Pmbok 4th edition chapter 6 - Project Time Management

Download Pmbok 4th edition   chapter 6 - Project Time Management

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I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions. I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization. this is the first presentations uploaded to Slide Share, For more information do not hesitate to contact me. Ahmad H. Maharma - PMP Ramallah, Palestine Phone: + (972) (2) 2968644 Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com

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<ul><li> 1. CHAPTER6PROJECTTIMEMANAGEMENTPROJECT TIME MANAGEMENT Ahmad H. Maharma PMP </li> <li> 2. PMKnowledgeAreas&amp;ProcessGroupsPM Process Initiating Process Planning Process Group Executing Process Monitoring &amp; 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 </li> <li> 3. ProjectTimeManagement Monitoring &amp; Controlling Processes Planning Processes Enter phase/ Initiating Closing Exit phase/ Start project Processes Processes End project Executing Processes ProcessKnowledge Area Monitoring &amp; 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 </li> <li> 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. </li> <li> 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. </li> <li> 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. </li> <li> 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. </li> <li> 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 </li> <li> 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 5.3.3.3) 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 regarding activities lists used by previous similar projects. </li> <li> 10. 6.1.2 Define Activities: Tools and Techniques.1 Decomposition: The technique of decomposition, as applied to defining activities, activities involves subdividing the project work packages into smaller, more manageable components called activities. Activities represent the effort needed to complete a work package. The Define Activities process defines the final outputs as activities rather than deliverables as done in the Create WBS deliverables, process (Section 5.3). </li> <li> 11. 6.1.2 Define Activities: Tools and Techniques.2 Rolling Wave Planning: Rolling R lli wave planning i a f l i is form of progressive elaboration f i l b ti planning where the work to be accomplished in the near term is planned in detail and future work is planned at a higher level of the WBS. </li> <li> 12. 6.1.2 Define Activities: Tools and Techniques.3 Templates: A standard activity list or a portion of an activity list from a previous project i often usable as a t i j t is ft bl template f a new l t for project. The related activity attributes information in the templates can also contain other descriptive information useful in defining activities. Templates can also be used to identify typical schedule milestones..4 Expert Judgment: Project team members or other experts, who are experlenced and skilled in developing detailed project scope statements, the WBS, and project schedules, can provide expertise in defining activities activities. </li> <li> 13. 6.1.3DefineActivities:Outputs.1 Activity List: 1 The activity list is a comprehensive list including all schedule activities required on the project. The activity list includes the activity identifier scope of work f k description for each activity in sufficient detail to ensure that project team members understand what work is required to be completed. </li> <li> 14. 6.1.3DefineActivities:Outputs.2 A i i A ib 2 Activity Attributes: Activity attributes extend the description of the activity by identifying the multiple components associated with each activity. The components for each activity evolve over time. During the initial stages of the project they include the Activity lD, WBS lD, and Activity Name, and when completed may include activity codes, activity description, predecessor activities, successor activities, logical relationships, leads and lags (Section 6 2 2 3) resource requirements imposed dates 6.2.2.3), requirements, dates, constraints, and assumptions. </li> <li> 15. 6.1.3DefineActivities:OutputsActivity attributes can be used to identify the personresponsible for executing the work, geographic area, or placewhere the work has to be performed and activity type such performed,as level of effort (L0E), discrete effort, and apportioned effort(AE).Activity attributes are used for schedule development and forselecting, ordering,selecting ordering and sorting the planned scheduleactivities in various ways within reports. </li> <li> 16. 6.1.3DefineActivities:Outputs.3 Milestone List: A milestone is a significant point or event in the project. A milestone list identifies all milestones and indicates whether the milestone is mandatory, such as those required by y, q y contract, or optional, such as those based upon historical information. </li> <li> 17. 6.1.3DefineActivities:Outputs </li> <li> 18. 6.1.3DefineActivities:Outputs </li> <li> 19. 6.1.3DefineActivities:Outputs </li> <li> 20. 6.2SequenceActivitiesSequence Activities is the process of identifying anddocumenting relationships among the project activities.Activities are sequenced using logical relationships. Every activity and milestone except the first and last areconnected to at least one predecessor and one successor.lt may be necessary to use lead or lag time between activities tosupport a realistic and achievable project schedule. t li ti...</li></ul>