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Project Management: Project Schedule Management Knowledge Area

Project Mangement - overview of the Schedule Management knowledge area within project management. Describes the 6 processes within schedule management and the process groups impacted.

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Project Management: Project Schedule Management Knowledge Area

  1. 1. Project Schedule Management Knowledge Area Project Management Processes
  2. 2. Overview of Schedule Management Knowledge Area • Ensuring Project Items are Completed on Time • Relationship of Activities • Schedule of Performing of Activities
  3. 3. Overview of Schedule Management Knowledge Area 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Duration 6.5 Develop Schedule 6.6 Control Schedule
  4. 4. Project Schedule Management • Schedule Management involves the processes needed to manage completion of the project on time • The process is used to produce the Project Schedule
  5. 5. 6.1 Plan Schedule Management-Planning Process Group
  6. 6. The Plan Schedule Management Process Is the process concerned with laying the framework for the other five Schedule Management Processes and defining how they will be conducted.
  7. 7. 6.1 Plan Schedule Management • Occurs in the Planning Process Group • Concerned with establishing of procedures, policies, planning, managing, and documenting the project schedule • Used to create the Schedule Management Plan
  8. 8. Schedule Management Plan • Provides guidance in creation of the schedule • What needs to be done to create the schedule? • Lays out how planning the schedule will be done • The methodology to be used, such as Critical Path Method • Defines the tools to create the schedule • Indicates software tools that will be used • Instructs on the managing and control of the project • Managing the schedule compared to the schedule baseline • Methods for measuring performance of the schedule • Variance management, schedule change control
  9. 9. 6.2 Define Activities-Planning Process Group
  10. 10. The Define Activities Process Is the process for identifying activities that will be performed during the project in order to produce the project deliverables and documenting those activities
  11. 11. 6.2 Define Activities • Occurs in the Planning Process Group • The work packages from the WBS (Created in Project Scope Management) are broken down into smaller activities • Improves the estimating of scheduling • Should include the project team to help define the activities
  12. 12. Outputs of the Define Activities List Process • Activity List • The project activities that need to be performed • Activity Attributes • Details regarding the activity list • Milestones • Key events that occur in the project schedule • They are not an activity and have no duration • Change Requests • If activities are defined through progressive elaboration (or Rolling Wave Planning) it may result in changes to the planned scope
  13. 13. 6.3 Sequence Activities-Planning Process Group
  14. 14. The Sequence Activities Process • Concerned with identifying the relationships of the activities defined in the Define Activities process
  15. 15. 6.3 Sequence Activities • Occurs in the Planning Process Group • A Network Diagram should be created to show the sequence of activities in a visual way • Work is conducted to identify relationships between activities
  16. 16. Sequence Activities - Dependencies • A requirement that must be considered before another requirement can be worked on; the nature of the work includes this dependency Mandatory Dependency: • An optional dependency that can be removed or altered at the discretion of the project team Discretionary Dependency: • A dependency that is coming from outside of the project such as organizational rules/processes or government regulations External Dependency: • The relationship between project activities that may be include resource availability being able to move to the next activitiy Internal Dependency:
  17. 17. Lead Time The following activity starts before the preceding activity finishes
  18. 18. Lag Time The time between the start of the next activity and the end of the previous activity
  19. 19. Precedence Diagramming Method (PDM) A method to create a Network Diagram
  20. 20. Precedence Diagramming Method Boxes that represent activities Arrows indicating dependencies Similar to a process flow chart
  21. 21. PDM Relationships Finish to Start (FS) Start to Start (SS) Finish to Finish (FF) Start to Finish (SF)
  22. 22. 6.4 Estimate Activity Duration-Planning Process Group
  23. 23. The Estimate Activity Duration Process • Process of estimating how long activities will take to complete to the required state
  24. 24. 6.4 Estimate Activity Duration • Occurs in the Planning Process Group • Determine approximately how long each activity will take to complete • More accurate estimations can occur with activities that are clearly understood • Unclear items may include padded time to allow for future clarifications that may take longer than expected – risk management
  25. 25. Techniques of Activity Estimations • One-Point Estimation • Each estimator submits an estimate for the activity • Parametric Estimation • Using historical records to collect average completion times for activities and using that as a basis to estimate current activities • Analogous Estimation • Similar activities are examined for their actual completion times and used to estimate for the current activity
  26. 26. Techniques of Activity Estimations – PERT Analysis • Three estimates are provided for each activity • Optimistic Estimate (O) – Best case scenario for activity completion times • Most Likely Estimate (M) - The most likely completion time of the activity • Pessimistic Estimate (P) – Worst case scenario for activity completion duration • Using the average of the estimates to estimate the activity • Triangular Distribution • Beta Distribution • Used for time and cost estimates
  27. 27. Managing Schedule Risks Contingency Reserve: Extra time placed in the schedule on an activity in case a risk actualizes Management Reserve: Extra money/budget held for the purposes of combating unforeseen or unexpected risk actualization
  28. 28. 6.5 Develop Schedule-Planning Process Group
  29. 29. The Develop Schedule Process • Using the outputs of the prior processes to develop the project schedule with planned/estimated start and completion dates
  30. 30. 6.5 Develop Schedule • Occurs during the Planning Process Group • Create a model using the estimations of the activities and the planned sequence to create a model of the schedule • Time based activities are laid out in sequence and indicate the resource responsible for completing the activity
  31. 31. Requirements to Complete A Schedule Project Scope Statement Network Diagram Activity List Time Estimates of Activities Resource Requirements Needed to Complete Activities Resource Availability Schedules
  32. 32. Critical Path Method (CPM) • Popular schedule Network Analysis technique • The longest path from the beginning to the end through the schedule • Gives an idea of how long the project should take to be fully completed
  33. 33. Float/Slack • The time an activity can be delayed without impacting other activities or delays in the project • Total Float is the time an activity can be delayed without impact to the project duration • Free Float is the time an activity can be delayed without impacting the early start date of another activity • Project Float is the time that an activity can be delayed without impacting customer imposed project completion date
  34. 34. Critical Path Activities Should be Zero Float Days
  35. 35. Calculating Float Late Start (LS) – Early Start (ES) Late Finish(LF) – Early Finish (EF)
  36. 36. 6.6 Control Schedule-Monitoring & Controlling Process Group
  37. 37. The Control Schedule Process • The process of working to ensure that the progress of the project remains on track or changes against the scheduled baseline are managed appropriately
  38. 38. 6.6 Control Schedule • Occurs during the Monitoring & Controlling Process Group • Current progress is measured against the scheduled baseline • Root causes of changes should be found and eliminated if possible to prevent excessive changes to the schedule baseline
  39. 39. Controlling the Schedule • Activities may be re-estimated • Unclear areas may be clarified and need to be estimated again • Review the schedule to determine if the project is on schedule • Distribute work to available resources • Resource leveling • Adjust the projects progress • Prepare reports on the status of the project compared to the schedule • Manage the change control process regarding the schedule
  40. 40. Sources • A Guide to the Project Management Body of Knowledge – PMBOK 6th Edition • https://www.pmi.org/ Joshua Render https://agile-mercurial.com

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  • mmteama

    Mar. 12, 2021

Project Mangement - overview of the Schedule Management knowledge area within project management. Describes the 6 processes within schedule management and the process groups impacted. Blog: https://agile-mercurial.com YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg Twitter: https://twitter.com/agile_mercurial Tumblr: https://agilemercurial.tumblr.com/

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