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1. PMI Project Management
Professional (PMP)® Workshop

2. Project Time Management
Part 2
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Reserved
2

3. Inputs: Sequence Activities
 Activity list has the list of activities to be
performed. Activity attributes has the
additional information about the activities.
Milestone list mark the key achievement
 Project scope statement contains the
product description which has the details of
features and functionality. We can relate
the order of the features and functionality
of the product by determining the order of
the activities
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4. Tools & techniques: Sequence Activities
 Precedence diagramming method (PDM)uses rectangles to represent activities
and connects them using arrows. This tool is also called Activity on node
 PDM includes 4 types of logical relationships :
1. Finish to Start – Activity C cannot start unless Activity A has finished
2. Start to Start – Activity B cannot start unless Activity A has started
3. Finish to Finish – Activity B cannot finish unless Activity A has finished
4. Start to Finish - Activity B cannot finish unless Activity A has started
 Dependency determination establishes logical relationships as a result of
existing dependencies.
The type of logical relationship possible are:
1. Mandatory or hard logic are the result of inherent nature of work.
Contractual compliance and product limitations are examples
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5. Tools & techniques: Sequence Activities
 Dependency determination establishes logical relationships as a
result of existing dependencies.
The type of logical relationship possible are:
1. Mandatory or hard logic are the result of inherent nature of
work. Contractual compliance and product limitations are
examples
2. Discretionary or preferential logic dependencies exist as a
result of preferences of project team
3. External dependency indicates that an activity outside of the
project has an effect on the sequence project activities. The
relationship between activities is dependent on the external
event
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6. Tools & techniques: Sequence Activities
 Applying leads and lags takes into
account any delays or advances between
activities. The delays are called as lags
and advances are called as leads
 Lag which is also called as waiting time,
is the amount of delay that exists between
activities
 Schedule network templates includes the
templates from previous projects. Sub
network is the portion of the network
from past project
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7. Outputs: Sequence Activities
 Project schedule network diagrams are displays and the logical
relationships between the activities
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8. Introduction: Estimate Activity Resources
 Identify the type and quantity of resources needed to
accomplish the activities. Document the details for each
activity
 Estimate cost is another process which is closely associated
with this process at an activity level
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9. Estimate Activity ResourcesInputs
• Schedule
management plan
• Activity list
• Activity attributes
• Resource calendars
• Risk register
• Activity cost
estimates
• Enterprise
environmental
factors
• Organizational
process assets
Tools&Techniques
• Expert judgment
• Alternative
analysis
• Published
estimating data
• Bottom-up
estimating
• Project
management
software
Outputs
• Activity resource
requirements
• Resource
breakdown
structure
• Project documents
updates
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10. Inputs: Estimate Activity Resources
 Activity list contains the list of activities that need to be
performed to accomplish a deliverable
 Activity attributes are supporting information about the activity
 Activity resource requirements will depend on availability
which is available in resource calendar. Activity resource
requirements will also depend on the skill level
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11. Tools & techniques: Estimate Activity Resources
 Bottom-up estimating involves
estimating resources of an activity
after it has been decomposed into
smaller levels
 Published estimating data includes
known productivity and resource
requirements based on similar past
projects or benchmarking
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12. Outputs: Estimate Activity Resources
 Activity resource requirements contains the type and quantities
of resources to accomplish the activities
 Adding the resources will result in total resources at a work
package level
 Resource breakdown structure is a hierarchical breakdown of
the resources by categories
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13. Introduction: Estimate Activity Durations
 Estimating activity duration requires information on resources
as well as work involved for an activity
 This process is about identifying number of work periods to
complete activities
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14. Estimate Activity Durations
Inputs
• 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
Tools&Techniques
• Expert judgment
• Analogous estimating
• Parametric estimating
• Three-point estimating
• Group decision-
making techniques
• Reserve analysis
Outputs
• Activity duration
estimates
• Project documents
updates
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15. Inputs: Estimate Activity Durations
 Activity list contains the list of activities that need to be
performed to accomplish a deliverable
 Activity attributes are supporting information about the activity
 Activity resource requirements will depend on availability
which is available in resource calendar. Activity resource
requirements will also depend on the skill level
 Project scope statement has assumptions and constraints for
this process
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16. Tools & techniques: Estimate Activity
Durations
 Three persons guessing is better than one person guessing
 Three point estimates uses three values to determine the
duration of an activity using the PERT formula: An
optimistic estimate, a pessimistic estimate, a most likely
estimate
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17. Tools & techniques: Estimate Activity
Durations
 Parametric estimating uses statistical relationship between past
duration data and variables like number of meters of road, function
point count, etc., to estimate current activity duration
 Actual duration of activities of previous projects are used to
estimate duration of activities of current project in Analogous
estimating. This is also called top-down
estimating and used when there is
limited information. Relies on expert
judgment and is reliable when current
project is similar to the previous project.
It is used in the early phases of the
project
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18. Tools & techniques: Estimate Activity Durations
 Reserve analysis involves taking into consideration time buffers
when estimating duration for activities. Risks which may impact
the schedule should be considered when estimating duration.
 This buffer can be calculated based on fixed percentage of
activity duration or based on quantitative risk analysis
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19. Introduction: Develop Schedule
 This process is all about determining planned start and finish
dates of activities in a project. The planned start and finish date
of activities are dependent on the outputs of time management
planning processes
 Developing a schedule is a sequential process
 Project schedule normally undergoes multiple iterations of
changes. The approved version of project schedule becomes
the schedule baseline
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20. Develop ScheduleInputs
• Schedule management
plan
• Activity list
• Activity attributes
• Project schedule
network diagrams
• Activity resource
requirements
• Resource calendars
• Activity duration
estimates
• Project scope
statement
• Risk register
• Project staff
assignments
• Resource breakdown
structure
• Enterprise
environmental factors
• Organizational process
assets
Tools&Techniques
• Schedule network
analysis
• Critical path method
• Critical chain method
• Resource optimization
techniques
• Modeling techniques
• Leads and lags
• Schedule compression
• Scheduling tool
Outputs
• Schedule baseline
• Project schedule
• Schedule data
• Project calendars
• Project management
plan updates
• Project documents
updates
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21. © 2015 Skillogic Knowledge Solutions. All Rights Reserved21
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