PMP Training Project Time Management Part 3

PMI Project Management
Professional (PMP)® Workshop

Project Time Management
Part 3
© 2016 Skillogic Knowledge Solutions. All Rights Reserved2

Inputs: Develop Schedule
 The major outputs of all the time management planning
processes are inputs to developing the schedule
 All the planning effort for time management comes together in
this process

Tools & technique: Develop Schedule
 Critical path method is about determining planned start and
finish dates for an activity. We use the duration and the logical
relationships to derive the start and finish dates
 Earliest finish date is dependent on its duration and its earliest
start date
 Earliest start of the second activity is dependent on the earliest
finish of the previous activity
 Forward pass involves calculating the earliest start and finish
dates for the activities in a network

 When determining the Early start and early finish dates
(forward pass), leads and lags between activities should be
accounted for. Lag between 2 activities is indicated by a
positive symbol
 A lead between two activities indicates that there is an
acceleration of the second activity to start before the
completion of first activity. Lead between 2 activities is
indicated by a negative symbol

 When we have larger numbers it becomes tedious to calculate
the early start and finish dates of activities
 Formulae for forward pass:
ES of 1st activity = 1
EF of any activity = ES + Duration – 1
ES of next activity = EF of previous activity + 1

 Backward pass is used to calculate the Late start and Late
finish dates of activities in a network
 The amount of flexibility available can be known by
calculating the earliest and latest dates of an activity
 Scenario 1: If the Latest finish date of the last activity is not
known then Latest finish date of the last activity is the same as
the Earliest finish date of that activity
 Scenario 2: Latest finish date of the last activity is known and
is different than Earliest finish data of that activity
 Latest start date of an activity is based on the Latest finish date
and the duration of the activity

 The time that the start of an activity can be delayed without
delaying the project end date is called Total Float Total float of
an activity = LS-ES OR LF-EF
 The total float is applied to all the activities in a path. If one
activity consumes the complete float then the other activities on
the path will not have any more float
 Free float is the flexibility between two activities
Free float = ES (successor ) – ES - Duration

Characteristics of critical path:
1. Duration of the total project can be obtained by adding the
duration of the activities on critical path
2. Activities with longest duration
3. Usually Zero total float
4. There can be multiple critical paths
5. When there are any changes, a new critical path may arise
6. Any delay in critical path will delay the overall
project
7. Free float cannot be more than total float
8. Does not consider resources

 Critical path method applies resources to the critical path
 Critical path gets altered when resources are applied and is
called Critical Chain
 Critical chain method is done after the critical path method
 Buffers (additional time to manage uncertainties) in the project
are considered in critical chain method
 Buffers for individual activities are taken and placed in buffer
pool
 Buffer pool is applied either at the end of the project (project
buffer) or at a place where non critical activities converge the
critical path(feeder buffer)
 PM can use this buffer to deal with uncertainties

 Schedule compressing is shortening the project schedule due
to constraints
 Schedule compression is obtained using crashing and fast
tracking. Compression should always be performed on critical
path
 Crashing is done by doing a what-if /trade-off between cost and
schedule. Best solution is one which gives greatest
compression with minimum cost

 What-if analysis includes evaluating multiple scenarios to
impact the schedule
 We use simulation methodology to evaluated different
scenarios. Monte Carlo simulation is most widely used
 All resource may not be available at all times of project. Hence
we perform resources leveling to address the issues of having
too many resources or less resources during various times of
project

Outputs: Develop Schedule
 Project schedule includes the planned start and end date for
each activity
 Project schedule can be represented as Gant chart, schedule
network diagram, bar chart etc.
 Approved version of project schedule is called Schedule
baseline

Introduction: Control Schedule
 This process is about monitoring and controlling the project
schedule by monitoring various factors related to schedule
 This process also handles the changes

Control ScheduleInputs
• Project
management
plan
• Project schedule
• Work
performance
data
• Project
calendars
• Schedule data
• Organizational
process assets
Tools&Techniques
• Performance
reviews
• Project
management
software
• Resource
optimization
techniques
• Modeling
techniques
• Leads and lags
• Schedule
compression
• Scheduling tool
Outputs
• Work
performance
information
• Schedule
forecasts
• Change requests
• Project
management
plan updates
• Project
documents
updates
• Organizational
process assets
updates

Tools: Control Schedule
 Performance reviews is reporting to stakeholders on the actual
start and finish dates and the percentage completion of various
activities
 Variance analysis compares the estimated start and finish dates
with the actual start and finish dates. This helps in identifying
the variance and investigating reasons for variation

Outputs: Control Schedule
 PMP updates include changes to the schedule baseline to
accommodate the approved change requests
 When a change related to schedule is approved, the PMP
should be updated

Skillogic Knowledge Solutions
Call Us
@ 901-989-9000
If you are looking for PMP Certification Training in Chennai visit:
http://in.skillogic.com/pmp-training/pmp-certification-chennai

PMP Training Project Time Management Part 3

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PMP Training Project Time Management Part 3