nodes
1D18
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Types of Dependencies Between Activities
Task Dependency Example Description
Finish-to-Start (FS) Task B cannot start
until task A finishes
Start-to-Start (SS) Task B cannot start
until task A starts
Finish-to-Finish (FF) Task B cannot finish
until task A finishes
Start-to-Finish (SF) Task B cannot finish
until task A starts
A
B
A
B
A
B
A
B
1D19
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Types of resources
ndash People
ndash Equipment
ndash Materials
bull Primary outputs
ndash Activity resource requirements
ndash Resource breakdown structure
ndash Project documents updates
Estimating Activity Resources
1D20
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Resource Breakdown Structure
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D15
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Both should be in agreement with the
WBS and WBS dictionary
Defining Activities
Activity List Attributes
1D16
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Dependencyrelationship ndash pertains to the
sequencing of project activities or tasks
Sequencing Activities ndash Dependencies
Dependency Definition
Mandatory Inherent in the nature of the
work being performed on a project
Discretionary Defined by the project team
External Involve relationships between
project and non-project activities
1D17
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Activity-on-Arrow (AOA)
Note Assume all durations are in days A=1 means Activity A has a duration of 1 day
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Burst
Merge
Nodes
1D18
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Types of Dependencies Between Activities
Task Dependency Example Description
Finish-to-Start (FS) Task B cannot start
until task A finishes
Start-to-Start (SS) Task B cannot start
until task A starts
Finish-to-Finish (FF) Task B cannot finish
until task A finishes
Start-to-Finish (SF) Task B cannot finish
until task A starts
A
B
A
B
A
B
A
B
1D19
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Types of resources
ndash People
ndash Equipment
ndash Materials
bull Primary outputs
ndash Activity resource requirements
ndash Resource breakdown structure
ndash Project documents updates
Estimating Activity Resources
1D20
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Resource Breakdown Structure
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D16
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Dependencyrelationship ndash pertains to the
sequencing of project activities or tasks
Sequencing Activities ndash Dependencies
Dependency Definition
Mandatory Inherent in the nature of the
work being performed on a project
Discretionary Defined by the project team
External Involve relationships between
project and non-project activities
1D17
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Activity-on-Arrow (AOA)
Note Assume all durations are in days A=1 means Activity A has a duration of 1 day
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Burst
Merge
Nodes
1D18
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Types of Dependencies Between Activities
Task Dependency Example Description
Finish-to-Start (FS) Task B cannot start
until task A finishes
Start-to-Start (SS) Task B cannot start
until task A starts
Finish-to-Finish (FF) Task B cannot finish
until task A finishes
Start-to-Finish (SF) Task B cannot finish
until task A starts
A
B
A
B
A
B
A
B
1D19
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Types of resources
ndash People
ndash Equipment
ndash Materials
bull Primary outputs
ndash Activity resource requirements
ndash Resource breakdown structure
ndash Project documents updates
Estimating Activity Resources
1D20
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Resource Breakdown Structure
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D17
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Activity-on-Arrow (AOA)
Note Assume all durations are in days A=1 means Activity A has a duration of 1 day
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Burst
Merge
Nodes
1D18
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Types of Dependencies Between Activities
Task Dependency Example Description
Finish-to-Start (FS) Task B cannot start
until task A finishes
Start-to-Start (SS) Task B cannot start
until task A starts
Finish-to-Finish (FF) Task B cannot finish
until task A finishes
Start-to-Finish (SF) Task B cannot finish
until task A starts
A
B
A
B
A
B
A
B
1D19
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Types of resources
ndash People
ndash Equipment
ndash Materials
bull Primary outputs
ndash Activity resource requirements
ndash Resource breakdown structure
ndash Project documents updates
Estimating Activity Resources
1D20
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Resource Breakdown Structure
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D18
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Types of Dependencies Between Activities
Task Dependency Example Description
Finish-to-Start (FS) Task B cannot start
until task A finishes
Start-to-Start (SS) Task B cannot start
until task A starts
Finish-to-Finish (FF) Task B cannot finish
until task A finishes
Start-to-Finish (SF) Task B cannot finish
until task A starts
A
B
A
B
A
B
A
B
1D19
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Types of resources
ndash People
ndash Equipment
ndash Materials
bull Primary outputs
ndash Activity resource requirements
ndash Resource breakdown structure
ndash Project documents updates
Estimating Activity Resources
1D20
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Resource Breakdown Structure
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D19
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Types of resources
ndash People
ndash Equipment
ndash Materials
bull Primary outputs
ndash Activity resource requirements
ndash Resource breakdown structure
ndash Project documents updates
Estimating Activity Resources
1D20
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Resource Breakdown Structure
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D20
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Resource Breakdown Structure
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D21
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Difficulty of activity
bull Uniqueness of activity
bull Organizationrsquos history in doing similar activities
bull Availability and capability of people
bull Availability of materials and equipment
bull Applicable policies and procedures
bull Feasibility of outsourcing
Factors Affecting Resource Allocations
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D22
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Duration ndash the actual amount of time worked n an
activity plus elapsed time
bull Effort ndash the number of workdays or work hours required
to complete a task
bull Baseline dates ndash planned schedule dates for activities
bull Schedule baseline ndash entire approved planned schedule
Estimating Activity Durations
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D23
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Milestones for
closing a house
Discussion
Use the chat window to
answer this question
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D24
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
SMART Criteria
Specific
Measurable
Assignable Realistic
Time-framed
Adding Milestones to Gantt Charts
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D25
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
By a show of hands did formal
milestones exist on your last project
Discussion Question
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D26
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Tools amp Techniques for Developing a Schedule
Gantt Chart Critical Path Analysis
Critical Chain Scheduling PERT Analysis
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D27
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Provide a standard format for displaying project schedule
information by listing project activities and their
corresponding start and finish dates in calendar form
Gantt Charts
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D28
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
A Gantt chart that compares planned and
actual project schedule information
Tracking Gantt Chart
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D29
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Network diagramming technique used to predict total
project duration
bull Critical path
ndash Series of activities that determine the earliest time by
which the project can be completed
ndash Longest path through the network diagram
Critical Path Method (CPM)
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D30
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull First develop a good network diagram
bull Estimate the duration of each activity
bull Add the durations for all activities on each path through
the network diagram
bull The longest path is the critical path
Calculating the Critical Path
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D31
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Determining the Critical Path for Project X
1
2
3
4
5
6
7
8
A=1
B=2
C=3
D=4
E=5
F=4
G=6
I=2
H=6
J=3
Path 1 A-D-H-J Length = 1+4+6+3 = 14 days Path 2 B-E-H-J Length = 2+5+6+3 = 16 days Path 3 B-F-J Length = 2+4+3 = 9 days Path 4 C-G-I-J Length = 3+6+2+3 = 14 days Which one is the critical path Path 2
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D32
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Although it is the longest path it represents the shortest
time required to complete the project
bull If one or more activities on the critical path take longer
than planned project completion could potentially slip
bull To prevent project slipping the project manager must
take corrective action
What Does the Critical Path Really Mean
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D33
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Multitasking Example
Task 1 Task 2 Task 3
Task 1 completed
after 10 days
Task 2 completed
after 20 days
10 days 10 days 10 days
Without
multitasking
Task 1 Task 2 Task 3 Task 1 Task 2 Task 3
With
multitasking
Task 1 completed
after 20 days Task 2 completed
after 25 days
5 days 5 days 5 days 5 days 5 days 5 days
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D34
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Theory of Constraints (TOC) ndash a management
philosophy based on the metaphor of a chain and its
weakest link
bull Method that considers limited resources when creating a
project schedule and includes buffers to protect the
project completion date
Critical Chain Scheduling
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D35
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling
Buffer Additional time to complete a task
Murphyrsquos law States if something can go wrong it will
Project buffer Time added before the projectrsquos due date
Feeding buffers Time added before tasks on critical chain
Parkinsonrsquos law States work expands to fill the time allowed
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D36
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Critical Chain Scheduling Example
FB
FB
FB
FB
X
X
X
Project
buffer
Critical chain
Critical chain
Critical chain
Completion
date X = tasks done by limited resources
FB = feeding buffer
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D37
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
Program Evaluation and Review Technique (PERT)
(optimistic time + 4 most likely time + pessimistic time)6 =
= (8 workdays + 4 10 workdays + 24 workdays)6
= 12 workdays
Example
Formula
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D38
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Performance reviews
bull A schedule change control system
bull A scheduling tool andor project management software
bull Variance analysis
bull What-if scenario analysis
bull Adjusting leads and lags
bull Schedule compression
bull Resource optimization techniques
Tools amp Techniques for Controlling the Schedule
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D39
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Draw network diagrams
bull Determine the critical path for a project
bull Create Gantt charts
bull Report view and filter specific time management
information
Use Software to Assist in Project Time Management
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D40
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
bull Projects should have realistic schedule goals
bull Review the draft schedule with stakeholders
bull Prepare and get approved a more detailed schedule
bull Project managers should use discipline to help meet goals
Reality Check
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
1D41
copy 2013 Certified Success
All Rights Reserved
PRJ ndash 1D Version 11
over
Keeping on Schedule
Tools and Techniques for Tracking Progress
top related