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Project Time Management
Based on PMBOK 5th Edition
PROJECTSAvvy Inc, USA
Website: www.projectsavvy.net , Email: [email protected]
Agenda
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
6.7 Control Schedule
2
3
Project Time Management
Includes the processes required to
accomplish timely completion of the project;
involved 7 processes used to in developing
time schedule
The schedule can have any format.
4
6.1 Plan Schedule Management
Establishing the policies, procedures, and
documentation for planning, developing,
managing, executing, and controlling the project
schedule.
The key benefit is to provide guidance and
direction on how the project schedule will be
managed.
5
6
Plan Schedule Management: Inputs
1. Project Management Plan
Scope baselines
Other Information
2. Project Charter
3. Enterprise Environmental Factors
4. Organization Process Assets
7
Plan Schedule Management: T & T
1. Expert Judgment
2. Analytical Techniques
3. Meetings 8
Plan Schedule Management: Output
1. Schedule Management Plan, includes but
not limited to:
Project Schedule Model Development
Level of accuracy
Rules of Performance Management
Reporting Formats
Process Description
9
6.2 Define Activities
Identify the specific actions to be performed to
produce the project deliverables
Activities provide a basis for estimating,
scheduling, executing and monitoring and
controlling the project work.
10
Define
Activities
Data Flow
11
Define Activities: Inputs
1. Schedule Management Plan
2. Scope baselines
3. Enterprise Environmental Factors
4. Organizational Process Assets
12
Define Activities: T & T
1. Decomposition
2. Rolling Wave Planning
3. Expert Judgment
13
Define Activities: Outputs
1. Activity List: A list of all the activities that will
be performed on the project and a
description of each activity
2. Activity Attributes
3. Milestone List: A milestone is a significant
point or event in project.
14
6.3 Sequence Activities
The process of identifying and documenting
relationships among the project activities.
Lead/Lag time between activities should be
considered to support a realistic schedule.
Can be performed by a software or
manually.
15
16
Sequence Activities: Inputs
1. Schedule Management Plan
2. Activity List
3. Activity Attributes
4. Milestone List
5. Project Scope Statement
6. Enterprise Environmental Factors
7. Organizational Process Assets
17
Sequence Activities: T & T
1. Precedence Diagramming
The most common method of arranging the
project activities visually. Activities are put in
boxes, called nodes,
and connected with
arrows (Activity on
Node). 18
19
Sequence Activities: T & T
2. Dependency Determination
• Mandatory Dependency
• Discretionary dependency: preferred
logic, preferential logic, or soft logic.
• External dependencies
20
Sequence Activities: T & T
3. Applying Leads an Lags
21
Sequence Activities: Outputs
1. Project Schedule Network Diagrams
2. Project Document Updates
22
Exercise
23
Activity Predecessor
A -
B A
C B, F
D C
E -
F E
G F
6.4 Estimate Activity Resources
Estimate the type and quantities of
material, human resources, equipment, or
supplied required to perform each activity.
24
25
Estimate Activity Resources: Inputs
1. Schedule Management Plan
2. Activity List
3. Activity Attributes
4. Resource Calendars
5. Risk Register
6. Activity Cost Estimates
7. Enterprise Environmental Factors
8. Organizational Process Assets
26
Estimate Activity Resources: T & T
1. Expert Judgment
2. Alternatives Analysis
3. Published Estimating Data
4. Bottom-up Estimation
5. Project Management Software
27
Estimate Activity Resources: Outputs
1. Activity Resource Requirements
2. Resource Breakdown Structure
3. Project Document Updates
28
Quiz
“Determining the physical resources, quantities
of each and when they would be used” is called
A. Resources Selection.
B. Resource leveling.
C. Resource Breakdown Structure (RBS).
D. Estimate Activity Resources.
29
6.4 Estimate Activity Duration
The process of approximating the number of
work periods needed to complete individual
activities with estimated resources.
30
31
Estimate Activity Duration: Inputs (1)
1. Schedule Management Plan
2. Activity List.
3. Activity Attributes
4. Activity Resource Requirements
5. Resource Calendar 32
Estimate Activity Duration: Inputs (2)
6. Scope Statement
7. Risk Register
8. Resource Breakdown Structure
9. Enterprise Environmental Factors
10.Organization Process Assets 33
Estimate Activity Duration: T & T (1)
1. Expert Judgment
2. Analogous Estimating (Top-down) - Use
actual values of a similar project
3. Parametric Estimating
4. Group Decision making techniques
5. Reserve Analysis
34
Estimate Activity Duration: T & T (2)
6. Three-point Estimate
35
Program Evaluation & Review Technique (PERT)
Uses a weighted average duration estimate to calculate
activity durations.
36
Gantt Chart
Bar charts are relatively easy to read, and are
frequently used in management presentations.
37
38
Estimate Activity Duration: Outputs
1. Activity Duration Estimates: Quantitative
estimates of the likely duration of each
activity as well as the range of possible
results ( 10 ± 2 day )
2. Project Document Updates
39
Quiz
The optimistic estimate is 1, the pessimistic
estimate is 9 & the most likely estimate is 8.
What is the PERT estimate?
A. 9
B. 7
C. 8
D. 6
40
6.6 Develop Schedule
The process of analyzing activity
sequence, durations, resource
requirements, & schedule constraints to
create a project schedule.
Developing an acceptable schedule is
often an iterative process.
41
42
Develop Schedule: Inputs (1)
1. Schedule Management Plan
2. Activity List
3. Activity Attributes
4. Project Schedule Network Diagrams
5. Activity Resource Requirements
6. Resource Calendars
7. Activity Duration Estimates
43
Develop Schedule: Inputs (2)
8. Project Scope Statement
9. Risk Register
10.Project Staff Assignment
11.Resource Breakdown Structure
12.Enterprise Environmental Factors
13.Organizational Process Assets
44
Develop Schedule: T & T
1. Schedule Network Analysis
2. Critical Path Method
3. Critical Chain Method
4. Resource Optimization Techniques
A. Resource Leveling
B. Resource Smoothing
45
Develop Schedule: T & T
5. Modeling Techniques
• What-if scenario analysis
• Simulation
6. Leads and Lags
7. Schedule Compression
• Crashing
• Fast tracking
8. Scheduling Tools
46
Critical Path
The longest duration path through a network diagram
which represents the shortest time to complete the
project
E:2 H:2
A:2
End
Start
D:2
B:3 C:4
47
Critical Chain
48
Resource Leveling & Smoothing
49
Duration Compression
Duration compression is a special case of
mathematical analysis to shorten the project schedule
without changing the project scope
Crashing : cost & schedule tradeoffs are analyzed
to determine how to obtain the greatest amount of
compression for the least incremental cost.
Fast-tracking: doing activities in parallel that would
normally be done in sequence. Fast tracking often
results in rework and usually increases risk.
50
Develop Schedule: Outputs
1. Schedule Baseline
2. Project Schedule
• Milestone Charts
• Bar Charts
• Schedule Network Diagrams
3. Schedule Data
4. Project Calendar
5. Project Management Plan Updates
6. Project Document Updates
51
Float
• Total float (Slack): the amount of time an activity
can be delayed without delaying the project end
date or/and intermediary milestone.
• Free Float (Slack): the amount of time an activity
can be delayed without delaying the start of its
successor.
• Project Float: the amount of time a project can be
delayed without delaying the externally imposed
project completion date.
52
Quiz
Which of the following is the BEST project
management tool to use to determine the longest time
the project will take?
A. WBS
B. Network Diagram
C. Bar chart
D. Project Charter
53
Quiz
Which of the following is correct?
A. A schedule can have several critical paths
B. There must be only one critical path
C. The network diagram will change every time the
end date changes
D. A project can never have negative float
54
6.6 Control Schedule
The process of monitoring the status of the
project to update project progress and
manage changes to schedule baseline.
Concerned with:
Determine current status
Influence the factors that cause changes
Manage actual changes as they occur
55
Control Schedule: Inputs
1. Project Management Plan
2. Project Schedule
3. Work Performance Data
4. Project Calendars
5. Schedule Data
6. Organizational Process Assets
56
Control Schedule: T & T (1)
1. Performance Reviews
Trend Analysis
Critical Path Method
Critical Chain Method
Earned Value Management
2. Project Management Software
57
Control Schedule: T & T (2)
3. Resource Optimization Techniques
4. Modeling Techniques
5. Leads and Lags
6. Schedule compression
7. Scheduling Tool
58
Control Schedule: Outputs
1. Work Performance Information
2. Schedule Forecasts
3. Change Requests
4. Project Management Plan Update
1. Schedule baseline
2. Schedule Management Plan
3. Cost baseline
5. Project Document Updates
6. Organizational Process Assets Updates
59
Quiz
All of the following relate to controlling the
schedule EXCEPT:
A. Value analysis.
B. Crashing.
C. Float.
D. Mandatory dependencies
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