PMP Chap 6 - Project Time management - Part1

By: Nemanand Bobade (nmbobade@gmail.com)
Chapter 6 :
Project Time Management
(Part 1)
Plan Schedule
management
Define
Activities
Sequence
Activities
Estimate
Activity
resource
Estimate
Activity
Duration
Develop
Schedule
Control
Schedule
Planning
Monitoring &
Controlling
Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverage of all PMP concepts
• Sample Questions

By: Anand Bobade (nmbobade@gmail.com)
6. Project Time Management
L : Lesson
Introduction
Time Management Processes
Processes in details:
Review of all processes
Exam Essentials & Tips
Self Assessment
Additional Resources
P1 P2 P3 P4 P5 P6 P7

6. Project Time Management-> Introduction
Provide scheduling framework.
Develop a schedule.
Finalize deliverable delivery dates.
Prepare base for budgeting.
Control project schedule.

6.1 Plan Schedule management:
The process of establishing policies, procedures, &
documentation for planning, developing, managing,
executing, & controlling the project schedule
6.2 Define Activities:
The process of identifying and documenting the
specific actions to be performed to produce the project
deliverables.
6.3 Sequence Activities:
The process of identifying and documenting
relationships among the project activities.

6.4: Estimate Activity resource:
Estimating the type and quantities of material, human resources,
equipment, or supplies required to perform each activity
6:5 Estimate Activity Duration:
Estimating the number of work periods needed to complete
individual activities with estimated resources
6:6 Develop Schedule:
Analysing activity sequences, durations, resource requirements,
and schedule constraints to create the project schedule model
6.7 Control Schedule:
Monitoring the status of project activities to update project
progress and manage changes to the schedule baseline to achieve
the plan.

6.1 Plan Schedule management
Plan Schedule Management Definition
Plan Schedule management : ITTO
What is Analytical Techniques?
What is inside Schedule Management plan?
Data flow diagram
Review
Guidelines for exam questions
Self Assessment
6.1 I T&T O

Planning Developing Managing
Executing Controlling
Establishing policies, procedures & documentation for
planning, developing, managing, executing &
controlling project schedule.
Provide guidance & direction on how the project
schedule will be managed.
Establishing
6.1 Plan Schedule management -> Definition
Project Schedule
6.1 I T&T O

6.1 Plan Schedule Management
Inputs (4)
• Project
management plan
• Project charter
• Enterprise
environmental
factors
• Organizational
process assets
Tools &
Techniques (3)
• Expert judgment
• Analytical
Technique
• Meetings
Outputs (1)
• Schedule
Management plan
6.1 I T&T O

6.1 Plan Schedule Management -> Input
PMP Project
Charter
EEF OPA
6.1 I T&T O

PMP
PMP contains the information about project
execution and control.
Other Subsidiary plans.
Scope baseline – Project scope statement, WBS,
WBS dictionary.
Other information – scheduling cost, risk &
communication related decisions.
6.1 I T&T O

Project
Charter
Summary Milestone Schedule.
Project approval requirements.
6.1 I T&T O

6.1 Plan Schedule Management -> Input -> EEF
EEF
Organizational culture & structure.
Resource availability & skills.
Published commercial data - resource productivity.
Scheduling tool.
Organizational work authorization systems.
6.1 I T&T O

6.1 Plan Schedule Management-> Tools & Techniques
Expert Judgment
Analytical
Techniques
Meetings
6.1 I T&T O

6.1 Plan Schedule Manag.->T&T->Expert Judgment
Expert Judgment
Can suggest scheduling methods & solutions.
Expertise in project execution in the organization (one who
already executed project). Historical information.
E.g., Technology Lead worked on various software project in the
organization.
6.1 I T&T O

6.1 Plan Schedule Manag.->T&T->Analytical Techniques
Analytical
Techniques
Choosing option for estimating, optimizing &
controlling schedule.
Scheduling
Methodology
Scheduling
techniques
Resource
optimizing
techniques
Schedule
performance
review
Resource Levelling: balance
demand for resources with
supply.
Resource Smoothing: Adjusts
schedule activities.
Crashing: Shorten duration by
adding resources.
Fast tracking: Activities done in
sequence are performed in
parallel
6.1 I T&T O

6.1 Plan Schedule Manag.->T&T->Analytical Techniques
Schedule MP - Details the way to fast track or crash the project.
Organization Policies & procedure may influence selection of
scheduling techniques.
Analytical
Techniques Rolling wave planning
Leads & Lags
Alternative Analysis
Methods for reviewing schedule performance
6.1 I T&T O

6.1 Plan Schedule Manag.->T&T->Meetings
Meetings
Project team may attend meetings.
Project
Manager
Technical
Leads
Selected team
members
Functional
Managers
Any one with estimation & scheduling related
responsibilities should attend meetings.
Discuss & agree
how Resource
optimizing
techniques
Discuss & agree
on Scheduling
Methodology,
Scheduling
techniques
6.1 I T&T O

6.1 Plan Schedule Management -> Output->SMP
Schedule
Management
plan
6.1 I T&T O

6.1 Plan Schedule Management -> Output
Schedule
Management
plan
Establishes criteria & activities for developing,
monitoring & controlling project schedule.
Project Schedule Model Development & maintenance (Gantt
chart).
Level of accuracy (High level or detailed)
Unit of measure (Hours, days or weeks)
Schedule Control thresholds ( E.g., what is acceptable delay )
Rules of Performance measurement.
Scheduling/estimating techniques to be used on Project.
Process descriptions.
Reporting formats (Performance reports, variance reports etc)
6.1 I T&T O

6.1 Plan Schedule Management -> Output
Schedule
Management
plan
• Predicted vs actuals
• Earned value management (EVM)
rules.
• Physical measurement rules.
Rules of
performance
measurement:
• Rules for establishing percentage
complete.
• Rules for Control accounts.
• Earned value measurement
techniques (Baselines, fixed-
formula, % complete, etc.)
Ex: Schedule
management
plan may
specify:
6.1 I T&T O

6.1 Plan Schedule Management -> Data Flow Diagram
6.1 I T&T O

6.1 Plan Schedule Management -> Review
Why schedule Management is important?
What is schedule management plan?
What are the components of schedule
management plan?
What is use of analytical technics?
6.1 I T&T O

• Learn visually
6.1 I T&T O

6.2 Define Activities
Define activity Process definition
Define Activity: ITTO
What is Decomposition?
What is Rolling wave planning?
Data flow diagram
Review
Self Assessment
6.2 I T&T O

6.2 Define Activities -> Introduction
Consider Project to construct 50 KM water Pipeline in difficult terrain.
It is huge task & will involve lot of planning & coordination.
How do we execute this?
Start identifying all activities of each work package in WBS.
Also, think about the key milestones.
6.2 I T&T O

6.2 Define Activities -> Definition
Identifying &
Documenting
Specific
Actions
Produce
Identifying & documenting specific actions to be
performed to produce project deliverables.
Break work packages into activities that provide a basis
for estimating, scheduling, executing, monitoring &
controlling the project work.
Project
Deliverables
6.2 I T&T O

6.2 Define Activities -> ITTO
Inputs
• Schedule
management plan
• Scope baseline
• Enterprise
environmental
factors
• Organizational
process assets
Tools &
Techniques
• Rolling wave
planning
• Expert judgment
Outputs
• Activity list
• Activity attributes
• Milestone list
6.2 I T&T O

6.2 Define Activities -> Input
Schedule Manag.
plan
Scope Baseline EEF OPA
6.2 I T&T O

6.2 Define Activities -> Input -> SMP
Schedule Manag.
plan
Prescribed level of details necessary to manage the
work.
Guideline to define activities (e.g., max duration)
Organizational Policies & procedure.
6.2 I T&T O

6.2 Define Activities -> Input -> Scope Baseline
Scope Baseline
Project scope statement:
• Scope, major deliverables.
• Assumptions & constraints.
WBS: List of all work packages. This is the
key input. Activities under each work
package will be identified & listed.
WBS dictionary: Detailed deliverable &
scheduling information about each WBS.
6.2 I T&T O

6.2 Define Activities -> Input->EEF
EEF
Organizational culture & structure.
published Commercial information.
Project Management Information System (PMIS)
6.2 I T&T O

6.2 Define Activities -> Input-> OPA
OPA
Lessons learned about activity list.
Templates with standard activity list.
Activity list from Historical project data.
Activity related policies, procedures & guidelines
6.2 I T&T O

6.2 Define Activities -> Tools & Techniques
Decomposition Rolling Wave
planning
Expert Judgment
6.2 I T&T O

6.2 Define Activities -> Tools & Techniques->Decomposition
Decomposition
Technique used for dividing & subdividing project scope &
deliverables in smaller & more manageable parts.
Activities represent efforts needed to complete work package.
It define final output as activities rather than deliverables.
Oil & Gas Pipeline
Project
Project
Management
Project Plan
Scope
Budget
Procurement
Metal
Equipment
Resources
Build pipeline
Foundation
work
Equipment
erection
Pipe joining
Sensor
installations
------> Activity List
Mark the layout
Get the Machines
Dig the area
Level the area
Prepare foundation
6.2 I T&T O

6.2 Define Activities -> T & T -> Rolling wave planning
Rolling Wave
planning
An iterative planning technique in which:
work to be accomplished in
near term is planned in
details.
while work in future is
planned at a higher level.
Form of
Progressive
Elaboration
Planning packages can be created when detailed
information is not available.
6.2 I T&T O
CRM Project
Initiation
Project charter
Feasibility Study
Business Case
Stakeholder List
Study
Business
Requirement
Document
Reporting
Requirements
System
Requirements
Vendor
selection
Integration
Requirements
Design & Build
System Design
High level
Design
Low level Design
System Build
Build module1
Build Module2
Build Module3
Integration Build
Reports Build
Test
System Testing
Integration
Testing
User
Acceptance
Testing
Security Testing
Performance
Testing
Operate
Training
Go-live
Handover
Training
Contract Closure
Project closure
Work packages can
be decomposed
further when
sufficient
information is
available.

6.2 Define Activities -> T & T -> Rolling wave planning
CRM Project
Initiation
Project charter
Feasibility Study
Business Case
Stakeholder List
Study
Business
Requirement
Document
Reporting
Requirements
System
Requirements
Vendor selection
Integration
Requirements
Design & Build
System Design
High level Design
Low level Design
System Build
Build module1
Build Module2
Build Module3
Integration Build
Reports Build
Test
System Testing
Integration
Testing
User Acceptance
Testing
Security Testing
Performance
Testing
Operate
Training
Go-live
Handover
Training
Contract Closure
Project closure
Jan
Feb
March Apr
May
6.2 I T&T O

6.2 Define Activities->Tools & Techniques->Expert Judgment
Expert Judgment
Person experienced & skilled in developing detailed
• Project scope statement
• WBS
Who's should define activities:
• Person responsible to execute them.
6.2 I T&T O

6.2 Define Activities -> Outputs
Activity list
Activity
attributes
Milestone list
6.2 I T&T O

6.2 Define Activities -> Outputs -> Activity List
Activity list
A list of activities that will be performed on project.
Every work package in the WBS is detailed to create activity list.
It is a list with unique id, WBS reference & description of each activity.
Complete activity list helps in accurate estimation & project schedule.
Activity ID WBS Id Name Description
501 W50 Mark the layout
502 W50 Get the Machines
503 W50 Dig the area
504 W50 Level the area
505 W50 Prepare foundation
6.2 I T&T O

6.2 Define Activities -> Outputs ->Activity Attributes
Activity
attributes
When Completed, they may include following attributes:
Information available during the initial stages of the project:
Activity identifier (ID) WBS ID Activity label or name
Activity description Predecessor activities Successor activities
Logical relationships
Resource
requirements
Imposed dates
Assumptions Person responsible
Geographic area or
place
Provide more information such as predecessors, successors,
logical relationships, resource requirements etc for each
identified activity.
6.2 I T&T O

6.2 Define Activities -> Outputs ->Milestone List
Milestone list
A milestone is a significant point in the project.
Used for setting schedule goals & monitoring
progress.
May be mandatory (contractual), or just for guidance.
Zero duration task with no. resources
6.2 I T&T O

6.2 Define Activities -> Data Flow Diagram
6.2 I T&T O

6.2 Define Activities -> Review
Defining activities by Decomposing work
package
Scope baseline is the main input
What is decomposition?
What is rolling wave planning?
What is Activity list?
What is Activity Attributes?
6.2 I T&T O

• Learn visually
6.2 I T&T O

6.3 Sequence Activities
Sequence activity Process definition
Sequence Activity: ITTO
Why to determine Activity dependencies?
What is PDM?
What is logical Relationship between activities?
Data flow diagram
Review
Self Assessment
6.3 I T&T O

deliverables.
6.3 I T&T O

the plan.
6.3 I T&T O

6.3 Sequence Activities->Introduction
Consider same example about constructing pipeline.
We will need to sequence activities . How?
Identify relationship between activities.
Create the logical relationship.
Execute them in same order.
6.3 I T&T O

6.3 Sequence Activities->Definition
The process of identifying & documenting relationships
among project activities.
Project
Activities
Identifying &
Documenting
Relationship
Defines logical sequence of work to obtain greatest
efficiency within project constraints.
6.3 I T&T O

6.3 Sequence Activities
Inputs
• Schedule
management plan
• Activity list
• Milestone list
• Project scope
statement
• EEF
• OPA
Tools &
Techniques
• Precedence
diagramming
method (PDM)
• Dependency
determination
• Leads and lags
Outputs
• Project schedule
network diagrams
• Project documents
updates
6.3 I T&T O

6.3 Sequence Activities -> Input
Schedule
Management plan
Activity list Activity Attributes Milestone list
Project Scope
statement
EEF OPA
6.3 I T&T O

Identifies scheduling method & tools to be used for
project, which will guide on sequencing activities.
All schedule activities required which are to be
sequenced. Dependencies & constraints can influence
sequencing.
Describes necessary sequence of events or defined
predecessor & successor activities.
It will have schedule date for specific milestone, which
may influence the way activities are sequenced.
6.3 I T&T O

Scope statement contains product scope description
that may effect activity sequencing. Deliverables,
constraints, assumption also may effect sequencing
Govt. or Industry standards, PIMS, scheduling tool,
Work authorization system
Scheduling methodology, activity planning related
policies, procedures guidelines.
6.3 I T&T O

6.3 Sequence Activities -> Tools & Techniques
Dependency
determination
Precedence
diagramming
method (PDM)
Leads and lags
6.3 I T&T O

6.3 Sequence Activities->T&T->Dependency Determination
Dependency
determination
Types:
Mandatory
dependency
Discretionary
dependency
External
dependency
Internal
dependency
Determine how one activity is dependent of another
6.3 I T&T O

Dependency
determination
Requirements
Documentation
Client Approval
• Legally or contractually required
• Inherent in the nature of work
Mandatory
dependency
(Hard logic)
Lay Building Foundation Construct Floor
6.3 I T&T O

Dependency
determination
Develop Module A Develop Module C
• There could be more than one way to
define the sequence between 2 activities.
• Based on best practices.
• Defined by project team (Flexible)
Discretionary
dependency
(Preferred or
preferential or
soft logic)
6.3 I T&T O
Develop Module A Develop Module B
If above sequence of module development was decided by
project team; you can always change it to below sequence, if
required.

Dependency
determination
Delivery of Equipment Start work
Vendor team on boarding Start work
• Relationships between project and non-
project activities
• Activities are done by external people.
• Outside project control.
External
dependencies
6.3 I T&T O

Dependency
determination
Develop System by
coding team
Test System by software
testing team
build house by
Contruction team
Paint & decorate house by
interior design team
• Precedency relationship defined between
two activities.
• Done by internal team member.
• Inside project teams control.
Internal
dependencies
6.3 I T&T O

6.3 Sequence Activities -> Tools & Techniques -> PDM
Precedence
diagramming
method (PDM)
Method of constructing a project schedule network
diagram, to represent activities & connects them
with arrows that show dependencies.
Activities are represented by boxes.
Arrows shows relationships between activities.
6.3 I T&T O

How to develop schedule network diagram.
Activity Activity Description Duration (days) Predecessor
A Collect Requirement 50 -
B System Design 25 A
C Build Module 1 40 B
D Build Module 2 50 C
E Build Module 3 10 B
F Build Module 4 15 E
G Build Module 5 30 B
H System Testing 25 D,F,G
6.3 I T&T O

Collect
Requirements
(A - 50days)
Start
System
Design
(B - 20d)
Build module 1
(C - 40 day)
Build module 2
(D - 50 day)
Build
module 3
(E - 10 day)
Build module 5
(G - 30 day)
Testing
(H-25 days)
Build
module 4
(F - 15 day)
End
Acti
vity
Activity
Description
Duratio
n (days)
Predece
ssor
A Collect
Requirement
50 -
B System Design 25 A
C Build Module 1 40 B
D Build Module 2 50 C
E Build Module 3 10 B
F Build Module 4 15 E
G Build Module 5 30 B
H System Testing 25 D,F,G
• = A->B->C->D->H =
50+20+40+50+25 = 185Path1
• = A->B->E->F->H = 50+20+10+15+25
= 120Path2
• = A->B->G->H = 50+20+30+25 = 125Path3
6.3 I T&T O

Logical Relationships
Precedence
diagramming
method (PDM)
• Task B can not start until Task
A finishes
Finish to start
- FS
• Task B can not start until Task
A starts
Start to Start
- SS
• Task B can finish until Task A
finishes
Finish to
Finish - FF
• Task B can not finish until
Task A starts
Start to Finish
- SF
6.3 I T&T O

Wash a Car Dry a Car
Mix Concrete
Prepare
Concrete floor
• Drying the car can not start until Car is washedFS
• Concrete flooring cant not be started until you start mixing
concrete
SS
Precedence
diagramming
method (PDM)
6.3 I T&T O

Match in progress
Broadcasting
Shift Finish
for Guard1
Shift start for
Guard2
• Broadcasting of a match cannot finish until the match is
finished
FF
• start of the new shift of the security guard signal the finish
shift of the current security guard
SF
Precedence
diagramming
method (PDM)
6.3 I T&T O

6.3 Sequence Activities -> T&T -> Leads & Lags
Business Requirement
(BRS)
System Requirement
(SRS)
Sign Contract
Team On-
board
Lead
1 week
Lag
3 week
Lead: It is amount of time where
successor activity can be advanced w.r.t.
predecessor activity.
Lag: It is amount of time whereby a
successor activity will be delayed w.r.t. a
predecessor activity.
Leads & lags
6.3 I T&T O
Business Requirement
(BRS – 4 weeks)
System Requirement
(SRS – 4 weeks)
W1 W2 W3 W4 W5 W6 W7 W8 W1 W2 W3 W4 W5 W6 W7 W8
Sign Contract
Team On-
board

6.3 Sequence Activities -> T&T -> Leads & Lags
Coding (6 week)
Peer Review (3 week)
FS : Lead –
2 week
Coding (6 week)
SS : Lag –
3 week
Coding (6 week)
FF : Lag –
3 week
Both gives same
output in terms
of schedule
This is more
appropriate as
Coding finish
means coding &
Peer review has to
finish.
Leads & lags
Lead is often represented as negative value for Lag in scheduling software
6.3 I T&T O

6.3 Sequence Activities -> Output
Project Schedule
Network diagram
Project
Documents update
6.3 I T&T O

6.3 Sequence Activities->Output->Proj. Schedule ND
It is a graphical representation of logical relationship
between activities.
Shows dependencies among schedule activities.
Project Schedule
Network diagram
6.3 I T&T O

6.3 Sequence Activities->Output->Proj. Schedule ND
Schedule Network template:
Will be generated once all activities are sequenced &
relationship/dependencies are set.
Templates can be used from similar projects.
Developed by accumulating lessons learned.
Used for entire project or portion of a project.
Project Schedule
Network diagram
6.3 I T&T O

6.3 Sequence Activities -> Output->Project Doc. updates
Project
Documents
update
• New activities identified during
sequencingActivity lists
• New attribute identified
• Change in attributes of older
activities
Activity
attributes
• Risk identified due to dependenciesRisk register
• Any change in scheduling process
Schedule
management
plan
6.3 I T&T O

6.3 Sequence Activities->Output->Data Flow Diagram
6.3 I T&T O

6.3 Sequence Activities -> Review
Why sequencing is important?
Why are different types of activity
dependencies?
What is PDM?
What are different logical Relationship?
What is Project schedule network
diagram?
6.3 I T&T O

• Learn visually
6.3 I T&T O

6.4 Estimate Activity resource
Estimate Activity resource Process definition
Estimate Activity resource: ITTO
Why is Alternative Analysis?
What is Bottom up estimation?
What is resource breakdown structure?
Data flow diagram
Review
Self Assessment
6.4 I T&T O

deliverables.
6.4 I T&T O

the plan.
6.4 I T&T O

6.4: Estimate Activity resource -> Introduction
Human resources Material
Equipment Supplies
6.4 I T&T O

Estimating type & quantities of material, human
resources, equipment or supplies required to perform
each activity.
Type &
Quantities
Material
Human resources
Equipment
Supplies
Estimating
Project
Activities
Perform
Develop more accurate cost and duration estimates.
6.4: Estimate Activity resource -> Definition
6.4 I T&T O

6.4: Estimate Activity resource -> Key Factors
Complexity Resource Skills
Resource
availability
History of
performing similar
task
6.4 I T&T O

6.4 Estimate Activity resources
Inputs
• Schedule
management plan
• Activity list
• Resource calendars
• Risk register
• Activity cost
estimates
• EEF
• OPA
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
6.4 I T&T O

6.4 Estimate Activity Resources -> Input
Schedule
Management
Plan
Activity list
Activity
Attributes
Resource
Calendars
Risk Register
Activity Cost
estimates
EEF OPA
6.4 I T&T O

6.4 Estimate Activity Resources -> Input->SMP
Schedule
Management
plan
It identifies scheduling method & tools to be used
for the project, which will guide how to estimate
activity resources.
Project Schedule Model Development
Level of accuracy
Unit of measure (Hour, Day etc)
Control thresholds
6.4 I T&T O

6.4 Estimate Activity Resources -> Input-> Activity List
Activity list
A list of all schedule activities to estimate activity
resources.
Activity ID WBS Id Name Description
501 W50 Compare Furniture brands
502 W50 Find showrooms
503 W50 Get Quotes
504 W50 Compare Quotes
6.4 I T&T O

6.4 Estimate Activity Resources -> Input-> Activity Attributes
Activity
attributes
Activity description Predecessor activities Successor activities
Logical relationships
Resource
requirements
Imposed dates
Assumptions Person responsible
Geographic area or
place
Provide more information such as predecessors, successors, logical
relationships, resource requirements etc for each identified activity.
Attributes are updated during schedule creations, when completed
they may include following attributes:
6.4 I T&T O

6.4 Estimate Activity Resources -> Input-> Resource Calendar
Identifies working days & shifts on which each
specific resource is available.
Details about when & how long identified project
resource will be availableResource
Calendars
• Resource may be material, human resources, equipment etcRemember:
6.4 I T&T O

6.4 Estimate Activity resources->Input->Risk Register
Risk events may impact resource selection and
availability.
Risks related to activity sequencing, dependencies.
It may lead to alternative analysis.
Risk
Register
6.4 I T&T O

6.4 Estimate Activity resources->Input->Activity Cost Estimates
Activity Cost
Estimates
Provides probable costs required to complete
activities / project work. (summary or detail)
Resource & cost estimation is cyclic process.
Cost constraints may lead to selection of certain
type of resources.
Estimate Cost
(Project Cost Manag.)
Estimate Activity
resources-Resource type / Quantity; make or
buy / Manual or automated can be
decided based on cost constraints.
6.4 I T&T O

6.4 Estimate Activity Resources -> Input->OPA
OPA
Staffing related Policies and procedures.
Procurement (rental and purchase) related Policies
and procedures.
Historical information – types/quantities of
resources used for similar work on previous projects.
6.4 I T&T O

6.4 Estimate Activity Resources -> Input->EEF
EEF
Resource
location availability and skills.
6.4 I T&T O

6.4 Estimate Activity resources -> Tools & Techniques
Expert
Judgement
Alternative
Analysis
Published
Estimating data
Bottom up
estimates
Project
Management
Software
6.4 I T&T O

Mr. Expert
6.4 Estimate Activity resources -> T&T -> Expert Judgment
Expert
Judgement
Can help in choosing right resource.
Identify activity resource requirement.
Can perform or contribute in estimating &
alternative analysis.
Specialized knowledge in resource planning &
estimating can provide such expertise.
6.4 I T&T O

6.4 Estimate Activity resources->T&T->Alternative Analysis
Any group or person with specialized knowledge in resource
planning and estimating can provide such expertise
Alternative
Analysis
Many schedule activities have alternative methods
of accomplishment
Various levels of
resource capability
or skills.
Different size or
type of machines.
Different tools
(hand versus
automated)
Make- rent-or-buy
decisions regarding
the resource.
Analyses
focus on:
6.4 I T&T O

6.4 Estimate Activity resources->T&T->Alternative Analysis
2
Example: Road construction work - Expert helping PM
identifying resource requirements through alternative analysis
Build Manually
• Advantage: Less cost
• Disadvantage: More
human resources & Slow
delivery.
Use machines
• Advantages: Faster
delivery & Less human
resources.
• Disadvantages: More
cost, Resource
capabilities, Machines
availability etc
Alternative
Analysis
1
6.4 I T&T O

6.4 Estimate Activity resources->T&T-> Alternative Analysis
Alternative
Analysis
Example: Cost, Quality & Risk
• Manual work may cost less as cheap human
resources are available but may need more time
to complete project.
Cost
• Machine developed road will give better quality
hence maintenance cost will be less. Also,
delivery will be faster.
Quality:
• Machines may not be available. Bringing
machines to the location may not be possible.
Human resource to operate may not be available.
Risk:
6.4 I T&T O

6.4 Estimate Activity resources->T&T->Published est. data
Rates
Unit
Cost
Labour
trade
Material
Equipm
-ent
Published
Estimating
Data
Production rates & unit costs of resources, material, and
equipment.
Data from different countries and geographical locations.
6.4 I T&T O

6.4 Estimate Activity resources->T&T-> Bottom up estimate
Bottom up
Estimate
Estimating resources or cost by aggregating
estimates of lower-level components of WBS.
Activities are broken into smaller activities which can
be estimated.
There resource needs are estimated.
Resources are assigned to each activity.
These estimates are aggregated into a total quantity
of resources.
6.4 I T&T O

6.4 Estimate Activity resources->T&T-> PM Software
Project
Management
Software
Optimizing Resource utilization
Resource breakdown
structure
Resource availability
Resource rate
Resource calendar
Project Management Software has capability to:
Plan, organize & manage the
resource pools.
Develop resource estimates
Can automatically resolve scheduling conflicts.
Can help perform workload analysis.
Can help optimize resource utilization.
6.4 I T&T O

6.4 Estimate Activity resources -> Outputs
Activity resource
requirements
Resource
breakdown
structure
Project Documents
update
6.4 I T&T O

6.4 Estimate Activity Res.->Outputs->Activity Resource Req
Activity
Resource
Requirements
The types and quantities of resources required for
each activity in a work package.
Aggregated to determine the estimated resources
for each work package and each work period.
Resource
Type/ Activity
Resource
Quantity/
Activity
Resource for
Work Package
6.4 I T&T O
Activity ID WBS Id Name Resource Type Quantity
601 W51 Unit Testing Developer 5
602 W51 System Testing Test Analyst 10
603 W51 Performance Testing Sr. Performance
Test Analyst
2
604 W51 Security testing Security expert 2

6.4 Estimate Activity resources -> Outputs-> RBS
Resource
Breakdown
Structure
Hierarchical representation of resources by category and type.
RBS is useful for organizing & reporting project schedule data
with resource utilization information.
Construction Project
Labor
Managers
Manager1
Manager2
Workers
Worker1
Worker2
Worker3
Material
Building
Office
setup
Equipment
Desktop
Laptop
Printer
Projector
Supplies
Printer
Cartridges
Papers
Stationary
6.4 I T&T O

6.4 Estimate Activity resources->Outputs->Proj. doc. update
Project
Documents
update
• Activities identified during process
Activity
lists
• Attribute for new activities
• Change in attributes of older activities
Activity
attributes
• Resource related Risk
Risk
register
• Update Project & recourse calendar
Resource
Calendars
6.4 I T&T O

6.4 Estimate Activity resources -> Data Flow Diagram
6.4 I T&T O

6.4 Estimate Activity resources -> Review
Why to estimate activity resources?
What is Alternative Analysis?
What is published estimation data?
What is Bottom up estimation?
What is resource breakdown structure?
What is PMIS?
6.4 I T&T O

• Learn visually
6.4 I T&T O

To Learn Project Management Contact Anand Bobade (055 5932004)
•nmbobade@gmail.com
•https://ae.linkedin.com/in/anandbobade
•http://www.slideshare.net/anandbobade
•Conduct Online training, Corporate Training, evening & weekend workshops.
Free learning resources

Questions -1
In which of the following project phases is the project schedule developed?
A. Conceptual
B. Planning
C. Implementation
D. Design
B. Planning
- Refer Process and Knowledge area mapping on Page 61, PMBOK 5

Questions -2
The process of establishing the policies, procedures and documentation for planning,
developing, managing, executing and controlling the project schedule is known as
A. Plan Schedule Management
B. Control Schedule
C. Develop Schedule
D. Sequence Activities
A. Plan Schedule Management
See Plan Schedule Management definition on Page 141, PMBOK 5

Questions -1
When sequencing project activities in the schedule, all the following are true
EXCEPT—
A. There may be scheduled dates for specific milestones
B. Every activity is connected to at least one predecessor and at
least one successor
C. Lead or lag time may be required
D. Necessary sequencing of events may be described by the
activity attributes
B - Every activity is connected to at least one predecessor and at least one successor
The sequence activity process involves identifying and documenting relationships among the project
activities. However, the last activity or milestone are not connected to at least one successor. [Planning]
PMI®, PMBOK® Guide, 2013, 156

Questions -2
The risk register may need to be updated as an output of which following process:
A. Define activities
B. Sequence activities
C. Estimate activity resources
D. Control schedule
B - Sequence activities
The risk register may require updates in both the sequence activities and develop schedule
processes. In the sequence activity process, the activity lists and activity attributes may need
updates as well. [Planning]

Questions -1
The inputs used in the Define Activities process includes below except
A. Scope baseline
B. Schedule Management plan
C. OPA
D. Milestone list
D - See Figure 6-1, Page 143, PMBOK 5

Questions -2
Which of the following is tool & techniques of Define Activities process
A. Rolling wave planning
B. Analytical tools
C. Meeting
D. Scheduling techniques
A

Questions -1
You are in the early stages of a project to manufacture disposable medical devices. You need a
number of engineers including ones with specialties in mechanical, environmental, and systems
engineering. In the early stages of this project, your resource pool includes a large number of
both junior and senior engineers in the various specialty areas. However, as the project
progresses
A. Fewer systems engineers will be needed
B. The resource pool can be limited to those people who are knowledgeable
about the project
C. To complete the project on time, you will continue to require access to a
large number of engineers in their specialty areas
D. You will only need junior level engineers as the senior level people can be
used early in the project to mentor and train them
B - The resource pool can be limited to those people who are knowledgeable about the project
Resource calendars are an input to the estimate activity resource process and to the estimate activity durations process.
They are used to estimate resource use. Early in a project, the resource pool might include people at different levels of
expertise in large numbers, but as the project progresses, the resource pool then can be limited to those people who are
knowledgeable about the project because of their work on it. [Planning] - PMBOK® Guide, 2013, 163, 167–168

Questions -2
You are managing a project that will use a virtual team with team members on three different
continents. Your company is looking to use the virtual team to provide a lower cost product by
using resources in countries that have a favorable exchange rate to that of your country. To assist
in this process as you estimate resource requirements, it is helpful to consider
A. Bottom-up estimating
B. Published estimating data
C. Analogous estimating
D. Reserve analysis
B - Published estimating data
In estimating activity resources, published estimating data is a tool and technique that is used as many
companies routinely publish updated production rates and unit costs of resources. This includes labor
trades, material, and equipment for different countries and geographic locations in these countries.
[Planning] - PMBOK® Guide, 2013, 164

PMP Chap 6 - Project Time management - Part1

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