pmbok 4th edition chapter 6 - project time management

Download Pmbok 4th edition   chapter 6 - Project Time Management

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  • 2. PMKnowledgeAreas&ProcessGroupsPM Process Initiating Process Planning Process Group Executing Process Monitoring & Controlling ClosingGroups / Group Group Process Group ProcessKnowledge GroupArea ProcessesProject Develop Project Charter Develop Project Management Direct and Manage Project Monitor and Control Project Work Close ProjectManagement Plan Execution Integrated Change ControlIntegrationProject Scope Collect requirements Verify ScopeManagement Define Scope Control Scope Create WBSProject Time Define Activity Schedule ControlManagement Sequence Activity Estimating Resource Estimating Duration Develop ScheduleProject Cost Estimating Cost Control CostManagement Budgeting CostProject Quality Quality Planning Perform Quality Assurance Perform Quality ControlManagementProject HR Human Resources Planning Acquire Project TeamManagement Develop Project Team Manage Project TeamProject Identify Stakeholders Plan Communications Distribute Information Performance ReportingCommunications Manage stakeholdersManagement expectationsProject Risk Plan Risk Management Risk Monitoring and ControlManagement Risk Identification Qualitative / Quantitative Risk Analysis y Risk Response PlanningProject Plan procurement Conduct procurement Administer Contract CloseProcurement procurementManagement
  • 3. ProjectTimeManagement Monitoring & Controlling Processes Planning Processes Enter phase/ Initiating Closing Exit phase/ Start project Processes Processes End project Executing Processes ProcessKnowledge Area Monitoring & g Initiating I iti ti Planning Pl i Executing E ti Closing Cl i Control Activity Definition Activity Sequencing Time Activity Resource Estimating y g Schedule Control Activity Duration Estimating Schedule Development
  • 4. PROJECTTIMEMANAGEMENTProject Time Management includes the processes required to manage timelycompletion of the project, which are as follows: 6.1 Define Activities -The process of identifying the specific actions to be performed to produce the project deliverables deliverables. 6.2 Sequence Activities -The process of identifying and documenting relationships among the project activities. 6 3 Estimate Activity Resources -The process of estimating the type and 6.3 The quantities of material, people, equipment, or supplies required to perform each activity.
  • 5. PROJECTTIMEMANAGEMENT 6 4 Estimate Activity Durations The process of approximating the 6.4 The number of work periods needed to complete individual activities with estimated resources. 6.5 Develop Schedule The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule. h j h d l 6.6 Control ScheduleThe process of monitoring the status of the p g project to update project progress and managing changes to the schedule baseline.
  • 6. Schedule ModelSome advanced practitioners distinguish the printed projectschedule information (schedule) from the schedule data andcalculations that produce the schedule by referring to the schedule,scheduling engine populated with project data as the ScheduleModel.However, in general practice the schedule and the schedulemodel are referred to as the schedule.Although the processes are presented here as discretecomponents with welldefined interfaces, in practice they canoverlap and interact in ways not detailed here.
  • 7. CPM and Critical ChainThe work involved in performing the six processes of ProjectTime Management is preceded by a planning effort by theproject management team team.This planning effort is part of the Develop Project ManagementPlan Process (Section 4.2), which produces a Schedulemanagement plan that Selects a Scheduling Methodology, ascheduling tool, and sets the f h d li l d h format and establishes criteria f d bli h i i fordeveloping and controlling the project schedule.A scheduling methodology defines the rules and approachesfor the Scheduling Process.Some of the better known methodologies include critical pathmethod (CPM) and critical chain.
  • 8. 6.1DefineActivitiesDefine Activities is the process of identifying the specific actionsto be performed to produce the project deliverables.The Create WBS process identifies the deliverables at the lowestlevel in the Work Breakdown Structure (WBS), the work package. ( ), p gProject work packages are typically decomposed into smallercomponents called activities that represent the work necessaryto complete the work package package.Activities provide a basis for estimating, scheduling, executing,and monitoring and controlling the project work.implicit in this process is defining and planning the scheduleactivities such that the project objectives will b met. h h h b ll be
  • 9. 6.1.1DefineActivities:lnputs.1 S 1 Scope B li Baseline: The project deliverables, constraints, and assumptions documented in the project scope baseline (Section are considered explicitly while defining activities..2 Enterprise Environmental Factors: The enterprise environmental factors that can influence the Define Activities process include, but are not limited to, the project management information system (PMIS)..3 O 3 Organizational Process Assets: i i l The organizational process assets that can influence the Define Activities process include, but are not limited to: Existing formal and informal activity planningrelated policies, procedures, and guidelines, such as the scheduling methodology, that are considered in developing the activity definitions, and Lessons p g y , learned knowledge base containing historical information re